MBA & MM Theses

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Subject: search.filters.subject.Mineral resources management

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    Organisational challenges in the formulation process of a Mineral Resource Management Systems Strategy in South Africa
    (2011-11-22) Andersen, Donovan Cedric
    A case study conducted on the challenges encountered during the formulation process of a systems strategy to facilitate an organisational change within the mining environment. With the economic climate of 2009 many mining companies felt the threat of inefficiencies. Anglo Platinum was no exception. With the introduction of a new CEO and new practises, the company had the task of managing the change for the benefit of remaining cost effective. The data was collected throughout the entire process formulation period, by means of individual observations conducted during the group sessions and with an unstructured interview using the participants of the process. Pertinent to the process there are significant amounts of challenges that were highlighted. Research however, went a long way in identifying the generic aspects of group dynamics, diagnosing, planning and implementing change, change management and institutionalising change. The case study itself proved to be lively and challenging and no amount of prereading prepares the manager or participant for the reality, as every case is unique and sometimes the solutions even more so
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    MINERAL RESOURCE MANAGEMENT INFORMATION SYSTEMS GOVERNANCE
    (2011-10-24) Mokoatle, Benford Letuka
    This research was aimed at gaining an understanding of information systems (IS) governance processes and practices and at assessing their effects in Mineral Resources Management (MRM) departments, thereby ensuring that shareholder value and interests are considered when systems are acquired and used in a quest to derive organisational value. This research was qualitative. Data was collected through structured, one-on-one interviews and by reviewing archived records. It can be said in overall that, De Beers’ MRM department has taken shareholders’ value and interest into consideration when acquiring its systems and when using its systems, in a quest to derive organisational value. Overall, the department’s information systems governance processes, procedures and practices, judged against the IT governance institute’s maturity models, can be said to be “defined” (scoring on average a maturity score of 3.5) but approaching a “managed level” (level 4). Simply put, this means that information systems governance procedures and practices have been standardised, documented, and communicated. It is, however, left to individual business units to follow these processes.