EXECUTIVE SUMMARY (ABSTRACT)
The principal goal of this research is to create a profit generating potential for a medium sized construction company through project management frameworks, using the benefits of a Project management office (PMO) on the company’s organizational structure. The first decision is to identify Prudy’s Construction Services Limited (PCSL) as the model company on which this research was conducted. Then the research began with a maturity assessment as a pre-requisite criterion for setting up a PMO. The assessment was conducted through a questionnaire. Twelve (12) questions covering twelve (12) predetermined six-sigma evaluation categories. The participants were key PCSL stakeholders and employees.
The principal goal of this research is to create a profit generating potential for a medium sized construction company through project management frameworks, using the benefits of a Project management office (PMO) on the company’s organizational structure. The first decision is to identify Prudy’s Construction Services Limited (PCSL) as the model company on which this research was conducted. Then the research began with a maturity assessment as a pre-requisite criterion for setting up a PMO. The assessment was conducted through a questionnaire. Twelve (12) questions covering twelve (12) predetermined six-sigma evaluation categories. The participants were key PCSL stakeholders and employees.
Prudy’s Construction Services Limited (PCSL) is currently a medium size construction company that, prior to 2013, operated under the name Prudence Montrope. Mr. Montrope (Director) had over 25 years’ experience in the construction industry and started with an average of ten (10) persons, mostly as a subcontractor under NH International. From 2008 onward, PCSL faced very serious financial challenges occasioned by the economic recession, which affected the construction industry worldwide. In 2013, PCSL was awarded a multi-million dollar contract from which the eminent demand for a proper and formal restructuring of the company to operate as a fully-fledged construction company became more critical than ever before.
The imminent problem is the non-existence of Project Management Practices and skills, which are directly related to accountability issues such as financial record keeping and profitability so necessary for accessing appropriate capital. The current modus operandi of the company is not sustainable if limited strictly to the local market. While it is recognized for good work, in terms of quality and on-time completion, the company lacks the organizational project management procedures and practices, which if implemented, would improve project development and project goal attainment.
The general objective for this project was to develop a Project Management Office proposal (PMO) for PCSL in order to maximize its profit generation potential from the projects it undertakes. The specific objectives were; to assess the maturity level of PCSL, in order to determine its project management strengths and ability to respond to improved opportunities and expanding needs;to analyze the different PMO types in order to recommend the most suitable one for PCSL;To propose the roles and responsibilities to be assigned to the PMO in order to evaluate its efficiency;to determine the appropiate location of the proposed PMO within the existing management structure of PCSL, in order to prioritize its functions on the management structure, and last but not least, to propose a PMO implementation plan for PCSL including the sequence of main steps required to achieve it, in order to measure and improve its performance.
The methodologies employed in this research were based on literature reviews of similar researches using the analytical, deductive and observational methods. The analytical and deductive methods allowed for an in-depth analysis of the company structure, while the observational method was used to evaluate and record the deliverables and their acceptance by stakeholders. The tools used in this research were based on a six sigma questionnaire sample. The results of the analytical method propelled the analysis of the different types of PMOs in order to determine the best suitable for PCSL‘s development.
The maturity assessment results concluded that PCSL has strengths as well as weaknesses in certain project management areas, such as leadership approach to lean, approach to errors and partial training for employees. Upon the analysis of the three basic types of PMO’s, it was concluded that a Hybrid of supporting and controlling PMO was most suitable at this time. It was further concluded that establishing project methodologies, Project tracking and Project Support, constitute the main roles and responsibilities identified for the proposed PMO for PCSL.
Conclusion to the main objective of this is research was that, a PMO was necessary and indeed should be developed to maximize PCSL profit generating potential on projects.
Pursuant to the results of this research, it was recommended that: A maturity assessment should be conducted at least every two years to update the status of PCSL, and a routine review program should be established preferably every six months to analyze the relevance of the PMO, and so advice key stakeholders if and when PCSL would be better served with another PMO type. A review panel should be built into the company’s management and staff structure, and be tasked with reviewing the existing role of the PMO and determining its adequacy or lack thereof.
A systematic implementation plan of the PMO is recommended to be introduced early enough to all stakeholders through various consultations, and group meetings. This would allow consensus to agree on a smooth transition to the successful implementation of the PMO
The maturity assessment results concluded that PCSL has strengths as well as weaknesses in certain project management areas, such as leadership approach to lean, approach to errors and partial training for employees. Upon the analysis of the three basic types of PMO’s, it was concluded that a Hybrid of supporting and controlling PMO was most suitable at this time. It was further concluded that establishing project methodologies, Project tracking and Project Support, constitute the main roles and responsibilities identified for the proposed PMO for PCSL.
Conclusion to the main objective of this is research was that, a PMO was necessary and indeed should be developed to maximize PCSL profit generating potential on projects.
Pursuant to the results of this research, it was recommended that: A maturity assessment should be conducted at least every two years to update the status of PCSL, and a routine review program should be established preferably every six months to analyze the relevance of the PMO, and so advice key stakeholders if and when PCSL would be better served with another PMO type. A review panel should be built into the company’s management and staff structure, and be tasked with reviewing the existing role of the PMO and determining its adequacy or lack thereof.
A systematic implementation plan of the PMO is recommended to be introduced early enough to all stakeholders through various consultations, and group meetings. This would allow consensus to agree on a smooth transition to the successful implementation of the PMO
Descargar aquí
http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1671.pdf
http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1671.pdf
