4.3. DESCRIPTIVE STATISTICS
4.4.2. Control measures in place to ensure maximum output from the project
95
In relation to the PRINCE2 theoretical framework, the majority of the processes identified in this study which ensure that the Msunduzi EPWP project delivers to the expected level, fall within the PRINCE2 processes. The PRINCE2 controlling process dictates how each individual stage should be controlled. It describes the daily management of the Project Manager, it stipulates the way in which work should be monitored and how progress should be reported to the project board, and it looks at methods through which certain project issues should be reported to the project board (CGIAR, 2017). According to the feedback from the respondents, two themes do not fall under the PRINCE2 framework but are very important, and are being implemented by the EPWP. These themes are policies and guide-lines.
96 Respondent 2 highlighted the importance of training in propelling maximum output by stating that:
“Training allows us to understanding our work more. It gives us confidence as we know exactly what we are doing. We are also able to assist new employees that are still waiting to be trained as we are more capacitated”.
The second theme was identified by eight participants who stated that site inspections were used as a control measure to ensure maximum output from the project. These site inspections include pre- and post-inspections conducted by the contractor and Project Manager before or after every contract had been undertaken.
Respondent 11 indicated that:
“Site inspections assist us as contractors to identify downfalls that we may have not seen. They also play a big role in improving the project workers satisfaction. When the Project Manager does not come to site, the project workers start complaining and get demotivated. The project workers always look forward to the feedback the Project Manager will give them in every visit, just so they can know they are doing a good job. When the Project Manager does not come to site for a long period I can see the productivity levels slowly drop”.
The third theme (four participants) suggested that meetings were an important control measure which ensured that the project was performing to the maximum. This was illustrated by Respondent 4 who pointed out that:
“There are [a]number of meeting[s] which are mandatory for project success. These meeting[s] make sure that communication is conveyed to the correct people at the correct time. The most important meeting is the Health and Safety meeting which is conducted after every contract. The Project Manager meets with the contractor, and Health and Safety representatives (two) to discuss health and safety issues such as risk, incidents, and accidents”.
Respondent 13 said that:
97
“Project Advisory meetings are very important in ensuring maximum output from the EPWP projects. It involves everyone involved in the implementation of the project, including the traditional authority representatives such as the Chief (Inkosi), induna, councillors, community development worker, policeman, and other stakeholders.
These people are highly respected in the community and make sure that the project is in full operation. All project developments or downfalls are communicated to them, and the[y] take action when individuals need to be reprimanded. Unfortunately these meetings do not take place as often as they should and the project output is dampened by that”.
The fourth theme includes four participants who stated a Work Breakdown Structure promotes maximum output from the project. This was elaborated on by Respondent 15 who stated that:
“Project workers divide the duties amongst themselves, certain people will do certain activates to make sure that collectively everything is done on time”.
The fifth theme which emerged was team building. Respondent 14 stated that:
“The team building exercises we have at the end of the financial year brings the team together and promote[s] unity. It has a great influence in project performance and maximum output”.
The last theme was identified as norms and standards. Respondent 16 pointed out that:
“Norms and standard[s] are used as the (guild line)[guide-line] to how many days a certain number of people can work to complete [a] task within [the] stipulated timeframe”.
These findings show that there are several methods used in ensuring that the Msunduzi EPWP project produces maximum output. Some respondents stated that they are aware of the steps or methods to be taken to ensure maximum output, however, these measures were not implemented due to the reccurring challenges prohibiting them. These challenges are discussed in Section C. Majority of the respondents identified training as the mandatory
98
element in ensuring maximum output from the project. According Taylor & Woelfer (2012), there are many benefits an organisation gains in providing training to employees, such as, better control of resources and improved risk management. Taylor & Woelfer (2012) stated that trained employees have been rated as having higher job satisfaction rates and improved long-term career prospects.
Only a few respondents from this study sample indicated that team-building was an important factor in propelling the project towards maximum output. In agreement with this theme is Mthembu (2009) who noted that in South Africa most companies have adopted team building sessions which allows the project members to spent time together, bond, and form strong work relations. This is a good strategy to reduce conflict within the work environment as it tends to impact positively on Project Management (Mthembu, 2009). In relation to the PRINCE2 theoretical framework all the processes identified which ensure that the Msunduzi EPWP project produces maximum output, are to be found within the PRINCE2 principles.
This means that the themes identified by the respondents are themes that can be found in the PRINCE2.