A mathematical model for allocating project managers to projects

In multi-project environments, the decision of which project manager to allocate to which project directly affects organizational performance and therefore, it needs to be taken in a fair, robust and consistent manner. We argue that such a manner can be facilitated by a mathematical model that brings together all the relevant factors in an effective way. Content and thematic analyses of extant literature on optimization modelling were conducted to identify the major issues related to formulating a relevant mathematical model. A total of 200 articles covering the period 1959 to 2015 were reviewed. A deterministic integer programming model was formulated and implemented in OpenSolver. The utility of the model was demonstrated with an illustrative example to optimize the allocation of six project managers to six projects. The results indicate that the model is capable of making optimal allocations in less than one second, with a solution precision of 99%. These results compare well with some intuitive verification checks on certain expectations. For example, the most competent project manager was allocated to the highest priority project while the least competent project manager was allocated to the lowest priority project. Through this study, we have proposed a comprehensive and balanced approach by incorporating both hard and soft issues in our mathematical modelling, to address gaps in existing project manager-to-project (PM2P) allocation models as well as extending applications of mathematical modelling of the PM2P allocation problem to a “new” country and industry, with a view to complement managerial intuition. In an attempt to address gaps in existing mathematical models associated with challenges related to acceptance by industry practitioners, future work includes developing a graphical user interface to separate the model base and optimization software details from users, as part of a complete product to be validated as an industry application

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Empirical studies that examine how managers make project manager-to-project (PM2P) allocation decisions in multi-project settings are currently limited. Such decisions are crucial to organizational success. An empirical study of the PM2P practice, conducted in the context of Botswana, revealed ineffective processes in terms of optimality in decision-making. A conceptual model to guide effective PM2P practices was developed. The focus of this study is on deploying the model as a lens to study the PM2P practices of a large organization, with a view to identify and illustrate strengths and weaknesses. A case study was undertaken in the mining industry, where core activities in terms of projects are underground mineral explorations at identified geographical regions. A semi-structured interview protocol was used to collect data from 15 informants, using an enumeration. Integrated analysis of both data types (using univariate descriptive analysis for the quantitative data, content and thematic analysis for the qualitative data) revealed strengths in PM2P practices, demonstrated by informants’ recognition of some important criteria to be considered. The key weaknesses were exemplified by a lack of effective management tools and techniques to match project managers to projects. The findings provide a novel perspective through which improvements in working practices can be made

Managerial decision making regarding the allocation of project manager resources to projects: The case of Botswana

Purpose–To empirically demonstrate the nature of current project manager assignment practices and their impact on important performance variables, in the context of Botswana’s multi-project settings. Approach - the research design is composed of country and company layers. This paper reports on Fieldwork 1 of 3 stages, which involved questionnaires and interviews of 53 project managers and 20 project heads from 12 companies in the public and private sector. Findings–the results indicate compelling evidence to conclude that the current practices are informal, not objective, not comprehensive and lack a good match between project managers and projects. Significant correlations were found between the following variables (1) extent of formality and project manager rewards, (2) extent of objectivity and project manager performance, (3) extent of comprehensiveness and project success, (4) Correspondence level between project manager and project and the performance variables - project manager rewards, project manager performance and project success. Contributions - (1) empirical justification for problem existence that gives an indication of the state of practice in Botswana – currently unknown, (2) Data from a “new” country, industries and project types compared to existing empirical studies on this topic, (3) development of a conceptual model that adds to the theory behind matching project managers to projects in a multi-project setting

HAS SOUTH AFRICA LIBERALISED ITS TRADE?

This paper uses new tariff data to re-evaluate the extent to which South Africa has liberalised its trade from the late 1980s. The paper finds that significant progress has been made in simplifying South Africa's tariff structure and reducing tariff protection, but further progress can be made in removing tariff peaks, reducing tariff dispersion, and lowering the anti-export bias arising from protection. Further, although protection has fallen, the decline has been no faster than in other lower-middle-income economies. The paper also finds that estimates of the level of nominal and effective protection, and their rate of change, are sensitive to the choice of tariff measure (collection duties or scheduled tariff rates) and Input-Output or Supply-Use table, but that the sectoral structure of protection is largely unaffected. Copyright 2005 Economic Society of South Africa.