EXECUTIVE SUMMARY
The Belize Trade and Investment Development Service (BELTRAIDE), founded in late 1997, acted as the national economic development and investment promotion agency for the country of Belize.
The main functions of the organization were carried out by its four units: BelizeINVEST, EXPORTBelize, the Small Business Development Center, and the Belize Training and Employment Center. For the purpose of the Final Graduation Project, the organization framework was mainly concerned with the BelizeINVEST unit of BELTRAIDE, which was the area of the organization responsible for executing the project that was under study.
The main team that was responsible for executing the project was the Investment Generation subunit, for which the project was led and managed by an Investment Associate, namely Mr. Kavanny Penner.
The project that was utilized to illustrate the application of PMI best practices involved the coordinating and hosting of a Foreign Investment Mission for a delegation of Taiwanese investors. The executing team established that in order to execute a successful project, a robust Project Management Plan (PMP) was to be developed to optimize organizational resources and maximize the benefits derived from the project.
The problem that formed the basis for the project was BELTRAIDE’s lack of a formal and structured approach to Project Management.
The organization’s project activities were not aligned with the world-class standards of PMI, which caused the organization to wrongly estimate project resources and impeded its ability to receive benefits from projects. In this respect, the Final Graduation Project sought to illustrate how a robust Project Management Plan, following the standards and best practices of PMI, would increase the effectiveness and efficiency of the organization’s project undertakings.
The purpose of the Final Graduation Project (FGP) was to investigate how applying a structured and world-class approach to project management at BELTRAIDE would optimize the use of its resources and maximize the benefits received by the organization for the projects it undertook. The main project justification was to illustrate how and why BELTRAIDE should have applied PMI’s standards to create a structured and formal approach to project management, which encouraged the organization to adopt the studied management approach.
The FGP’s general objective was to develop a Project Management Plan for the project to coordinate and host a Foreign Investment Mission, to serve as an integrated methodological framework for the effective management of the project's knowledge areas and activities.
The specific objectives were to construct a project charter that will grant the project manager the authority to utilize organizational resources to produce the project management plan and execute the project, to create a scope management plan to ensure the project successfully defines, validates, controls, and fulfills all of the requirements that constitute its scope and avoids gold plating, to formulate a schedule management plan that will guide how and when the project will produce its outputs/products to satisfy the project's scope and successfully complete the project, to produce a cost management plan to serve as a tool to guide the estimating, budgeting, managing, and monitoring and controlling of project costs to ensure the project is completed within the approved budget, to develop a quality, resource, and procurement management plan to define, manage, and control the project's quality requirements, identify, acquire, and manage project resources, and guide the process of conducting and controlling procurements for the successful execution of the project within its baselines, to design a stakeholder and communications management plan to foster the adequate identification, management, and engagement of the project's stakeholders, and to effectively develop and implement a communication strategy to satisfy the project and its stakeholders’ communication needs, and to formulate a risk management plan that will identify, analyze, prioritize, respond, and monitor project risks in an effort to maximize the probability of project success.
To aid the development of these plans, a combination of primary sources, such as interviews and observations, and secondary sources, such as the Project Management Institute’s Guide (PMBOK), were used. Furthermore, three research methods were used to develop the plan, namely Analytical, Qualitative, and Quantitative research.
The project’s research methods encompassed the use of analytical research to analyze multiple sources of information to formulate the deliverables of the project. The Qualitative research approach was utilized to develop the most effective Project Management Plan from a qualitative perspective. Lastly, quantitative methods were mainly used in the project’s schedule and cost management areas, to measure performance by applying the Actual Versus Planned Cost Analysis.
The research methods were combined with the relevant tools and took into account the assumptions and constraints that were present in the project, to produce the list of deliverables as defined in the project’s objectives.
The Foreign Investment Mission Project Manage Plan was created to satisfy the FGP’s general requirements, for the endeavor to organize and host a Foreign Investment Mission for a delegation of Taiwanese investors.
The creation of this Project Management Plan was guided by the Project’s theoretical and methodological framework. This plan illustrated how applying a formal and structured approach to project management increased the organization’s ability to execute its functions, mission, and vision, improved its chances to successfully execute a project, and maximized its project benefits.
Furthermore, it consisted of the Project Charter, Scope Management Plan, Schedule Management Plan, Cost Management Plan, Quality, Resource and Procurement Management Plan, Stakeholder and Communications Management Plan, and the Risk Management Plan.
Following the Completion of the FGP, the primary recommendation issued to BELTRAIDE was to adopt the PMI PMBOK Guide, Standards, and Best Practices to implement a structured and world-class approach to its project management.
This will result in the implementation of other recommendations, such as to develop a Lessons Learned Repository, train project managers, and implement a formal set of quality standards.
Descargar Aquí :
https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2123.pdf
Estudiante : KAVANNY EDWARD PENNER
Tutor: Sara Fonseca Bolaños
Lector: Carlos Castro
Lector: Evelyn Hernández
