EXECUTIVE SUMMARY (ABSTRACT)
The promotion and development of the mineral industry in Belize falls under the
mandate and administration of the Geology and Petroleum Department (GPD).
Extraction is primarily focused on aggregates for industrial purposes, with some
limited extraction of dolomite for agriculture, clays and slates for artisanal handicraft
industry, and alluvial and in situ gold mining.
Exploration and evaluation of minerals
with commercial potential has been occurring since the early 1950s, examining
occurrences of limestone, dolomites, barite, granites, porphyries, lead/zinc
mineralization, alluvial gold deposits, and others.
The most recent exploratory works
examining minerals with commercial potential evaluated dolomites, limestones,
gypsum, clays and siliciclastic sands. GET s.r.o. did assessments that yielded
results for the favorable exploitation of clay deposits; ceramic clay and bentonite.
Although several deposits of commercial potential have been identified and various
degrees of technical evaluation and testing have been conducted on these deposits,
the mineral sector has not seen the development of these efforts into new industries.
A significant factor identified by the GPD for this is the lack of a true feasibility
assessment A true feasibility assessment would doubtlessly attract industry partners
and investment
The Final Graduation Project (FGP) therefore was designed with the general
objective to develop a comprehensive project management plan by December 2019
for conducting a thorough feasibility study (FS) for the establishment of a bentonite
clay mine and export production facility in Spanish Lookout, Cayo District, Belize
C.A.
The specific objectives were: to create a project charter for the formal
authorization of the project, provide authorization to the Project Manager for the
application of organizational resources to the project and provide guidance for the
development and elaboration of the project management plan along with the
subsidiary plans, to develop a scope management plan that encapsulates all the
required work for the successful completion of the FS, to develop a schedule
management plan that adequately provides for the time management of activities
and tasks for the completion of all required work within the approved project timeline,
to develop a cost management plan for the management of the components of the
FS within the approved project budget, to develop a quality management plan to
ensure that the components of the FS satisfactorily meet the technical and other
quality requirements within the project’s time, cost and scope constraints, to develop
a resource management plan for timely identification, assignment, and acquisition of
required resources for the required work to complete the FS, to develop a
communication management plan for the timely planning, collection, storage,
dissemination, control and interoperability of project information across various FS
components; to develop a risk management plan to identify, examine and quantify
risks and to develop appropriate mechanisms for the management and reduction of
risks to the project, to develop a procurement management plan for the acquisition
of goods, services or results required for the components of the FS, and to develop
a stakeholder management plan for the identification, classification, engagement,
and management of the project stakeholders.
To accomplish these objectives, the FGP applied elements from several different
research methods such as qualitative systematic analysis, data collection, analytical
and descriptive methods. Primary information sources from Government of Belize
Agencies and GET Ltd. were employed, and secondary sources were gathered from
relevant literature and the PMBOK® Guide Sixth Edition provided information.
The
varied research methods were chosen because of the technical nature of the FS.
Consequently, to have a more robust project management plan an integrated
research methodology was selected.
The plans were developed for the successful implementation, execution,
management and attainment of all ten objectives. The plans are succinct, interlinked
and interdependent.
The conclusions drawn from the various plans showed that
there must be strict adherence to the scope, schedule and cost to guarantee that the
deliverables are completed in the timeline of the project of 507 days and within a
budget of USD$126,500.
Majority of the services/products to be delivered by the
project will be done through outsourcing using Firm-fixed price contracts. The risks,
including changes in mining designs and material properties below international
market requirements, can be mitigated at a cost of USD$12,000. The use of the
Smartstream PMIS system would be integral to managing and maintaining
communication among stakeholders, including the five high-power, high-interest
stakeholders (the PSC, PM, GPD Project Lead and TAs.
The identified nine quality
control and assurance activities, including CPI and variance analysis will ensure that
the FS deliveries products that meet international standards.
The recommendations provided are directed primarily at the TAs, the PSC, the
project sponsor and the executing agency. The use of the guidelines and key tools;
reporting forms and templates, presented in this plan, and strict adherence to the
assigned roles and responsibilities of team members and consultants, it is expected
that a successful feasibility study will be undertaken.
The small Management
Reserve is a driver for the development of strict TORs for the consultants to be hired.
The need to maintain a tight grip on costs and scope is further pushed by the decision
to outsource most of the products/services.
The use of fast tracking techniques can
only be applied on procurement activities as the key activities within the FS project
have a finish to start relationship. The HP-HI stakeholder composition of internal
government resources requires strong communication management, assignment of
officers and a keen understanding of the project limitations by line managers in the
various government entities.
The feasibility study once completed would firmly establish the commercial viability
of the bentonite deposit and would provide two key marketing tools that would be
used to attract investors: the investment portfolio and the feasibility study report.
Ultimately, the Project Management Plan for the feasibility study is to aid in the
investment and establishment of the bentonite clay mine and export facility in
Spanish Lookout, realized either through local, international or joint uptake of this
opportunity.
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Estudiante: CRAIG-ELLIOTT MARTIN MOORE
