5.2.1. Findings based on background information provided by respondents
The response rate was 100%; all thirty-one people involved in the Project Management of the Msunduzi EPWP Project participated. In the category of respondents, the majority were contractors. They represented 45 per cent of the study sample. The contractors are responsible for the daily supervision of their team. This indicated that the contractors represented the majority of the people involved in the Project Management of the Msunduzi EPWP project. Regarding the gender of the respondents, seventeen males represented (54.8%) of the study sample and fourteen females represented (45.1%) of the study sample.
This indicated that there is a small gender difference between the respondents. However, there are more males than females in the Project Management of the Msunduzi EPWP project.
With regard to the years the respondents had been involved with the EPWP, it was indicated in Figure 4.3 that the majority of people involved in the Project Management of Msunduzi EPWP project (nine respondents), indicated that they had been involved with the EPW Programme for 6-10 years, representing a majority (29%) of the study sample. The majority of the people involved with the Project Management of the Msunduzi EPWP project have been with the project for a while and have experience within this programme. On the other hand eight respondents had operated in the EPWP for 1-3 years, representing (25.8%) of the
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study sample; making this group of people fairly new, with very little experience working within the EPWP. Overall, the majority of the respondents (twenty-three out of thirty-one) have 3 to 10+ years of experience.
The majority of the respondents have obtained diplomas or degrees which represents (35%) of the study sample. This indicated that the majority of the respondents have obtained a tertiary qualification. It was found that most of the respondents with undergraduate and postgraduate diplomas/degrees do not have a Project Management qualification, but a qualification relating to Project Management such as Environmental Management, Business Administration and Public Management. The majority of respondents (61.2%) do not possess any Project Management certificate. They had not undergone any training that develops their Project Management skills. This indicated that the respondents may be educated, but not necessarily in Project Management. Table 4.1 indicated that the majority of people that oversee the most projects are the IASP management. Although this category does not do ground/field work, they have more projects to account for on a strategic level.
5.2.2 Summary of empirical findings of the study relating to research objectives
5.2.2.1. Research objective one: To investigate current Project Management practices in the EPWP
The empirical findings reveal that respondents practice the following as processes in place to ensure that the project delivers to the expected level; induction training, scope management, time management, weekly M&E, and pre-/post-site inspections. The respondents stated that they practice all the above functions in order for the project to meet expected targets. The majority of the respondents reveal that they implement the Msunduzi EPWP project using the EPWP policy as well as the IASP guide-lines. However, it was indicated by several respondents that the processes they are using to ensure that the project delivers to the expected level are ineffective as they still find themselves under-performing. Findings revealed that meetings are regularly conducted where the project teams work breakdown structure is reviewed. Findings further revealed that the APO was the commonly used metric to track project performance. However, some of the respondents were unaware of which metrics is used to track project performance and stated that it is the responsibility of the Project Manager to track performance not theirs. These findings indicate that some respondents are not tracking the projects performance and that there is a misunderstanding of roles and responsibilities.
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5.2.2.2. Research objective two: To investigate the challenges affecting project management practices in the EPWP
The empirical findings reveal that there is minimal training made available for the project workers. Due to a high turnover of project workers training becomes essential, but it is rarely made available. Due to the short working period, it revealed that the Msunduzi EPWP project will not provide sustainable employment opportunities for the beneficiaries. Findings reveal that there is no evidence of an effective monitoring systems to efficiently assess and evaluate the impact of challenges in this programme. The findings further indicate that there are insufficient resources available for the project workers and the Project Manager to do their jobs efficiently. The Department of Economic Development, Tourism and Environmental Affairs (EDTEA) and the Project Manager of the Msunduzi EPWP project have been identified by the respondents as the root cause of all these challenges. Majority of the respondents stated that there were no mechanisms used to diagnose foreseeable challenges.
This puts the Msunduzi EPWP project in a vulnerable position as they cannot plan for change should risk arise. The majority of respondents stated that they use sector meetings as a platform to review their operations and identify potential challenges.
5.2.2.3. Research objective three: To investigate the strategies applied to mitigate the challenges affecting the implementation of Project Management
The findings reveal that the majority of the respondents are not aware of any strategies that have previously been implemented to mitigate Project Management challenges in the Msunduzi EPWP project. Findings further revealed that some respondents stated that Phase 4 was regarded as a turnaround strategy which will redirect the EPWP when implemented in 2019. The responses further revealed that previously there have been some successful strategies, however those strategies are no longer practiced. This has led to the Msunduzi EPWP project having an outdated operational system.
5.2.2.4. Research objective four: To devise an effective Project Management framework for EPWP
The findings revealed that the majority of the respondents are not aware of other Project Management frameworks being implemented by other entities. Further findings revealed three other Project Management frameworks which were acknowledged by the respondents,
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namely; Contract Management Framework, Plan Do Check Act and the M&E framework.
These frameworks were suggested by a few respondents as suitable frameworks for EPWP.
The respondent‟s perception of PRINCE2 was exceptional. The respondents revealed that this framework could be implemented across all EPWP sectors to create uniformity in operations and to propel Msunduzi EPWP project towards successful implementation of Project Management practices.
5.3. RECOMMENDATIONS