EXECUTIVE SUMMARY (ABSTRACT)
Central Housing and Planning Authority (CHAPA) of Antigua and Barbuda was established in 1948 by an act of parliament with the distinct responsibility of providing housing options to the working-class people of the country. At the time of establishment, many working-class persons lived in unpleasant conditions and there were many unplanned settlements that lent to slum-like environments. CHAPA’s specific role was to clear such areas, relocate residents where possible and provide affordable housing options to the residents. Over the years, the role of CHAPA expanded to include acquiring and selling crown lands at concessional rates.
Both providing affordable housing and the sale of crown lands are project type endeavours for the organization as each development – housing or land development are individual projects. The execution of these projects in recent years have seen significant failure. Failure is attributable to the lack of proper project management on each project. Improperly defined project parameters contribute to the continuous project failure, as does the absence of clearly defined project management procedures and methodology to guide the execution of CHAPA’s projects.
The general objective of this Final Graduation Project was to develop a project management methodology that can be applied to projects undertaken by CHAPA, thereby reducing project failure. The specific objectives were: to assess the current project management practices used in the Central Housing and Planning Authority in order to establish the baseline for the proposal of methodology for Project Management; to develop a methodology for the management of projects undertaken by CHAPA; to provide a framework within which projects undertaken by CHAPA can be successfully intiated, planned and executed; to develop templates, forms and procedures to govern the initiation, planning, executing, monitoring and controlling, and closing of projects within the organization.
The specific objectives were achieved by three basic methods – interviews with persons who were integral on past projects, the assessment of Organizational Project Management using the 3PM Assessment tool and observation of the practices of the organizaiton, especially in relation to the last two housing projects undertaken by CHAPA. Additionally, several text books and internet websites were used to develop the theoretical aspects of the FGP. Overall, the methodologies used to develop this FGP were the applied research method and qualitative research method.
The results of the research methods used indicated that professional Project Management is virtually unkown to the organization. Project Management was seen primarily as the monitoring and controlling of undertaken projects. The planning stage was informal and did not follow any of the principles established by PMBOK, and since there is no formal policy on how projects should be executed, each HEO determined how he/she wanted projects managed.
The project methodology was developed in the form of a policy and procedures document that would govern the way in which CHAPA manage projects in the future. It was determined that elaborate project documents are not necessary for this organization. Therefore, a catalogue of simple templates were chosen to guide the Project Management process. The sample templates and forms annexed to this FGP is not exhaustive and additional templates are available from the catalogue source.
It was recommended that the organization should formalize the position of Project Manager in the organization and ensure it is filled by a suitably qualified person. It was also recommended that the persons who would fill the roles of Project Supervisors be given training on the Project Management processes to ensure that adequate support is given to the Project Management process.
In conclusion, the FGP determined that the proposed methodology should not remain static but should be constantly reviewed and updated as neede
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