EXECUTIVE SUMMARY (ABSTRACT)
The Belize Livestock Producers Association (BLPA) is a private non-profit organization established under the Meat and Livestock Act Chapter 214, (Revised Edition 2000, showing the law as of 31st December, 2000). The Association was established under the Meat and Livestock Commission, for the purpose of implementing the Meat and Livestock Act.
BLPA provides the livestock industry and all its stakeholders with the oversight at national and governmental levels. It also strives to provide its members with access to new markets, both at home and abroad; providing and disseminating new technologies and relevant information through a system of ‘extension officer’ led training, education initiatives, and projects.
Stakeholders in the cattle industry are convinced that having a national free status Tuberculosis, Brucellosis, and other notifiable diseases is key to opening markets. BLPA has committed to providing the required funding for testing; and BAHA has committed to maintaining the required public goods to support the implementation of the surveillance system that is required for two additional consecutive years of testing.
The cattle sector also needs to address other key important elements in the sector to ensure that, parallel to testing, key investment is being made in the required infrastructure to stimulate export and to maintain national compliance to testing and also supply of the local market ensuring quality and sanitary conditions. BAHA will also require strengthening its department support to ensure that both the Animal Health and Food Safety are up to the required standards in enforcing and guiding the development of the required standards for the local and export market.
At BLPA, there were minor Project Management Foundations; specifically, Management Tools in use to deliver products, therefore, the Project Management approach that was in place was not sufficient to successfully deliver a project of this scale. Through the implementation of the proposed Final Graduation Project (FGP), BLPA will improve the weak project and Administrative Management personnel, and most importantly, have a more defined organizational structure.
The general objective for the project was to develop a Project Management Plan, framed within the standards of the project management institute, to manage the implementation of the Surveillance System Project BLPA Component.
The specific objectives were: to create a project charter which formally authorizes the project and provides the project manager with the authority to apply organizational resources to the project in order to produce the project management plan; to create a scope management plan which ensures that all works required are included to successfully complete the project; to create a time management plan which supports the development and management of a project schedule that ensures the project is completed within the time constraints; to create a cost management plan which defines the processes for developing and managing the project budget that ensures the project is completed within the budget constraints; to develop a quality management plan which identifies the quality requirements for the project to ensure the results meet expectations for approval within the time, cost and scope constraints; to create a human resource management plan which ensures that all human resources are identified and managed effectively to complete the project within time, cost and scope constraints; to develop a communication management plan which ensures the timely and effective communication of the project status and other key information; to create a risk management plan which identifies and examine risks for the successful completion of the project and develop plans to minimize probabilities of risks; and to develop a stakeholder management plan which identifies and supports all the project stakeholders and have an effective stakeholder engagement.
The methodology used for the research was analytical. The main sources used to gather information included A Guide to the Project Management Body of Knowledge (PMBOK Guide) 6th Edition and interviews which were held with members from the BLPA. The information was analyzed to create each factor the program used to develop the Project Management Plan for the implementation of the surveillance system project BLPA component.
Also, thorough stakeholder engagement; efficient resource allocation, and financial sustainability have long been identified as under exploited within the existing CASP structure. This primary observation is associated with the absence of projectized approaches to CASP processes and activities; unexplored funding opportunities; a partially inadequate quota of trained and specialized support staff; and a poorly organized staff complement.
The project’s scope of work was narrowed subsequent to a rigorous financial planning exercise, and as such, the establishment of a sales and marketing mechanism was proposed. Strict project timelines were also established to facilitate optimal stakeholder engagement.
In Conclusion, it can be said that the methodology used for the research was analytical or explanatory. The main sources used to gather information included A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th Edition and direct contact with BLPA. The sources used by the project team helped to develop a more detailed project management plan, and to improve the way the BLPA will manage any future project.
It is recommended that the development of complementary training modules for staff in the effective use of project management tools, techniques, material, and M&E skills be implemented and that the involvement of GIS for a project of this magnitude and type be incorporated. It is vital to invite the FAO as a main source for the Project. FAO can take the initiative of organizing regional workshops for veterinary epidemiologists to share and disseminate information more effectively.
Furthermore, it is proposed that BLPA needs improvements to the existing procurement processes, project risk assessments, and to the provision of high-quality service delivery.
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