EXECUTIVE SUMMARY (ABSTRACT)
This document describes the development of a project management methodology for the Municipal government of Paramaribo Southwest. The focus is to improve project governance by adopting a project management methodology.
The bureau is constantly evolving because of ongoing decentralization by the central government, presenting new challenges to cope with. Increased responsibilities have increased the number of tasks, yet the allocated budget has remained the same.
As these constraints presented itself, the bureau has decided to improve the institution’s ability to adapt to changes by embracing a projectmanagement methodology.
The research was of an exploratory nature, at first trying to determine the extent to which project management was applied and afterwards how it could be improved by adopting a project management methodology. The general objective was to develop a Project Management Methodology for the Municipal Government of Paramaribo-Southwest to improve project performance through standardization.
This was realized by competing five specific objectives. The first was to assess the organizational needs concerning project management to establish the main components of the project management methodology. After this, a methodology for standardizing projects, based on the specific needs gathered, was proposed, followed by templates and techniques that were produced specifically for the institute.
Next, a detailed description of the methodology was presented to ensure in-depth understanding of the methodology. In the end an implementation plan was developed to utilize the proposed methodology.
To achieve these objectives a qualitative research with two components was designed. Unstructured interviews were carried out to determine to which extend project management was employed and understood by the bureau. The interviews were also used to communicate the developed methodology to the appropriate stakeholders. Systematic reviews and research synthesis were used to select, to gather data such as existing templates, review and synthesize information,including literature, documentation and oral statements gathered. The results obtained from unstructured interview indicated Southwest has an existing procedure to carry out projects but does not practice good project management practices as established by the Project Management Body of Knowledge.
Lack of planning, communication, data keeping and knowledge of common project management practices were identified as shortcomings that needed to be addressed by the developed methodology. Southwest Project Management Methodology was developed to address identified shortcomings, while accommodating the existing bureaucratic culture within the organization, coercing central planning and promoting constant interaction between
stakeholder and common project management practices.
To standardize project execution, eleven templates were developed. In order to ensure how the methodology works a comprehensive description was developed detailing the core ideas and how the proposed methodology works.
This was followed up by an implementation plan containing requirements and details on how
the methodology will gradually be implemented. Lastly, to demonstrate how the methodology will aid in managing projects of the department an example project was devised with a comprehensive scenario of a typical project.
To successfully implement SPMM it was recommended that the methodology receives top-down and bottom up support, since Southwest has the tendency to appoint new heads of departments at times.
Another important recommendation was for Southwest to organize trainings for its personnel to familiarize them with good project management practices.
In the end it was noted that SPMM and the developed templates do not remain astatic document and that it should be updated from time to time to keep up with the needs of Southwest.
Descargar Aquí:
