EXECUTIVE SUMMARY (ABSTRACT)
Power is an essential part of man’s existence. Energy cannot be created or destroyed, but simply changes from one form of energy to another (Winterborne, 2015). Electricity came to Jamaica in 1892, just thirteen years after Thomas Edison invented the first electric lamp.
Electricity was supplied through the Jamaica Electric Light Company, who supplied approximately 3,928 customers through a small coal-burning steam generator on the island. The proverbial baton was passed on to the Jamaica Public Service Company Limited in 1923.
Fast forward to 2020, the company remains as the sole distributor for electricity in Jamaica; catering to more than 640,000 customers each day.
The operations have evolved over the years as various arms of the business cater to the needs of its customer base. One such arm is that of the Generation Asset Management
Group. A newly developed department under the Generation Division of the company, that has the responsibility of managing the generating units that span the island, through a group of specialist engineers, program manager, scheduler, logistics planner and asset management coordinator. Through the use of preventative maintenance tools and best practices, the team develops, operates, maintains, upgrades and disposes assets in the most cost-effective manner.
In 2018, a remodelling of the workspace was carried out, but with little to no project management plan. This lack of planning led to overruns in the schedule and cost of the project with inconsistencies in quality management.
With the present need for an expansion, the director and heads of department saw the need to implement a project management for the execution of this project. The introduction of a project management plan was critical in ensuring best practices were used for the greatest efficiency.
As such, the purpose of this study sought to develop a Project Management Plan that integrated sustainable principles in order to effectively carry out project management activities for the expansion of the Generation Asset Management Group workspace.
The general objective was to develop a project management plan for the expansion of the Generation Asset Management Group workspace. The specific objectives sought to:
create the project charter in order to define the key input elements for the development of the project management plan, develop the Scope Management Plan in an effort to
ensure that the project included all required work needed for successful project completion, develop the Schedule Management Plan to manage the timely completion of the project, develop a Cost Management Plan to predict coming expenses in order to reduce the chances of going over budget, develop a Quality Management Plan that defined acceptable levels of quality, in order to ensure that optimal efficiency was achieved at the end of the project, develop a Resource Management Plan to ensure that people and physical resources were effectively acquired, managed and controlled, develop a Communication Management Plan to ensure that communication requirements are well defined, and effectively distributed to respective stakeholders, develop a Risk Management Plan that identified and mitigated potentially damaging risks to the project activities and outcomes, develop a Procurement Management Plan that described end- to-end processes that the project used to acquire its goods and/or services, and finally, develop a Stakeholder Management Plan that identified appropriate management strategies to effectively engage stakeholders throughout the project lifecycle.
The methodology employed for the research was the analytic-synthetic method. The Sixth Edition of the PMBOK ® Guide was used as a source of information. Interviews were also held with members of the performing organization to gather information.
In conclusion, it is imperative that all ten knowledge areas work in tandem to support the completion of the Project Management Plan. In order to attain success, all stakeholders need to understand the veracity of the scope, and the project team needs to gain buy in from all.
Finally, the information garnered from each knowledge area proved useful in the development of a robust project plan to execute the expansion of the GAMG Workspace.
During the development of this Project Management Plan, some recommendations came to the fore. One such was the importance of the Generation Asset Management Group to develop and implement a formal project management system to undertake future project successfully.
Another involved the development of initiation and planning documents necessary for the execution of similar projects, and finally, to allow adequate time to be invested into the development of all major and subsidiary plans prior to project execution.
Estudiante: Chevaughn Odain Walker
Aprobado: Agosto 2020
Tutor: James Pérez
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