Search results

The purpose of this paper is to explore the delay factors in South African electrical distribution projects and demonstrate the interlaced relationship between the identified project delay factors.

This research employs interactive management (IM) methodology to construct a model achieving the research purpose. The IM methodology is anchored in the soft systems thinking. Its inquiry process mainly comprises four phases: idea generation, idea clarification, idea structuring and interpretation of the structured ideas. The IM methodology allows the relevant stakeholders to collaboratively develop a digraph displaying the interrelationship among the system elements.

The participants of the IM session structured a systemic model showing that a loop comprising three factors is the driver leading to the delays in the electrical distribution projects. The three delay factors in the loop are “poor communication”, “poor planning” and “project scheduling not properly done”.

The findings show that a loop comprising three delay factors is the driver leading to the project delays. This result is different from the outputs of the commonly used approaches. The three identified root causes serve as the starting point for eradicating delays in the electrical distribution projects.

This paper attempts to explicate the characteristics of the complex problem per se. By reflecting upon several lofty philosophies, this paper argues that a complex problem consists of two parts: human's incapacity of mental power and human's cognitive dissonance. Grounded in these presumptions, this paper will illustrate that the conventional engineering approach, which primarily rests on a single observer's favourable model, is inadequate to cope with the complex issue. By reviewing several prevailing soft approaches, this paper promotes interactive management (IM) as a useful methodology for intervening in the complex problem. A case study of employing IM in a South African media context is given to demonstrate its usage.