PROJECT MANAGEMENT PLAN FOR THE SMALL RURAL FARMERS DEVELOPMENT PROGRAMME IN PARAGUAY

 

EXECUTIVE SUMMARY (ABSTRACT) 

The Small Rural Farmers Development Programme is a project led by the government of Paraguay, through the Ministry of Agriculture and Livestock, sponsored by ITAIPU and implemented by UNOPS. 

This Programme is focused on the development of plots of lands for small farmers and sowing labor, intended to expand the yield capacity of rural families that live under the poverty line. 

The most prominent issue facing family agriculture projects in Paraguay is the lack of a project management plan. 

In essence, the scope management plan is not validated, and the requirements are subject to constant change. Resources are limited and, due to bureaucracy in the negotiations, funds are not normally timely disbursed. 

Consequently, the schedule varies and the implementation of activities are always “under construction”, leaving to one side the agricultural regular schedule of crops, and resulting in lower land productivity. 

Quality is severely affected; the project implementer is not able to plan or control quality, since human resources are the ones causing the changes that arise every week. 

Resources are not planned; they are allocated according to the need of the moment. There is no risk management, but a permanent evaluation of the mitigating actions required for the issues impacting project activities. 

Besides, there is lack of coordination among stakeholders to facilitate the commercialization of the agricultural products, because there is not a stakeholder’s management plan. The absence of a project management plan affects the efficiency and traceability of the intervention. 

For that reason, this project aims to develop a comprehensive plan to allow for a coordinated, inter-institutional, efficient, and transparent implementation of the project, by the adoption of best project management and agricultural practices, and lessons learned. 

The goal of this plan is to increase the small rural farmers’ income and provide them with commercial tools for an upgrade to exit poverty. 

The general objective of the project is to develop a comprehensive Project Management Plan for the Small Rural Farmers Development Programme in Paraguay to provide the MAG with an effective and efficient methodology to strengthen family agriculture on a sustainable and innovative manner. 

The specific objectives are the following: to create a project charter to formally authorize the project and develop a comprehensive project management plan; to construct a scope management plan to ensure that the cost planning, resource allocation, and stakeholder engagement are executed appropriately during the project life; to design a schedule management 

plan to ensure that the project planning fits the preapproved time frame; to create a cost management plan to ensure that the project has a sustainable cash flow and adequate funds are allocated to the project; to develop a quality management plan to ensure the project meets the acceptance standards of the project stakeholders; to draft a resources management 

plan for the project to ensure a proper allocation of human resources and infrastructure; to identify the risks of the project and develop a risk management plan to better approach the possible issues and mitigate the risks the project team might encounter during the implementation of activities; to create a procurement management plan to establish a sustainable and efficient procurement of goods and services; to create a stakeholder management plan to ensure the proper identification, categorization, and participation of programme stakeholders; and to create a communication management plan to ensure a seamless communication among stakeholders and promote the project results publicly.

 The primary research methodology for this project is a case study. The availability of previous similar cases provides know-how and a framework that aligns perfectly with this applied research. The explanatory method for research was followed. The main sources used to gather information included the PMBOK® Guide, and interviews and questionnaires to members from the wide variety of stakeholders. The information was analyzed from the best practices and lessons learned perspective in order to create each subsidiary plan of the Project Management Plan. 

With the Project Management Plan, ITAIPU and the MAG have a tool to deliver a multiyear project for poverty reduction successfully, on time and within budget, with minor adjustments, and without external assistance. According STP’s forecast, after three years of implementation, the intervention would become sustainable and beneficiaries will no longer need government support. Beneficiaries will achieve independence and find their way out of the poverty and extreme poverty thresholds

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Estudiante : LETICIA ESTEFANIA SPINZI CALCENA

Tutor: Juan Camilo Delgado

Lector: Eneida Góngora

Lector: Eduardo Lima

THE DEVELOPMENT OF A PROJECT MANAGEMENT OFFICE (PMO) PROPOSAL FOR THE TECHNICAL SERVICES DEPARTMENT WITHIN THE DEPARTMENT OF INFRASTRUCTURE, PORTS AND ENERGY IN ST. LUCIA

 

EXECUTIVE SUMMARY (ABSTRACT)

The Ministry of Infrastructure, Ports, Energy and Labor (MIPEL), specifically the Department of Infrastructure, Ports and Energy (DIPE) is the leading government agency in St. Lucia for the maintenance of the island's infrastructure. 

The Technical Services Department (TSD) within the DIPE comprises of six subunits that are responsible for the overall construction and maintenance of public roads, bridges and public administrative buildings on the island.

An organization’s structure has to support the objectives of the organization and to ensure a smooth communication, decision-making processes and operations while at the same time clearly defining responsibilities. 

The main objectives of TSD are to ensure efficient and timely maintenance and repairs of public infrastructure and to ensure that effects of climate induced disasters are minimized, damages cleared and other infrastructure be prepared or reinstated with minimum delay.

Over the years, projects executed by TSD have experienced failures in meeting various project objectives resulting in cost overruns, low quality outputs and over extended time schedules. 

This is mainly due to the unavailability of trained and qualified personnel in the areas of project management to guide the management of projects implemented. 

With the deliverables of this project, the implementation of a Project Management Office within the structure of TSD will manage project activities effectively and will definitely increase the success rates of projects within set schedules, budget and quality parameters.

 In addition, the success gained from the implementation of the Project Management Office will provide valuable experience together with strategic training that will increase the organizations capacity and proficiency in project management skills.

The general objective for this Final Graduation Project (FGP) was to develop a Project Management Office (PMO) proposal for the Technical Services Department within the Department of Infrastructure, Ports and Energy (DIPE), to standardize Project Management best practices and to maximize the success rate of Infrastructural Projects undertaken by the Department. 

The specific objectives were: to conduct a maturity analysis and organizational needs of the Technical Services Department in order to determine its project management strengths, weaknesses and opportunities for improvement; to assess and determine the type of PMO that is best suited for the Technical Services Department, through the analysis of the various types of PMO’s; to propose the characteristics and functions that a PMO should have; to determine the position of the PMO within the organization along with its structure, roles and responsibilities and its level of authority; to develop the implementation plan for the Technical Services Department within the Department of Infrastructure, Ports and Energy (DIPE) and to assess technical proficiencies and develop training policies.

The methodology undertaken for this project were a combination of research, interviews and data gathering of reports of similar nature using analytical, inductive-deductive and observations research methods. 

These methods allowed for an in-depth maturity analysis of all data collected on the Technical Services Department, their organizational structure and operations, along with the willingness stakeholders in accepting the idea of a PMO within the organization. 

Utilizing the tools and sources, this project allowed for the analysis and recommendations on the best-suited PMO for the Technical Services Department along with its location and functions.

TSD has weaknesses in all project management areas, with its maturity rating being a level two for a project-based department. Efforts for improvement should be focused on strategies to improve the organizations maturity level by way of implementing the most suitable type PMO that can establish project management methodologies and processes into an organizational standard.

A Directive type PMO was most suitable for TSD due to its culture and history in project management. This type of PMO with its functions, as outlined by “Hobbs and Aubry, 2007” was best suited for the operations of TSD, hence it was adopted. 

The Directive type PMO will be most effective, located immediately below the head of TSD (CE), in the organizational structure where the full benefits of having a PMO can be realized. 

This allows for full control in performing its various roles and responsibilities in establishing methodologies and guidelines for the project management operations of TSD and lead it to a higher maturity rating.

It was concluded that the implementation of a PMO for TSD was of paramount importance for MIPEL to witness growth and strength in its project management maturity level. 

This will enable MIPEL to fulfill its mandate in being “A Flagship ministry, critical to achieving infrastructural and national development” efficiently and effectively.

Pursuant to the results and conclusions of this FGP, it was recommended that: upon the implementation of the PMO within TSD’s structure, a maturity assessment should be conducted at least every two years to get an update of TSD’s maturity level. Followed by an annual review program to analyze the functionality and relevance of the PMO within TSD along with its functions, roles and responsibilities as may be mandated by the ruling government.

A systematic approach should be undertaken when modifying the implementation plan of the PMO, due to changes that arises. This should be undertaken through a series of stakeholder consultation to ensure stakeholder buyin and a smooth transition process. 

As the organization’s maturity level increases, training policies established should be reviewed through training review boards to ensure the continued growth of staff.

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https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2085.pdf

Fecha: Febrero 2020

Estudiante :  LOTTY NICOLE PROSPERE

Tutor: Xavier Salas

Lectores : Alberto Redondo Salas /Luis Diego Arguello

Project Management Plan for Santo Pan Bakery

 

EXECUTIVE SUMMARY

 

A year ago, given the need to find a new source of income, the idea to startan enterprise that would take quality bakery and pastry products at an accessible price for customers was generated.

This is how Santo Pan was born in 2020 when Marta and Ademar's family decided to open a store located in La Uruca, Costa Rica.

The creation of small and medium-sized companies in Costa Rica has been increasing little by little in recent years, thereby increasing Santo Pan direct and indirect competition, which is why it is important for the company to have a clear plan for project management and its different areas (knowledge areas) in order to easily detect improvements that can be made to make the business more efficient, reduce possible risks, among others.

Costa Rica is a country susceptible to change in any of its approaches due to its development condition. For this reason, companies are not exempt from suffering consequences, which is why the better the investigation and prevention is, the lower the risk and its repercussions are.

The final graduation project general objective was the development of a Project Management Plan for Santo Pan Bakery in order to manage the opening of a new store based in Costa Rica.

The specific objectives were to develop the Project Charter in order to combine and coordinate the project activities, to create the Project Scope Management to ensure all work required is included in the project, to define the Schedule Management Plan to manage the timely completion of the project, to create a Cost Management Plan to ensure the project is within the budget, to generate a Quality Management Plan to incorporate the quality policy to ensure stakeholders’ expectations, to create a Resource Management Plan to identify, acquire, and manage all resources needed in order to successfully complete the project, to develop a Communication Management Plan to ensure transparency and efficiency during the process, to develop a Risk Management Plan that outlines the project risk management approach from identifying to categorizing and effectively responding to project risks, to generate a Procurement Management Plan to handle the purchase of materials or acquisition of services or results needed for the project,  and to create a Stakeholder Management Plan that ensures the proper identification and categorization of stakeholders with appropriate engagement strategies throughout the project.

The methodology used for the project used primary and secondary sources, which were interviews, The PMBOK Guide and Internet research. Santo Pan Bakery Project Management Plan provided a documented, organized, and clear methodology for a new small business in Costa Rica, highlighting that any small, medium, or big project should be managed with the same level of importance.

The results of the Project Management Plan showed the importance of planning every area involved in a project. The Project Charter provided an overview of the project and let the definition of the Scope Management Plan establish the activities required to achieve the results by three levels. Once identified, a Schedule Management Plan was developed to provide guidance on the baseline vs the actual project status; those activities had a cost, which is the reason why a Cost

Management Plan was created in order to ensure the project was within the budget. Quality is key on a business focused on gastronomy as Santo Pan ; that’s why a Quality Management Plan that integrates different quality areas as cleaning, supplies, human resources, among others was generated to ensure the expectations.

Resources make the difference in a successful project. A Resource Management Plan was created in order to identify the staff needed to complete the tasks and goals; it included the documentation of staff acquisition, training, and recognition and a reward system.

When managing people, communication is a pillar; a Communication Management Plan was developed focused on both internal and external approaches. Risk mitigation is key to every project.

A Risk Management Plan was developed; it includes the identification of potential risks as well as its response plan.

Santo Pan has several products acquired through suppliers for which a Procurement Management Plan was generated where the due process ofacquisition of goods or services was documented and the final section was the management of stakeholders, for which a Stakeholder Management Plan was created to identify them, set responsibilities, and understand their level on impact and interest on the project

The Santo Pan Project Management Plan conclusion is holistic; it integrates different areas as one. In the first place, mapping risks allows to be better prepared but not risk-free, in order for a proper documentation of processes and excellent resource management (staff, budget, supplies, etc.) to take great relevance in the process of any Project Management Plan.

In addition, if due controls of those efforts are not carried out with clear communication between stakeholders, the result will not be as expected. To define this result, clear roles and responsibilities must be established, as well as a realistic schedule that shows the status of the project, so that, as with the controls, it is easy to identify anomalies.

It is recommended that Santo Pan follow the control procedures, don’tassume the project is risk free, invest in their employees and their growth, maintain an open communication with the stakeholders in order make them feel involved in the project, and consider having a time budget buffer in case of changes.

No project is 100% risk-free. During this year, companies worldwide face the problem of the COVID-19 pandemic, which, no doubt, none of them expected.

This is why a company must carry out a Project Management Plan to prepare in the best way for new challenges or even decide if it’s not the best moment to invest.

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https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2084.pdf

Estudiante: Mónica Morales Calvo

Fecha: setiembre 2020

Tutor: Fabio Muñoz Jiménez

Lector1:Sophia Crawford

Lector2:Paula Villalta

PROJECT MANAGEMENT PLAN FOR THE NEW VISITOR CENTER BUILDING OF THE ORGANIZATION FOR TROPICAL STUDIES (OTS) IN COSTA RICA

 

EXECUTIVE SUMMARY (ABSTRACT)

The construction of tourist centers in Costa Rica is very common, since a largepercentage of the country's income is due to tourism. In this case, the visitor center of the Organization for Tropical Studies will have several functions once it is built as planned, located in Flaminia neighbourhood, Horquetas de Sarapiquí, in OTS's

La Selva Property, 100 meters on the ballast road from the main entrance. It isimportant for there to be an area where you can hold different types of meetingsand have an exhibition of the different plants that are studied in the area.

The need to improve the facilities was made more than four years ago when apublic tender was held to allow several national companies to participate in the planning, design, and construction of the new facilities of the Organization for Tropical Studies (OTS). The resources to finance the project come from other organizations around the world that are interested in a place in Central America

where tropical plants can be studied and which infrastructure is adequate to beable to use them. The public tender consisted of finding companies that have experience in the processing of construction permits and the design of architectural, structural, electrical, and mechanical plans. In addition, they request construction experience, where a work schedule is carried out due to detailed budgets and documentation to be able to control the construction, that there are no delays and, above all, that they remain within the amounts established by the OTS.

The final graduation project general objective is the creation of a project management plan for the construction of the new reception building of the Organization for Tropical Studies (OTS) in Costa Rica. The specific objectives are the following. Objective 1 is to create a project charter to formally authorize the project and provide the project manager with the authority to apply organizational resources to the project and to produce the project management plan. 

Objective 2 is to develop a scope management plan to ensure that it includes all the work required to successfully complete the project. 

Objective 3 is to create a time management plan to ensure that it includes all the work required to successfully complete the project within the time constraints. 

Objective 4 is to create a cost management plan to define the processes for developing and managing the project budget to ensure the project is completed within the budget constraints. 

Objective 5 is to develop a quality management plan to identify the quality requirements for the project in order to ensure results meet the expectations for approval within the time, cost, and scope constraints. 

Objective 6 was to create a human resource management plan to ensure that the human resources are identified and managed effectively to complete the project within time, cost, and scope constraints.

Objective 7 is to develop a communication management plan to ensure the timelyand effective communication of the project status and other key information.

Objective 8 is to create a risk management plan to identify and examine risks to the successful completion of the project and develop plans to minimize the likelihood of the risks. 

Objective 9 is to develop a procurement management plan to be used toobtain products, services, or results required by the project. 

Objective 10 is to develop a stakeholder management plan to identify and support all the project stakeholders to ensure effective stakeholder engagement.

The methodology used for the research was analytical or explanatory. The mainsources used to select the information were the Sixth Edition of the Project Management Body of Knowledge (PMBOK® Guide), visits to the project site, and interviews with the professionals in charge of carrying out the project as well as with members of the Organization for Tropical Studies.

The information was analyzed to create each subcomponent of the subsidiary plans used to develop the project management plan for a visitor center.

The project management plan, developed using the 6th Edition of the PMBOK® Guide, provided a new methodology for the project team to develop a project

management plan for a development as important as the visitor center to progress the way the company would manage the project. It is recommended that the project team considers the use of the planning process and the documents developed during the creation of the project management plan for the construction of the visitor center, as the basis for implementing a methodology for similar projects in the future.

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Estudiante: GLORIANA OUELLETTE CARRILLO

Fecha:  Setiembre 2020

Tutor: Eduardo Lima

Lector 1: Carlos Brenes Mena

Lector 2:Xavier Salas Ceciliano

PLAN DE GESTIÓN DE PROYECTO PARA REALIZAR EL CAMBIO DE LOS DISPOSITIVOS DE SEGURIDAD DE TRUSTWAVE PARA CUMPLIR CON LAS REGLAS Y ESTÁNDARES DE SEGURIDAD DE FOUR SEASONS RESORT COSTA RICA.

 

RESUMEN EJECUTIVO

Four Seasons Resort Costa Rica es un hotel de lujo ubicado en la Península de Papagayo,Liberia, Guanacaste. Compañía que brinda servicios de hospitalidad de altos estándares, servicio de restaurantes, spa, actividades recreativas y cuenta con un extenso campo de golf para el disfrute de los huéspedes de los diferentes hoteles de la península y miembros inscritos. 

Abrió sus puertas en el 2004 y cuenta con 182 habitaciones entre esas casas, villas, suites y habitaciones estándares.

Four Seasons Resort Costa Rica es uno de los 125 hoteles de la cadena Four Seasons Hotels and Resorts, esta cadena inició en trabajar en la estandarización global de seguridad de las tecnologías de información y comunicación de todos sus hoteles, realizando el cambio y actualización de los dispositivos firewall de la compañía, logrando de esa forma que Four Seasons Costa Rica también estandarice toda su red bajo las normas y reglas de la cadena hotelera.

La justificación principal de la realización de este proyecto fue proteger la información de la compañía, sus empleados y sus clientes, así como la infraestructura tecnológica del hotel de ser víctimas de ataques cibernéticos, ya que la industria de la hospitalidad es un foco importante para los ciberatacantes para realizar delitos de fraude y daños a la infraestructura de las tecnologías de información.

El objetivo general de este proyecto fue elaborar un Plan de Gestión de Proyecto para realizar el cambio de los dispositivos firewall de la marca Juniper por la nueva marca de dispositivos de seguridad para cumplir con las reglas y estándares de seguridad de Four Seasons Resort Costa Rica, realizando el upgrade del hardware y software de Trustwave. 

Los objetivos específicos fueron: definir un plan de gestión del alcance para identificar las actividades necesarias para la ejecución del proyecto, desarrollar un plan de gestión del cronograma para lograr el control de las actividades que se necesitan para completar el proyecto, definir un plan de gestión de costos para determinar el presupuesto requerido y cómo se manejarán los costos del proyecto, realizar un plan de gestión de calidad para establecer el nivel de exigencia de calidad que ofrecerá el proyecto, desarrollar un plan de gestión de los recursos para identificar los aportes y las limitaciones del personal que participará en el proyecto y los bienes con los que se contará, desarrollar un plan de gestión de comunicaciones para identificar y establecer los documentos, medios y canales que se usarán para comunicación del proyecto, desarrollar un plan de gestión de riesgos del proyecto para administrar de manera correcta el proyecto y contemplar posibles eventualidades que puedan ocurrir en su desarrollo, desarrollar un plan de gestión de adquisiciones para identificar los flujos, la forma y los medios de cómo se realizará la adquisición de los insumos que requiere el proyecto, desarrollar un plan de gestión de los interesados para determinar los roles, importancia e influencia que tienen en el proyecto.

Este proyecto se desarrolló bajo la metodología de analítico – sintético y también el método de investigación documental. Entre las fuentes primarias del proyecto se usaron las consultas al Director de Tecnologías de Información, el Director Regional, personal de la compañía de seguridad Trustwave y el personal corporativo de Four Seasons, entre las fuentes secundarias se hizo la mayor parte de las consultas al libro PMBOK (6ta ed).

Los planes de gestión de alcance, costo, tiempo y calidad se convirtieron en los pilares principales del Director de Proyectos para el desarrollo y desempeño del proyecto, con los cuales se lograron crear una guía para cumplir con los requerimientos y reglas establecidas por la oficina corporativa de Four Seasons Hotels and Resorts. Con la creación del plan de gestión del alcance se logró conformar una línea base de medición de desempeño del proyecto más real y objetiva con la cual el Director de Proyectos logró tener una forma más eficiente y eficaz de dar seguimiento al proyecto. 

Con el desarrollo del plan de gestión de los costos fue posible realizar un análisis y asignar una reserva de contingencia para utilizar en caso ocurra alguna eventualidad que requiera gastos de más. El plan de gestión del tiempo permitió al Director de proyectos obtener un mejor manejo de los recursos y un mayor control en el desempeño del proyecto.

Como parte del plan de gestión de la calidad siempre se tuvo en cuenta ocasionar el menor impacto posible e interrupción de la operación diaria del hotel.

Se recomienda al Director de proyectos siempre trabajar en conjunto con el Director de Tecnologías de Información de Four Seasons Resort Costa Rica, ya que este es el máximo responsable del proyecto ante los directivos del hotel. Por su parte también tomar en cuenta cronogramas y planificaciones del tiempo de proyectos similares realizados anteriormente para tomar como base experiencias vividas en la realización de estos. 

Tratar de considerar todos los factores internos y externos que pueden afectar los costos del proyecto, el poder contar con estos estimados en costos económicos ayudará a gestionar mejor los recursos y el presupuesto. 

Para la calidad del proyecto se le recomienda el Director de Tecnologías de Información realizar un constante monitoreo de las redes y equipos de seguridad para tener siempre la información protegida de manera óptima, realizar auditorías externas e internas mínimo una vez al año como parte del control de calidad de la seguridad de la información.

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Estudiante :SILVIA ELENA BUSTOS TORRES

Fecha : Setiembre 2020

Tutor: Carlos Brenes Vega

Lector 1: Juan José Ayala Morales

Lector 2: Fausto Fernández Martínez

PLAN DE GESTIÓN DE PROYECTO PARA LA EVALUACIÓN DE AMENAZA, VULNERABILIDAD Y RIESGO EN ZONAS SUSCEPTIBLES A MOVIMIENTOS POR REMOCIÓN EN MASA EN LA ZONA URBANA Y RURAL DEL MUNICIPIO DE SAN ANDRÉS, DEPARTAMENTO DE SANTANDER, CON EL FIN DE DISEÑAR Y RECOMENDAR OBRAS DE MITIGACIÓN EN ÁREAS DE ALTO RIESGO.

 RESUMEN EJECUTIVO

En Colombia las condiciones climáticas y topográficas pueden ocasionar un ambiente propicio para la generación de fenómenos por remoción en masa, debido a aspectos como la geología, geomorfología y contexto tectónico, que determinan la probabilidad de ocurrencia de este tipo de fenómeno. 

Según el SGC para determinar zonas de amenaza por FRM, se propuso en el 2013 una guía metodológica que brinda los lineamientos a seguir para la zonificación de amenaza relativa por movimientos en masa. Esta herramienta permite incorporar estos resultados en el plan de ordenamiento territorial, plan de desarrollo y plan de gestión del riesgo (SGC, 2013), complementando estudios geotécnicos que permiten diseñar y recomendar obras de mitigación para disminuir el impacto generado por los eventos de alto riesgo geológico.

El municipio de San Andrés (Santander, Colombia) se encuentra situado en la cordillera Oriental de los Andes, tiene una extensión territorial de 278 km², con alturas desde los 850 hasta los 4200 m.s.n.m. 

Este municipio presenta condiciones susceptibles a fenómenos naturales, los cuales se han presentado históricamente en la zona, afectando el nivel económico y social de la comunidad, por lo cual, las entidades gubernamentales han decidido realizar actualizaciones al plan del ordenamiento territorial (E.O.T), mediante estudios para la evaluación de amenaza, vulnerabilidad y riesgo (AVR) en zonas susceptibles a movimientos por remoción en masa.

Actualmente, estos estudios para la evaluación de AVR se realizan sin tener en cuenta la implementación de un plan de gestión de proyecto estructurado; por tal razón, la realización del tema del PFG, permitió facilitar el desarrollo de éstos estudios según las mejores prácticas de gestión de proyectos, asegurando aspectos importantes tales como:

 (1) Garantizar que el producto o resultado del mismo, estuviese claramente definido y acordado por todas las partes interesadas, 

(2) Gestionar de manera eficiente y oportuna las expectativas de los involucrados del proyecto, 

(3) Definir de manera clara los roles y responsables de cada involucrado para la realización de los entregables, y 

(4) Promover la utilización de buenas técnicas de planificación que permitieron obtener estimaciones más precisas (tiempos, costos y recursos).

El objetivo general de este proyecto fue elaborar un plan de gestión de proyecto para la evaluación de amenaza, vulnerabilidad y riesgo en zonas susceptibles a movimientos por remoción en masa en la zona urbana y rural del Municipio de San Andrés, departamento de Santander, con el fin de diseñar y recomendar obras de mitigación en áreas de alto riesgo. 

Los objetivos específicos fueron: Desarrollar un plan de gestión del alcance que permita documentar cómo se va a definir, validar y controlar el alcance del proyecto. 

Elaborar un plan de gestión del cronograma para establecer la documentación para la planificación, desarrollo, gestión, ejecución y control del cronograma del proyecto en los tiempos acordados. 

Generar un plan de gestión de costos para establecer cómo se estimarán, presupuestarán, gestionarán, monitorearán y controlarán los costos del proyecto para poder cumplir con el presupuesto aprobado. 

Definir un plan de gestión de la calidad para lograr identificar y verificar el cumplimiento de los requisitos de calidad definidos para el proyecto. 

Realizar un plan de gestión de los recursos para identificar y gestionar los recursos necesarios para cumplir con los objetivos del proyecto. 

Proponer un plan de gestión de comunicaciones para lograr un intercambio eficaz de información entre los interesados del proyecto. 

Elaborar un plan de gestión de riesgos con el fin de identificar y gestionar los posibles riesgos que puedan impactar el proyecto. Definir un plan de gestión de adquisiciones con el fin de documentar las decisiones de adquisiciones del proyecto e identificar los potenciales proveedores. 

Establecer un plan de gestión de interesados para documentar cómo se gestionarán las necesidades y expectativas de cada uno. La metodología utilizada para el desarrollo de este proyecto fue basada en dos métodos de investigación. 

El método analítico-sintético se usó para obtener y procesar información que facilitó el análisis y la clasificación de la documentación referente al tema de investigación, para ello se consultaron fuentes de información tales como: entrevistas, experiencia relacionada, y libros relacionados con la teoría de gestión de proyectos y la teoría de FRM. 

Por otra parte, el método inductivo-deductivo permitió la aplicación y reestructuración del planteamiento conceptual y metodológico, para la elaboración de cada uno de los planes subsidiarios del plan de gestión del proyecto. 

Entre las principales conclusiones obtenidas cabe mencionar que, el plan de gestión de proyecto elaborado permite a la empresa mejorar la eficiencia y eficacia en el desarrollo de las actividades de exploración en campo y de oficina, asegurar la materialización de los resultados esperados y crear una base de conocimiento organizacional para proyectos similares futuros. 

El plan de gestión del alcance garantiza a la empresa que los entregables a obtener estén claramente definidos, sin cambios significativos en las etapas siguientes.

 La línea base de cronograma del proyecto tiene una duración de 178 días con finalización el 28 de febrero 2021, para cumplir con esta restricción será necesario mayor control en la fase de adquisición y exploración en campo. 

El plan de gestión de la calidad establece los procedimientos y estándares para garantizar que los estudios y diseños de mitigación recomendados cumplan con la Norma NTC y NSR-10.

 El plan de gestión de recursos permitió establecer los recursos físicos y de equipo de cada área (topografía, geología, ingeniería y geotecnia), a fin de garantizar la disponibilidad de los mismos en el momento y lugar adecuado. 

Se establecen estrategias de involucramiento y comunicación con todos los interesados que participan o están en el área de influencia del proyecto, a fin de asegurar el desarrollo de las actividades de exploración, análisis y diseño de obras en las fechas establecidas. 

Para desarrollar los trabajos relacionados con la generación de mapas, ensayos de laboratorio y exploración, fue necesario aumentar la capacidad del recurso físico y humano de la empresa de acuerdo al plan de gestión de adquisiciones. Se definen estrategias y acciones que mitigan los eventos de riesgo relacionados con condiciones climáticas, comunidades del municipio, calidad en los entregables y seguimiento y control; manteniendo el nivel de riesgo dentro de la tolerancia permisible (0.06 - Riesgo Moderado).

Finalmente, se recomienda al Patrocinador y al Cliente del proyecto realizar la gestión directa de permisos con propietarios de los predios en donde se realizará la exploración en campo, con la suficiente anterioridad para no impactar el desarrollo de las actividades planeadas.

Adicionalmente, se sugiere al Director del Proyecto desarrollar las actividades de seguimiento y control de acuerdo a lo establecido en los planes de gestión de cada área de conocimiento, con el fin de determinar el estado de desempeño y de ser necesario tomar acciones preventivas o correctivas para alinear las líneas base del proyecto (alcance, tiempo y costo) siguiendo el proceso de realizar control integrado del cambio.

Descargar Aquí : 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2081.pdf

Estudiante:  ERIKA ROCIO DUARTE RUGELES

Fecha: Setiembre 2020

Tutor: Roger Valverde Jiménez

PROJECT MANAGEMENT PLAN FOR THE SUSTAINABLE PLANT NIGHT EVENTS PROJECT IN SAN JOSE, COSTA RICA

EXECUTIVE SUMMARY (ABSTRACT)

Project management planning plays an essential role in helping guide sponsors, stakeholders, team members, and the project manager through other project phases. 

Felmar Compañía EIRL is an individual limited liability company, created in 2018 with the purpose of providing an extra source of income for the project sponsor, through project execution. 

With the Plant Night Events Project, the company seeks to create community through social gatherings in a setting for people with similar interests. 

In alliance with local businesses, the events will offer a venue to socialize and to exercise artistic creativity by assembling potted plants and terrariums. 

The events will integrate environmental issues into planning in order to have a minimal adverse environmental impact.

Since the company’s creation, there have been five different project initiatives that have failed to deliver the agreed upon service or product. Due to these past failures, it is important to produce a project management tool that will allow the project to have clear focus and objectives and a sustainable event management approach.

The purpose of this final graduation project (FGP) is to develop a project management plan that will define the basis for the Plant Night Events project execution through sustainable event management.

The general objective is to develop a project management plan, according to thestandards of the Project Management Institute, to manage the Plant Night Events Project through sustainable event planning. 

The specific objectives are to create a project charter to formally authorize the existence of the project and provide the project manager with the authority to apply resources to project activities; to develop a scope management plan to ensure that the project includes all of the work required, and only the work required, to successfully complete the project; to develop a schedule management plan to manage the timely completion of the project; to create a cost management plan to ensure that the project is completed within the approved budget; to create a quality management plan to identify the quality requirements for the project in order to ensure that these requirements are met in the project deliverables and work processes; to develop a resource management plan to identify, acquire, and manage the resources needed for the successful completion of the project; to create a risk management plan to identify, analyze, respond, and monitor risks on the project to increase the probability and/or impact of opportunities and decrease the probability and/or impact of risks, in order to optimize the chancesof project success; to create a procurement management plan to identify the processes necessary to purchase or acquire products, services, or results needed from outside the project team that cause minimal adverse environmental impacts, necessary for the successful completion of the project; to develop a communication management plan to ensure that the information needs of the project and its stakeholders are met; and to create a stakeholder management plan to identify, analyze, and manage stakeholder expectations and impact on the project.

The methodology for this project was analytical. Key data were analyzed in order to make a critical evaluation of the available material, and the best strategies were identified for the creation of the project management plan.

The project management plan, developed using the PMBOK ® Guide 6 th Edition, provided the project team with a methodology to develop a more thorough plan for the project than the usual informal planning applied by Melfar. It allowed the team to apply several tools that proved to be very useful for the different PMP processes described in this plan, such as the stakeholder analysis, the WBS, and the risk register. 

This PMP generates an extra value for Melfar, as it is recommended that i be used as the basis for constructing a template for future projects, tailored to theirunique and specific needs. In case that the current global situation caused by the COVID-19 pandemic should not allow the project to be performed by the established deadline, then it is recommended that Melfar and the project team review the alternatives listed in the risk register, such as offering the event online.

Descargar Aqui: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2080.pdf

Estudiante:  ELKY MUG

Fecha: Setiembre 2020 

Tutor: Sophia Crawford