David Jackson
21 November 2008
analysis
Johannesburg — Project management is now regarded as the fastest-growing form of management worldwide, with its multidisciplinary skills in particular demand in SA, which is in the throes of the biggest infrastructure development programme in its history.
With training courses ranging from basic levels to more advanced programmes, expertise in project management adds to knowledge and job creation and empowers managers to make informed decisions in time, says Deon Herbst, CEO of CE at UP Trust at the University of Pretoria.
"In the current South African climate critical skills shortages are being experienced both in the public and private sectors. A recent study showed that the crisis is compromising competitiveness and spurring poorer service, inhibiting SA from responding positively to changing market conditions both locally and abroad."
He says that in the private sector skilled managers in project management are in high demand and that CE at UP's focus is on the alleviation of skills shortages and the enhancement of sustainable economic growth. It has a footprint in more than 27 countries in Africa and is well aligned for preparations for the World Cup in 2010 and beyond.
The engineering and technology management department at the University of Pretoria is a registered education provider of the Project Management Institute (PMI) in the US.
With the increasing demand for project management skills in SA needed to help drive the country's major engineering and infrastructural projects, and with qualified project management professionals being lured to foreign shores by lucrative financial packages and other fringe benefits, plugging the skills gap is a formidable and ongoing challenge.
However, there are encouraging signs that the numbers of qualified professionals now coming through the universities and higher education institutions is beginning to reach levels that could make a practical difference.
Prof Herman Steyn, of the Graduate School of Technology Management (GSTM) at the University of Pretoria (UP), says: "We plan to admit about 90 engineers and scientists, all with at least a four-year degree and three years experience, into our Masters in Project Management (MPM) in 2010. It leads to a formal Masters degree in project management."
This year more than 350 engineers undertook at least one subject in project management, and this excludes those who studied for an MBA with project management as an elective subject, says Steyn.
He says that since 1997 more than 3000 people have studied towards the programme in project management (PPM) , which includes up to 20 days on campus over a year. It is offered in collaboration with CE at UP, is skills-based and does not lead to a degree.
"The MPM, together with our research activities, ensures the high quality of the CE at UP courses and to a large extent the same lecturers teach on both,"
The GSTM awards the MPM degree and also handles its administration. CE at UP Trust (fully owned by UP) is responsible for certificate programmes such as the PPM and the advanced programme in project management (APPM), as well as all short courses offered by UP. The GSTM is responsible for academic aspects of the certificate courses and certificates are also awarded by the GSTM.
Allen Smith, CEO of ContinuitySA, says: "The skills issue won't go away. Business is in a global fight for skills and SA is not in a position to create enough new skills to make up for those being lost. The country is also unable to attract sufficiently skilled people from external sources. In the light of this, companies need to ensure that they have sufficient succession planning in place for all key employees.
"Whether it's an economic recession, crumbling infrastructure, lack of skills, social unrest, failing health standards or any combination of these events, 2009 in SA is certainly going to be the year business continuity plans are put to the test."
Smith says that the current fallout from the world financial crisis will have a significant effect on the regulatory environment relating to compliance with corporate governance, risk management and business continuity management.
"In 2009 companies must expect to be put under pressure to become more compliant and strengthen their risk-management and business-continuity undertakings," says Smith.
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