EXECUTIVE SUMMARY (ABSTRACT)
The principal goal of this research is to revitalize the Agricultural Sector geared at
restoring its contribution to the Socio-economic development of the country of
Grenada. This will be done through the implementation of project management
frameworks, using the benefits of having Project Management Office (PMO) as part
of the organizational structure of the Ministry.
The first step involved the identification of the Ministry of Agriculture and Lands as
the pilot Ministry in 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.
This questionnaire comprised
of fifteen (15) questions on the need for a PMO and the benefits it will bring to the
Ministry. The participants were key M.O.A. stakeholders and employees.
Also, an
interview with the Chief Agricultural Officer attached to the Ministry of Agriculture
and Lands helped with the assessment process.
The Ministry of Agriculture and Lands is a medium-sized institution that has over 380
employees.
It has been in existence for over sixty-five years and its main purpose is
to support the development of the agricultural sector through the provision of key
services such as training, developing of regulations and providing concessions to
stakeholders.
The Ministry’s key responsibility is the management and oversight of the Agricultural
Sector. To be specific, the Ministry offers several services to the public including
extension services to farmers, pest management and control, sale of plants, and
sale of minimal small ruminants, laboratory services as well as veterinary and
livestock services.
The main problem which has been addressed in this study is the non-existence of a
PMO that will act as the backbone of a successful project management approach to
the Ministry.
While the Ministry is doing a fairly good job in managing existing projects
and attracting new ones through project proposals, there is room for improvement.
The establishment of a PMO is expected to provide the following benefits to the
M.O.A.: guidance, helps to keep projects on track, assistance with communications
and development of new project proposals, support for project monitoring activities
and most importantly, to attract and acquire large sums of Grant Capital or External
Funding.
The general objective for this project is to develop a Project Management Office
implementation proposal for the Ministry of Agriculture and Lands (M.O.A.) to
maximize and optimize the results of projects executed by this Ministry.
The specific objectives are:
1) To establish the roles and responsibilities to be assigned to the PMO as well as its location on the hierarchy on the M.O.A.
1) To establish the roles and responsibilities to be assigned to the PMO as well as its location on the hierarchy on the M.O.A.
organizational management, and to
evaluate the PMO’s efficiency;
2) To assess the maturity level of the M.O.A, in order
to determine its project management strengths and capacity to respond to improved
opportunities and expanding needs;
3) To analyze the different PMO types in order to establish the most suitable for the M.O.A.;
4) To facilitate project teams and help
them do their jobs more effectively by streamlining process and bureaucracy,
offering training, mentoring and quality assurance and;
5) To determine the PMO
Implementation Plans for all projects but with specific emphasis on Grant Funded
Projects, including the sequence of main steps required to achieve them, in order to
measure and improve their performance.
The research methodologies used in performing the study include:
Primary and secondary sources of information that support the research methods
used.
The primary sources used were conducting of an interview with the Chief
Agricultural Officer (CAO) and other key stakeholders, questionnaire and
documenting personal experiences from site related activities.
The secondary sources used were the PMBOK, sixth edition, 2017, MOA records,
the World Wide Web, journals, documentaries and presentations on project
management and PMOs.
In addition to the foregoing, the perusal of literature reviews of similar researches
using the analytical, deductive and observational methods also formed the
methodology of the study.
The analytical and deductive methods allowed for an indepth analysis of the Ministry’s structure, while the observational method was used
to evaluate and record the deliverables and their acceptance by stakeholders.
The tools employed to carry out the study were based on tools specified in the
PMBOK Guide and were specified to each objective required.
These included
meetings, interviews, analytical tools, communication requirements analysis,
stakeholder analysis and surveys including the general questionnaire on interview
questions on the need for a PMO and the OPM3 maturity model.
Conclusion to the main objective of this is research was that, a PMO was necessary
and indeed should be developed to maximize the benefits to be derived from
potential Grant Funded projects under the MOA.
Pursuant to the results of this research, it was recommended that a maturity
assessment should be conducted at least once per year in order to update the status
of the MOA.
Also, that a special management team be established and charged with
the task of reviewing the process of the management of projects and the existing
roles of the PMO.
Moreover, the Project Manager must ensure that project teams are formulated with
members from the PMO and the projects’ executives. Meanwhile, the Permanent
Secretary and the Chief Agricultural Officer together shall ensure that the PMO
formulate Implementation Plans for all projects but with specific emphasis on Grant
Funded Projects.
Descargar Aquì :
