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Publication date: 5 September 2016

Pantaleo Mutajwaa Daniel Rwelamila and Neha Purushottam

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Social implications

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.

Originality/value

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

Details

Smart and Sustainable Built Environment, vol. 5 no. 3
Type: Research Article
ISSN: 2046-6099

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Article
Publication date: 4 April 2016

Blessing Javani and Pantaleo Mutajwaa Daniel Rwelamila

The purpose of this paper is to study the recognition, application and understanding (status) of risk management in information technology (IT) projects in the South African…

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Abstract

Purpose

The purpose of this paper is to study the recognition, application and understanding (status) of risk management in information technology (IT) projects in the South African public sector and thus contribute to the research gap.

Design/methodology/approach

A quantitative approach in the form of a survey design was adopted, with data being collected through a questionnaire. The results from the study are compared to the theory and practice of risk management before drawing conclusions on the status of risk management in IT projects.

Findings

The findings provide significant statistical support for the conclusion that risk management is being applied in current IT projects and that it is understood by the respective project clients.

Research limitations/implications

Though risk management has been studied by several authors, very little is known about its status in the South African public sector. This study sheds light on its application in IT projects and its understanding by IT project clients.

Practical implications

The study findings encourage project executives to develop knowledge bases for risk management in IT projects, as well as the corresponding tools. This will ultimately assist in knowledge sharing, which increases chances of IT project success. Importantly, the study also highlights that the relationship between project clients and project teams can be accelerated through knowledge sharing and continuous project communication.

Originality/value

The research addresses one of the questions held by many scholars on the status of risk management in IT projects. It advances the recognition of risk management as a knowledge base and the practical implications thereof.

Details

International Journal of Managing Projects in Business, vol. 9 no. 2
Type: Research Article
ISSN: 1753-8378

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