EXECUTIVE SUMMARY (ABSTRACT)
NV EnergieBedrijven Suriname (EBS) is Suriname’s power production, transmission and distribution company that also distributes propane gas through itssubsidiary OGANE.
The engineering department has been delivering engineering and project management services for capital projects over the past 8 years. The most significant projects executed during this time are projects to build institutional capacity, projects regarding the installation of thermal power plants, expansion of the electricity network, and upgrade of critical electrical infrastructure.
In 2019, the company started an initiative to build and develop internal project management capacity. One of the components of this initiative was to develop a Project Management Plan for a solar power plant project that was in execution by EBS.
This was done because projects were being delivered too late, over budget and sometimes with unapproved scope changes. Top management then decided to train the companies’ staff in the use of Project Management standards and practices.
The project “24 hours Solar Power for Nieuw Aurora” was the first project for which a Project Management Plan was developed. The purpose of this Final Graduation Project (FGP) was to develop a Project Management Plan for the project “24 hours Solar Power for Nieuw Aurora.
The Project Management Plan provided the engineering staff with a useful tool to manage the project and deliver it within the project constraints.
The general objective of this project was to create a Project Management Plan framed within the standards of the Project Management Institute in order to manage the project “24 hours Solar Power for Nieuw Aurora”.
The specific objectives of the project were; to develop a Project Charter in order to formally authorize the project and provide the project manager with the authority to apply organizational resources to the project; to develop a Scope Management Plan to ensure that the project includes all the work required, and only the work required to successfully complete the project; to create a Schedule Management Plan to manage the timely completion of the project; to create a Cost Management Plan to define the processes for planning, estimating, budgeting, financing, funding, managing and controlling costs so that the project is completed within the approved budget; to develop a Quality Management Plan to incorporate the organization’s quality policy in order to meet stakeholders’ objectives; to create a Resource Management Plan to identify, acquire, and manage the resources needed for the successful completion of the project; to develop a Communications Management Plan to ensure that the information needs of the project and its stakeholders are met; to create a Risk Management Plan in order to optimize the chances of project success; to create a Procurement Management Plan to purchase products services or results needed from outside the project team; to create a Stakeholder Engagement Plan to develop strategies to engage stakeholders in the work of the project.
The specific objectives of the project were; to develop a Project Charter in order to formally authorize the project and provide the project manager with the authority to apply organizational resources to the project; to develop a Scope Management Plan to ensure that the project includes all the work required, and only the work required to successfully complete the project; to create a Schedule Management Plan to manage the timely completion of the project; to create a Cost Management Plan to define the processes for planning, estimating, budgeting, financing, funding, managing and controlling costs so that the project is completed within the approved budget; to develop a Quality Management Plan to incorporate the organization’s quality policy in order to meet stakeholders’ objectives; to create a Resource Management Plan to identify, acquire, and manage the resources needed for the successful completion of the project; to develop a Communications Management Plan to ensure that the information needs of the project and its stakeholders are met; to create a Risk Management Plan in order to optimize the chances of project success; to create a Procurement Management Plan to purchase products services or results needed from outside the project team; to create a Stakeholder Engagement Plan to develop strategies to engage stakeholders in the work of the project.
As a first step in the methodology followed for the completion of the Final Graduation Project (FGP), information was gathered.
This information was obtained from primary and secondary information sources, such as the Master in Project Management (MPM) course, the PMBOK Guide 6th edition, and documentation obtained from digital documents and internet research. Thereafter, qualitative, quantitative and analytical research methods were employed, which
was the second step in the methodology. The tools used to produce the results of the FGP were templates and software programs.
The assumptions and constraints applicable to the project objectives were visited thereafter, and as the final step, the FGP deliverables were developed.
The main conclusions are that the project is still in the planning phase and the emphasis of the Project Management Plan is on the initiation and the planning phases of the project.
The development of the Project Management Plan provided the author of the FGP with a better understanding of the several project management knowledge areas.
The start date of the project is June 5th, 2019 and the end date is May 11th, 2022. The project budget amounts USD 1,472,900 and the main quality objectives regard the delivery of a 180 kW peak solar system that is according to standard and customers’ expectation, and capable of delivering 24 hours electricity service to the Nieuw Aurora community.
The development of the Project Management Plan provided the author of the FGP with a better understanding of the several project management knowledge areas.
The start date of the project is June 5th, 2019 and the end date is May 11th, 2022. The project budget amounts USD 1,472,900 and the main quality objectives regard the delivery of a 180 kW peak solar system that is according to standard and customers’ expectation, and capable of delivering 24 hours electricity service to the Nieuw Aurora community.
Contracts will be signed for removal of vegetation from the project site and the turnkey delivery of the solar plant.
Especially the development of the quantitative risk analysis presented significant challenges because of the subjectivity of the probability factors and uncertainties in estimating the cost impacts and monetized schedule- and quality impact of the potential risks.
The main recommendations derived from the FGP development are that theproject team should use this Project Management Plan to execute the project and by doing so, significantly increase the chances of success of the project.
Another recommendation is that the Project Management Plan is a living document that must be reviewed on a regular basis and updated as required in order to adapt to possible changes that could impact the project. A mandatory requirement is that all changes must be processed through the “Perform Integrated Change Control”process and approved changes must be communicated to the project team andrelevant stakeholders.
Changes to the Project Charter should be carefully considered once the document has been approved because a change could significantly impact all the other subsidiary plans. The project team should be aware and avoid occurrences of scope creep and gold plating. It is therefore recommended that the project manager includes quality as a separate topic to the
agenda of the project team meetings.
The project manager must take an active and leading role in communicating with all the project stakeholders.
Descargar Aquí :
