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The lack of ‘ubuntu’ (African group solidarity) between project stakeholders in the Southern Africa Development Community (SADC) public building sector has been surrounded by controversy and strongly held opinions. The work reported in this paper attempts to indicate some salient issues affecting the relationships between project stakeholders. The Botswana public building sector is used as a main case study and follow‐up studies are carried out involving another eight SADC countries. The paper addresses two propositions. First, that the lack of ‘ubuntu’ between project stakeholders is primarily due to an inappropriate project organizational structure. Second, that a default traditional construction procurement system (TCPS), provides a poor relationship management system. Information is obtained on the research areas through questionnaires to construction firm executives, contract managers, site managers, trade foremen and skilled tradespersons on the dominant procurement system used in Botswana. Furthermore, senior technical officers of Public Works Ministries of another eight SADC countries are interviewed as a follow‐up to the Botswana study. The primary conclusion to be drawn is that the building procurement system purported to be in use in the SADC public building sector differs significantly from that recommended in the theory, resulting in poor relationships between project stakeholders. This is primarily due to the use of inappropriate building procurement systems. In general, the TCPS in the SADC public building sector is used as a ‘default system’. This has led to a situation where project management is a ‘fire fighting’ activity, where group solidarity between project stakeholders is out of reach. Salient steps are proposed with a proviso that the SADC public building sector should establish appropriate methods of selecting building procurement systems as a prerequisite in formulating appropriate project organizational structures which will bring the spirit of real co‐operation between project stakeholders towards project success.

For many decades the architectural profession has been accused of resisting change whilst defending an archaic system, and in doing so, neglecting client needs; in turn, this situation has created opportunities which others are now exploiting. Despite this resistance, change has occurred and is continuing in the profession. Several new procurement systems have evolved which pose a threat to the traditional structure and organization of the industry because these are not controlled by the architect. All of this must have repercussions on the way in which architectural students are prepared for the future. Much of the current curriculum content at architecture schools is probably essential, but it is the development of this syllabus in isolation and what is not taught in it that is the problem. The present paper is concerned with those aspects of change which have impacted upon the global construction environment, and describes their potential effect on the architectural profession, and the vocational education and training of its recruits.

Despite the extensive research on post-disaster reconstruction projects (PDRP), there is a paucity of studies that examine critical challenges for the project practices in post-war-developing countries, particularly, Africa. The purpose of this research is to investigate the key project management challenges impacting the post-disaster reconstruction projects (PDRP) during the construction and planning stages in Angola, with an aim to fill the knowledge gap.

The primary data was collected from 130 project management practitioners working with planning, provincial government organisations including consultants, and contractors within the Angolan public sectors organisations. Response data was subjected to descriptive statistics, mean scores, and inferential statistics (One sample t-tests) and Kendall's concordance.

The descriptive and empirical analysis demonstrated a disparity of the ranking of the 21challenges affecting the PDRP among the groups; with statistically significant differences amongst the 10 challenges. Based on the overall sample, 6 out of 10 critical challenges are between (24–25) levels of agreement close to the mean. The results of the mean score ranking indicate that “working with poor or restricted access to location”, “project culture that fits the needs of local people”; “improving the capacity of local government”, “minimizing the negative effects of local people” and “relocation issues by establishing property rights during the reconstruction project” were the five critical challenges to managing PDRP whereas “improving information and communication processes”, “securing adequate resources (material and machinery)”, “dealing with rising costs of materials and labour” were considered to be the least critical.

The study was restricted to one province and Country (out of 18) namely, Luanda, Angola. Therefore, the findings may not be generalized to public sector organisations operating in different countries with different contexts, political settings and disaster complexities.

The establishment of challenges in PDRPs helps the key stakeholders by providing the foundation to project teams to address the challenges during planning and construction stages, and thus improving project delivery in the future. Understanding the uniqueness of PDRPs and interdependency of project management from the implementing organization is of particular value for the managers of future projects and other decision-makers, especially in the emerging countries. Moreover, the findings could be used to reflect on the need to formulate policies appropriate to post disaster environments, which among other issues could address building policies, which could include land ownership regulations and procedures together with property rights.

This study contributes to the body of knowledge on the subject within a previously unexplored post-war context with a focus on public organizations perspective. The study provides insights on the challenges affecting the post-disaster reconstruction across the Angolan public sector.

Across the African continent many colleges and universities are facing hurdles in sustaining green building initiatives. Often the barriers to green building are not purely financial, they include a significant number of non-financial issues directly connected with the way green building initiatives are integrated within the management of these higher learning institutions (HLIs). The purpose of this paper is to explore the reasons behind widespread barriers and the ways in which the barriers could be overcome through strategic project management.

The paper includes a critical review of existing literature on barriers to sustaining green building initiatives and an argument is built on the need to manage these initiatives as projects. Consequently it establishes that there is a seamless connection between HLIs strategies and projects, hence strategic project management as a framework to sustain the green campus culture.

Despite numerous barriers facing African HLIs in embracing green campus buildings (GCBs) as part of their permanent business undertakings; this review strongly suggest a change of direction from “traditional approaches” to strategic project management, where all green building initiatives are transformed to programmes and portfolios dealing with sub-sets of the core business of HLIs.

Strategic decision to include green campus building initiatives (GCBIs) as part of HLIs core strategic business projects will bring permanence in GCB thinking and resources will be allocated to GCBIs and green campus thinking may become a norm and one of the metrics for organization success.

Strategic project as a way to creating a conducive-environment for GCBIs success will become a constant and part of the way in which African HLIs are managed.

Contemporary management approaches like strategic project management is embraced as mean for allowing under-resourced African HLIs achieving significant reduction in greenhouse gas emissions.

One of the greatest challenges faced by the 1994 post-apartheid government in South Africa is the housing problem that has persisted for almost 30 years into democracy. Innovation in research and practice is required to address this problem. This paper aims to discuss the aforementioned objective.

This paper presents an argument for housing knowledge management as one part of a much larger system of housing provision and critically compares information variations on one hypothetical, low-cost housing unit adapted for varying climatic regions. It aims to enquire if there is an overlap in information.

The findings do confirm a noteworthy overlap in the information of the varying units. Therefore, knowledge management of the information would prove effective and may contribute in part to housing provision.

The study is limited to assessing the information changes made to the contract documentation of the housing unit.

The paper argues that knowledge management of this overlapping information could impact housing provision by providing knowledge power to those affected by the housing problem.

The findings are a unique perspective presented through a knowledge management lens. In addition, the said knowledge management lens provides a platform to raise additional questions. When seeking answers to these questions, it is expected that research sub-themes would be identified focussing further research studies towards finding answers.

The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the existing literature. It considers the various problems encountered on PPP initiatives around the world that have led to public opposition and failure of some PPP projects. Two interconnected aspects are tackled: definition of the principal project stakeholder and the management of the principal project stakeholder, as a multi-stakeholder. The paper aims to discuss these issues.

Existing theory and practice of project stakeholder management is analysed through case studies and other sources, and the uniqueness of a PPP project environment, which influences PPP multi-stakeholder management approaches, is established.

Current tensions and public protests across Africa, North and South America, Australia and Europe around PPP projects are highlighted, and these seem to be centred on public stakeholders' marginalisation. It is found that the public outcry across continents is characterised by a marginalised public.

Results advocate a paradigm shift by accepting multi-stakeholding as central to PPP project management. A multi-stakeholder management model is proposed, which will move the public from the margins of the PPP project space to the centre where fundamental decisions are made from conception to facility ownership and operation.

The study takes a pragmatic approach to the problem of exclusion of the public in PPP projects. It is one of few studies to bring the public to the centre of PPP project processes.

This study develops a conceptual framework appropriate for managing Post-Disaster Reconstruction Projects (PDRPs) so as to avoid cost and time overruns in Angola.

An explanatory sequential mixed research approach was used. Data was collected from project participants within the ministry of planning, the provincial government office of planning and the local government in Angola. A questionnaire with closed questions was completed by 130 survey respondents. Semi-structured focus group interviews were conducted with seven participants selected through purposive sampling. Descriptive statistics, t-test and content analysis were used to analyse quantitative and qualitative data, respectively.

The study indicates that there is presently no formal project management process. Neither have government project management standards been developed and broadcast. This results in ad hoc processes being mostly used for managing PDRPs. The study further presents disaster preparation programme, community engagement, resources and stakeholder's engagement, post-disaster procurement policies, financial guides, post-disaster recovery legislation, context-specific (social economic, demographic, political and cultural variables), programme preparation as essential components to be considered for developing an appropriate framework for managing PDRPs.

The study is limited by its geographical settings which focussed the results on one province in Angola. However, the findings can be useful for other countries wishing to gain insights on the framework with “overlooked components” for managing DPRPs in emerging countries with similar disaster environment, government policies and same business environment.

The framework for managing PDRPs may positively impact project realization, hence minimization of time and cost overruns. The findings are vital for managers, local practitioners and policy/decision-makers in emerging countries of essential components and lessons useful for managing PDRPs and making decisions when they intend to participate in such projects. An understanding of which approaches are critical and essential components of the framework serves as a basis for improving project delivery. Future research studies should describe its practical application.

The study provides insights by identifying an ordered grouped set of project management models/approaches mostly applicable for managing PDRPs in Angola, better understanding of appropriate components/variables to be considered and develops a conceptual framework for managing PDRPs in emerging countries, post-war context.

The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) – the project managers in the aid industry sector – make use of available PM tools), project success, and success criteria.

Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa.

The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project “profile,” a success criterion which is an early pointer of project long‐term impact.

This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non‐traditional PM – although project oriented – aid industry sector. The paper highlights self‐perceptions of NPCs and should not be interpreted in other ways.

This paper highlights the importance of PM tools in practice. Further, it suggests that NPCs (who are in fact only involved in project execution) put a lot of effort into monitoring and evaluation. In so doing, they strive to ensure project performance and accountability throughout project lifecycle, and this contributes to project “profile.”

This is the first study that offers insights into the relationship between PM efforts and project success in the aid industry sector. The paper calls for further research on PM practices in the aid industry sector where projects remain important instruments for aid delivery.

Management theory and practice have been developed mostly based on Western capitalist principles and imported into other nations. Some of these nations have their own indigenous principles though these are less well known. This chapter presents the values and concepts of Ubuntu and Batho Pele, both prominent business doctrines originally applied in the South African context.

Many scholars have pointed out the notion of Ubuntu as a philosophy that encompasses the beliefs, values, and behaviours of most South African people. It is a spirit of humaneness, caring and community, harmony, hospitality, and mutual respect among individuals and groups. It shows in the thinking and behaviour of African people towards others. Batho Pele, literally meaning ‘people first’ is a concept emanating from the Ubuntu principle that means putting other people ahead of one’s needs. It started with the drive to put others first, propagated from the advent of democracy in South Africa in 1994. This idea of prioritising others’ needs then gave rise to various service delivery policies, for example, the 1997 Batho Pele White Paper. Batho Pele, as adopted from Sotho–Tswana languages, was an initiative introduced by the Mandela administration to change the public service at all levels to be more focussed on continuously delivering and improving on excellent service.