Key Drivers Affecting Project Management

Abstract

The purpose of this study was to investigate project management success in the minerals industry. This was conducted through an analysis of project management in the De Beers Consolidated Mines operations via an interviewing technique and reviewing of company reports. A definition of project success was suggested that consists of not only time, cost and quality but a number of other parameters. The relative importance of these parameters should be weighted according to individual project and company goals that are dependent on business factors prevailing at the time. The key management areas needed to ensure project success were identified and it was found that generally these are lacking in their proper application. The failure to acknowledge project management as a distinct discipline has reduced the probability of project success. The findings indicated that improved planning combined with the use of a systems engineering approach would increase the chances of project success. It was also found that a sound project governance policy is needed which must be enforced and supported by executive management. In line with the governance policies, a company’s corporate and management structure must be aligned with project management needs in order to ensure that maximum performance results from project teams