dc.contributor.advisor | Van Rensburg, J.F. | |
dc.contributor.author | Joubert, Hercules Phillipus Roedolf | |
dc.date.accessioned | 2016-12-07T06:29:44Z | |
dc.date.available | 2016-12-07T06:29:44Z | |
dc.date.issued | 2016 | |
dc.identifier.uri | http://hdl.handle.net/10394/19647 | |
dc.description | PhD (Development and Management Engineering), North-West University, Potchefstroom Campus, 2016 | en_US |
dc.description.abstract | In the past, South African energy service companies (ESCos) primarily implemented
demand side management (DSM) projects, which were supported by Eskom Integrated
Demand Management (IDM) funding models. With the introduction of new Eskom IDM
performance-based funding models, more risk involved with implementing and sustaining
DSM projects is moved to the ESCos.
Established and new ESCos need to adapt to manage the risk involved with the new
funding models. Alternatively, ESCos can directly pursue DSM projects with funding from
clients. Funding can be realised by using performance-based funding models, which are
used successfully by ESCos in other countries. In both cases, South African ESCos
(especially new ESCos) have limited experience with the processes required to implement
and sustain DSM projects under a performance-based funding model.
In this study, a business model was developed for ESCos aspiring to implement DSM
projects. The business model encapsulates improved processes that ESCos require to
implement and sustain DSM projects, while managing the risk involved. To evaluate
improvements made to risk management processes, a risk evaluation tool was also
developed as part of the study.
As a case study, a South African ESCo was involved with the implementation and
evaluation of the improved processes. This ESCo has implemented 129 projects over the
past 12 years and has maintained a constant overperformance of 14% on promised
savings. The ESCo has also implemented DSM projects on average 18% faster than their
contracted deadlines. Where involved to revive and maintain neglected DSM projects, an
average of 280% improvement in achieved cost savings was recorded. By utilising risk management processes, the ESCo managed the increasing risk involved
with DSM projects and maintained constant and successful performance. Senior project
managers from the ESCo were asked to evaluate the improved processes using the newly
developed risk evaluation tool. The interviewees perceived a 69% improvement in the risk
management capabilities of the improved processes. | en_US |
dc.language.iso | en | en_US |
dc.publisher | North-West University (South Africa) , Potchefstroom Campus | en_US |
dc.subject | South African ESCo | en_US |
dc.subject | Risk management | en_US |
dc.subject | Risk quantification | en_US |
dc.subject | Improved processes | en_US |
dc.subject | M&V management | en_US |
dc.title | Improved risk management processes for South African industrial ESCos | en_US |
dc.type | Thesis | en_US |
dc.description.thesistype | Doctoral | en_US |