Factors influencing the adoption of project management methodology at Central Bank of Lesotho
| dc.contributor.advisor | Massyn, Liezel | |
| dc.contributor.author | Sephoso, Nkeletso | |
| dc.date.accessioned | 2016-11-28T09:07:57Z | |
| dc.date.available | 2016-11-28T09:07:57Z | |
| dc.date.issued | 2015 | |
| dc.description.abstract | Central Bank of Lesotho (CBL) came to a realisation that most of their projects are either over budget, delivered way later than they had anticipated or are of poor quality and in some instances the end product completely different from what was initially planned. These problems warranted the Central Bank of Lesotho to establish a project management office which amongst other responsibilities is tasked with ensuring that all projects are implemented in a standardised way across the bank. When Project Management Office (PMO) came into operation it decided to adopt a project management methodology. However there seems to be an inconsistency in the use of the methodology within the bank as other projects are strictly adhering to the methodology whilst others still deviate from using the methodology. The primary objective for this research is to find those factors that are important or have an influence in the successful adoption of the project management methodology at Central Bank of Lesotho. The secondary objectives were to determine if there was a proper foundation set at CBL for the adoption process and whether there are any factors that might hinder the adoption of the project management methodology at CBL. A quantitative approach was used in the form of a survey to gather data regarding the adoption of the project management methodology at CBL. A 5 Likert scale questionnaire was distributed to 40 respondents who are currently involved with project management, using a non-probability sampling method. The research has revealed that the Central Bank of Lesotho had laid down the necessary foundation for the implementation of the project management methodology even though non-inclusion of the project related activities on employee contracts might slow down the adoption process. Even though everything is in place there is still a problem of some departments not adhering to the project management methodology, which warrants further research into aspects such as organisational culture which were not covered in this research project. | en_ZA |
| dc.identifier.uri | http://hdl.handle.net/11660/4822 | |
| dc.language.iso | en | en_ZA |
| dc.publisher | University of the Free State | en_ZA |
| dc.rights.holder | University of the Free State | en_ZA |
| dc.subject | Dissertation (MBA (Business Administration))--University of the Free State, 2015 | en_ZA |
| dc.subject | Project management | en_ZA |
| dc.subject | Central Bank of Lesotho | en_ZA |
| dc.subject | Banks and banking -- Lesotho | en_ZA |
| dc.title | Factors influencing the adoption of project management methodology at Central Bank of Lesotho | en_ZA |
| dc.type | Dissertation | en_ZA |