Herman Steyn
Herman is an experienced engineer, project manager and academic. He has been involved in projects in industry since 1975. He has conducted more than 200 seminars in project management and has led several PhD studies in the field of project management.
Education
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PhD (Engineering Management), MBA, Engineering degrees
Areas of Research / Professional Expertise
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Project Management;
Implementing strategy by means of Project Portfolio Management;
Project Management Offices (PMOs);
Project planning and control
Websites
Books
Articles
The impact of a call centre on communication in a programme and its projects
Published: Dec 16, 2020 by International Journal of Project Management
Authors: Taryn Jane Bond-Barnard, Herman Steyn, Inger Fabris-Rotelli
Subjects:
Business, Management and Accounting
Call centres are increasingly being utilised in public sector programmes to facilitate and manage communication between numerous stakeholders. Yet, the impact of call centres on projects has not been investigated. This paper reports on a survey with 92 respondents that assessed the impact of a call centre for a repair and maintenance programme.
Project management applications of the theory of constraints beyond critical chain scheduling
Published: Dec 16, 2020 by International Journal of Project Management
Authors: Herman Steyn
Subjects:
Business, Management and Accounting
Applications of TOC (Theory of Constraints) to Project Management.
BALANCING LEADERSHIP STYLES BASED ON PROJECT TYPE AND LIFE CYCLE PHASES: A MODEL
Published: Dec 16, 2020 by SAIIE NeXXXt
Authors: Suzaan Pretorius, Taryn Jane Bond-Barnard, Herman Steyn, Tanita Cronjé
With the current trend towards empowered teams, hierarchical company structures are increasingly being replaced by team-based ones. As a result, a shift in the classic understanding of leadership is needed and research on leadership in project management is increasing.
An exploratory case study to validate a method for investigating the role of PMOs in knowledge transfer
Published: Aug 16, 2020 by South African Journal of Industrial Engineering
Authors: B Tshuma, H Steyn, CC van Waveren
A conceptual model for the role of a project management office (PMO) in improving the usability of knowledge that is transferred between projects is proposed, and a method to investigate the role of PMOs in knowledge transfer is validated. The case of a PMO in a multinational engineering company was selected
Effect of scope readiness on capital projects in mining: a Namibian case study
Published: May 16, 2019 by South African Journal of Industrial Engineering
Authors: TS Kagogo, H Steyn
This article examines the relationship between the readiness of scope descriptions and the success of projects in the Namibian mining industry. A survey was conducted on ten projects in seven Namibian mining companies. The Project Definition Readiness Index (PDRI) tool was used...
Leadership styles in projects: current trends and future opportunities
Published: Nov 16, 2018 by South African Journal of Industrial Engineering
Authors: Suzaan Pretorius, Herman Steyn, Taryn Jane Bond-Barnard
Traditionally, leadership has been seen as a vertical relationship (top-down influence). For a number of decades, this vertical leadership model has been the principal one in the leadership field; but lately, shared and balanced leadership have gained importance, especially in the project management literature.
The megaproject sponsor as leader
Published: Nov 16, 2018 by South African Journal of Industrial Engineering
Authors: W Louw, J Wium, H Steyn, W Gevers
Attributes of project sponsors on megaprojects and their effect on project success
The role played by PMOs in the transfer of knowledge between projects: A conceptual framework
Published: Aug 16, 2018 by South African Journal of Industrial Engineering
Authors: B Tshuma, H Steyn, C Van Waveren
Knowledge transfer across projects is thus an important and decisive competitive factor. However, project teams typically focus on short-term project goals, and often fail to regard capturing and transferring project knowledge between projects as important for the long-term benefit of the organisation. This theoretical study argues that Project Management Offices (PMOs) play an important role by supporting and facilitating the flow of knowledge between projects
Linking trust and collaboration in project teams to project management success
Published: May 08, 2018 by International Journal of Managing Projects in Business
Authors: Taryn Jane Bond-Barnard, Lizelle Fletcher, Herman Steyn
Subjects:
Business, Management and Accounting
The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear.
Knowledge-sharing within the project-based organisation: a knowledge-pull framework
Published: Dec 16, 2017 by South African Journal of Industrial Engineering
Authors: Liezl Bell, Cornelis C Van Waveren, Herman Steyn
This paper examines mechanisms to use lessons learned on individual projects within an organization. A Delphi study highlighted the organization's responsibility for incorporating knowledge from projects into a project management methodology. Knowledge from a project should be transferred through a centralized knowledge management function