EXECUTIVE SUMMARY (ABSTRACT)
The Saint Lucia Air and Sea Ports Authority (SLASPA) was established by an Act of Parliament, No. 10 of 1983. This Act brought together the Civil Aviation Department of the Ministry of Communications and Works and the Port Authority.
SLASPA is responsible for managing and providing a high level of quality service at the main ports of entry to the island including two principal seaports, Castries and Vieux Fort, and the George F.L. Charles and Hewanorra International Airports, as well as the smaller points of entry: Soufriere, Marigot, and Rodney Bay Marina. SLASPA has a unique position for the island by providing avenues to generate initiatives for maximizing the assets held in its name and to offer value-added services to its clientele. SLASPA is managed by a team of professionals headed by a General Manager, and reports to the Board of Directors.
The challenge that we currently face is that of ageing infrastructure as SLASPA’s major air and sea ports were built in the 70s and 80s. The Engineering Department is required to execute an increasing number of projects upon request from SLASPA’s stakeholders.
Further, there is also an increasingly consistent demand for major maintenance projects and capital projects primarily due to a majority of SLASPA's facilities being close to the end of their useful life cycle or at the end of it. Currently, the same team that manages maintenance is also responsible for the management and implementation of projects.
The Engineering Department in the absence of a PMO has resulted in a low rate of project implementation. Over the past years and as is with many cases, few performance indicators are utilized which results in the lack of project implementation.
Low rate of project implementation has resulted in projects repeatedly being rolled over to the next financial year. The purpose of this case study is to analyze the existing organizational structure of SLASPA’s Engineering Department to successfully manage and implement projects prior to the problems stated above. Hence, the intention is to develop a feasible PMO proposal that is suitable for the Engineering Department mandate.
The Final Graduation Project (FGP) general objective was to develop a Project Management Office (PMO) proposal for the Engineering Department of the Saint Lucia Air and Sea Ports Authority (SLASPA).
The specific objectives were to assess the needs of the Engineering Department, to determine its project management strategy, strengths, weaknesses and areas of improvement, to analyze the different PMO types and select the best option for the department, to determine the strategic purpose of the PMO, and lastly to develop the scope of the PMO for the Engineering Department.
For the purpose of this FGP, the types of information sources that were used are primary and secondary namely SLASPA archives, personal experiences, the PMBOK Guide, literature reviews, internet, documentaries and academic journals. Information sources can also be printed or presented in an electronic format.
The research methods used were primarily analytic-synthetic, deductive–inductive and observation. The research tools utilized were the six sigma maturity assessment model, Meetings, Expert judgment, Stakeholders consultation, and expert’s advice.
This FGP assumptions and constraints were also highlighted, along with its deliverables.The results of the analytical method propelled the analysis of the different types of PMOs in order to determine the best suitable for the SLASPA Engineering Department‘s development.
The maturity assessment results highlighted the Engineering Department strengths and weaknesses in certain project management areas, including leadership alignment, leadership approach to lean six sigma, approach to errors and partial training for employees. Upon the analysis of the three basic types of PMOs, it was concluded that a Hybrid of supporting and controlling PMO was most suitable at this time.
Conclusion to the main objective of this research was that a PMO was necessary and should be developed to maximize the rate of project implementation on the Engineering Department.
Given the results of this research, it was recommended that the Engineering Department implement a PMO to its organizational structure to optimize the results of successful future projects; Upon the implementation of the new PMO, an annual review program should be established to assess the needs of the PMO, its project management strategy, as well as strengths, weaknesses and areas of improvement.
A maturity assessment should be conducted at least every three years to update the status of the Engineering Department, and a routine review program annually to analyze the relevance of the PMO, and to advise key stakeholders if and when the PMO would be better served with another PMO type.
Descargar aquí:
https://www.uci.ac.cr/Biblioteca/tesis/PFGMAP2121.pdf
Estudiante ; SAYDIA CHARLES
Tutor: Eng. Alberto Redondo Salas, MPM
Lector: Xavier Salas Ceciliano
Lector: Evelyn Hernández Rojas
