EXECUTIVE SUMMARY
The Government of Grenada during the Covid-19 pandemic enacted various iterations of the Emergency Powers Regulations 2020 (Government of Grenada, 2020). These were effected to curtail the spread of the coronavirus. The result was curfews and lockdowns which limited incoming air and sea traffic, and which negatively impacted the tourism industry. The drastic increase in unemployment resulted in many families facing food shortages. In response, a grassroots initiative was started to improve food security through the provision of food hampers and vouchers. In an attempt to formalize the grassroots initiative, AOK was registered with the Corporate Affairs and Intellectual Property Office (CAIPO).
The problem, which prompted this FGP, was that AOK did not have a complete project management plan to guide the implementation of the Acts of Kindness Initiative Project. As a new non-profit organization, there were no established policies, processes, and procedures to guide the implementation of the project. Moreover, there was no knowledge repository of lessons learnt from previous food based initiatives, as this project was the first undertaking of the organization. The purpose of doing this study was to develop a project management plan for the foundation, which would increase its OPAs. It must be noted that the establishment of AOK was concurrent with its founder’s enrollment in the Master in Project Management program and some rudimentary plans were put together with the assistance of students in the cohort.
The general objective of this FGP was to create a robust project management plan to serve as a roadmap for the implementation of the Acts of Kindness Initiative Project. In addition, there were 10 specific project objectives in support of the general objective. The specific objectives were as follows: to create a project charter which contains the high-level information of the project and which authorizes the Project Manager to apply resources to the project, and to create a project management plan in support of project integration; to develop a scope management plan that will define, validate, and control the project scope; to create a schedule management plan that covers the development, monitoring, and control of the schedule; to create a cost management plan that covers how the costs will be planned, structured, and controlled; to develop a quality management plan that reflects the agreed-upon requirements of the stakeholders; to create a resource management plan that defines the human and other resources needed to determine the project's budget; to establish a communications management plan that reflects the information needs of stakeholders and guide the corresponding activities; to formulate a risk management plan that establishes the approach for dealing with identified and unidentified risks; to develop a procurement management plan that guides the acquisition of resources needed for the project; and to create a stakeholder management plan that identifies stakeholders, their expectations, possible impact on the project, and which prescribes an approach to managing them.
The research methods, which formed the basis of this FGP, were as follows: analytic-synthetic, statistical, and qualitative. The analytic-synthetic component included an analysis of the literature from various sources including books, online articles, journals, and government documents. The information obtained was incorporated into the development of the subsidiary management plans. This component also included the merging of the subsidiary plans to form the project management plan. The statistical method involved the analysis of existing statistical data, inclusive of a population census, for planning purposes. Informal interviews with key stakeholders formed the basis of the qualitative research method.
As intended, the general and specific objectives of this research were attained through the completion of the project management plan. Given that the specific objectives were interrelated, the implementation of the subsidiary project management plans must be done in tandem. It was noted that in order to achieve success, close attention must be given to the implementation of the management plans pertaining to scope, cost, schedule and quality. Once the implementation of processes related to the aforementioned plans are closely controlled and monitored, greater success will be realized from the implementation of the other subsidiary plans due to existing synergies. It was noted that the onus was on AOK to ensure that its project manager, project team members and volunteers were versed in the requirements of the project management plan, and that they were adept at project implementation.
Descargar aquí :
https: www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2124.pdf
Estudiante: AYANNA
WILLIAMS
Fecha de aprobación : abril 2021
Tutor: Eneida Góngora Sánchez
Lector: Karolina Jiménez
Monge
Lector: Eduardo Lima-Calvo
