Faculty of Commerce, Law and Management (ETDs)

Permanent URI for this communityhttps://hdl.handle.net/10539/37778

Browse

Filters

2021 - 20232

Settings

Subject: search.filters.subject.PMO

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Leadership in a strategy implementation project office in South Africa
    (University of the Witwatersrand, Johannesburg, 2021) Lepan, Quincy; Munkuli, Bongani
    The Project Management Office plays a critical role in organizations in South Africa. It needs to ensure it has articulated all projects that entail an organization. The current paper’s essence is to examine Project Management Office leadership in South Africa with specific Project Management Office (PMO) and Project Management Office (PMO) leaders’ success. It also attempts to understand the impact that Project Management Office (PMO) maturity has on the success of projects. Finally, it considers the measurements used in understanding the success of a project. It uses a qualitative design approach with 27 respondents, and the responses undergo thematic analysis to understand the implications of the current study. The paper shows a strong correlation between Project Management Office maturity in South Africa with effective leadership with strong technical skills and high emotional intelligence (emotional quotient EQ) and interpersonal relationship skills. It also indicates a need to improve communication skills and flexibility in project management which is majorly lacking in failed projects despite the improvement depicted over the years. The paper shows that the success of the Project Management Offices is down to the leadership of the PMO and leads to a resultant increase in maturity and project performance
  • Thumbnail Image
    Item
    Implementation of digital transformation in a public entity
    (University of the Witwatersrand, Johannesburg, 2023) Mokhabela, Kolwani Star; Magida, Ayanda
    Public entities strive to have digital transformation in their organisations; they strategise and organise themselves; however, they face challenges with implementation. This study aims to investigate the progress that one South African public entity (PE) has made towards digital transformation, the processes followed in implementing, unpack the challenges and recommend strategies that any public entity can use for better future implementations. A qualitative methodology was followed using semi-structured interviews conducted on a sample of fifteen participants within the public entity who are role players or have participated in digital transformation processes from executives, management and project team members. A thematic analysis of the data was made. Conclusions and recommendations were made around the capabilities and challenges of the public entity, integration of processes, performance measurement, IT skills and overall motivation for employee engagement and adoption of digital transformation and how all these phenomena have a close interaction with each other to achieve a better chance of success on future DT implementations