SciELO - Scientific Electronic Library Online

 
vol.22 issue2Micro-material handling employing e-beam generated topographies of copper and aluminiumValue engineering analysis appraisal for farm management: A case study of pistachio farms author indexsubject indexarticles search
Home Pagealphabetic serial listing  

South African Journal of Industrial Engineering

On-line version ISSN 2224-7890
Print version ISSN 1012-277X

S. Afr. J. Ind. Eng. vol.22 n.2 Pretoria  2011

 

Extended critical success factor model for management of multiple projects: An empirical view from Transnet in South Africa

 

 

J.M. NethatheI; C.C. van WaverenII; K.-Y. ChanIII

IGraduate School of Technology Management, University of Pretoria, South Africa, joseph.nethathe@transnet.net
IIGraduate School of Technology Management, University of Pretoria, South Africa, corro@up.ac.za
IIIGraduate School of Technology Management, University of Pretoria, South Africa, alice.chan@up.ac.za

 

 


ABSTRACT

Transnet Freight Rail in South Africa has faced projects delays in its multi-project environment. This study takes South Africa as representative of developing countries, and develops the Critical Success Factors (CSFs) model for multiple projects success, with the goal of expanding the conventional model by adding the demographic characteristics of the business units involved in the multiple projects. The empirical results showing the greatest number of success factors are people-related, with the focus on team selection and team commitment. Two demographic characteristics are of importance when managing multiple projects: the size of the business unit, and the employees' project experience.


OPSOMMING

Transnet, 'n spoorvragentiteit in Suid-Afrika, ondervind gereeld projekvertragings in hul multi-projekomgewing. Suid-Afrika, as 'n voorbeeld van ontwikkelende lande, word in die studie gebruik en hierdie studie ontwikkel 'n reeks suksesfaktore vir 'n multi-projek-omgewing deur 'n bestaande konvensionele model aan te pas om ook die demografiese eienskappe van die verskillende besigheidseenhede betrokke in die organisasie te inkorpo-reer. Die resultaat van die studie wys dat die grootste aantal suksesfaktore mens-geörienteerd is, met die fokus op die samestelling en toewyding van die betrokke projekspanne. Twee demografiese eienskape is belangrik by die bestuur van multi-projekte, naamlik die grootte van die besigheidseenheid asook projekondervinding van die werknemers.


 

 

“Full text available only in PDF format”

 

 

REFERENCES

[1] Chan, A.P.C., Scott, D. & Chan, A.P.L. 2004. Factors affecting the success of a construction project, Journal of Construction Engineering and Management, 130(1), pp. 153-155.         [ Links ]

[2] Dvir, D., Lipovetsky, S., Shenhar, A. & Tishler, A. 1998. In search of project classification: A non-universal approach to project success factors, Research Policy, 27(9), pp. 915-935.         [ Links ]

[3] Engwall, M. & Jerbrant, A. 2003. The resource allocation syndrome: The prime challenge of multi-project management? International Journal of Project Management, 21(6), pp. 403-409.         [ Links ]

[4] Steyn, H., Basson, G., Carruthers, M., du Plessis, Y., Kruger, D., Pienaar, J., Prozesky-Kuschke, B., Van Eck, S. & Visser, K. 2007. Project management: A multi-disciplinary approach, 2nd ed. FPM Publishing, South Africa.         [ Links ]

[5] Van Der Merwe, A.P. 1997. Multi-project management - organizational structure and control, International Journal of Project Management, 15(4), pp. 223-233.         [ Links ]

[6] Thompson, B.P., Anderson, S.D, Russell, J.R. & Hanna, A.S. 2002. Guidelines for warranty contracting for highway construction, Journal of Management in Engineering, 18(3), pp. 129-137.         [ Links ]

[7] Elonen, S. & Artto, K.A. 2003. Problems in managing internal development projects in multi-project environments, International Journal of Project Management, 21(6), pp. 395-402.         [ Links ]

[8] Abdullan, A.M. & Vickridge, I.G. 1999. Best practice for multi-project management in the construction industry. In: Proceedings COBRA. RICS Foundation, pp. 169-179.         [ Links ]

[9] Kerzner, H. 1998. Project management: A systems approach to planning, scheduling, and controlling, 6th ed. John Wiley & Sons Inc, Canada.         [ Links ]

[10] Nicholas J.M. & Steyn, H. 2008. Project management or business, engineering and technology: Principles and practice. Elsevier, Canada.         [ Links ]

[11] Meredith, J.R. & Mantel, Jr., S.J. 2006. Project management: A managerial approach. 6th ed. John Wiley & Sons (Asia) Pte Ltd., USA.         [ Links ]

[12] Wiley V.D., Deckro, R.F. & Jackson, J.A. 1998. Optimization analysis for design and planning of multi-project portfolios, European Journal of Operational Research, 107(2), pp. 492-506.         [ Links ]

[13] Lambrechts, O., Demeulemeester, E. & Herroelen, W. 2008. Proactive and reactive strategies for resource-constrained project scheduling with uncertain resources availabilities, Journal of Scheduling, 11(2), pp. 121-136.         [ Links ]

[14] Jarboui, B., Damak, N., Siarry, P. & Rebai, A. 2008. A combinatorial particle swarm optimization for solving multi-mode resource-constrained project scheduling problems. Applied Mathematics and Computation, 195(1), pp. 299-308.         [ Links ]

[15] Kim, K., Yun, Y., Yoon, J., Gen, M. & Yamazaki, G. 2005. Hybrid genetic algorithm with adaptive abilities for resource-constrained multiple project scheduling, Computers in Industry, 56(2), pp. 143-160.         [ Links ]

[16] De Wit A. 1988. Measurement of project success, International Journal of Project Management, 6(3), pp. 165-170.         [ Links ]

[17] Daniel, D.R. 1961. Management information crisis, Harvard Business Review, 39, pp. 111-121.         [ Links ]

[18] Rockart, J. 1979. Chief executives define their own data needs, Harvard Business Review, 57(2), pp. 81-93.         [ Links ]

[19] Bullen, C.V. 1995. Re-examining productivity critical success factors, Information System Management, 12, pp. 13-18.         [ Links ]

[20] Tishler, A., Dvir, D., Shenhar, A. & Lipovetsky, S. 1996. Identifying critical success factors in defense development projects: A multivariate analysis, Technological Forecasting & Social Change, 51(2), pp. 151-172.         [ Links ]

[21] Aksorn, T. & Hadikusumo, B.H.W. 2008. Critical success factors influencing safety program performance in Thai construction projects, Safety Science, 46(4), pp. 709-727.         [ Links ]

[22] Chow, T. & Cao, D.-B. 2008. A survey study of critical success factors in agile software projects, The Journal of Systems and Software, 81(6), pp. 961-971.         [ Links ]

[23] Zhao, Z.-Y., Zuo, J., Zillante, G. & Wang X.-W. 2010. Critical success factors for BOT electric power projects in China: Thermal power versus wind power, Renewable Energy, 35(6), pp. 1283-1291.         [ Links ]

[24] Fortune, J. & White, D. 2006. Framing of project critical success factors by a systems model, International Journal of Project Management, 24(1), pp. 53-65.         [ Links ]

[25] White, D. & Fortune, J., 2002. Current practice in project management - an empirical study, International Journal of Project Management, 20(1), pp. 1-11.         [ Links ]

[26] Dvir, D., Lipovetsky, S., Shenhar, A. & Tishler, A., 1994. Identifying managerial variables critical to the success of projects: Multivariate analysis of large data sets, Israel Institute of Business Research, Working Paper No. 6/94, Faculty of Management, Tel Aviv University.         [ Links ]

[27] Belassi, W. 1996. A new framework for determining critical success/failure factors in projects, International Journal of Project Management, 14(3), pp. 141-151.         [ Links ]

[28] Balachandra, R. & Friar, J.H. 1997. Factors for success in R&D projects and new product innovation: A contextual framework, IEEE Transactions on Engineering Management, 44(3), pp. 276-284.         [ Links ]

 

 

* Corresponding authors.
1 The author was enrolled for an M Eng (Engineering Management) degree in the Graduate School of Industrial Engineering and Management, National Chiao-Tung University.
2 The author was enrolled for a Masters degree (Industrial Engineering and Management) in the Department of Industrial Engineering and Management, National Chiao-Tung University.

Creative Commons License All the contents of this journal, except where otherwise noted, is licensed under a Creative Commons Attribution License