EXECUTIVE SUMMARY
(ABSTRACT)
The Ministry of Infrastructure, Ports, Energy and Labor (MIPEL), specifically the Department of Infrastructure, Ports and Energy (DIPE) is the leading government agency in St. Lucia for the maintenance of the island's infrastructure.
The Technical Services Department (TSD) within the DIPE comprises of six subunits that are responsible for the overall construction and maintenance of public roads, bridges and public administrative buildings on the island.
An organization’s structure has to support the objectives of the organization and to ensure a smooth communication, decision-making processes and operations while at the same time clearly defining responsibilities.
The main objectives of TSD are to ensure efficient
and timely maintenance and repairs of public infrastructure and to ensure that
effects of climate induced disasters are minimized, damages cleared and other
infrastructure be prepared or reinstated with minimum delay.
Over the years, projects executed by TSD have experienced failures in meeting various project objectives resulting in cost overruns, low quality outputs and over extended time schedules.
This is mainly due to the unavailability of trained and qualified personnel in the areas of project management to guide the management of projects implemented.
With the deliverables of this project, the implementation of a Project Management Office within the structure of TSD will manage project activities effectively and will definitely increase the success rates of projects within set schedules, budget and quality parameters.
In addition, the success gained
from the implementation of the Project Management Office will provide valuable
experience together with strategic training that will increase the
organizations capacity and proficiency in project management skills.
The general objective for this Final Graduation Project (FGP) was to develop a Project Management Office (PMO) proposal for the Technical Services Department within the Department of Infrastructure, Ports and Energy (DIPE), to standardize Project Management best practices and to maximize the success rate of Infrastructural Projects undertaken by the Department.
The specific objectives were: to conduct a
maturity analysis and organizational needs of the Technical Services Department
in order to determine its project management strengths, weaknesses and
opportunities for improvement; to assess and determine the type of PMO that is
best suited for the Technical Services Department, through the analysis of the
various types of PMO’s; to propose the characteristics and functions that a PMO
should have; to determine the position of the PMO within the organization along
with its structure, roles and responsibilities and its level of authority; to
develop the implementation plan for the Technical Services Department within
the Department of Infrastructure, Ports and Energy (DIPE) and to assess
technical proficiencies and develop training policies.
The methodology undertaken for this project were a combination of research, interviews and data gathering of reports of similar nature using analytical, inductive-deductive and observations research methods.
These methods allowed for an in-depth maturity analysis of all data collected on the Technical Services Department, their organizational structure and operations, along with the willingness stakeholders in accepting the idea of a PMO within the organization.
Utilizing the tools and sources, this project allowed for the analysis and recommendations on the best-suited PMO for the Technical Services Department along with its location and functions.
TSD has weaknesses in all project
management areas, with its maturity rating being a level two for a
project-based department. Efforts for improvement should be focused on
strategies to improve the organizations maturity level by way of implementing
the most suitable type PMO that can establish project management methodologies
and processes into an organizational standard.
A Directive type PMO was most suitable for TSD due to its culture and history in project management. This type of PMO with its functions, as outlined by “Hobbs and Aubry, 2007” was best suited for the operations of TSD, hence it was adopted.
The Directive type PMO will be most effective, located immediately below the head of TSD (CE), in the organizational structure where the full benefits of having a PMO can be realized.
This allows for full control in performing its various roles and
responsibilities in establishing methodologies and guidelines for the project
management operations of TSD and lead it to a higher maturity rating.
It was concluded that the implementation of a PMO for TSD was of paramount importance for MIPEL to witness growth and strength in its project management maturity level.
This will enable MIPEL to
fulfill its mandate in being “A Flagship ministry, critical to achieving
infrastructural and national development” efficiently and effectively.
Pursuant to the results and conclusions of
this FGP, it was recommended that: upon the implementation of the PMO within
TSD’s structure, a maturity assessment should be conducted at least every two
years to get an update of TSD’s maturity level. Followed by an annual review
program to analyze the functionality and relevance of the PMO within TSD along
with its functions, roles and responsibilities as may be mandated by the ruling
government.
A systematic approach should be undertaken when modifying the implementation plan of the PMO, due to changes that arises. This should be undertaken through a series of stakeholder consultation to ensure stakeholder buyin and a smooth transition process.
As the organization’s
maturity level increases, training policies established should be reviewed
through training review boards to ensure the continued growth of staff.
Descargar Aquí:
https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2085.pdf
Fecha: Febrero 2020
Estudiante : LOTTY NICOLE PROSPERE
Tutor: Xavier Salas
Lectores : Alberto Redondo Salas /Luis Diego Arguello
