PROJECT MANAGEMENT PLAN FOR THE REDUCTION OF ADOLESCENT PREGNANCY IN SURINAME

 

EXECUTIVE SUMMARY  

In Suriname the adolescent fertility rates are influenced by socio-economic factors; the adolescent fertility rate is higher among those with lower educational levels, living in rural and interior areas, the poorest, and is relatively higher among Amerindian and Maroon women. 

Addressing barriers that prevent the making of informed decisions and the access to quality comprehensive adolescent sexual and reproductive health (ASRH) information and services is a priority of the Government of Suriname, in order to fight poverty and inequality as well as potential negative health outcomes for girls and newborns. The development of a project management plan for such a complex project where inter-disciplinary expertise is required will aid in ensuring that the project is impactful and successful.  

UNFPA is the United Nations Sexual and Reproductive Health Fund. In Suriname the organization mostly works on the policy level, however, there are a few projects and interventions which are developed upon request of and in collaboration with the government. These projects are also implemented through the government and related entities. The project “Reducing Adolescent Pregnancy in Suriname” is developed on request and with the collaboration of the government of Suriname, to ensure that adolescents are able to make informed decisions and have access to quality comprehensive adolescent sexual and reproductive health (ASRH) information and services are a priority in the fight against poverty and inequality. 

UNFPA has its own organizational policies and guidelines that are applied to the planning, management, monitoring, and closing of projects. UNFPA projects are of complex and intricate nature, often fostering behavioral change, hence the importance of continuous review and amplification of the efficiency and effectiveness of the organizations' processes and enhancement of the quality and impact of the projects. 

The purpose of this study is to develop a project management plan based on the best practices of project management, as described by PMI. The project management plan will comprise all subsidiary management plans, required for the project management plan. 

The development of this project management plan will provide the opportunity to identify which PMI best practices can be applied to UNFPA’s project management processes, in order to serve its clients most efficiently and effectively.   

The general objective of this project was to create a Project Management Plan for the project “Reducing Adolescent Pregnancy in Suriname”. 

The specific objectives were: to create a project integration management plan to ensure that all processes and activities of the project are identified and coordinated efficiently by developing the project charter to formalize the existence of the project and by developing the project management plan to coordinate all project plan components; to create a scope management plan to ensure that the project includes all the work required, only the work required in order to complete the project per the agreed budget and schedule.; to develop a schedule management plan to manage the timely implementation and completion of the project; to create a cost management plan for planning and managing cost in order to successfully complete the project for reducing adolescent pregnancy within the approved budget; to create a quality management plan to identify the quality requirements of the various stakeholders of the project and to ensure that these are included during the implementation of the project; to develop a resource management plan to identify, assign and manage all physical and human resources required to successfully complete the project; to develop a communications management plan to ensure effective communication from amongst stakeholders and to effectively communicate project progress to general public; to create a risk management plan to identify and manage the risks and impacts of the risks for successful completion of the project; to create a procurement management plan to acquire the products and services necessary for the implementation of the project; to develop a stakeholder management plan to identify the direct and implementing partners, to properly manage stakeholder expectations and for effective stakeholder engagement. 

The methodologies used were the analytical-synthetic and the descriptive method. Knowledge gathered from emails, meeting minutes, interviews, books, research data, policies, guidelines, and official and unofficial records of the organization, PMBOK Guide and Standards, and other sources were utilized to describe and understand all elements of the project management knowledge areas in order to create a comprehensive project management plan. 

In conclusion, the project management plan exhibits the importance of project integration to unify all aspects of its project management processes and to support the organization's mission to implement projects more efficiently. The quality management plan is a key success factor of the project, this component should be developed and monitored in a structured manner. Communications, both internal and external to the project, is the tool that will drive the organizing and execution of the project management and implementation activities, as well as inform the direct stakeholders and the public of the project’s objectives and results. This will create public support and foster the sustainability of the project. The procurement management plan has to be developed early into the project development process to ensure that the contraceptives can be purchased timely for the dissemination of these commodities. Furthermore, the project management plan demonstrates the significance of a stakeholder management and engagement plan. 

Adequate stakeholder management provides an overview of the stakeholder requirements and allows for the expectation of the stakeholders to be managed properly.  

The project management plan recommends that the project manager familiarize themselves with the UNFPA project processes and the PMI good practices for innovation and efficient and effective project management. They should manage the internal project communications in a structured manner for effective results. 

To garner sustainability, relevant project staff should be trained in the use of quality assessment tools and techniques to enhance the quality of UNFPA projects. 

Technical staff of UNFPA needs to ensure that structured guidance is provided for the development of the scope to ensure that it falls within the mandate of UNFPA, the implementing partners and government policies. The rights and needs of the direct stakeholders also as to be considered to create buy-in and for the project to reach its intended results.  

Descargar Aquí:

https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2142.pdf

Estudiante: FEZARA C. S. FRAENK 

Fecha de aprobación: Mayo 2021 

Tutor: Osvaldo Martínez

Lector: María Fernanda Ibarra 

Lector: Sophia Crawford

 

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.

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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

PROJECT MANAGEMENT PLAN FOR THE IMPLEMENTATION OF MOBILE CLASSROOM FOR TRAINING AND PROFESSIONAL DEVELOPMENT PROJECT.

 

EXECUTIVE SUMMARY

 

 Elevate Belize will be a non-profit organization established to provide training and professional development via a mobile platform.

With high unemployment and poverty rates, skill gap and high school being the highest level of education for workers in Belize, it is one of the many reasons Belize has a sluggish economy.

The Covid-19 pandemic will further negatively affect these areas resulting in an even greater economic constraint. Elevate Belize is aimed at mitigating the effects caused by limited education, unemployment, skill gap and COVID-19.

Elevate Belize plans to break barriers and the walls of conventional classroom and training environment by bringing those classrooms in the neighborhoods, villages and rural communities of those that desire and require training and education. Elevate Belize believes in helping people in becoming a greater version of themselves, giving them an opportunity to become knowledgeable candidates for employment in our productive sector and contribute positively to Belize’s economy.

Currently, Elevate Belize has not initiated or executed any mobile training and professional development projects.

This Project Management Plan (PMP) is Elevate Belize’s first attempt in having a structured plan that follows the framework, principles, and guidance of the Project Management Body of Knowledge (PMBOK).

 This is also the first project for Elevate Belize, which has allowed them the opportunity to integrate the PMBOK functions into their organization.

 The general objectives for this Final Graduation Project were to create a Project Management plan that will manage the implementation of training and professional development programs executed in a mobile classroom across the country of Belize starting January 2023.

The Specific objectives are as follows: to develop a change control process that will outline how change request will be managed; to develop a Scope Management Plan in order to identify the task that need to be completed to launch the mobile training center; to develop a Schedule Management Plan that defines the scheduled requirements for the project; to develop a Cost Management plan that will identify the budget and provide guidance on the cost management of the project; to develop a Quality Management Plan that will establish the quality processes and expectation for the project; to develop a Resource Management Plan that will provide guidance on the overall management of project resources; to develop a Communications Management Plan that will manage and govern the communication with stakeholders; to develop a Risk Management Plan that will provide guidance on the structure and performance of  risk activities; to develop a Procurement Management Plan for the project to implement proper procurement procedures and processes and to develop a Stakeholder Engagement Plan that will properly identify and manage stakeholder engagement; The methodologies for the creation of the PMP for this project involved a combination of qualitative, quantitative and analytical research methods. Qualitative research was used to gather knowledge for the development of each of the specific objectives. Quantitative research was used to calculate time, cost and resources estimates that were critical in completing the PMP. Analytical research was used to investigate and further develop the inputs for each knowledge area.

 Important to note is that a Guide to the Project Management Body of Knowledge 6th edition, was used throughout the development of the PMP.

This project will be executed in five phases: Project Planning, Conceptual Designing, Design Execution, Pre-Launching and Project Closeout & Launch. These five phases will be executed in 525 days, to conclude January 30, 2023.

 Focus should be dedicated on the task included on the critical path to ensure there are no delays when recruiting the project team.

The project’s budget is $140,140.00 USD, calculated using parametric estimating. Pertaining to quality, four quality factors were identified for this project: Endurance/Durability; Design Compliance Rate, Time, and Budget.

 Quality metrics were developed for each quality factor to measure the degree of conformance and nonconformance to the project specification.

Regarding risk, the risk register identified as the highest risk for project delay and non-conformance to project goals can be due the inability to identify a vendor that can fulfil the requirements of the mobile design.

The project team will need to ensure they are conducting proper monitoring to implement the necessary strategies to mitigate this risk.

Procurement included items that were classified as: Mobile, Service or Equipment, which will be procured using either of the following procurement methods: competitive shopping or direct contracting.

The contract type that will be used for this project will be Fixed Price Contract. The Stakeholder analysis identified the Project Sponsor in the quadrant to manage closely and the Government of Belize to keep satisfied.

These findings are key, since their participation and view of the project can determine the success of the project. This Final Graduation Project will enable the project team to complete the project on schedule, within the project budget, in addition to meeting the overall objectives and stakeholder expectations.

Descargar Aquí:

https//www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2137.pdf

Estudiante: AMIRA CORREA-PELAYO

Fecha: Mayo, 2021

Tutor: Jorge Trejos Gutiérrez

Lector: Fabio Muñoz Jiménez

Lector : Sara Fonseca

 

 

 

PROJECT MANAGEMENT PLAN FOR THE DEVELOPMENT OF AN INTRANET FOR THE ECONOMIC DIVISION IN THE MINISTRY OF ECONOMY AND FINANCES

 

EXECUTIVE SUMMARY

 

Managing and disseminating economic and statistical information are vital for the credibility of the Ministry of Economy and Finances. A secure and efficient intranet coupled with a solid database is an important information system that any entity in the public administration needs to increase productivity and provide quality service to the national and international communities.

Data can be easily collected, treated, analyzed, stored in a secured database with limited accessibility, and posted online for the public. The Economic Division is the unique department within the ministry that has the authority to centralize data and provide information to the decision makers and all of the local, regional, national, and international scientific communities.

  The Economic Division (ED) is part of six technical departments within the Ministry of Economy and Finances (MEF), which is a functional organization where staff is grouped hierarchically by function.

The Economic Division has only one service called economic studies, which has the mission to monitor economic activities and make forecasts. It manages a large amount of data through its studies and forecasting sub-division and monitors projects for national and international donors through its governance and international sub-division for cooperation. Currently, the Economic Division has three (3) directions and three (3) services and counts fifteen (15) permanent employees. Currently, the Economic Division has no experience in initiating or planning projects.

It does not have any project management framework to plan, manage, and monitor projects. Creating a project management plan to initiate and plan projects as a result of this research will be the cornerstone for the success of this software product. Additionally, it will become vital for the ministry to engage in the intranet development project, since it will enhance its capacity to plan projects, particularly information system projects, by specifying all inputs, tools, and techniques that should be used in the project management process.

The lack of guidelines, procedures, templates, and management tools to initiate, plan, and manage projects can undermine the development progress of all projects and lead to unorganized implementation.

The purpose of this final graduation project (FGP) consists of creating a project management plan that will be very useful for project planning in order to increase the probability of project success. It will render a framework that can serve as a model for other projects in the future. It will define the basis of all project work and how it will be performed.

It will also provide the opportunity to strengthen the capacity of the ministry to better manage projects in the short term and to pave the way to create a PMO in the medium and long term that defines and maintains standards for project management within the organization.

  The general objective of this final graduation project (FGP) is to create a project management plan using the practice standards and frameworks of the Project Management Institute (PMI) for an intranet development project for the Economic  Division in the Ministry of Economy and Finance in order to collect, analyze, manage, store, and publish economic and financial data.

The specific objectives are to develop a project charter that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities, to formally authorize the existence of a project and provide the project manager with the authority to apply organizational resources to project activities by creating a scope management plan, to develop a stakeholder management plan to identify stakeholders and develop strategies to effectively engage them, to manage the timely completion of the intranet project by developing a schedule management plan, to create a cost management plan to ensure that the project can be completed within the approved budget, to develop a quality management plan to ensure that the project will satisfy the stated or implied needs for which it was undertaken, to create a resource management plan to identify and manage materials and human resources for the successful completion of the project, to develop a communication management plan to ensure the timely and effective communication of the project performance and other key information, to develop a risk management plan to identify and prioritize risks in the project and develop a risk response plan, and to develop a procurement management plan to purchase products and services needed from outside the project team.

The methodology used for this research was analytical, observational, and quantitative. Interviews were conducted with senior managers, sponsors, and members of the project team, and they were used in data collection.

The information that was found was analyzed for the development of a methodological solution through an in-depth analysis and the identification of appropriate strategies and process development.

Other information sources include reference books, literature reviews, and articles. However, the main source of information was gathered from the Guide of Project Management Body of Knowledge (PMBOK® Guide, 6 th Edition), which was used to develop the project management plan for the intranet development project.

In conclusion, the Ministry of Economy and Finances should conduct their future projects using good project management principles.

 Therefore, a project management plan with all of the subsidiary plans must be incorporated, and it will serve as a guide towards the completion of the project complying with the constraints of time, budget, quality, and scope.

One important element of the recommendations consists of proper communication being maintained by the project team and the relevant stakeholders to ensure a complete understanding of the requirements and deal with issues in a timely manner. In addition, the project manager and the team should adhere to strict budgetary constraints.

The intranet development must be properly maintained to guarantee customer satisfaction long after its deployment. Finally, the ministry could seek to undertake similar or larger projects in the future after having gained project management skills and experiences.

 

Descargar Aquí:

https://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2136.pdf

Estudiante: Gabriel Berny DUVALSAINT

Tutor: Luis Diego Argüello ARAYA

Lector: María Fernanda IBARRA

Lector: Cristian SOTO

Fecha : October 2020