PLAN DE GESTIÓN DEL PROYECTO PARA EL FORTALECIMIENTO DE LA GESTIÓN MUNICIPAL PARA EL DESARROLLO LOCAL, FASE II (FOMUDEL II).

 

RESUMEN EJECUTIVO

 

 La Agencia de Cooperación Internacional (JICA), es un organismo independiente del Gobierno de Japón, establecido en 1974, encargado de implementar la Asistencia Oficial para el Desarrollo a los países en vías de desarrollo. JICA inició su cooperación en Nicaragua en 1991, y a la fecha cuenta con cuatro modalidades de cooperación en el país: la cooperación técnica, la cooperación financiera no reembolsable, el programa de envío de voluntarios y préstamos de la asistencia oficial para el desarrollo.

Siendo los proyectos de cooperación técnica los de mayor complejidad, ya que implican el establecimiento de una oficina del proyecto en la institución contraparte, la contratación de personal nacional, así como la compra de equipos e insumos para su funcionamiento.

Adicionalmente, se incluye la asignación de al menos un experto japonés, quien funge como Director de Proyectos. Actualmente, JICA no toma en cuenta las buenas prácticas para la dirección de proyectos del Project Management Institute (PMI).

En este sentido, no considera dentro de sus procesos de planificación, todas las áreas de conocimiento para garantizar una gestión integral del proyecto.

En el caso de las áreas de integración, calidad, comunicaciones, riesgos e interesados no existen ningún documento o plan para su gestión. Es por ello, que se propone elaborar un plan de gestión para uno de los proyectos de JICA, el cual oriente al Director de Proyectos, para la gestión de las áreas de conocimiento de este. Y que a su vez sirva de referencia para futuros proyectos de cooperación técnica de los sectores prioritarios que atiende JICA en Nicaragua.

 El objetivo principal de este documento fue elaborar una propuesta de plan de gestión del Proyecto para el Fortalecimiento a la Gestión Municipal para el Desarrollo Local, Fase II (FOMUDEL II), para optimizar la administración del mismo mediante su posible aplicación.

Los objetivos específicos fueron: Realizar un análisis FODA sobre el Proyecto FOMUDEL II para la conocer la situación actual del proyecto e identificar las oportunidades de mejora; elaborar un plan de gestión de la integración para establecer cómo se coordinarán las diferentes actividades y procesos del proyecto; diseñar un plan de gestión del alcance para determinar cómo será definido, validado y controlado el alcance del proyecto; desarrollar un plan de gestión del cronograma para asegurar el cumplimiento del plazo de finalización del proyecto; definir un plan de gestión de calidad con el fin de determinar las actividades requeridas para cumplir con los objetivos de calidad del proyecto; diseñar un plan de gestión de los recursos del proyecto para gestionar y controlar eficientemente los recursos físicos y del equipo del proyecto; desarrollar un plan de gestión de comunicaciones para determinar las necesidades de comunicación e informar correctamente a los involucrados sobre el avance del proyecto; realizar un plan de gestión de los riesgos para optimizar las posibilidades de éxito del proyecto; elaborar un plan de gestión de las adquisiciones con el fin de establecer cómo deberán efectuarse y controlarse las adquisiciones del proyecto y diseñar un plan de gestión de los interesados con el objetivo de desarrollar estrategias de involucramiento que considere las necesidades de los interesados y del proyecto. La metodología empleada para esta investigación fue de tipo analítico- sintético, deductivo[1]inductivo y observación. Las fuentes primarias utilizadas fueron entrevistas al equipo del proyecto de FOMUDEL II y observación de sus actividades.

Por otro lado, como fuentes secundarias fueron consultadas la matriz de diseño y cronograma del proyecto, documentación institucional del JICA, plantillas utilizadas por la agencia y bibliografía de Administración de Proyectos.

Al finalizar la elaboración del presente plan se concluyó que actualmente, a manera general existe una planificación del proyecto. No obstante, no se toman en cuentan las 10 áreas del conocimiento, por lo que se reconoce la importancia de implementar un plan de gestión basado en las buenas prácticas del PMI, con el fin de que el proyecto sea administrado de una forma más integral y eficiente.

Asimismo, se determinó que FOMUDEL II es un proyecto que involucra la ejecución de varias actividades con diferentes actores al mismo tiempo, por lo que, para llevar a cabo la integración de los diferentes planes subsidiarios al plan de gestión, será necesario una buena organización con el equipo del proyecto.

Por otro lado, se recomendó a la oficina del Proyecto FOMUDEL II, actualizar el presente plan de gestión según los cambios que surjan a lo largo de la ejecución del proyecto. Y compartir el registro de lecciones aprendidas con JICA, para que estas sean consideradas en la implementación de futuros proyectos, y así contribuir a la mejora continua de la organización.

Adicionalmente, se recomendó informar a INIFOM y JICA sobre los resultados de las actividades de control de calidad y los nuevos riesgos que surjan o aquellos que cambien de estado, con el fin de coordinar y garantizar el apoyo para las medidas que se adopten.

A la vez, se recomendó compartir con todo el equipo del proyecto, los formatos propuestos dentro de este plan como la matriz de asignación de responsabilidades, la matriz de identificación y evaluación de interesados, y la matriz de involucramiento de interesados.

Descargar Aquí:

https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2141.pdf

Estudiante: ELGIN MARA FLORES ASENCIO

Tutor: GLORIA ALCIRA URREGO PAVA

Lector: FABIO MUÑOZ JIMENEZ

Lector: SARA FONSECA

Fecha: Junio 2021

Proposal of a Methodological Guide for the Management of Projects executed by the Destination Planning Unit of the Belize Tourism Board

 

EXECUTIVE SUMMARY

 This final graduation project describes the development and proposal of a project management methodology for the DP unit within the Belize Tourism Board.

 The project aims to enhance the effectiveness and efficiency of project management within the unit. The DP unit was developed to assist in the development and planning of tourism related projects and initiatives throughout the country of Belize.

To successfully complete such projects, the DP unit is tasked with the planning, implementation, management, and execution of various tourism projects identified countrywide.

Over the last year, the magnitude of projects managed and executed by the Belize Tourism Board’s DP Unit has increased significantly.

With the increase in projects, the unit has been faced with great difficulties in executing and monitoring these projects due to the absence of a structured management process.

The absence of such a methodology resulted in numerous project delays and other project related risks.

Thus, the need to develop a project management methodology has been recognized. The justification for the research was to develop and propose a project management methodology to test the benefits of adopting a project management methodology.

Preliminary research on the benefits of adopting a methodology included the enhanced, efficient, and structured management and execution of a project.

Research results justified the development and proposal of a thorough and comprehensive project management methodology as beneficial to the DP unit.

Objectives were formulated to guide the development of the project management methodology.

The project development is guided by the general objective to develop a Project Management Methodology, based on PMI Principles, for the enhanced execution of tourism-based Projects by the Destination Planning Unit within the Belize Tourism Board (BTB) to improve project execution efforts.

 In addition to the main objective, seven (7) specific objectives were also used as a guide which included: to assess the Belize Tourism Board's current project management practices within the Destination Planning Unit to determine its weaknesses and strengths; to assess the current organizational structure, skill set, administrative procedures, and process flows of both the Destination Planning Unit and the Belize Tourism Board to better understand its operations and increase efficiency in project management; to develop a framework for all projects, managed and executed by the DP unit, using the newly developed Project management methodology; to conduct research and compare various project management methodologies to identify the best methodology for the Destination Planning Unit; to conduct research on various Green Procurement principles that could be incorporated into the project management methodology of the Destination Planning Unit that are effective for the xiv tourism industry; to develop and identify best practices to be used by the DP unit an effort to strengthen the skill set, organization structure, and process flow of the Destination Planning regarding project management; to test the final developed Project Management methodology on a sample project executed by the Destination Planning Unit to verify the efficiency and accuracy of the developed methodology.

The FGP objectives were achieved using both qualitative and quantitative research, inclusive of surveys & questionnaires, interviews.

Systematic reviews and observational methods were used to carry out the necessary research. Surveys & reviews, interviews and observational method were executed with the BTB management staff and DP unit to determine the needs of the unit, gather feedback and suggestions, and communicate to stakeholders the development of the project management methodology.

Systematic reviews were also used to gather, identify, and analyze pertinent information on project management templates, frameworks, and methodologies.

The completed FGP proved successful, and the general objective to develop a project management methodology for the DP Unit was achieved.

Assessments conducted on the DP unit and the BTB proved that the DDP unit has competent employees capable of implementing and following project management practices outlined by PMI, and the unit has access to the necessary resources.

However, the absence of a structured PM methodology and the lack of Project Management principles were revealed during the assessment. 

Green procurement has been incorporated into BTB's policies and, by extension, the DP unit must follow such policies.

PM templates and plans were completed to enhance the efficiency and productivity of the DP unit. 

The Dangriga Cultural Trail Project aided in the successful testing of the developed DPPMM. Recommendations included the adoption and implementation of the framework presented via the FGP.

Execution of the DPPMM Implementation plan is highly recommended. The incorporation of the PM templates, plans, process flows, and strategies within the DP unit is also recommended to enhance the output of the DP unit.

Descargar Aquí :

www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2140.pdf

Estudiante: Evelyn Chelsea

Tutor: Sophia Crawford

Lector: Roger Valverde

Lector:  James Pérez

Fecha : Junio 2021

A PROJECT MANAGEMENT METHODOLOGY FOR CONSTRUCTION PROJECTS WITHIN THE ACADEMIC HOSPITAL PARAMARIBO

 

EXECUTIVE SUMMARY (ABSTRACT)

 A formal approach with procedures, processes, and techniques is a common aspect most project management processes lack in Suriname.

This is also an issue in the Academic Hospital Paramaribo (in dutch: Academisch Ziekenhuis Paramaribo -AZP). A project methodology guides the project manager to manage the project better to achieve good project results.

 This document describes the development of a Project Management Methodology for the Academic Hospital Paramaribo.

AZP is the largest hospital in Suriname, operating in six different locations in Paramaribo and owning more than 70 buildings. The hospital has 2,300 employees, including medical experts, physicians, nurses, nursing staff, and management staff.

It has a bed capacity of 510 beds and accommodates 2 laboratories, 23 medical specialties, the biggest Emergency center, and only fully equipped Intensive Care Unit (ICU).

AZP is the only hospital center that provides top specialized treatments (such as Cardiac disorders, ER traumas, Eye care services, and Radiotherapy).

 Within the Academic Hospital projects are overseen by several project managers and project leaders each with their way of managing the project.

This is the main reason why the AZP has faced many problems in its project management approach in the past few years.

The lack of structure and procedures are the main issue in the project management process which cause unnecessary delays in projects.

The purpose of this research is to develop a suitable Project Management Methodology (PMM) for the Academic Hospital, to be able to standardize, structure, and organize the work in the project management process to successfully execute its construction projects.

 To further utilize the project management method, there are specific objectives that describe the different tools and techniques used in this research.

To define the best-practice methods for the Academic Hospital a maturity analysis will be conducted to determine the organizational needs of AZP, and different project methodology will be analyzed to establish a suitable project management methodology.

 The method used in this research is based on a literature review of similar researches using the analytical research method.

This analytical research carried out an in-depth Project management analysis for the hospital. The tools used were questions asked, expert judgment, analytical techniques, and maturity model tools. The results of this research will determine the maturity of the organization's project management process and a suitable PMM for the Academic Hospital.

Descargar Aquí : 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2139.pdf

Estudiante : Mirelva Sharissa Dundas- Seymor

Tutor: Róger Valverde Jiménez

Lector: Xavier Salas

Lector: Carlos Brenes

PROJECT MANAGEMENT PLAN FOR THE ORGANIZATION OF AN ANTI MONEY LAUNDERING (AML)/ COUNTER-FINANCING OF TERRORISM (CFT), ANTI-FRAUD & FINANCIAL CRIMES CONFERENCE IN BELIZE PROJECT

 

EXECUTIVE SUMMARY

For more than 20 years, events oriented towards edifying professionals in the financial service industry have been offering an opportunity to collaborate, gain insight, and to connect with similar regional and international communities.

In response to the increased need to outsource event-planning services, Polished Events Inc. was established in 2019. Since then, the company has organized several corporate and private events with much success.

 As countries in the Caribbean and the wider Latin America and Caribbean (LAC) region become targets and are singled out as major money-laundering states for the proceeds of narcotics trafficking, regional governments have been compelled to augment its anti-money laundering efforts.

A survey conducted by Polished Events Inc. confirmed the need for transformation of the AML and CFT sphere in Belize and the wider Latin America and Caribbean (LAC) region.

The need for increased AML/CFT awareness among industry professionals was also established.

This fueled Polished Events Inc’s decision to organize and host an annual AML/CFT, Anti[1]Fraud, and Financial Crimes Conference in Belize.

The objective and overarching benefit of this FGP was the establishment of a project management plan based on PMI’s Project Management principles for the organization of an annual AML/ CFT, Anti-Fraud, and Financial Crimes Conference in Belize.

It will provide participants with eye-opening experiences keynote address, panel discussions, breakout sessions, roundtable talks, networking, and team-building activities, workshops, and motivational speeches.

 This project will serve as a model for effective planning, resource deployment, and continuous success for Polished Events Inc.

There were ten (10) specific objectives. The first objective was to create a project charter to formally authorize the project and to provide the project manager with the authority to apply organizational resources to the project and produce the project management plan.

 The second and third objectives looked at creating a scope management plan to ensure that all required work was completed and a schedule management plan to ensure that the project was finished on time.

The fourth and fifth specific objectives focused on the development of a cost management plan to ensure that the project was executed within budget and the creation of a quality management plan to ensure sponsor requirements and project deliverables were produced.

The sixth, seventh, and eight specific objectives comprised of the development of a resource management plan so that the demands of the project were met; a communications management plan to ensure that all stakeholders were provided with information on the status of the project and a risk management plan to ensure that all risks were identified documented and planned for.

The final two objectives addressed the xii development of a procurement management plan to ensure that the make-or[1]buy analysis was conducted, and procurement needs were identified, and to create a stakeholders management plan to ensure that all participants affected by the project were identified.

To achieve these objectives, analytical and qualitative research methods were used to analyze and collect information during the project.

Interviews were the primary tool used to collect the information needed for the project. The project primarily utilized unstructured interviews, to gather information and insights on how to organize and host an annual Anti-Money Laundering (AML) and Counter-Financing of Terrorism (CFT) Conference.

 Professionals from the event planning and financial industries were the primary participants of the interviews. The development of the project management plan and its subsidiary documents for the organization and hosting of an annual AML/ CFT, Anti-Fraud, and Financial Crimes Conference in Belize was guided by PMI’s Project Management principles as documented in PMBOK® Guide 6th Edition.

Each subsidiary document was developed through careful elaboration and integration of event management principles and project management processes.

Each subsidiary document was used to improve the project team’s ability to manage the initiation, planning, executing, monitoring and controlling, and closing processes of the project.

Thus, the plan will be used as a stepping-stone for excellence and reference guide for evaluating the success of this conference and other future events organized and hosted by Polished Events Inc.

 This plan aids in ensuring the objectives of the project were completed on time and within budget. It identifies the project scope and requirements, stakeholders, their roles and responsibilities.

It also describes communication requirements, quality specifications, and change control processes to be adopted throughout the project. Additionally, it describes the processes for the identification and mitigation of all potential risks associated with the project.

To ensure Polished Events Inc. remains a relevant player in the Event Planning Industry, it is recommended that the organization adhere to current PMI’s project management principles, and ensure each team member is properly and adequately trained on these. It is also recommended that a central repository for the storage of all project documents is established and that lessons learned from this event and similar events are evaluated and the findings are used to establish mitigation measures to avoid reoccurrence.

Descargar Aquí:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2138.pdf

Estudiante: Arlette Marie Arana

Tutor: María Fernanda Ibarra

Lector: Eneida Góngora 

Lector; Carlos Castro

Fecha : Noviembre 2020