Project Management Plan for the Updating of the FLOW Saint Lucia Radio Access/Mobile Network to the Long Term Evolution (4G) Technology

 

EXECUTIVE SUMMARY

“Telecommunications Project Management – a holistic approach for operations-related services by T. Frisanco, N. Angleberger, R. Ang, and S.Onu,” quotes that the telecommunications industry has undergone a rigorous paradigm shift and value migration from equipment sales towards operations related services, providing long-term, ongoing operations rather than one-time deployment and commissioning. With project complexity and lifetime constantly increasing, the nature of contracting and the vendor-operator partnership changes.

Both companies, CWC and Ericsson have project management offices, neither of which is located within the OECS. The local team, up to this juncture, is utilized only after project completion, and the deliverables were handed over to operations. 

This is changing, and the local team will be required to participate in the project management processes, e.g. adequate stakeholder consultation, projectized work, etc. This project management plan will enable the understanding and practical application of the various procedures, such as the monitoring and reporting mechanism and timely engagement of stakeholders, whilst increasing the efficiency of the overall Ericsson project management office.

The final graduation project general objective is to develop a project management plan, framed within the standards of the Project Management Institute, to manage the technology update of a radio access network in Saint Lucia. 

The specific objectives are to create a project charter to formally authorize the project; to create a scope management plan; to create a schedule management plan to support the development and management of the project schedule; to create a cost management plan to define the processes for developing and managing the project budget; to develop a quality management plan to identify the quality requirements for the project; to develop a resource management plan to ensure that all resources are identified and managed effectively; to develop a communication management plan to ensure the timely and effective communication of the project status and other key information; to create a risk management plan to identify and examine risks to the successful completion of the project and further, develop plans to minimize the prospects of those risks; to develop a procurement management plan to be used to obtain products and/or services necessitated by the project; and to develop a stakeholder managementplan to identify, support, and ensure the effective engagement of the project stakeholders.

The methodology for the research was a combination of all four (4) approaches: qualitative, quantitative, analytical, and descriptive methods. A combination of literature review exercises, strategy and process mapping approaches, and various interviews provided for the comprehensive analysis of the existing processes and resources within the Ericsson and CWC project management offices that will be used in the subsequent development of the local project management plan. In instances where collated information was not readily available, datasets were examined and aggregated.

The resulting project management plan spanned the areas of the project that necessitated identification, analysis, moderation, and control to ensure project completion within schedule and budget while guaranteeing quality and regulatory specifications. 

Metrics to monitor and control the schedule, quality, performance, and budget were identified, along with the communication procedures and reporting methods to ensure project progress and control variances. 

The advantage of having documentation of recently performed projects with similar objectives in other business units was integral in grasping what was required for the success of this project. This project management plan documented the time and cost constraints and included the associated risks, opportunities, and related mitigation and management recommendations. Nature, the government policy, societal norms, regulations, and telecom standards were considered in everycomplementary plan and were orchestrated within the scope requirements, quality monitoring, risk identification, and management processes. 

This Saint Lucia LTE upgrade project management plan will become part of the local Ericsson project management and operations environment aiming to ameliorate efficiencies by improving the skillset of the local Ericsson staff and identifying local contractors and suppliers of required quality. These benefits allow the local Ericsson team to develop and be active participants in the Ericsson ethos of empowering an intelligent, sustainable, and connected world.

Estudiante :Horace Popo

Aprobado: Setiembre 2020

Tutor: Osvaldo Martínez

Descargar Aqui: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2071.pdf 

TO DEVELOP A PROJECT MANAGEMENT PLAN TO EXECUTE AN ORGANISATIONAL STRATEGY TO RESTRUCTURE AND REBRAND THE FOUNDATION FOR NATIONAL DEVELOPMENT ENTERPRISE CO-OPERATIVE CREDIT UNION IN SAINT KITTS AND NEVIS

 

EXECUTIVE SUMMARY (ABSTRACT)

This document outlines the development of a project management plan for therebrand and complete restructuring of the Foundation for National Development Enterprise Co-operative Credit Union (FNDECCU). 

Special focus is placed on improved project execution by adopting a project management methodology that may be applied to future projects that the credit union undertakes. The FNDECCU is a local member-based financial institution that delivers sustainable impact to the communities it serves through offering affordable, accessible, and innovative financial products and services.

The principles of growing wealth and providing financial education for its members are fundamental to the FNDECCU’s approach to community development. It achieves this by offering competitive rates on saving, lending, indemnity and investing products.

In the 1980s, FNDECCU gained the respect and trust of the population of St. Kittsand Nevis as a primary source of financial support for a striving small business community Historically, FNDECCU operated as an organisation that catered primarily to the needs of small businesses in St Kitts and Nevis, to provide well needed Seed (start-up) funding, in an era where banks and other lending institutions were unwilling to lend to new businesses. In the 1980s, FNDECCU gained the respect and trust of the population of St. Kitts and Nevis as a primary source of financial support for a striving small business community. 

In 2020, however, there are various alternative sources of funding available that promote and encourage entrepreneurship, which essentially makes FNDECCU's primary benefits irrelevant and redundant.

Similarly, to several organisations St. Kitts and Nevis, FNDECCU failed to continuously improve through innovation and creativity. The FGP explores how, through the application of various tools of project management, how the can be transformed to better serve the financial needs of the banked and unbanked in a highly competitive environment. 

This project plan provides a comprehensive plan for restructuring and a blueprint that can easily be applied to like entities that require methodical management of a radical organisational change to remain relevant.

The general objective of the FGP was to develop a Project Management Plan toexecute an al strategy to restructure and rebrand the FNDECCU. Specific objectives were achieved including (a) the creation of a comprehensive project charter that outlines how the project will be executed, (b) construction of a scope management plan to ensure that the project deliverables are clearly defined and detailed, (c) drafting of a schedule management plan to ensure that restructuring of the FNDECCU is done within the preapproved times, (d) creation of cost management plan for assigning costs to work packages, (e) creation of a quality management plan which ensured that the project meets quality requirements,(f) devising a human resource management plan for assigning resources to work packages, (g) development of a sustainable communications management plan for clearly defining the project communication strategies and line of reporting authority, (h) the creation of a risk management plan to identify,prioritize risks in order to plan risk responses throughout the FNDECCU rebranding process, (i) the development of a procurement management plan for identifying and assigning contracts to suppliers to provide the requisite goods and services, (j) the creation of a stakeholder management plan that identifies, defines and categorizes key stakeholders and their unique requirements and expectations and (k) the development of an implementation plan.

The methodology used for this research were a combination of descriptive, qualitative, quantitative and a causal data survey was performed and the data analyzed for the development of a methodological solution by analyzing the existing processes and existing financial performance data, identifying strategies, and practical solutions to manage radical change within a financial institution.

One of the main findings was the need to manage non-for-profit projects with for profit principles to ensure maximum efficiency and efficacy. The FGP outlines how through the creation of a comprehensive Project Management Plan for its first internally managed project, FNDECCU can continuously use the framework to innovate while remaining true to its core principles of being a not-for-profit organisation.

Additionally, as FNDECCU grows it is expected that more projects will be required through the growth phase which includes; an additional location, technological improvements such as the implementation of an ATM card machine, a new website etc. 

which will require project management to ensure that the credit union’sresources are used wisely. The successful implementation of FNDECCU’s Project Management Plan includes extensive human resource management intervention as the success of the project will be driven by a bottom up approach. It is recommended that FNDECCU facilitates capacity building, education, and ongoing communication to train all staff in the use of effective project management practices. 

Furthermore, it is proposed that through this project, the FNDECCU can adopt best practices for improving its procurement processes as well as use procurement as an opportunity to focus on high efficiency for general operational processes.

Estudiante:   MARKYSA KRISAN JAVEN O’LOUGHLIN

Aprobado:  Agosto 2020

Tutor: Eneida Del Socorro Góngora Sánchez

Descargar Aquí : 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2070.pdf

PROJECT MANAGEMENT PLAN FOR CONDUCTING RESEARCH ON THE IMPACT OF ASSISTANT LANGUAGE TEACHERS (ALTs) ON ENGLISH EDUCATION IN SHIZUOKA

 

EXECUTIVE SUMMARY (ABSTRACT)

Suruga Institute is a unique research institution in the Shizuoka Prefecture of Japan.The Institute’s mission is to enhance the regional economy, as well as, support the management of small to medium-sized organisations in Shizuoka. 

Suruga’s aim is to help bridge the gap among academy, industry and community by creating an organization that enables individuals from these fields to conduct research for the benefit of the community.

The Institute currently facilitates its mission by allotting funds to researchers for various projects that they deem beneficial to the community. However, the research projects being carried out do not have any specific guidelines established. 

This is an inherent weakness of the processes within the organisation. In order to maximize its effectiveness, there should be an established plan that guides the execution of projects for grant recipients. Therefore, it must develop a standard Project Management Plan which will apply project management principles to the research process and help researchers optimize the quality of the research conducted.

The general objective was to develop a Project Management Plan based on established Project Management Institute guidelines and apply it to a research project being conducted at the institute; Project Management Plan for Conducting Research on the Impact of Assistant Language Teachers (ALTs) on English Education in Shizuoka Prefecture.

The specific objectives of the project were first to design a Project Charter that defines the formal authority of the Project Manager, as well as, gives the Project Manager power to use organizational resources to meet project objectives and develop the Project Management Plan by June 2020. 

Second, to create a Scope Management Plan for the delineation of all activities required for the project by July 2020. Third, to develop a Schedule Management Plan to support the completion of the project within the established time constraints by July 2020. Fourth, to produce a Cost Management Plan for the completion of the project within the established budget by July 2020. 

Fifth, to create a Quality Management Plan to establish the quality requirements for the project in keeping with the triple constraints project methodology by July 2020. Sixth, to design a Resource Management Plan that clearly identifies how the resources will be managed and controlled for the successful completion of the project by July 2020. Seventh, to produce a Communications Management Plan that details how project communication will be managed and used to coordinate with stakeholders by July 2020. 

Eighth, to create a Risk Management Plan that identifies risks associated with the execution of the project and to plan for and analyse these risks, as well as, the appropriate responses, how risk responses will be implemented and how monitoring of the project’s risks will take place by July 2020. Ninth, to create a Procurement Management Plan that supports the procedures for obtaining products and services required for the successful completion of the project by July 2020 and finally, to develop a Stakeholder Management Plan that details the project stakeholders and how they will be engaged for the successful completion of the project by July 2020.

The methodologies utilised for this project were descriptive, analytical and applied. Information was obtained primarily through interviews with staff at the Institute and other researchers. This information was then analysed using the Project Management Body of Knowledge (PMBOK), academic research databases and research handbooks to develop the subsidiary sections of the project management (PM) plan.

This PM Plan provided Suruga Institute with a model tool to be applied to research being carried out at the Institute. The main conclusions from this process were that project management can be successfully applied to research projects throughout each project process, from initiating to closing. During the planning phase of the research project, a Project Charter was developed to accompany the research proposal. 

The application of project management principles from the PMBOK saw the development of the subsidiary plans as outputs for meeting the FGP’s objectives. These included the scope, schedule, requirements, cost, quality, resources, communications, risk, procurement and Stakeholder Management Plans.

The recommendations include the adoption of PM methodology and this PM Plan as a document template for Suruga Institute, use of the Project Charter to establish transparency, the appointment of a project administrator to facilitate accountability, greater support in the research procurement process, more modern communication channels, developing specific protocols for research quality, ensuring adequate project documentation to be used as Organisational Process Assets and the acquisition of quantitative risk assessment tools for future research.

Estudiante: AKIERAH BINNS

Aprobado : Agosto 2020

TUTOR:  SOPHIA CRAWFORD

 Descargar Aquí: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2069.pdf

Project Management Plan to Build a Modern Penal Facility

 EXECUTIVE SUMMARY (ABSTRACT)

The Department of Correctional Services is a government agency under the Ministry of National Security in Jamaica. There is a total of eleven facilities on the island. 

Due to sentencing laws, the majority of inmates are held at the two maximum security facilities. These facilities are St. Catherine Adult Correctional Centre and Tower Street Adult Correctional Centre. 

On the other hand, the lower security facilities are below capacity, these two facilities regularly hold high above their maximum capacity. The high population in some of the facilities and lack of funding has led to substandard living conditions. 

Many of the inmates are held in cells that are infested with fleas, lice, and cockroaches. Many of these cells are designed only to hold one or two individuals, any additional inmates are forced to sleep on the floor. Quiet often, they are allowed out of their cells twice a day to visit the washroom. 

Despite an effort for reform, corruption in the prison system allows guards to abuse inmates, sometimes to the point of death. In early 2017, the South Camp facility became the new women’s facility. The women were moved there from the aging Ft. Augusta facility. 

The women’s facility faces many of the same issues of overcrowding, poor living conditions, and abuse that the other facilities do.Human rights advocacy group Jamaicans for Justice (JFJ) has raised concerns that the practice has re-emerged and provided The Sunday Gleaner with statistics which suggest that “in 2018, some 413 children (211 males and 203 girls) appeared before court, not for committing an offence but for exhibiting “uncontrollable behaviour”. 

Thus putting a project plan in place to build a new facility with these issues above as one, will be able to better plan for these inmates as there will be a better facility to place our children and there will be proper planning for rehabilitation. It will be easier to have educational opportunities in the correction facility and therefore the human rights laws will not be breached. 

Amid the clash of thoughts there appears to be a strong view that Jamaica needs a new prison. No matter what one’s position is in the debate, it is undeniable that the conditions in our prisons fall well below standards prescribed by the Charter of Fundamental Rights and International Minimum Standards.

The general objective is, to create a project management plan for a New PenalFacility in Jamaica with better planning strategies so that proper planning and rehabilitation can take place. 

The specific objectives were; to create a project charter that formally authorizes the project and provide the Project Manager with the authority to use organizational resources on the project in order to produce the project management plan, to create a scope management plan to ensure that all works required are included to successfully complete the project, to create a schedule management plan to support the development and management of a project schedule that ensures the project is completed within the time constraints, to create a cost management plan to define the processes for developing and managing the project budget that ensures the project is completed within thebudget constraints, to develop a quality management plan to identify 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 to ensure 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 to ensure the timely and effective communication of the project status and other key information, to create a risk management plan to identify and examine risks to the successful completion of the project and develop plans to minimize the likelihood of the risks, to develop a procurement management plan to be used to obtain products, services or resultsrequired by the project, to develop a stakeholder management plan to identify and support all the project stakeholders to ensure effective stakeholder engagement.

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) Edition and interviews, which were held with members from the client and performing organization. The information was analyzed to create each subcomponent of the subsidiary plans used to develop the Project Management Plan for a Penal Facility.

The methodology used is analytical and explanatory, the main source of the information is PMBOK6. Interviews were held with members of the organization and other stakeholder that have vested interest in the project. The information provided was used to developed aspects of the of the development plan.

The Project Management Plan, developed using the PMBOK® Guide 6th Edition, provided a new methodology for the project team to build a more thorough project management plan for a project as important as the New Penal Facility, to improve the way the company would manage the project. 

It is recommended that the project team will consider the use of the planning process and documents developed during the development of the Project Management Plan for the building of the department of correctional services as a basis for implementing a methodology for similar projects in the future. Furthermore, the team at the Department of Correctional Services should also seek to utilize and document management and storage systems, to organize, store and create a central location for project planning documents and future Organizational Process Assets.

Estudiante :  Lincoln Anthony Dennis

Aprobado: Octubre 2020

Tutor:  Carlos Brenes Vega

Descargar Aquí : 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2068.pdf

PROJECT MANAGEMENT PLAN FOR THE PILOT PROJECT OF EDUCATION IN EMERGENCY FOR VENEZUELAN MIGRANTS AND REFUGEES IN ECUADOR

 

EXECUTIVE SUMMARY (ABSTRACT)

After World War II, the humanitarian needs across the world are increasing because of war, natural disaster, or humanitarian crises. Under this crisis, the Norwegian Refugee Council (NRC) is created to help save lives and rebuild futures by providing the population in distress with clean water, food, legal aid, education, and shelter.

Nowadays, the humanitarian crises in Venezuela have deployed a mass migration from Venezuela on a large scale, where one of the main children’s right is violated; more specifically: education. Therefore, a process of education in emergency must be deployed in the host countries to allow children to have access to quality education that would increase their possibilities for having access to a better life.

Under this consideration, this Final Graduation Project's general objective is to develop a project management proposal to establish access for Venezuelan migrants and refugee children in Ecuador to safe and quality primary education.

The specific objectives of the project are: to identify Venezuelan children that are outside the education system or at risk of dropping out of primary school to distribute information on how to access primary education in Ecuador, to distribute information and assistance for Venezuelan families on how to access primary education in Ecuador to establish access to safe and quality primary education, to implement a play center and school leveling center for Venezuelan migrants and refugee children that were outside the Venezuela education system to integrate into the Ecuadorian education system, to train public officials from educational districts, on educational inclusion processes and the right of education to generate integration on primary education, to distribute cash transfers to reduce school dropout in the Ecuadorian education system, and to generate a communication campaign to explain the benefits of primary education for migrants and refugees.

For this project, the primary information sources were original documents like surveys and focus groups. And it was complemented by secondary information sources like websites, journal articles, books, and documentaries. 

Different types of approaches were used depending on the specific objective thatwas developed. The methods used were the analytical method, statistical method, and synthetic method. And they were complemented with different types of tools from data gathering, data analysis, data representation, decision-making, communication and interpersonal team tools.

We could conclude that the Management Project Plan developed in this document would take a step forward in the design of projects with the incorporation of the PMBOK ® methodology Guide.

Every component of this study was geared towards ensuring that the pilot project of education in emergency for Venezuelan migrants and refugees in Ecuador could be executed with the expected results. It contributes to the social and economic integration of Venezuelan migrants and refugees to the Ecuadorian society.

Likewise, to successfully implement the pilot, it was recommended to keep track of the power and influence of new organizations that are part of the humanitarian context in Ecuador.

In fact, it was recommended that the profile of the families that would be supported throughout this project should be taking in consideration for the implementation of pilot. Additionally, developing a vulnerability criteria analysis, to disaggregate the reasons to migrate.

Finally, it was recommended to incorporate more cash transfers in the implementation of social integration like education for migrants and refugees because it allows an economic integration and independence from humanitarian aid.

Estudiante : MISHELL CAROLINA SOLIS ZAMBRANO

Aprobado : Agosto 2020

Tutor:   Alejandro Paredes Trapero

Descargar Aquí:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2067.pdf

A PROPOSED DESIGN OF A PMO FOR THE ENABLERS OF COMMUNITY ADVANCEMENT PROJECTS AND INITIATIVES (ECAPI) LIMITED

 

EXECUTIVE SUMMARY (ABSTRACT)

Over the last five (5) years the Enablers of Community Advancement Projects and Initiatives (ECAPI) Limited have assisted community groups and non-governmental organizations (NGOs) across Jamaica to access grant funding for their various community projects. 

Under the three pillars of sustainable development (environmental, social and economic), ECAPI assisted community groups to prioritize their needs and develop practical solutions to address them. In addition to assisting community groups address their challenges, ECAPI recognized the limited knowledge and experience among leaders of community groups to effectively source funding and execute their local projects. 

To date the organization accessed over JMD$60 million in grant funding for fifteen (15) community projects across Jamaica. Since ECAPI’s inception in 2015, its efforts have been gaining traction among its target customers and the workload of its two-member project team who are not fulltime staff have increased. 

The organization does not have any written policies and procedures due to the limited personnel to develop them and as such this has created a challenge for ECAPI to effectively manage projects. The growing demand for ECAPI services has increased the need for project management systems to be in place to keep track of all projects being executed and monitored.

With a limited staff, it has been even more prudent that ECAPI develop astandardized project management system that will not only improve its efficiency but capitalize on new opportunities to manage large grant funding which often requires stringent organizational systems to be in place prior to funding approval.

The purpose of this research was to examine the operational structure and projectmanagement maturity of ECAPI based on the problems highlighted above.Through this investigation a PMO proposal suitable for ECAPI’s operations was developed as well as proposed standardized project management practices to aid the organization to manage projects and satisfy the needs of future clients.

The general objective for this project was to develop a Project Management Office (PMO) proposal for ECAPI that will allow the standardization of project management practices. The specific objectives were: to assess the Project Management Maturity of ECAPI in order to determine existing gaps, opportunities for improvement and a road map for improvement; to establish the operational structure of the proposed PMO for ECAPI and its project management framework, to develop the proposed PMO implementation plan for ECAPI that would guide the organization to establish a Project Management Office; and to establish an effective PMO communication model that will aid ECAPI to attract donor funding organizations that seek to advance community development projects.

The methodologies utilized in this research were based on information garnered from primary sources such as interviews and organizational documents and secondary sources such as online articles, journals, textbooks and reviewed research on the FGP topic. The research methods adopted were Analytical, Deductive and Inductive. The selected research methods allowed for thorough analysis of the organization’s project management operations and identification of a suitable PMO structure and PMO communication model for ECAPI.

The project management maturity assessment of ECAPI revealed that theorganization’s project management maturity was immature. Of the eight knowledge areas tested ECAPI showed weakness in six. While there were pockets of project management knowledge in key personnel, project management training will be essential for key personnel in ECAPI to effectively execute projects. The research also showed that ECAPI lacked project management methodologies, procedures, and tools to efficiently perform project management tasks. Given that ECAPI lacks project management procedures, tools, templates and training in project management, it was concluded that a Supportive PMO would be suitable for ECAPI.

Of the three project management frameworks assessed (i.e. PMBOK/PMI, PRiNCE2, and Scrum), ECAPI’s current project management practice resembled the Scrum framework however due to the project management career path of ECAPI, it was determined that an integration of the PMBOK/PMI framework would be meaningful as it would provide ECAPI with a complete step-by-step process on managing a project. 

To enable ECAPI to implement a PMO, the organization will need to conduct: 1) Current-State Analysis of ECAPI, 2) PMO Planning, 3) PMO Implementation and 4) PMO Management. The research also examined the communication model at ECAPI which was concluded to be a Transactional Model.

This communication model was found to be effective amongst its stakeholders andas such should be used to establish an effective PMO communication model.Base on the results obtained from this research, some of the mainrecommendations were; facilitate immediate project management training with key personnel in ECAPI, develop a project management system which include policies, procedures, tools and templates to track projects, redesign ECAPI’s organizational chart to include a PMO with its respective PMO roles, refine proposed implementation plan with relevant stakeholders to include timelines and roles responsible for executing such tasks, conduct a Communication Audit of ECAPI and develop a Communication Strategy and Communication Plan that will help the organization effectively communicate with its stakeholders.

Given the results from the research and the recommendations made, ECAPI will be able to develop a suitable PMO and standardize its project management practices.

Estudiante : Nicolene Tashnette Witter

Aprobado: Marzo 2020

Tutor: Evelyn Hernández

Descargar Aquí: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2066.pdf

PROJECT MANAGEMENT PLAN FOR THE COMPANY-WIDE UPGRADE OF COMPUTERS AND MICROSOFT OFFICE AT AVEANNA HEALTHCARE

 

EXECUTIVE SUMMARY

This Final Graduation Project (FGP) was completed in partial fulfillment of the

graduation requirements set forth by the MPM program at UCI. Its contents were

created in the context of United States company Aveanna Healthcare. 

Aveanna provides home medical care services for medically fragile children and adults in 23 US states. These services include in-home nursing care, in-home aide services, respite care, school nurse services, therapies, rehabilitation, and medical supply services. 

The company maintains an in-house IT department for all technical support. Aveanna Healthcare’s IT department undertook a project to upgrade the computer and Microsoft Office suite of every company employee. Such upgrades were necessary to ensure file compatibility and data security throughout the company. 

To facilitate the efficient and successful resolution of this project, a comprehensive project management plan was created. The creation of this project management plan served three purposes. First, it provided the IT project team with a basis to complete their project in a way that would satisfy all stakeholders. Second, it contributed to the field of project management by providing an example of project management best practices.

Third, it developed the project manager’s own skills and knowledge related toproject management and IT projects.The general objective of this FGP was to develop a project management plan framed within the standards of the Project Management Institute to upgrade employee computers to Windows 10 and employee Microsoft Office suites to Office 365 at all Aveanna Healthcare branches across the United States of America. 

The specific objectives were to prepare a project charter and plan for the execution of the Final Graduation Project (FGP), to develop a Scope Management Plan to specify what work the project will cover, to develop a Schedule Management Plan to understand how long the project will take and how to complete it within that time frame, to develop a Cost Management Plan to control the project budget, to develop a Quality Management Plan to ensure the adequacy of the project outcome, to develop a Resource Management Plan to identify what human and physical resources are necessary and how they will be applied, to develop a Communications Management Plan to control how project information is shared, to develop a Risk Management Plan to prepare for uncontrollable and/or unexpected events, to develop a Procurement Management Plan to decide how project resources should be acquired, and to develop a Stakeholder Management Plan to identify key project stakeholders and their needs.

This FGP was developed using definitions and project management best practices described in the sixth edition of the PMBOK ® Guide. Research was conducted through both qualitative and quantitative methods depending on the information required. 

The tools used for each section of the FGP also varied depending on what was needed, but they included interviews, expert judgement, alternatives analysis, and various types of matrices as appropriate.

In order to first plan an appropriate approach to the FGP, a project charter and Work Breakdown Structure (WBS) were developed. These informed the FGP process by helping the project manager to identify assumptions, constraints, and risks and to plan each necessary step toward FGP completion. This structure helped to move the project forward.

The project management plan developed in this FGP included a management plan for the knowledge areas of scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management. The Scope Management Plan specified the project work and deliverables through a Project Scope Statement and a WBS. 

The Schedule Management Plan established the project’s time frame via a Gantt Chart. The Cost Management Plan featured a budget created using averages and historical values. The Quality Management Plan ensured that the project’s outcomes will meet the needs of its stakeholders, outlining the responsibilities of each stakeholder and defining quality factors and metrics were defined. The Resource Management Plan analyzed the human and physical resources needed for the project and assigned roles to human resources via a RACI matrix. 

The Communications Management Plan outlined what project information should be shared how, when, and with whom. The Risk Management Plan identified possible categories of risk with a Risk Breakdown Structure (RBS) then listed and prioritized specific risks. 

The Procurement Management Plan defined how goods and services should be acquired from outside the project team. Finally, the Stakeholder Management Plan identified and analyzed stakeholders’roles and expectations.

The development of this FGP led to a number of recommendations for project managers both in general and specifically in the healthcare sector. First, all project managers should be familiar with the background of the project and sure of the appropriate planning approach before beginning to constructing a project management plan. 

Next, project managers should be sure to always list the project exclusions and elaborate a WBS when planning scope management. Third, travel- heavy projects require project managers to familiarize themselves with project locations on a map. Fourth, project managers may need to research creatively when creating a Cost Management Plan. Fifth, project managers must be mindful of how they assign responsibility and accountability on a RACI matrix. Sixth, project managers should think beyond the project to the company as a whole when planning risk management. 

AdditioOctober 2020nally, when planning procurements management, project managers should be aware that not all items require a contract to be procured. It is also important that project managers make overlapping management plans, such as the stakeholder, communication, and risk management plans, compliment each other. Finally, all project managers must be prepared to take on a leadership role and use critical thinking in project planning.

With regards to healthcare sector project managers, quality and communications management should be planned bearing in mind that certain stakeholders, particularly patients, benefit more the less they are involved in the project. 

Project managers should therefore use pre-existing communication channels to monitor these stakeholders and refrain from assigning them any roles or responsibilities.

Estudiante : EVANGELISTA N. BARYLSKI

Aprobado :  Octubre 2020

Tutor:   Luis Diego Argüello Araya

Descargar Aquí: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2065.pdf

Plan de gestión de proyecto para el diseño, desarrollo e implementación de una app móvil en los procesos de recepción, procesamiento, empaque y despacho de productos cárnicos, con el fin de optimizar la cadena de producción

 RESUMEN EJECUTIVO

La industria cárnica es un mercado que ha venido creciendo a lo largo de los últimos años, de ahí el requerimiento de poder cumplir con las necesidades de este mercado que día a día se expande más a nivel global y que exige mantenerse actualizado no solo en los procesos de producción, sino en los últimos avances tecnológicos que se puedan aprovechar y replicar en la operación.

La empresa cuenta con una experiencia de más de 20 años en el mercado cárnico, sin embargo, la operación diaria dejó de lado el avance tecnológico ocasionando que en este momento donde se encuentra con una creciente demanda de producción no solo a nivel nacional, sino con posibilidad de exportación, la necesidad se vuelve más latente y por lo tanto el valor de lograr una actualización en esta área fue muy valiosa para la empresa ya que les permitió abrir más posibilidades a su mercado y lograr llevar un mejor control sobre la producción en general.

La problemática que estuvo más presente fue el lograr un control más óptimo de los procesos evaluados, ya que los mismos no contaban con un control apropiado en la parte de producción, rendimientos y tiempos de los colaboradores involucrados, además de hacer uso de la aplicación para lograr facilitar el trabajo y lograr monitorear estos puntos expuestos anteriormente.

El objetivo general de este proyecto fue crear un plan de gestión de proyecto para el diseño, desarrollo e implementación de una App móvil en los procesos de recepción, procesamiento, empaque y despacho de productos cárnicos, con el fin de optimizar la cadena de producción. 

Los objetivos específicos fueron elaborar análisis de la situación operativa de los procesos actuales, para identificar las áreas de mejora de este proceso, desarrollar el plan de gestión del alcance, para gestionar y estructurar los parámetros generales del proyecto, así como su alcance y todos los elementos involucrados, definir un plan de gestión del cronograma, con el fin de llevar un control de recursos y tiempos involucrados de acuerdo a la estimación proyectada, realizar un plan de gestión de costos, con el fin de proyectar, gestionar y controlar los costos del proyecto, elaborar un plan de gestión de las comunicaciones del proyecto, para gestionar la información que debe llegar a cada una de las partes involucradas, realizar un plan de gestión de riesgos, para administrar oportuna y eficientemente los riesgos durante la ejecución del proyecto, desarrollar un plan de gestión de las adquisiciones para identificar la forma apropiada de comprar o adquirir servicios o productos, diseñar un plan de gestión de interesados con la finalidad de identificar, capacitar y entender las necesidades de información de estos, desarrollar un plan de calidad del proyecto con el fin de mantener un estándar de calidad apropiado y generar un plan de capacitación para los involucrados en el manejo y funcionamiento de la aplicación.

La metodología que se implementó pertenece al estilo agile, muy utilizado en proyectos tecnológicos y que por lo tanto ayuda a que el proceso de trabajo sea más fluido y acorde a los equipos involucrados. SCRUM permitió desarrollar a través de iteraciones quincenales un control del avance del proyecto de acuerdo a los entregables establecidos y a las vez priorizar los que así lo requirieron.

Esta metodología ayudó a que los equipos internos de la planta pudieran aprender a trabajar de formas diferentes, donde se buscaba ser eficiente en tiempos y en producción ya que existía un tiempo limitado para el desarrollo de toda la propuesta y trabajo. 

De igual forma el poder tener un control de los tiempos, tareas y responsables fue vital de ahí que el uso de historias de usuario, constituyeron un punto relevante de la implementación adecuada de la metodología agile SCRUM.

El proceso de investigación y desarrollo de la propuesta fue vital para lograr tener un planteamiento más preciso sobre el proyecto, además de ser funcional en el sentido de que los ajustes, mejoras y planteamientos en esta fase pueden ser reestructurados fácilmente y sin incurrir en un gasto excesivo de los recursos del proyecto.

Uno de los aspectos sobre salientes del planteamiento del plan de gestión, es el poder contar un alto nivel de precesión y control sobre diferentes aspectos, como lo son costos, cronograma, calidad, entre otros, que vienen a trabajar de manera interrelacionada entre sí para poder generar una sinergia apropiada en el proyecto.

Las metodologías Ágiles, son marcos de trabajo muy funcionales y valiosos para trabajos de carácter tecnológico, ya que permiten lograr establecer una forma funcional, rápida y de mejora continua en el proceso, el aplicar estos conceptos ayudo a generar en la estructura del plan una interrelación de la administración de proyectos tradicional, con un enfoque dirigido hacia la rapidez, eficiencia y los resultados a menor plazo.

Considero que antes de comenzar la gestión de cualquier proyecto, se debe realizar un análisis del proyecto que se desea desarrollar y evaluar los motivos propios de su existencia, el lograr este proceso en una etapa inicial permitirá que todo el equipo sepa la razón e importancia del porque debe realizarse y a la vez puedan apoyar de manera más apropiada, ya que todos y todas conocen cual es el horizonte a seguir.

Como recomendación considero que es de gran valor y relevancia poder evaluar el tipo de proyecto que se va trabajar, buscar las herramientas más apropiadas ya sean a través de metodologías ágiles u otras, que permitan facilitar a todo el equipo lograr cumplir sus funciones y a la vez tener mejores métricas y control sobre el avance del proyecto.

Cada proyecto es único y peculiar, el valor esta en encontrar la sinergia de trabajo apropiada que ayude a que se puedan cumplir fácilmente los objetivos y que el proyecto y equipo pueda avanzar en conjunto.

Estudiante : Juan Gabriel Castro Calderón

Aprobado: Agosto, 2020

Tutor: Fabio Muñoz Jiménez

Descargar Aquí :

http://www.uci.ac.cr/Bibllioteca/Tesis/PFGMAP2064.pdf

DESARROLLO DE UN PLAN DE GESTIÓN DE PROYECTO PARA LA INTEGRACIÓN DE TODOS LOS DEPARTAMENTOS EN EL PROCESO DE VENTAS BAJO EL ENFOQUE DE ÁGIL.

 

RESUMEN EJECUTIVO

Este proyecto fue desarrollado en una empresa privada que tiene 25 años de realizar sus actividades comerciales en la industria agroalimentaria de Costa Rica; la cual representa un 10% del producto interno bruto (Mora Ramirez & Quirós Ballestero, 2018, pág. 21); actualmente cuenta con filiales en toda la región desde Panamá hasta México. 

La industria agroalimentaria exporta más de 350 tipos de productos agrícolas y alimentos procesados a más de 130 destinos en el mundo. (PROCOMER, 2016) Bajo el entorno actual de esta industria y la gran cantidad de proyectos que desarrolla para sus clientes y proveedores, se vuelve imperante la ejecución de los proyectos bajo el soporte de herramientas adecuadas que le permitan desarrollar sus fortalezas y establecer planes de mejora continua; como la clave para mantenerse en una industria altamente competitiva.

De acuerdo con el análisis inicial, la organización presenta una estructura matricial fuerte y un gerenciamiento vertical, cuenta con herramientas tecnológicas de vanguardia para el gestionamiento de todos sus procesos, pero muchos no están adecuadamente definidos y gestionados; el enfoque de este plan es proponer actividades de mejora para optimizar el proceso de ventas ya que muchas de las tareas realizadas conlleva a la duplicación de actividades, almacenamiento desordenado de información clave y un consumo excesivo de tiempo por parte de los asesores técnicos para mantener actualizado el sistema con la información más relevante de cada proyecto; aunado a esto se producen constantes problemas de comunicación que generan retrasos en los entregables y que en general sumado a otros factores genera problemas de productividad y afecta el clima organizacional.

El objetivo general de este PFG fue establecer un plan de gestión de proyecto para la optimización del proceso de gestión de ventas bajo la metodología ágil.

Los objetivos específicos desarrollados en este PFG fueron: 1. caracterizar los modelos de diagnóstico de madurez de proceso disponibles en la literatura para determinar mediante un análisis comparativo el modelo que mejor se adecue al proceso y la organización; 2. identificar los principales componentes del proceso, requeridos para evaluar el modelo de diagnóstico mediante herramientas de análisis de datos; 3. determinar el nivel de madurez del proceso de ventas mediante la ejecución del diagnóstico para utilizar como punto de partida con el fin de medir el avance y la mejora continua para llevar el proceso a un nivel de madurez superior; 4. realizar el modelado del proceso actual para identificar aquellas actividades cuello de botella o improductivas, estableciendo las actividades prioritarias para optimizar el proceso e integrar a los departamentos que brindan soporte; 5. elaborar los planes de gestión requeridos para llevar a cabo los procesos de ejecución, monitoreo, control y cierre, en una fase posterior, mediante el uso de la metodología ágil.

Los entregables principales de este PFG fueron; los insumos para fortalecer los activos de los procesos de la organización relacionados al proceso de ventas como lo son la EDT, la matriz RACI, la herramienta de diagnóstico de madurez para su uso en auditoría interna y la evaluación inicial de madurez del proceso, el manual con diagramas de soporte, las propuestas de mejora que dan forma al alcance del proyecto y los planes de gestión para llevar a cabo el mismo en la segunda fase.

Asimismo, las conclusiones más reelevantes de este PFG fueron establecer El PEMM de Hammer como la herramienta de diagnóstico que más se adecuó a la estructura de la organización y al desarrollo de este PFG sobre todo por su facilidad de uso para realizar auditorías internas estableciendo los resultados del diagnóstico bajo un análisis holístico de las fortalezas de aquellos aspectos que han sido más trabajados por la organización y pone la lupa sobre los aspectos más débiles, con el fin de guiar a la organización sobre las acciones a desarrollar para fortalecerlos.

En el proceso de investigación y análisis uno de los principales hallazgos es que la organización no cuenta con documentación sobre el proceso, esto significó un reto para realizar la descomposición del proceso; para llevar acabo un adecuado análisis fue necesario realizar el levantamiento de información como la EDT del proceso y la Matriz RACI; estas dos herramientas se entregaron como insumos para fortalecer la documentación del proceso y se recomienda ser incorporados como activos de los procesos de la organización.

El proceso se encuentra en un nivel P-1 de madurez en la escala de Hammer; en resumen las fortalezas del proceso son sus ejecutores; los cuales están altamente comprometidos con el proceso y sus plataformas tecnológicas siendo las más modernas y que soportan el proceso actualmente; los aspectos más débiles están enfocados en los aspectos de optimización de las plataformas de TI, la definición de roles y responsabilidades; los procesos de comunicación son los más claros dificultando realizar tareas interdepartamentales con eficiencia, no se cuenta con indicadores ni del proceso ni de la gestión de los facilitadores, y por ende no existen métodos de valorización de los esfuerzos, logros o excelencia de los ejecutores de manera individual tampoco se cuenta con planes de capacitación para el desarrollo de las competencias.

Se generó como entregable un manual de proceso se entrega como una primera versión del manual de procedimiento y un plan de gestión de proyecto adecuado a la organización utilizando metodologías estandarizadas en gestión de proyectos, estableciendo la plataforma para llevar a cabo en una segunda fase las mejoras propuestas; se espera que este plan de gestión sirva a futuro para que la organización realice sus proyectos bajo la metodología ágil de forma regular.

Se recomienda a la Dirección de la organización generar una cultura de mejora continua que pueda ser claramente medida y evaluada en el tiempo, a la Gerencia de ventas se recomienda considerar la automatización de una diversidad de tareas ejecutadas en el proceso mediante las plataformas ya existentes; a la Dirección se recomienda fortalecer la gestión de los recursos humanos atreves de un plan de capacitación de las herramientas tecnológicas utilizadas para  estandarizar a todos los usuarios, además se recomienda a la Gerencia de ventas definir indicadores de desempeño adecuados para evaluar a los colaboradores que son el recurso más importante de la organización.

Estudiante: ANA GABRIELA SOLIS SEGURA

Aprobación : Julio, 2020

Tutor: Rodolfo Ugalde Binda

Descargar Aquí: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2063.pdf

DISEÑO DE UNA SOLUCIÓN PARA UN EMPACADOR AUTOMÁTICO Y ARMADOR DE CAJAS DE SOBRES TIPO DOYPACK FLEXIBLE

 RESUMEN EJECUTIVO

Vivimos en un mundo globalizado, desde hace unos años a la fecha podemos comprar productos a granel de todas las partes del mundo y en tiempos de abastecimiento logísticos cada día más eficientes. 

Hoy en día desde su casa se puede comprar productos que venden en China por medio de una aplicación desde nuestros teléfonos móviles. Todo esto hace que la competencia ya no es solo con el mercado provincial (en los países con territorio muy amplio) o nacional, sino que la competencia es global. Hoy en día competimos con empresas con una productividad de clase mundial, lo cual hace que mantener un negocio con buena participación de mercado se complica cada día más. 

Por esta razón las empresas empiezan a bajar precios en el mercado para poder mantener ventas y por ende su margen disminuye. Muchas empresas no sobreviven porque no pueden bajar sus costos en la misma proporción y dependen de las ventas para diluir los costos fijos para no tener un impacto muy significativo.

La empresa Unilever no escapa de esta realidad, a pesar de ser una empresa con ventas millonarias. Por esta razón se viene apostando a procesos de mejora continua y estandarización de proyectos en cada país donde se encuentra una de sus fábricas. 

De hecho, hace unos años ha estado buscando optimizar sus procesos para poder mantener el margen de utilidad esperado por los inversionistas. Por esta razón se han desarrollado proyectos enfocados en las principales pérdidas de costo productivo o logístico.

En Costa Rica, la mano de obra es mucho más costosa por hora que comparándola con distintos países de la región y en la fábrica de Costa Rica representa un 42% de los costos de producción. 

Al poder comparar estos rubros, los altos mandos pueden tomar decisiones sobre dónde invertir para nuevos proyectos y dónde no, inclusive poder hacer la selección de dónde producir y dónde no. 

Así que la situación laboral es difícil ya que hay plantas que su costo de mano de obra representa tan solo un 25% del costo del producto. Por estas razones la posibilidad que dan hoy en día, ya sean los tratados de libre comercio, así como la mejora de tiempos de abastecimiento logístico de productos, hace que se pueda fabricar los productos de Costa Rica en cualquier otro lugar y correr el riesgo de cerrar operaciones en Costa Rica.

El objetivo principal del proyecto en Unilever es generar una solución automatizada de bajo costo que elimine las actividades que no generan valor al cliente o consumidor final en las líneas de empaque de Salsitas. 

La idea es poder optimizar los costos, tener costos de producción y hace productos de excelente calidad pero que sean rentables para el negocio y estén alineados a las expectativas de ganancias de los inversionistas. Por esta razón este proyecto es tan crítico e importante y se toma como caso para el PFG que se presenta a continuación.

Esta solución se basa en la optimización del sistema de empaque de producto y armado de cajas para este empaque en las líneas de la fábrica. Esta es la tarea más manual y de poco valor agregado para el cliente, que no solo representa altos costos productivos. 

También es una de las áreas que generan más problemas de calidad. Esto porque se tiene mucha rotación ya que son las tareas que requieren de  mejor conocimiento técnico o especialización, por ende, son los trabajos más básicos. 

Este proyecto también busca generar conocimiento interno y oportunidades de crecimiento técnico en los operadores elegidos para ser ascendidos y esto se ve reflejado en la mejora salarial de las personas y un incremento en el nivel de operador interno de la empresa.

Así se busca tener un impacto positivo en los operadores que tengan el mejor desempeño y tiempo de antigüedad en la empresa, los que han demostrado que si quieren trabajar en ella.

El Objetivo General del Proyecto Final de Graduación es elaborar un Plan de Gestión del Proyecto para el diseño de una solución para un empacador de empaques flexibles en la fábrica Unilever Belén, con el propósito de disminuir los costos por tonelada en el proceso de empaque.

Los Objetivos Específicos desarrollados fueron: Desarrollar un plan de gestión del alcance para identificar las fronteras de donde a donde abarca el proyecto para lograr tener la claridad de cual será el entregable final para todos los  involucrados; Desarrollar un plan de gestión del cronograma para asegurar el control del tiempo durante el ciclo de vida del proyecto; Desarrollar un plan de gestión de costos para gestionar y controlar los recursos financieros del proyecto de la manera más eficiente posible.

Desarrollar un plan de gestión de la calidad para asegurar los estándares de buenas prácticas de manufactura y de eliminación de pérdidas en la implementación y durante su operación normal; Desarrollar un plan de gestión de los recursos del proyecto para identificar, adquirir y administrar los recursos necesarios para completar el proyecto con éxito; Desarrollar un plan de gestión de comunicación para asegurar el correcto flujo de información hacia todos los involucrados; Desarrollar un plan de gestión de riesgos para prever y realizar un plan de mitigación o eliminación de los previstos y un plan de acción para los que puedan ocurrir durante el desarrollo del proyecto; Desarrollar un plan de gestión de adquisiciones del proyecto para identificar, adquirir y administrar los productos y servicios requeridos en la vida útil del proyecto para asegurar no tener impactos negativos en el proyecto y por último; Desarrollar un plan de gestión de los interesados para poder identificar quiénes son los involucrados para asegurar que el entregable final esté alineado y cumpla las expectativas.

Se demuestra el conocimiento aplicado en todos los procesos y se generan formularios y formatos estándares que aseguran la correcta implementación de todas las herramientas relacionadas a estos. Toda esta información se validó y fue aprobada por la Gerente Regional de Ingeniería, y queda como respaldo para futuros proyectos y como conocimiento estandarizado en la organización.

Se logra concluir que el desarrollo de la metodología de WCM de Unilever aplicada e integrada con las 10 áreas de conocimiento del PMBOK, son una nueva y optimizada manera de desarrollar los proyectos en la organización, que le da una estructura muy robusta, estandarizada y holística al proyecto y desarrolla conocimiento interno en la fábrica en Belén. 

Se puede visualizar una gran mejora de la manera como se venía trabajando los proyectos, además esta mejora es perdurable en el tiempo y estandariza los procesos de gestión para futuros proyectos que se realicen. 

Los resultados y la mejora aplicada en este proyecto, es claramente una mejor manera de gestionar los proyectos en todo su ciclo de vida. Por último y no menos importante, se recomienda a la organización mantener capacitados en la metodología de gerencia de proyectos a los involucrados en el liderazgo y al personal del Departamento de Ingeniería. El aprendizaje y las buenas prácticas deben de replicarse en futuros proyectos, pero esto solo se logra expandiendo el conocimiento en la organización y trabajando de forma estándar bajo la metodología integrada de World Class Manufacturing y todo lo aprendido en el PMBOK. 

También se recomienda actualizar las bases de datos y de fuentes de información con los formularios actualizados que se desarrollaron en este documento, pero no solo en Belén sino en toda la organización.

Estudiante: JUAN LEONARDO SANCHEZ GONZALEZ

Aprobación : Junio 2020

Tutor: Fabio Muñoz Jiménez

Descargar Aquí: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2062.pdf

Project Management Plan for the Development of National Land Banks Project for improved Food and Nutrition Security and Land Administration in St. Vincent and the Grenadines (SVG).

 

EXECUTIVE SUMMARY (ABSTRACT)

Land in St. Vincent and the Grenadines has and continues to be viewed as an

important resource because of the small size of the island and the growing

population. 

For many years the Agriculture sector, particularly banana farming,dominated the market and was touted as the lifeblood of the country’s economy.

However, recent data from the Ministry of Agriculture show that the number of

farmers has diminished and farm lands are vulnerable to competing land uses for

tourism, commerce and housing. 

This is as a direct result of the problems in the banana industry and poor road infrastructure. These changes in land use may lead to a crisis situation with irreversible negative consequences on the country’s food security and environment.

Today, farms remain idle and farmers, some 30% of whom are female, have lost

their main source of income. 

Compounded by the loss of the protected banan market, the government is pressured to develop more efficient options to ensure the survival and competitiveness of bananas and other agricultural products on the international market.

This Project Management Plan forms part of the bigger picture for the Final Graduation Project, to develop a Land Banks Project for St. Vincent and the

Grenadines. 

It would chart the way forward and provide a blue print or framework

for the development of the final graduation project; detailing how the project would be implemented, monitored and controlled.

The general objective of the Final Graduation Project (FGP) was to develop a Project Management Plan for the creation of a National Land Banks Project in St.

Vincent and the Grenadines to promote food and nutrition security and support

sustainable management of rural lands, in particular idle and underutilized lands.

The specific objectives were: to develop a Project Charter so as to define the key

elements of the project management plan, to detail how the project scope will be

define, developed and verified in the Scope Management Plan, to develop ascheduled management plan to support the project schedule, thus ensuring the

project is completed within the established framework, to develop a costmanagement plan that ensures proper budget allocation and disbursement of

funds throughout the project life cycle, to ensure quality standards are met through the project quality management plan, to create a resources management plan for assigning resources to ensure that the most appropriate person(s) are identified and managed effectively for the project to be completed successfully, to develop a communication management plan to ensure effective and efficient communication of the project status and other important information ensuring all stakeholders are engaged. 

To develop a risk management plans to identify how the risks will be itemized, categorized and prioritized, so as to be eliminated or minimized, to develop a procurement management plan to acquire the products, services or results required for the completion of the project and to detail and identify how all stakeholders would be actively engaged and manage as part of the Stakeholder Management Plan.

The research methodologies used to develop the FGP were analytical and descriptive methods. A combination of interviews, review of minutes of meetings, questionnaires technical reports and literature reviews, provided a review of the various key components needed in the development of the project management plan. 

In cases where the information was not readily available for use in the analytical method, historical files and folders were physically perused and assembled for analysis. Moreover, interviews were conducted with the experts on the project.

The Project Management Plan developed using the PMBOK® Guide 6th Edition provided a new methodology for the ministry and project coordinating unit to create a thorough project management plan for other future projects, to improve the way they would manage a project. 

Additionally, it provides the blueprint or guideline on the development of systematic and comprehensive processes that allow stakeholders to appreciate the different aspects and impact of the project. 

It is recommended that the Ministry use the Project Management Plan as a basis to provide the project team with the necessary tools and techniques to be able to

manage the project execution using best practices; and ensure that the project

team is familiarized with the templates provided in each plan in order to use them

appropriately.

Estudiante : CAMILLE SOLEYN

Aprobado el 16 de Marzo 2020

Tutor: Carlos Castro 

Descargar Aquí : 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2061.pdf