A conceptual framework for the establishment and operation of project management offices in South African municipalities

Abstract

The aim of this research is to develop a conceptual framework for the establishment and operation of effective PMO in the South African Municipal Environment. In pursuit of this aim, the theory and practice of the PMOs were investigated and analysed from both literature perspective and field work leading to findings being reported in the thesis. In addition, the municipal PMOs were investigated to determine the extent to which their attributes match those of the proposed conceptual framework. A specific research philosophy and approach were adopted by utilising the case study strategy using interviews, document reviews and observation. A questionnaire guideline was developed for the interviews. The sampling frame from which the participants were obtained was from the three municipalities (cases). A total of 27 interviews were conducted. Data was analysed in line with Table 3.6 which prescribes the process for case study analysis using NVIVO 11 software for coding, clustering and pattern matching. The findings confirmed the original expectations of the researcher and all the objectives were sufficiently addressed. The first objective, which was to identify and analyse factors considered in establishing PMOs in the three municipalities, was adequately dealt with by identifying, listing and analysing all the key factors considered in establishing the PMOs. In merging these factors with the best practices outlined through the theory and practice in chapter two, gaps were identified which indicates that the process followed by the department of local government was flawed when developing the MIG guidelines. The identified factors were brought into consideration in building the proposed framework. The second objective was to analyse the level of fitness for purpose of the PMOs in the three selected municipalities. In order to deal with this objective, the adequacy of PMOs to carry out their mandates was scrutinised. This was done through identifying the key drivers of municipal PMO mandates, their achievements and challenges and whether they adhere to project management best practices. Most challenges, failures and negative perceptions that the PMOs faced were as a result of internal disablers that could be dealt with by identifying and dealing with the internal system deficiencies that were a result of procedural wrongs that could be traced from the establishment stage. This analogy or approach assisted in finally formulating a framework that would deal with these system deficiencies. The third objective was to analyse patterns of municipal dependent factors that dictate the type of PMO that is suitable for the municipalities. This was approached in terms of grouping the factors that can be classified as common denominators across municipalities. There were also few internal unique factors in each municipality. The new proposed framework deals with these aspects holistically. Ultimately, the aim which was to develop a conceptual framework for the establishment and operation of PMOs in the South African municipal environment was sufficiently answered through the proposed model and framework as presented in Figure 5.2 and Figure 5.5 respectively. This was achieved by merging the identified gaps and by proposing a conceptual model which ultimately let to the proposed framework that can be used to establish an effective PMO for the municipalities. The main gap that was found was that there is no model and framework for establishing PMOs and therefore the department of local government in developing a guideline, did not have an appropriate foundation from which they could have drawn a relevant model and framework that could have properly guided the formation of these units in the municipalities. It was recommended that a PMO will be more effective as a stand-alone directorate whose mandate should be considered beyond the MIG, in order to gain more authority and improved performance. This is demonstrated by the developed framework which indicates the role of the PMOs and their expected performance outcomes.