EXECUTIVE SUMMARY (ABSTRACT)
The Belize Trade and Investment Development Service (BELTRAIDE) requested the development of a Project Management Plan for the construction of the Belize Enterprise & Innovation Institute (BEI2). In 2014 Edge Partners Co. Ltd. was contracted by BELTRAIDE to design the 24, 000 SQ FT facility which has as an objective to inspire and to nurture entrepreneurship and innovation. The facility’s design will incorporate Green technology, suitable for sub-tropical climate, inclusive of SMART technologies. Structurally and functionally, BEI2 will provide for two (2) advising/meeting rooms (140 square feet each), two (2) training rooms (470 square feet each), space for eight (8) small business incubators (6000 square feet), and a resource Centre. BEI2 will headquarter BELTRAIDE’s Small Business Development Centre- SBDCBelize and International Trade Centre- EXPORT Belize given their existing synergies in providing one to one business advising to Micro, Small and Medium Sized Enterprises (MSMEs).
BELTRAIDE has limited to no experience overseeing projects in the construction sector. In Belize, when constructing buildings, the Construction companies and its respective project teams guide the work; however, they rarely have comprehensive project management documented tools, or methodologies. One of the most common tool used is a bill of quantities and informal approaches of project management to keep stakeholders informed. Due to the size of investment being done by BELTRAIDE, and the complexity and size of building that will be built, it has been crucial to develop a comprehensive and holistic project management instrument such as the “project management plan” which incorporates elements that will be used to make informed decisions during the life of the project.
Throughout the life of project, BELTRAIDE considers scope accomplishment very important. Addtionally, ensuring that the project team remains within budget, and time is crucial. The total budget for the project is highly controlled; therefore, there is no room for inconsistencies. The tools, templates, analysis within the subsidiary plans generated will be of great assistance to the team to remain within the projected construction parameters. The project management plan will incorporate its relevant subsidary plans in the ten (10) knowledge areas of project management, and which will be developed utilizing PMI’s standards to assist the project team to have the framework for the planning and initiating phases of the project.
The general objective was to develop a Project Management Plan to facilitate the compliance with the construction requirements and functionality of BEI2 during the initiating and planning stage. Its specific objectives include: to create the project charter that will allow for the authorization of the project, to develop a scope management plan in order to document how the project construction scope will be defined, to develop a time management plan to establish the planning of the project schedule, to develop a cost management plan to determine the costs associated with the project, to develop a quality management plan in order to identify quality requirements, to develop a human resources management plan to identify, and document project roles, responsibilities, skills, reporting relationships, scheduling of the project team, to develop a communication management plan in order to establish the necessary communication, to develop a risk management plan in order to plan, identify and document project risks, to develop a procurement management plan to deternine buying decisions, and to develop a stakeholder mangagement plan to identify and analyze all stakeholders.
For the purpose of this study, an analytical method was used where existing information was analyzed from both primary and secondary sources. Interviews with direct and indirect stakeholders were conducted, and meeting minutes were documented as a primary source of information, inclusive of existing project documents. Additionally, the PMI’s Project Management Book of Knowledge (PMBOK, fifth edition) was utilized as the main reference. Tools were derived from this standard to guide the framework of the results, and recommendations of the project management plan for the construction of BEI2.
The general and specific objectives were addressed in the results segment of the FGP. The Project Management Plan for the Construction of BEI2 was developed with all its subsidiary plans. Integration management, scope management, time management, cost management, human resources management, quality management, risk management, communication management, procurement management and stakeholder management were the knowledge areas of project management analyzed with its respective inputs, tools and outputs for project initiation and planning.
The following outputs were developed: the project charter, the Scope Management Plan, with the WBS and its respective WBS Dictionary , and the requirements for the project. A Time Management Plan with the activity list, milestone list, activity attributes, duration, and scheduling analysis was developed, a Cost Management Plan, a Quality Management Plan, a Human Resources Management Plan, a Communication Management Plan, a Risk Management Plan, a Procurement Management Plan and the Stakeholder Management Plan.
The Project Management Plan was developed as a result of BELTRAIDE not having organizational assets to support this type of projects. The type of projects BELTRAIDE is familiar with isn’t related to construction. As Such, it is recommended that the institution takes the Project Management Plan and all its subsidiary plans as a tool for the current and future projects, and that it be stored securely; therefore, it is relevant for them to invest in a document control system. Additionally, it is recommended that BELTRAIDE opts for formal Project Management of projects, where the appropriate processes are utilized to ensure project success. Also, Edge Partners Co. Ltd. should consider using formal project management approaches as a means of accountability, and transparency to sponsors. BELTRAIDE should ensure that prior to the commencement of a project, relevant initiation and planning tools be developed to ensure project success.
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http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1843.pdf
Resumenes Ejecutivos de las nuevas tesis desarrolladas para el programa de Maestría en Administración de Proyectos en la Universidad para la Cooperación Internacional. La cual contempla todos los estandares del PMI.
