carl marnewick resume

8/10/2019 Carl Marnewick Resume

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Carl Marnewick Resume Page 1

DR CARL MARNEWICKemail: [email protected]

Cellular Phone: 082 789 8684

Career Objective

My career objective is to ensure that students receive quality education and this is achieved through the application ofpractical experience in class to highlight the theoretical aspect of concepts.

The successful implementation of projects and completion of tasks has always been one of the most important careerobjectives and this allows me now to apply this knowledge in the classroom. Being project driven and customerorientated by nature, I have always thrived in environments, which require teamwork, and are focussed on achievingspecific deliverables and will result in customer satisfaction.

The fact that I have a sound knowledge and practical experience in the implementation of Enterprise ResourcesPlanning (ERP) systems and IT infrastructure, project management as well as focused on the needs of the customer hasenabled me to establish a solid track record of adding concrete value in organisations that are implementing ERPsystems and are in the need of customer management.

Personal Attributes Team player with good inter-personal skills

Ability to remain focused under pressure

Strong logical thinker Self starter

Good communication skills

Confident

Diplomatic

Planning and organising

Good budgetary skills

Change leadership

Time management

Managerial skills

Have excellent written and verbal communication skills

Ability to multi-task

EducationQualifications

1986 High School Sasolburg Matric1989 Potchefstroom University B.Sc. Computer Science1990 Potchefstroom University Honns. B.Sc. (Computer Science) CUM LAUDE1992 Potchefstroom University M.Sc. (Computer Science)2009 University of Johannesburg Ph.D.

Specialized Courses

1996 UNISA Business School Introduction to Project Management2002 UNISA Business School Project Management Techniques

Work Experience

2007

Current

Senior Lecturer

University Of Johannesburg

Lecturing to the B.Com IT Management students.

Lecturing to the B.Com Hons. IT Management students.

Lecturing to B. Tech IT students (Post Graduate)

Involved in the presentation of Short Learning Programmes (SLPs) based on IT ProjectManagement. The goal of these SLPs is to introduce people to project management and toprovide them with an understanding of the PMBOK Guide. These courses are presented fourtimes a year and the participants are people from the industry who wants to become projectmanagers or who are already project managers.


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1. In the department, I am the HOD. My responsibilities include strategic alignment of thedepartment to the faculty of Management and UJ strategies.

I am a peer-reviewer for the following journals:

International Journal of Managing Projects in Business

South African Journal of Information Management

International Journal of Project Management

Acta Commercii

2. I was a peer-reviewer for the following conferences: PMSA Research Conference 2006, 2008, 2010

PMSA Western Cape Conference 2010

Faculty of Management Conference 2009, 2010, 2011

SAIMS 2008, 2009, 2010.

3. Internationally, I am involved in the development of a new international project managementstandard called ISO21500. I am representing the South African Bureau of Standards on thiscommittee.

4. I am involved in GAPPS (Global Alliance for Project Performance Standards). I am presentingPMSA.

5. Recognition as an established discipline-based leader/expert

Moderator for North West University on undergraduate level External examiner for North West University on post-graduate level

o PhD examiner

External Examiner for the University of Pretoria

External moderator for UNISA on undergraduate level

External examiner for GIBS on post-graduate levelo Masters examiner

External examiner for UCT on post-graduate levelo Masters examiner

1997 2006 Senior Project ManagerDatacentrix Solutions

The position of Senior Project Manager entitles three disciplines that I had to master to be successfulin this position i.e. project, customer and operational management.

Project Management

Management of all ERP and ERP related projects. Implemented ERP systems for Premier Foods,Pride Milling and National Department of Health.

Management of IT infrastructure projects. Implemented local area networks, wide area networksand workstation installations for Premier Foods, Astral Foods and Pride Milling.

Implementation of a Project Management Office

Drafting of contracts between own organisation and customers. This includes Service LevelAgreements after the implementation of the ERP systems. Customers include Premier Foods andNational Department of Health.

Analysing and establishing requirements, design and testing of the IT hardware solution.

Understand business and strategies to ensure that the projects are linked to the strategies.

Monitor projects to ensure the achievement of business benefit and the realisation of thestrategies.

Develop, document and own the project plan and project control documents.

Manage the resources allocated to projects in accordance with published departmental policies,procedures and standards

Maintain document control procedures from the initiation of the projects until the completion of theprojects.

Manage customer relationships at all levels including directors, managers and employees.

Mentor and coach sub-project managers based on the PMBoK.

Document and sign-off results and deliverables.


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Successful Projects

The implementation of an ERP system at Johannesburg City Parks (R6 Million Rand Project)

The implementation of an ERP system at Pride Milling (R6 Million Rand Project)

The implementation of an ERP system at Premier Foods (R10 Million Rand Project)

Implementation of IT infrastructure for Premier Foods for Y2K. This included the implementationof a WAN (70 sites), LAN infrastructure as well as the replacement of 1200 workstation andprinters.

Moving Head Offices for Premier Foods

Implementation of Customer Call Centre

Currently implementing an ERP system at Afgri. This entails the migration of their currenthardware and software structures from a main frame to a Windows-based environment. Thevalue of the project is estimated at R22 million.

Busy with the implementation of a Cost Centre Management System at 300+ hospitals country-wide for the National Department of Health.

Customer Management

Day to day management of the Customer Call Centre.

Operational and SLA reporting on a daily and weekly basis regarding problems and issues thataffects the customer. This includes analysis of problems and how to resolve and rectify problemsgenerated by the ERP system.

Monthly analysis and statistical reporting to IT Steering Committees.

Liaise with third party vendors to resolve issues.

Management of customer Service Level Agreements.

Operational Management

Oversee the day to day management of the outsourced IT infrastructure of customers such asPremier Foods and Pride Milling.

Management of the Wide Area Network.

Instituted standards compliance for programming and testing procedures.

Personnel Management

Manages personnel ranging from call centre agents, operators to consultants.

Perform performance appraisals as a continuous effort to align performance to growth. Theseperformance appraisals are done for an average of 20 employees ranging from operators,consultants and project managers.

Personnel development and growth.

1995 1997 Project Manager: Media TechnologyTechnikon SA

Delivering of Multimedia Courseware

Key Responsibilities and tasks

Management of a team of experts to produce multimedia courseware

Management of Project Management Office

Negotiated and managed contracts

1993 1995 ConsultantPotchefstroom University

MIS Management

Key Responsibilities and Tasks

Introduction and implementation of a Local Area Network

Provided workstation support to 200 users

Assessed user needs and resolved system problems

Developed the Intranet serving 4 faculties and 200 staff

Provided customer service and technical support for all the end users

Managed electronic messaging system for LAN system serving 200 users

Managed the telecommunications system


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Academic & Research Experience

1989 1992 LecturerPotchefstroom University and Vaal Triangle Technikon

Lectured students in various disciplines such as programming skills, database administration andstatistics. I lectured the following:

o Pascal: This course was lectured to the first year B.Sc. and B.Ing. students. The purposeof the course was to teach them programming skills.

o D-Base: This course was lectured to the first year B.Com. students. The purpose of thecourse was to teach them database design such as normalisation and how databases can

be used in the comemrcial word.o Artificial Intelligence: This course was lectured to the third year B.Sc. students. A

language called Prolog was ued to teach the students the thinking of artificial intelligence.o Statistics: I lectured this course part-time at the Vaal Triangle Technikon. The purpose of

this course was to teach the students basic statistical information.

Maintained grading, progress reports and classroom documentation

2006 Part-time LecturerUniversity of Johannesburg

Advanced Software Engineering: This course was lectured to the 4th year B.Tech students. I wasresponsible for determining the course content as well as the design and content of appropriatelecture notes and additional documentation for the students.

Research Publications1. Marnewick, C. & Labuschagne, L. (2005). A Conceptual Model for Enterprise Resource Planning

(ERP). Information Management and Computer Security. 13(2):144:155.

2. Marnewick, C. & Labuschagne, L. (2009). Factors that influence the outcome of informationtechnology projects in South Africa: an empirical investigation.Acta Commercii.

3. Marnewick, C. & Labuschagne, L. (2009). Deriving projects from the organisational vision usingthe Vision-to-Projects (V2P) Framework. South African Business Review. 13(3).

4. Marnewick, C. & Labuschagne, L. (2010). A Conceptual Framework to Improve the ProjectDelivery Capability within an Organisation.Acta Commercii.

5. Marnewick, C. (2011). Herzberg! Can we trust you in Africa?African Journal of BusinessManagement. 5(2).

6. Mnkandla, E. & Marnewick, C. (2011). Project Management Training: The Root Cause of ProjectFailures? Journal of Contemporary Management. 8:76-94.

7. Marnewick, C. & Labuschagne, L. (2011). An investigation into the governance of informationtechnology projects in South Africa. International Journal of Project Management. 29(8).

Articles in Press

1. Marnewick, C. The mystery of student selection: are there any selection criteria? EducationalStudies. In Press.

International Conferences1. Marnewick, C. & Labuschagne, L. (2004).A Framework for aligning projects to organisational

strategies. Conference proceedings of the PMSA International Conference. Conducted by ProjectManagement South Africa. Johannesburg: PMSA.

2. Marnewick, C. & Labuschagne, L. (2006).A structured approach to derive projects from theorganisational vision.Conference proceedings of the PMI Research Conference 2006.Conducted by Project Management International. Montreal: PMI.

3. Marnewick, C. & Labuschagne, L. (2005).A security framework for an ERP system. Conferenceproceedings of the Information Security South Africa. Conducted by ISSA. Johannesburg: ISSA.

4. Marnewick, C. & Labuschagne, L. (2007). Virtual project collaboration as an extension to

conventional project management practices. Conference proceedings of SAIMS 2007. Conductedby SAIMS. Johannesburg: SAIMS.

5. Marnewick, C. & Labuschagne, L. (2008). The substantiation of the Vision-to-Project (V2P)framework through Action Research. Conference proceedings of the PMI Research Conference2008. Conducted by Project Management International. Warsaw: PMI.

6. Marnewick, C., Yakovlevich, M. & Labuschagne, L. (2008). IT Project Management Maturity: ASouth African Perspective. Conference proceedings of the PMSA International Conference.Conducted by Project Management South Africa. Johannesburg: PMSA.

7. Marnewick, C. & Labuschagne, L. (2008). Factors that influence the outcome of informationtechnology projects in South Africa: an empirical investigation.Conference proceedings of SAIMS2008. Conducted by SAIMS. Johannesburg: SAIMS.


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8. Marnewick, C. and L. Labuschagne (2009).An Analysis of the Maturity of Project Management asa Discipline. Business Management Discourse in the New Millennium: Challenges andOpportunities, Summerstrand Hotel, Port Elizabeth, The Southern Africa Institute for ManagementScientists (SAIMS).

9. Marnewick, C. and L. Labuschagne (2009). The practice of benefits realisation as part ofprogramme management - an exploratory study within the SA context. Lead. Deliver. Motivate. Asalute to the relevance of project management, Cape Town, PMSA Regional Conference 2009.

10. Marnewick, C. and Labuschagne, L. (2010). Benefits management in practice: an exploratoryinvestigation. PMI Research & Education Conference 2010: Defining the future of projectmanagement. Washington, Project Management Institute.

11. Marnewick, C. and Labuschagne, L. (2010). Linking project benefits to strategic objectives: anexploratory investigation. Review, Reflect, Renew. PMSA Conference 2010. Johannesburg:PMSA.

12. Maluleke, M. and Marnewick, C. (2010). Project reviews as a best practice in multi-nationalorganisations a case study.Review, Reflect, Renew. PMSA Conference 2010. Johannesburg:PMSA.

13. Marnewick, C. (2010). Is there a light at the end of the tunnel regarding IT projects? SouthernAfrican institute for Management Scientists Conference 2010. Mpekweni Beach Resort: TheSouthern Africa Institute for Management Scientists (SAIMS).

Books1. Marnewick, C. and L. Labuschagne (2009). The Prosperus Report 2008 IT Project Management

Maturity vs. Project Success in South Africa. PMSA: Johannesburg.

Local Conferences and Key Note Speaker1. L@b epitomy (10 11 May 2005): Delivered a paper on how an organisation can get value from

its projects through the use of a Balance Scorecard.2. PMIT SIG (24 August 2006):Delivered a speech on the Structured approach to derive projects

from the organisational vision.3. IT Project Management Conference (9 10 September 2008): Delivered a paper on the success

rate of IT Project in South Africa

Research Accelerator WorkgroupA research group was formulated consisting of M and D students. This research group functionedunder the supervision of Prof. Labuschagne. The purpose of the research group was to foster aresearch environment which resulted in the publication of various articles at international conferences.

Research Area

The research area is IT Project Management with specific focus on how project, programme andportfolio management can be used to implement organisational strategies.

Masters & Doctorate Guidance

Student Dissertation Title Completion Date

Deon Thomas Masters Dissertation. Data Integration: AdaptiveDatabase Object modelling for distributed supplychain analysis and management.

2010

Mmatseleng Maluleke Masters Dissertation. Improving IT ProjectManagement Practices in MultinationalOrganizations.

2010

Nyandongo, Kwete M Masters Dissertation:A conceptual framework forInformation Technology Programme ManagementGovernance: An Integrated View

2011

Omphile, WazhaRefilwe

Masters Dissertation: The implications of Project RiskManagement Maturity on Information Technologyproject success

2011

Muka, Jean-Paul Masters Dissertation:A conceptual framework for ITProject Management auditing

2011

Research Projects (Focus Area Grant from NRF)

Nature of Project: The 3PM (Project, Programme and Portfolio) Framework serves as the foundationfor this research portfolio proposal. This proposal aims to address the strategic areas of the NRFfocus area Economic Growth and International Competitiveness. The current demand from


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organisations is that projects must be linked to the organisational vision and strategies. Variouspublications do address the issue but no definite solution exists. The 3PM framework focuses on thisissue on how to use the organisational vision and strategies to derive projects and specifically ICTprojects from the vision and strategies. It also focuses on the relationship between projects,programmes and portfolios. It is important that these relationships are defined to ensure the currentmanagement of the projects and programmes to ensure the effective management of theorganisational resources.

Team Composition:Prof Les LabuschagneCarl Marnewick

Cooperation with External Researchers:

Dr Lynn Crawford: Professor of Project Management, ISGI-Groupe ESC Lille, France andDepartment of Project Management, University of Technology, Sydney, Australia.

Dr J Brian Hobbs: Professor in Project Management, University of Quebec at Montreal BusinessSchool, Department of Management and Technology, Canada.

Dr Terry Cooke-Davies: Managing Director, Human Systems Limited, Adjunct Professor,University of Technology, Sydney and Honorary Research Fellow, University College London,United Kingdom.

Dr. Monique Aubry - Lecturer in Project Management, University of Quebec at Montreal BusinessSchool, Department of Management and Technology, Canada

Project Funding:Source: National Research FoundationExtent: R360 000 over a three-year period.

Timelines:2008 2010

NAME OF PROJECT: BUSINESS CASE AND PROJECT BENEFITSNature of Project:Literature and best practices indicates that the business case should informdecisions regarding project selection, project continuation and benefits realised. Anecdotal evidenceindicates the opposite and the research problem can be formulated as follows: Organisations do not

make use of business cases and projects are not governed by business cases. The implication is thatthere is not a golden threat between the business case of a project and the supposed benefitsrealisation of a project.

Team Composition:Dr. Carl Marnewick (University of Johannesburg)Mr. Robbert van Alen (Hoge School Utrect Netherlands)

Timelines:2011 2012

NAME OF PROJECT: IT PROJECT INVESTMENTS IN SADCNature of Project: Research results repeatedly shows that Information Technology (IT) projects have ahigh failure rate and resources are wasted through such investments yet organisations still invest in ITprojects. This research aims to discover what motivates organisations within the Southern AfricanDevelopment Community (SADC) choosing IT projects for investments despite the high failure rate.

Team Composition:Dr. Carl Marnewick (University of Johannesburg)Dr. Ernest Mnkandla (University of Johannesburg)Mr. Wikus Erasmus (University of Johannesburg)

Project Funding:Source: Project Management International

ProfessionalExperience

Professional Bodies Institution / Body Year


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Project Management International PMI Member 2007 Current

Project Management SAPMSA Vice President: Educationand Technical

2007 Current

Information Systems Audit andControl Association

ISACA Member 2007 Current

The South African Institute ofComputer Scientists andInformation Technologists

SAICSIT Member 2007 Current

Project Management SA I understand the trends that project management follows and I can incorporate this into my

lectures as well as provide guidance to post-graduate students.

I am also involved in ISO21500 (project management standard) and this also provides me insighton international trends that I also incorporate in my lectures.

Information Systems Audit and Control Association

Provides me access to the latest international thinking on IT governance and this is incorporatedinto the lectures of the B.Com. IT Management students.

carl marnewick resume

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