Yates, M E B (2017) An extended PMBOK project management model for companies delivering large multidiscipline mining projects. PhD thesis, University of Johannesburg, South Africa.
Abstract
The primary aim of this research is to identify some of the key differences between the first and third party approaches to project execution and by doing this identify how third party project delivery can be improved. The third party, Engineering, Procurement and Construction Management (EPCM) Company engaged by the mining client to deliver a large multidiscipline mining project does not benefit directly from the completion of the project other than being able to bill for hours worked and expenses incurred. Though highly regarded and widely applied, the PMI PMBoK ® Guide 2013 does not fully address the requirements of the EPCM Company. Thus the aim of this thesis is to examine on a broad basis this gap in the current research, review the challenges being faced by the EPCM Company delivering a large multidiscipline mining project, reflect on the key differences between the EPCM Company project perspective and the Client project perspective, examine some of the aspects that should be addressed to assure an execution legacy, create awareness of some of the techniques that can be developed and adopted to improve project execution performance, create project execution artefacts and generate improved alignment be tween the EPCM Company and the Client. The basis of this examination was an extensive literature review from which a questionnaire was developed, and exhaustive interviews of experienced senior project personnel. From the analysis of the responses recommendations for best practise were developed and transposed into enhancements of the PMI PMBoK ® Guide (2013) Project Management Model. The result of this research is the recommendation that the EPCM Company should apply this extended and complementary project management model in order to give improved assurance of project success, to develop enhanced project management artefacts as a project execution legacy. The thesis gives insight into areas of future research in this field.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Pretorius, J-H C and Marnewick, A L |
| Uncontrolled Keywords: | client; personnel; project delivery; project success |
| Index terms: | project success, mining, project management, project delivery, interview, personnel, literature review, questionnaire, artefact |
| Subjects: | data collection methods, project delivery, data analysis and analytics, project management theory and practice, management, sociology, geotechnical engineering |
| Topics: | Procurement, Project Management, Engineering Principles, Human Resources, Research Practice |
| Descriptive scope: | 4 PCEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here