AbstractThis article outlines project management in the context of a nursing or other department having acquired external or internal funding for a specific project, which is part of the department and can be integrated into the department’s broader activities. It then illustrates this process by using the University Nursing Education in South Africa (UNEDSA) project. The UNEDSA programme is a funded initiative to transform nursing scholarship in South Africa with a focus on nurse academics and higher education. After a robust selection process, six university-based schools of nursing at the Universities of Fort Hare (UFH), Free State (UFS), Limpopo - Medunsa campus (UL), Pretoria (UP), Western Cape (UWC) and the Tshwane University of Technology (TUT) were selected and received grants of between R14m and R16 m to run projects which will support them in strengthening and transforming academic nursing in university-based nursing schools. Project management is defined and then described in terms of the factors influencing it, risk management, monitoring and evaluation. The project management of the project in six universities is described in terms of its actions, such as site visits, technical assistance and capacity-building. The pitfalls and challenges are illustrated from the UNEDSA project and the lessons learnt are identified. Although institutions of higher learning are not businesses and should focus primarily on their academic teaching, learning and research, they must be business-like in the way that they acquire and use their financial, physical and human resources. Acquiring project and programme management skills will ensure that they act in a business-like manner in the way that they manage donor funds.
Australian Agency for International Development. 2002. The Logical Framework Approach. www.ausaid.gov.au/ausguide/ausguidelines/1.html . Accessed 24/04/2013.
Ben-Dak, J.D. 1999. The Logical Framework in a Project Management System. Handbook for Systems Engineering and Management. New York: John Wiley & Sons.
Broughton, B. and Hampshire, J. 1997. Bridging the Gap: A Guide to Monitoring and Evaluating Development Projects. Canberra: Australian Council for Overseas Aid.
European Commission. 1993. Project Cycle Management: Integrated Approach and Logical Framework. http://publications.europa.eu/tools/index_en.htm. Accessed 20/05/2013
European Commission. 1999. Project Cycle Management Training Handbook. http://publications.europa.eu/tools/index_en.htm. Accessed 20/05/2013
Jones, S. 2011. UNEDSA Strategic Learning Site Visits (unpublished report)
Kerzner, H.R. 2013. Project Management: A Systems Approach to Planning, Scheduling and Controlling. New York: John Wiley & Sons.
Project Management Institute. 2013. A Guide to Project Management Body of Knowledge (PMBOK® Guide). 5th Edition. Pennsylvania: Project Management Institute Inc.
Schwalbe, K. and Furlong, D. 2013. Healthcare Project Management. Minnesota: Schwalbe Publishing.
The Global Fund. 2009. Monitoring and Evaluation Toolkit. 3RD Edition. http://www.theglobalfund.org. Accessed 29/08/2012.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Creative Commons License - CC BY 4.0