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Author

Herman Steyn

Bio: Herman Steyn is an academic researcher from University of Pretoria. The author has contributed to research in topics: Project management & Project management triangle. The author has an hindex of 19, co-authored 80 publications receiving 1345 citations.


Papers
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Journal ArticleDOI
TL;DR: The application of the TOC approach to project scheduling led to the development of the critical chain technique that has been the subject of discussions in literature as mentioned in this paper, and a second application of TOC is to manage resources shared by a number of concurrent projects.

179 citations

Journal ArticleDOI
TL;DR: A review of the literature on this application of TOC can be found in this article, where the authors investigate the assumptions and principles underlying the approach, and the technique is considered an innovation that would be useful to organisations capable of accepting a new paradigm.

168 citations

Book
01 Jan 2017
TL;DR: Project Management for Engineering, Business and Technology, 5th edition as mentioned in this paper addresses project management across all industries, including project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all important "people" aspects.
Abstract: Project Management for Engineering, Business and Technology, 5th edition, addresses project management across all industries. First covering the essential background, from origins and philosophy to methodology, the bulk of the book is dedicated to concepts and techniques for practical application. Coverage includes project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all-important "people" aspects—project leadership, team building, conflict resolution and stress management. The Systems Development Cycle is used as a framework to discuss project management in a variety of situations, making this the go-to book for managing virtually any kind of project, program or task force. The authors focus on the ultimate purpose of project management—to unify and integrate the interests, resources and work efforts of many stakeholders, as well as the planning, scheduling, and budgeting needed to accomplish overall project goals. This new edition features: Updates throughout to cover the latest developments in project management methodologies New examples and 18 new case studies throughout to help students develop their understanding and put principles into practice A new chapter on agile project management and lean Expanded coverage of program management, stakeholder engagement, buffer management, and managing virtual teams and cultural differences in international projects Alignment with PMBOK terms and definitions for ease of use alongside PMI certifications Cross-reference to IPMA, APM, and PRINCE2 methodologies Extensive instructor support materials, including an Instructor’s Manual, PowerPoint slides, answers to chapter review questions, problems and cases, and a test bank of questions. Taking a technical yet accessible approach, Project Management for Business, Engineering and Technology, 5th edition, is an ideal resource and reference for all advanced undergraduate and graduate students in project management courses as well as for practicing project managers across all industry sectors.

129 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a framework for knowledge management in project environments, both within a single project (intra-project) and between projects (inter-project), and suggest that while the management of explicit knowledge is common in project management, more attention should be given to the sharing of tacit knowledge through human interaction.
Abstract: Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile. This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment. Knowledge management practices similar to ones reported abroad were found. A model is proposed for the management of knowledge in project environments, both within a single project (intraproject) and between projects (inter-project) and. guidelines for knowledge management in project environments are provided. It is also suggested that, while the management of explicit knowledge is common in project management, more attention should be given to the sharing of tacit knowledge through human interaction.

115 citations

Journal ArticleDOI
TL;DR: In this paper, the authors confirm and build upon these findings by means of eight case studies that were conducted in Rwanda, Tanzania and Malawi and propose a final set of thirteen factors that should be used for the selection of renewable technologies.

102 citations


Cited by
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Posted Content
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Book ChapterDOI
17 Jul 2002

1,123 citations

01 Jan 2016
TL;DR: The working with emotional intelligence is universally compatible with any devices to read and is available in the digital library an online access to it is set as public so you can get it instantly.
Abstract: Thank you very much for reading working with emotional intelligence. As you may know, people have search hundreds times for their favorite novels like this working with emotional intelligence, but end up in infectious downloads. Rather than enjoying a good book with a cup of tea in the afternoon, instead they are facing with some infectious bugs inside their desktop computer. working with emotional intelligence is available in our digital library an online access to it is set as public so you can get it instantly. Our digital library hosts in multiple countries, allowing you to get the most less latency time to download any of our books like this one. Merely said, the working with emotional intelligence is universally compatible with any devices to read.

955 citations