EXECUTIVE SUMMARY (ABSTRACT)
Over the last decade, the Government of St. Vincent and the Grenadines has been involved in a series of developmental and infrastructural discussions, with international and local investors as well as partners with regards to the development of the island‟s infrastructural and international standing throughout the Caribbean region. Following the opening of the Island‟s new “Argyle International Airport” a referendum was held on approving the financing and assistance for the construction of the Business Redevelopment Initiative (BRI)- Medical Complex.As a result of this referendum the Government of SVG created the BRI Consortium and Steering Committee. This Consortium included the international sponsors and partners along with some of the island‟s top policy planners, designers, policy makers, construction and real estate development companies. To this end the Arnos Vale Development Cooperation (AVDC) was created; AVDC is a fairly new company and follows the “design-build” construction process, the first ever of this kind on the island. AVDC was charged with the responsibility of developing and managing the construction of the Business Redevelopment Initiative (BRI)- Medical Complex. The corresponding contract was signed on the 30th May, 2017.
The Government of St.Vincent and the Grenadines placed high expectations on the AVDC to gentrify and convert the decommissioned airport, its facilities and all associated real estate and transform it into a major state of the art medical complex specializing in the dialysis treatment and other major health services. These plans are consistent with the island‟s (10) year Global Infrastructure Development Programme (GIDP). This project will be the first of a series of local and international funded projects that are all geared towards the strategic development of the island.
Although experienced in architecture and construction management guidelines, The AVDC required the application of formal project management practices to successfully execute the BRI-Medical Complex Project. The Company utilizes some project management tools with construction management guidelines. However, after the charter was signed, execution was set to begin without a formal project management plan to guide all of the critical aspects of the project‟s lifecycle. To successfully deliver and construct the state of the art medical complex, a comprehensive Project Management Plan had to be developed.The BRI Consortium and AVDC worked closely with a major international design and construction company (DSACC), providing detailed design work for this massive project. This project is considered to be one of the biggest investments in the island‟s history.
The general objective was to produce a Project Management Plan, which integrates the standards and guidelines of the Project Management Institute, to assist in the effective management of the construction of the BRI (Medical Complex) by February 17, 2018. The specific objectives were: to create a project charter to establish an understanding of the expected deliverables for the project to provide guidance for the project manager and team in its management and completion of the project, to create a scope management plan to ensure the project includes all the tasks required to successfully complete the project,to create a cost management plan to detail the processes for managing project financial resources that are to be followed through all stages of the project,to develop a quality management plan to describe how quality will be managed throughout the project, and define how the project team will implement, support, and communicate project quality practices for use within the project,to create a human resource management plan to ensure that all human resources are identified and managed effectively to complete the project within time, cost and scope constraints,to create a schedule management plan to support, define and manage the approach the project (team) will use in creating the project schedule that ensures the project is completed within the time constraints,to develop a communications management plan to define the requirements for
x
the project and how information will be distributed and feedback received from all stakeholders,to create a risk management plan to establish the framework in which the project team will identify risk and develop strategies to mitigate or avoid risks as well as to define how risks associated with the project will be recorded and monitored throughout the project lifecycle,to develop a stakeholder management plan to identify and support all the project stakeholders as well as to analyze and develop strategies to ensure effective stakeholder engagement and expectations and to develop a procurement management plan to define the procurement requirements for the project and to determine how it will be managed from developing procurement documentation through contract closure.
The methodology used for the research was analytical along with the opinions and recommendations from expert judgments . The main sources used to acquire and gather information included : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth Edition and interviews which were held with members from the client and AVDC. The information was analyzed to create each subcomponent of the subsidiary plans used to develop the Project Management Plan for the construction of the BRI- Medical Complex. The Project Management Plan for the BRI-Medical Complex project was developed using the PMBOK® Guide 5th Edition , templates and other resources, birthed a new approach for the project team to compose a more detailed and effective project management plan for a project as significant as the Medical Complex, to enhance the approach the company would utilize to manage the project. It is recommended that the project team at AVDC take into consideration the use of the planning process and documents developed during the development of the Project Management Plan for the construction of the BRI -Medical Complex as instrumental for implementing a methodology for similar projects in the future. Additonally, the project team at AVDC should also seek to implement a functional PMO which would operate as the backbone of AVDC in ensuring successful project management approaches at the organization.
descargar aqui
