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

 

 

J.M. Nethathe^I; C.C. van Waveren^II; K.-Y. Chan^III

^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

 

 

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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.

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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.

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* 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.