Experienced General Manager in the Technical fields, with a demonstrated history of working in the management of human resources industry. Skilled in Energy Regulation, Strategic Planning, Corporate Governance, Commercial Aviation, and Regulatory Affairs. Strong operations professional with a Master of Science (MSc) focused in Project Management from The University of Salford. Address: Rivonia, Gauteng, South Africa
Researchers, scholars and managers usually try to assess whether a project can be classified as b... more Researchers, scholars and managers usually try to assess whether a project can be classified as being a success or not. The usual criteria are comparing planned objectives against the actual results of project schedule, project costs and quality of product. This approach, whilst attractive in its simplicity, ignores the opinion of the end user of the product. There are instances where a project has been delivered on schedule, within cost and the quality of the product is as per specification but the end user is unhappy and finds the product unusable. This is very much the case with many IT projects. The opposite end is where poor cost and schedule forecasting models were employed and therefore either quality is compromised to remain within the project budget or schedules are overrun. In such instances the project could be regarded as a failure whereas the cost and the schedule objectives were unreasonable. This paper explores these questions and their possible causes. 1
In this paper, we will analyse the concept of risk in general and project risk management in part... more In this paper, we will analyse the concept of risk in general and project risk management in particular. We will also endeavour to come up with a process through which project risk management strategies can be developed. According to PMBOK® Guide 4th edition, to be effective in dealing with risk we need some sort of identification of the relevant risks, quantification of such risk through analysis and evaluation, development of risk responses and lastly, to put in place controls for monitoring the effectiveness of the risk response strategies (Duncan, 1996).
Researchers, scholars and managers usually try to assess whether a project can be classified as b... more Researchers, scholars and managers usually try to assess whether a project can be classified as being a success or not. The usual criteria are comparing planned objectives against the actual results of project schedule, project costs and quality of product. This approach, whilst attractive in its simplicity, ignores the opinion of the end user of the product. There are instances where a project has been delivered on schedule, within cost and the quality of the product is as per specification but the end user is unhappy and finds the product unusable. This is very much the case with many IT projects. The opposite end is where poor cost and schedule forecasting models were employed and therefore either quality is compromised to remain within the project budget or schedules are overrun. In such instances the project could be regarded as a failure whereas the cost and the schedule objectives were unreasonable. This paper explores these questions and their possible causes. 1
In this paper, we will analyse the concept of risk in general and project risk management in part... more In this paper, we will analyse the concept of risk in general and project risk management in particular. We will also endeavour to come up with a process through which project risk management strategies can be developed. According to PMBOK® Guide 4th edition, to be effective in dealing with risk we need some sort of identification of the relevant risks, quantification of such risk through analysis and evaluation, development of risk responses and lastly, to put in place controls for monitoring the effectiveness of the risk response strategies (Duncan, 1996).
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Papers by Sepheu A Maphutha