EXECUTIVE SUMMARY
AML, one of the principal biotechnological companies of the world and located in
Juncos, Puerto Rico, has executed thousands of succesful projects related to
manufacturing operation development, which are identified as “capital projects”.
However, AML has failed to provide positive results in its non-operational projects,
which are identified as “expense projects”.
The use of standarized procedures in AML’s capital projects and other operations
has proven to provide task completion while controlling and measuring results.
The lack of applicability of standarized procedures for the “expense projects” lead
to ambiguity, unrealiability, and failure.
On September 20, 2017, Hurricane Maria
devastated Puerto Rico, triggering a significant increase of “expense projects” in
AML. To successfully execute the AML proposed project to restore 300 meters of
damaged river bank in Juncos, Puerto Rico, a comprehensive project management
plan had to be developed.
The general objective is to develop a project management plan, framed within the
standards established by the Project Management Institute (PMI), to improve the
chances of success of the Rio Gurabo Bank Restoration Project (RGBRP).
The
specific objectives are to develop the Integration Management Plan in order to
unify and coordinate the processes and project management activities; to create a
scope management plan to define key stakeholders’ project requirements and
expectations; to create a schedule management plan for assigning duration to work
packages, to be monitored and controlled accordingly; to create a cost
management plan for assigning cost to work packages, to be monitored and
controlled accordingly; to develop a quality management plan for outlining the
stakeholders’ acceptance criteria to be addressed with the project execution; to
create a resource management plan for assigning adequate human and physical
resources to project work packages; to develop a communications management
plan for clearly defining the project communication strategies; to create a risk
management plan that identifies and prioritizes risks, provides the corresponding risk response approach for the project, and identifies potential opportunities; to
develop a procurement management plan for identifying and assigning the
contracts' types to the corresponding project suppliers, including their limitations,
restrictions, or expectations; and to develop a stakeholder management plan that
identifies key stakeholders, their level of interest, and their impact/influence on the
project to ensure their engagement.
A qualitative research methodology was used for preparing this FGP. The data
required were based on the PMBOK® Guide methodology content and were
obtained through interviews with several stakeholders.
The data gathered were
organized and evaluated through thematic analysis, in complement with the expert
judgment of the author, and validated by the tutors that provided support along the
process.
The research and analysis outcomes were used to create each
subcomponent of the project management plan for the AML Riverbank Restoration
Project.
The resulting project management plan managed to cover all aspects of the project
that needed to be identified, analyzed, and controlled to ensure project completion
on time, on budget, and within quality and regulatory specifications.
Metrics to
monitor and control schedule, quality, performance, and budget were identified,
along with the communication procedures and reporting methods to ensure project
progress and control variances.
Eventhough there was limited documented
information to be used as a reference for the project management plan
preparation, the RGBR project management plan is robust.
The plan documented
the time and cost constraints and included the associated risks and opportunities
and related mitigation and management recommendations. Nature, environment,
regulations, and codes were considered in every complementary plan and
attended inside the scope requirements, quality monitoring, and risk identification
and management.
The RGBR project management plan will become the first step
for AML towards achieving efficiency and positive results in the expense projects,
but the creation of additional project management plans more related to the
manufacturing operations of AML is still needed for better understanding and a real
perspective of the normal projects managed by AML everyday
Descargar Aqui :
Estudiante : Rosa M. Lòpez Colon
