K.-Y. Chan

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

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. 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-projekomgewing deur ‘n bestaande konvensionele model aan te pas om ook die demografiese eienskappe van die verskillende besigheidseenhede betrokke in die organisasie te inkorporeer. Die resultaat van die studie wys dat die grootste aantal suksesfaktore mensgeorienteerd 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.

A longitudinal study of the indicators and factors for successful six sigma deployment in the South African mining industry

The Six Sigma deployment methodology is known for its results in operational excellence associated with improved business practices. Organisations worldwide have shown significantly reduced costs and increased profits when successfully deploying Six Sigma. This paper reports a longitudinal study of a set of indicators and success factors for Six Sigma deployment, using Lonmin PLC, a mining company in South Africa, as a case. The results suggest a shift of indicators from heartfelt personal involvement in 2006 to a mechanistic performance-based culture in 2010. Practical recommendations are made regarding the nine success factor components to be included during Six Sigma deployment.

AN EMPIRICAL STUDY ON THE CRITICAL SUCCESS FACTORS OF SMALL- TO MEDIUM-SIZED PROJECTS IN A SOUTH AFRICAN MINING COMPANY

Projects that fail, for whatever reason, can impact negatively on society, organisations, and other stakeholders. A number of researchers have identified various critical success factors (CSFs) that can influence the outcome and success of a project. This research therefore aims to determine the CSFs that influence various success measures of small- to medium-sized projects at a South African mining company, Exxaro Resources’ Grootegeluk Coal Mine. Other objectives of this research include determining the extent of the impacts of these CSFs on the different success measures of a project. The investigation suggests that there are correlations among CSFs, and that certain factors impact the outcome of projects far more than others. This research finds that the single most important CSF for small- to medium-sized projects is the selection of a competent project manager. The competent project manager is characterised by a group of interrelated CSF factors: good leadership, commitment, and learning from past experiences. Based on the research results, other CSFs are discussed and explored in order for recommendations to be made on how this mining company, and possibly other organisations, can achieve greater project success.

Inter-organizational knowledge transfer effectiveness in new technology-based firms: A relational and empirical view from South Africa

The open innovation model often neglects the frictions that external knowledge flows may encounter when crossing organizational boundaries. This study recognizes three types of barriers (organizational, technological similarity and contact frequency) and investigates the impact of these barriers on knowledge transfer effectiveness by using data on new technology-based firms located in the emerging South African economy. Empirical results show that these three types of barriers, which exist in inter-organizational knowledge exchange relationships, do have an impact on the usefulness of knowledge received. The findings stress the relevance of a relational approach, as factors derived from it act as barriers to effective knowledge transfer for small firms.