17th Meeting of the

Project Management Interest Group

(PMIG) held on 9 March 2009

Participant Feedback

Programme

Theme: Essential elements of large scale project implementation

Presentations: • Communicating the Gautrain: Harnessing the

Hurricane – Dr. Barbra Jensen (Communication and Marketing Manger: Gautrain)

• The Dukuduku on-site resettlement project – a case study in Public Service project management - Frikkie Brooks (KwaZulu –Natal Department of Cooperative Governance & Traditional Affairs)

Attendance

• 98 confirmations were received• 63 people attended• National government departments and

four provinces were received

Departments and Provinces

NT TAU

NT Oth

erDHA

DPSA

SAPS

Wat

er A

ffairs

Natio

nal D

ept.

of Public

Work

sGCIS

NPADCS

FIC

Dept.

of Bas

ic E

ducatio

nDSD

DRDLR

COGTA

CGTA KZN

OTP North

Wes

t

PGWC

ECSECC

Consulta

nts

Gautra

in

0

2

4

6

8

10

12

Gender Disaggregation

56%

44%Male

Female

Relevance

Objectives met Subject matter interesting Good quality Theme added value 0

5

10

15

20

25

30

35

No response

Totally disagree

Disagree

Neutral

Agree

Totally agree

Gautrain Presentation

No response Totally disagree

Disagree Neutral Agree Totally agree 0

5

10

15

20

25

30

Communication Skills

Involved attendees

Dukuduku Presentation

No response Totally disagree

Disagree Neutral Agree Totally agree 0

5

10

15

20

25

30

35

40

Communication Skills

Involved attendees

Learning points (1) • Failure is not a choice, project managers

need to be strong and confident• PM is also a leader• Communication is important and not

developed enough, should be structured, planned at onset of project

• Proper management system needed for project implementation

• Keep eyes on objectives

Learning points (2)

• Importance of knowing dynamics of project context when planning a project

• Importance of involving stakeholders, media management and feedback, building trust, including people that will be impacted by a project

• Need to be innovative to influence leadership decisions

• Being flexible and willingness to compromise

Learning points (3) • Complexities of projects necessitates

thorough preparation, planning and dynamic leadership

• PM in public service is a must, it can work, good to know there are dynamic “out of the box” projects in SA that work

• How bigger projects face varied challenges, but it’s not beyond reach

• Overcome challenges that can hamper the objectives of the project

Learning points (4) • Identification of (potential) risks and to draft a

risk management strategy, not to run away from crisis

• How culture, environment issues, land laws impact on projects

• PM cannot manage projects alone • Application of PM tools in a rural project that

include accommodating indigenous knowledge and culture

Suggestions for improvement

• Full day sessions • More time/opportunity for discussion and Q&A

required • Participants can also be given the opportunity

to showcase their projects

Suggestions for future themes• Project and programme management • Using project examples to display part of PM• Skills transfer & capacity development

through a project• Day to day dynamics of politically sensitive

projects• Establishment of baselines and evaluation of

project impact

Suggestions for future themes (2)

• Launch of common Programme & Project Management system and approved in government, promotion of TAU PPM Methodologies

• Programme management and the National Planning Framework, its influence on methodology

• Technical aspects of PM

Suggestions for future themes (3)

• How to avoid scope-creep (political and otherwise)

• Managing projects in a bureaucratic environment

• Managing accounting authorities in fast-tracking completion of projects

• Contract management or oversight of project implementation

Suggestions for future themes (4) • Health/HIV/AIDS project and support to

Hospice for terminally ill patients• Environmental and spatial dimensions

involved in development projects, urban planning and settlement projects

• 2010 Stadia – successes and failures, how SA managed FIFA obligations

• Integration of PMIG presentations in Govt. communications forums

Suggestions for future themes (5) • Stakeholder management (especially

government) • Implementation monitoring, how to deal with

project failure• Crisis communication• Systems to monitor & report on RBM• Include speakers from emerging PMO offices

that require advice and guidance fro those in matured project management environment

Suggestions for future themes (6) • Establishment and organisational structure of

the PMO• Share best practice for various sizes of

projects, not only large scale projects• Gender responsive perspectives of managing

projects• ESKOM/energy, partnerships with new power

suppliers

PMIG Review

• A review of TAU is currently under way to assess the efficiency, effectiveness and relevance of the TAU Trading Entity and the CBTAF.

• An assessment of TAU Communities of Practice, including the PMIG is also conducted as part of the review.

• A separate questionnaire was distributed to representatives from government departments (43 respondents)

Awareness of TAU

Aware

of T

AU ser

vices

bef

ore

PMIG

Previo

us T

AU clie

nt

Curre

nt T

AU clie

nt

Possib

le fu

ture

TAU c

lient

0

10

20

30

Yes

No

Not sure

Number of PMIG sessions attended

0-2

3-5

6-8

9-11

12+

PMIG participation since…

2001 - 2002

2003 - 2004

2005 - 2006

2007 - 2008

2009 - 1010

Impact of PMIG participation

No response Totally disagree

Disagree Neutral Agree Totally agree 0

2

4

6

8

10

12

14

16

18

20

General PM knowledge improved

Understanding of PS PM improved

Technical competence improved

Personal effectiveness improved

Interaction with peers improved