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dc.contributor.advisorFore, Stanley,
dc.contributor.authorMagwali, Silibaziso Nobukhosi
dc.date.accessioned2019-06-24T05:45:37Z
dc.date.available2019-06-24T05:45:37Z
dc.date.issued2018
dc.identifier.urihttp://hdl.handle.net/20.500.11838/2871
dc.descriptionThesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.en_US
dc.description.abstractThough strides have been taken to ensure the availability and application of technology, there still exists some disparity between the envisaged use compared to the actual one (Ross, Romich & Pena, 2016:48). The application of technology, such as project management software (PMS), could be the answer to unlocking success in projects especially where a large scope and high degree of complexity can sometimes prove to be very challenging. The research explored how the application of PMS influences project success. A case of NPOs in the Western Cape Province, South Africa was used. The research objectives were to (1) establish if PMS is applied in the NPO’s work, (2) determine employees’ interactions with PMS relative to project success, and (3) identify the limitations of current PMS being used. A non-experimental and quantitative approach was taken to conduct the research. Out of a potential 200 units of analysis, a sample group consisting of 132 project-implementing NPOs in the Western Cape was used. Ninety-four responses were received setting the response rate at 71%. The research instruments used were questionnaires, which were administered physically and online. The data was analysed using the Statistical Package for Social Sciences (SPSS) software. There is high project success rate among NPO projects in the Western Cape at 77%. The research revealed that PMS is utilised in a significant number of organisations with the most popular ones used being Microsoft Project, Project Manager and Jira. Most project offices utilise PMS on a weekly or monthly basis especially during the project planning and execution stages. The limitations of the software include that it can over-complicate issues, be time-consuming, and costly. In light of the above, respondents revealed that they believe PMS does have a positive influence on project success. Furthermore, based on the findings and conclusions derived from this study, the researcher made a few recommendations. For example, persons in academia need to widen the scope of the study to different geographical locations and use a different research approach. Another is that software engineers/developers must consider localised support for PMS as well as improve on scalability issues. To NPOs, recommendations were made on potential training sessions to capacitate the sector to be more adept to information and communication technology (ICT) and eventually make more use of PMS.en_US
dc.language.isoenen_US
dc.publisherCape Peninsula University of Technologyen_US
dc.rights.urihttps://creativecommons.org/licenses/by-nc-sa/4.2
dc.subjectSoftware engineering -- Managementen_US
dc.subjectProject managementen_US
dc.subjectComputer software -- Developmenten_US
dc.titleApplication of project management software and its influence on project success : a case of NPOs in the Western Capeen_US
dc.typeThesisen_US


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