Browsing by Subject "development projects"

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Open Access
    Climate finance to transform energy infrastructure as part of a just transition in South Africa. Research report for SNAPFI project
    (University of Cape Town, 2020-08) Winkler, Harald; Keen, Samantha; Marquard, Andrew
    Prior to 2020, the South African economy was facing major socio-economic challenges, struggling to eliminate poverty and reduce persistent inequality. The COVID crisis has deepened the financial crisis, with the last major agency putting the country’s rating below investment grade, or ‘junk status’. The recovery plan starts with rescue. The climate crisis is longer-term but still needs as urgent action as ever. The country is preparing to enhance its nationally determined contribution in an unprecedented context. Decarbonisation of the electricity sector is a priority – but in the SA context requires careful attention to communities and workers dependent on coal. The just transition transaction (JTT) is being developed in technical detail since 2019 by Meridian Economics (2020) and making the financial deal is work in progress. In brief, the transaction mobilises blended finance to fund the accelerated phase out of coal, thereby accelerating a transition from coal to renewable energy, and a portion of the concessional funds flows into Just Transition fund. This case study reflects on the JTT, seeking to understand its architecture, the potential to catalyse changes in the complex set of challenges in the electricity sector, by funding accelerated phase-out of coal and a just transition in South Africa, with broader implications for international climate finance. The time-scale of developing the transaction is fluid, while implementation of decommissioning would take many years. The purpose of the study is to understand the potential of a just transition transaction to accelerate the phase out of coal-fired power and to fund development projects. The purpose requires a specific focus, and it is important to understand what is included in the scope of this case study, and what lies beyond that scope.
  • Thumbnail Image
    Item
    Open Access
    Toward relevant measures of performance to manage complexity in inclusive development projects
    (2022) Mkhize, Nonhlanhla Patience; Sewchurran, Kosheek
    The 2030 Agenda on Sustainable Development advocates for innovation for inclusive development. It is a fundamental issue to make progress within South African and globally. When one considers how to improve on the lack of success we have had so far, there are many areas of possible focus. This study looks at the management of innovation for inclusive development projects. These projects are complex. They harness science, technology and innovation to achieve a more inclusive and sustainable society. Their execution remains challenging despite models and tools to manage project complexity. The study focusses on how complexity exerts an influence on the management of these projects. It concurs with the literature that time, cost, and scope are inadequate measures on their own to assess complex project management performance. It seeks relevant measures of performance that can expand the triple constraint model to deal with complexity. To build a theory on the issues of concern, I use the lens of a project as a complex and adaptive temporary organisation. My qualitative study focuses on five projects within the Department of Science and Innovation in South Africa. It collects data from project management personnel, users and sponsors involved in these projects. The informants assist me in understanding the practise and processes of project management organisation and subsequent performance management. The study collects secondary data from various archival records. It uses the Gioia approach to analyse and interpret the data systematically and rigorously. The study contributes to complex project management theory, an evolving field. It expands existing knowledge by demonstrating how complexity influences the organisation of project management. It highlights how the plurality of stakeholders influences the definition and prioritisation of project goals. The prioritisation informs the allocation of resources, a task that is laden with conflict. The stakeholders establish a temporary organisation. The organisation has a unique identity, defined by the collective values of the stakeholders. Its governance is flexible, inclusive and responsive and embraces Ubuntu. Flexibility enhances its response to fluid and unpredictable changes in its context. The study underscores that learning is critical to the continuous improvement of the management of these projects. The stakeholders must recognise different ways of knowing to learn from each other. The findings stress technology appropriateness and its influence on organising project management. Technology itself might be exclusionary and marginalise other stakeholders within the temporary organisation. It shows the link between project management organisation and performance measurement. It highlights how complexity influences the selection of measures of performance. It proposes a four-dimensional model to expand the triple constraint measures. The dimensions are process, scope, context and good governance. The findings recommend further research to 2 understand how complexity influences the management of innovation for inclusive development projects.