EXECUTIVE SUMMARY (ABSTRACT)
The Marigot Cooperative Credit Union (MCCU) has been in existence for 61 years and was a membership based-organization providing finanicial services, mainly to include savings, loans, insurance and many others. The main motto of the MCCU is “Not for profit, not for charity but to provide service for financial customers”. There were four branches which were located at various communities in the north east of the island of Dominica, West Indies. The Board of Directors wanted to grow the membership base and to improve share capital of the Calibishie branch. In order to become a member of the MCCU, it was then required that each individual purchased one share, which is valued at EC $50.00. The membership base of the the credit union was over 6000 local and foreign members.
One of the means of achieving the objective of increasing membership and share capital was to ensure that the branch office is conducive to serve members. It was deemed that the branch office in its present condition is not conducive and, as a result, a decision was taken to renovate the building. It is expected that following the completion of the building renovation, there will be a renewed confidence of members. Particularly, staff will be much more comfortable in a working environment which will facilitate improved performance.
Presently, there is no Project Management Office and as a result, projects undertaken were spear headed by the General Manager, with assistance from the other functional departments. In the past, projects were executed in an adhoc manner. Therefore, a formal management plan should be developed because this plan will be the central document that will define the basis for all the project works to be undertaken for the Calibishie Branch Renovation Project.
For the past decades, the Marigot Cooperative Credit Union has implemented a number of construction project without any formal developed project management tool, which resulted in uncontrolled, cost, scope, schedule and the deliverables were not always prepared within appropriate standards. The MCCU wants to successful execute the renovation of the Calibishie Branch Project. To achieve this success, a comprehensive management plan will guide the execution of the project. The plan will also provide for the development for other subsidiary documents, which will inform decision-making and allocation and management of resources. A project team with varying skills and competencies will be engaged to lead this complex project for a successful product delivery.
The purpose of the project was to develop a project management plan for the renovation of the Calibishie Branch of the Marigot Cooperative Credit Union. The Credit Union does not have a Project Management Office and as a result there are significant contraints on the Credit Union to adequately write projects or execute them in accordance with its strategic objectives The Board deemed that the renovatiion project of the Calibishie Branch coldnot be implemented in an adhoc manner. Lessons learned from past projects, indicated that greater emphasis was placed mainly on budgeting and a deadline of handing over, and the other knowledge areas were not of much concern.
The general objective was to develop a project management plan as the formal management tool to guide the execution of the renovation of the Calibishie Branch project of the MCCU.
The specific objectives were to develop an integration management guide that shows how the processes are integrated thoughout the project phases; to develop a scope management plan that will outline the details of the work to be done; to develop a schedule management plan that will outline the schedule of activites to be completed within the required deadlines; to develop a cost management plan; which will guide the allocation of financial resources for the work to be done; within the approved budget, to develop a quality mangement plan which will outline the nature of the standards of the work to be done; to develop a human resource management plan which will outline the human resource allocation; to develop a communications management plan which outline the flow of information; to devlop a risk management plan which will outline the risks to be addressed; to develop a procurement management plan, which outline how goods and services will be sourced and purchased.
The methodology used for this research was analytical or explanatory in nature. Further analysis was conducted on the data gathered and critical evaluations of the materials were made for the development of the FGP. Most of the information for the development of the FGP will be drawn from the Project Management Book of Knowledge fifth edition (PMBOKguide). Meetings and interviews held with experts and other stakeholders affiliated with the renovation project of the MCCU Calibishie Branch will assist in the development of subsidiary documents of the Project Management Plan. This plan will guide the formal execution of the renovation project.
In conclusion, the MCCU does not have a project management office and as a result, significant challenges are encountered in executing projects according to the standards of (PMBOK Guide 5th edition). This plan will serve as new a methodology that will guide the project team on best practices of project management.
The Marigot Cooperative Credit Union (MCCU) has been in existence for 61 years and was a membership based-organization providing finanicial services, mainly to include savings, loans, insurance and many others. The main motto of the MCCU is “Not for profit, not for charity but to provide service for financial customers”. There were four branches which were located at various communities in the north east of the island of Dominica, West Indies. The Board of Directors wanted to grow the membership base and to improve share capital of the Calibishie branch. In order to become a member of the MCCU, it was then required that each individual purchased one share, which is valued at EC $50.00. The membership base of the the credit union was over 6000 local and foreign members.
One of the means of achieving the objective of increasing membership and share capital was to ensure that the branch office is conducive to serve members. It was deemed that the branch office in its present condition is not conducive and, as a result, a decision was taken to renovate the building. It is expected that following the completion of the building renovation, there will be a renewed confidence of members. Particularly, staff will be much more comfortable in a working environment which will facilitate improved performance.
Presently, there is no Project Management Office and as a result, projects undertaken were spear headed by the General Manager, with assistance from the other functional departments. In the past, projects were executed in an adhoc manner. Therefore, a formal management plan should be developed because this plan will be the central document that will define the basis for all the project works to be undertaken for the Calibishie Branch Renovation Project.
For the past decades, the Marigot Cooperative Credit Union has implemented a number of construction project without any formal developed project management tool, which resulted in uncontrolled, cost, scope, schedule and the deliverables were not always prepared within appropriate standards. The MCCU wants to successful execute the renovation of the Calibishie Branch Project. To achieve this success, a comprehensive management plan will guide the execution of the project. The plan will also provide for the development for other subsidiary documents, which will inform decision-making and allocation and management of resources. A project team with varying skills and competencies will be engaged to lead this complex project for a successful product delivery.
The purpose of the project was to develop a project management plan for the renovation of the Calibishie Branch of the Marigot Cooperative Credit Union. The Credit Union does not have a Project Management Office and as a result there are significant contraints on the Credit Union to adequately write projects or execute them in accordance with its strategic objectives The Board deemed that the renovatiion project of the Calibishie Branch coldnot be implemented in an adhoc manner. Lessons learned from past projects, indicated that greater emphasis was placed mainly on budgeting and a deadline of handing over, and the other knowledge areas were not of much concern.
The general objective was to develop a project management plan as the formal management tool to guide the execution of the renovation of the Calibishie Branch project of the MCCU.
The specific objectives were to develop an integration management guide that shows how the processes are integrated thoughout the project phases; to develop a scope management plan that will outline the details of the work to be done; to develop a schedule management plan that will outline the schedule of activites to be completed within the required deadlines; to develop a cost management plan; which will guide the allocation of financial resources for the work to be done; within the approved budget, to develop a quality mangement plan which will outline the nature of the standards of the work to be done; to develop a human resource management plan which will outline the human resource allocation; to develop a communications management plan which outline the flow of information; to devlop a risk management plan which will outline the risks to be addressed; to develop a procurement management plan, which outline how goods and services will be sourced and purchased.
The methodology used for this research was analytical or explanatory in nature. Further analysis was conducted on the data gathered and critical evaluations of the materials were made for the development of the FGP. Most of the information for the development of the FGP will be drawn from the Project Management Book of Knowledge fifth edition (PMBOKguide). Meetings and interviews held with experts and other stakeholders affiliated with the renovation project of the MCCU Calibishie Branch will assist in the development of subsidiary documents of the Project Management Plan. This plan will guide the formal execution of the renovation project.
In conclusion, the MCCU does not have a project management office and as a result, significant challenges are encountered in executing projects according to the standards of (PMBOK Guide 5th edition). This plan will serve as new a methodology that will guide the project team on best practices of project management.
