EXECUTIVE SUMMARY (ABSTRACT)
The Belize Trade and Investment Development Service (BELTRAIDE) requested the development of a Project Management Plan for the construction of the Belize Enterprise & Innovation Institute (BEI2). In 2014 Edge Partners Co. Ltd. was contracted by BELTRAIDE to design the 24, 000 SQ FT facility which has as an objective to inspire and to nurture entrepreneurship and innovation. The facility’s design will incorporate Green technology, suitable for sub-tropical climate, inclusive of SMART technologies. Structurally and functionally, BEI2 will provide for two (2) advising/meeting rooms (140 square feet each), two (2) training rooms (470 square feet each), space for eight (8) small business incubators (6000 square feet), and a resource Centre. BEI2 will headquarter BELTRAIDE’s Small Business Development Centre- SBDCBelize and International Trade Centre- EXPORT Belize given their existing synergies in providing one to one business advising to Micro, Small and Medium Sized Enterprises (MSMEs).
BELTRAIDE has limited to no experience overseeing projects in the construction sector. In Belize, when constructing buildings, the Construction companies and its respective project teams guide the work; however, they rarely have comprehensive project management documented tools, or methodologies. One of the most common tool used is a bill of quantities and informal approaches of project management to keep stakeholders informed. Due to the size of investment being done by BELTRAIDE, and the complexity and size of building that will be built, it has been crucial to develop a comprehensive and holistic project management instrument such as the “project management plan” which incorporates elements that will be used to make informed decisions during the life of the project.
Throughout the life of project, BELTRAIDE considers scope accomplishment very important. Addtionally, ensuring that the project team remains within budget, and time is crucial. The total budget for the project is highly controlled; therefore, there is no room for inconsistencies. The tools, templates, analysis within the subsidiary plans generated will be of great assistance to the team to remain within the projected construction parameters. The project management plan will incorporate its relevant subsidary plans in the ten (10) knowledge areas of project management, and which will be developed utilizing PMI’s standards to assist the project team to have the framework for the planning and initiating phases of the project.
The general objective was to develop a Project Management Plan to facilitate the compliance with the construction requirements and functionality of BEI2 during the initiating and planning stage. Its specific objectives include: to create the project charter that will allow for the authorization of the project, to develop a scope management plan in order to document how the project construction scope will be defined, to develop a time management plan to establish the planning of the project schedule, to develop a cost management plan to determine the costs associated with the project, to develop a quality management plan in order to identify quality requirements, to develop a human resources management plan to identify, and document project roles, responsibilities, skills, reporting relationships, scheduling of the project team, to develop a communication management plan in order to establish the necessary communication, to develop a risk management plan in order to plan, identify and document project risks, to develop a procurement management plan to deternine buying decisions, and to develop a stakeholder mangagement plan to identify and analyze all stakeholders.
For the purpose of this study, an analytical method was used where existing information was analyzed from both primary and secondary sources. Interviews with direct and indirect stakeholders were conducted, and meeting minutes were documented as a primary source of information, inclusive of existing project documents. Additionally, the PMI’s Project Management Book of Knowledge (PMBOK, fifth edition) was utilized as the main reference. Tools were derived from this standard to guide the framework of the results, and recommendations of the project management plan for the construction of BEI2.
The general and specific objectives were addressed in the results segment of the FGP. The Project Management Plan for the Construction of BEI2 was developed with all its subsidiary plans. Integration management, scope management, time management, cost management, human resources management, quality management, risk management, communication management, procurement management and stakeholder management were the knowledge areas of project management analyzed with its respective inputs, tools and outputs for project initiation and planning.
The following outputs were developed: the project charter, the Scope Management Plan, with the WBS and its respective WBS Dictionary , and the requirements for the project. A Time Management Plan with the activity list, milestone list, activity attributes, duration, and scheduling analysis was developed, a Cost Management Plan, a Quality Management Plan, a Human Resources Management Plan, a Communication Management Plan, a Risk Management Plan, a Procurement Management Plan and the Stakeholder Management Plan.
The Project Management Plan was developed as a result of BELTRAIDE not having organizational assets to support this type of projects. The type of projects BELTRAIDE is familiar with isn’t related to construction. As Such, it is recommended that the institution takes the Project Management Plan and all its subsidiary plans as a tool for the current and future projects, and that it be stored securely; therefore, it is relevant for them to invest in a document control system. Additionally, it is recommended that BELTRAIDE opts for formal Project Management of projects, where the appropriate processes are utilized to ensure project success. Also, Edge Partners Co. Ltd. should consider using formal project management approaches as a means of accountability, and transparency to sponsors. BELTRAIDE should ensure that prior to the commencement of a project, relevant initiation and planning tools be developed to ensure project success.
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http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1843.pdf
Resumenes Ejecutivos de las nuevas tesis desarrolladas para el programa de Maestría en Administración de Proyectos en la Universidad para la Cooperación Internacional. La cual contempla todos los estandares del PMI.
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jueves, 17 de octubre de 2019
miércoles, 16 de octubre de 2019
PROJECT MANAGEMENT PLAN FOR THE ORGANIZATION OF THE SAIL WOMEN’S FORUM
EXECUTIVE SUMMARY (ABSTRACT)
Events geared towards uplifting women started emerging in Jamaica in 2015. These events took the form of conferences, workshops or brunches with an aim of motivating abused and misdirected women to rise above their challenges or as a medium for empowering them.
Faithful Daughters Inc. commenced operations in June 2017 and specialized in events planning. The company organized events such as forums, conferences and conventions and offered services including, venue identification, research, budget preparation, logistics and event execution. The founders were inspired to start this company following discussions with their female coworkers. These discussions indicated that there was a deficit in the areas of spirituality, untapped potential, inspiration and self-love. Consequently, First Daughters Inc. created SAIL Women’s Forum to assist women who wanted assistance to overcome these issues.
The company entered a new and dynamic market that was poised for growth. However, given that events geared towards women were a novelty there were not many competitors in the market. Through SAIL Women’s Forum, Faithful Daughters Inc. intended to create a unique product that allowed it to tap into an emerging market. This document outlines how Faithful Daughters Inc. utilized project management principles to organize SAIL Women’s Forum.
The general objective was to develop a Project Management Plan for the organization of the SAIL Women’s Forum in order to improve its rate of success for Faithful Daughters Inc. The specific objectives were: to create a Scope Management Plan to identify the the tasks that must be completed to organize SAIL Women’s Forum; to develop a Cost Management Plan to create a budget, and provide direction on how costs will be managed for SAIL Women’s Forum; to create a Schedule Management Plan to manage the project schedule for SAIL Women’s Forum; to create a Quality Management Plan to determine how quality will be measured for SAIL Women’s Forum; to develop a Communication Management Plan to determine which channels will be used to communicate with the project team and stakeholders for SAIL Women’s Forum; to create a Risk Management Plan to identify the risks that will affect SAIL Women’s Forum, and to plan risk responses for each; to develop a Procurement Management Plan in order to manage the aquistion of resources outside of the SAIL Women’s Forum; to create a Stakeholders Management Plan in order to idenify stakeholder and strategies to manage each for SAIL Women’s Forum; to create a Human Resource Management Plan in order to establish project roles and responsibilites and project organizational chart for project staff.
The project team used analytical method to conduct research. The project team chose this method because the project required the use of critical thinking to analyze findings and make decisions. This method proved especially helpful in situations where there was limited information, and the team was required to make quick decisions. The project team used the PMBOK® Guide to steer the development of the Project Management Plan to include the subsidiary plans. The team created each plan by integrating event management and project management processes. They also placed emphasis on the processes involved in each plan, which ensured that all deliverables met the required standard. The development of each plan improved the project team effectiveness to manage the initiation, planning, executing, monitoring and controlling, and closing processes of the project.
Given the objectives previously outlined, it can be concluded that the project team used project management principles to enhance the outcome of the project. Given, this was the company’s first project the project team was guided by the PMBOK® Guide. The project team ensured the project goals were met by closely monitoring the project scope, the cost and schedule baselines. The use of the other plans assisted the team to manager quality, stakeholders, risk, procurement and human resources.
It is recommended that the project team adhere to project management guidelines including the creation of a central repository for the storage of project documents, conduct benchmarking, gather lessons learned from similar events and create a list of best practices arising from these events, execute the event in a timely manner, and manage available human resources.
Descargar aquí
http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1843.pdf
Events geared towards uplifting women started emerging in Jamaica in 2015. These events took the form of conferences, workshops or brunches with an aim of motivating abused and misdirected women to rise above their challenges or as a medium for empowering them.
Faithful Daughters Inc. commenced operations in June 2017 and specialized in events planning. The company organized events such as forums, conferences and conventions and offered services including, venue identification, research, budget preparation, logistics and event execution. The founders were inspired to start this company following discussions with their female coworkers. These discussions indicated that there was a deficit in the areas of spirituality, untapped potential, inspiration and self-love. Consequently, First Daughters Inc. created SAIL Women’s Forum to assist women who wanted assistance to overcome these issues.
The company entered a new and dynamic market that was poised for growth. However, given that events geared towards women were a novelty there were not many competitors in the market. Through SAIL Women’s Forum, Faithful Daughters Inc. intended to create a unique product that allowed it to tap into an emerging market. This document outlines how Faithful Daughters Inc. utilized project management principles to organize SAIL Women’s Forum.
The general objective was to develop a Project Management Plan for the organization of the SAIL Women’s Forum in order to improve its rate of success for Faithful Daughters Inc. The specific objectives were: to create a Scope Management Plan to identify the the tasks that must be completed to organize SAIL Women’s Forum; to develop a Cost Management Plan to create a budget, and provide direction on how costs will be managed for SAIL Women’s Forum; to create a Schedule Management Plan to manage the project schedule for SAIL Women’s Forum; to create a Quality Management Plan to determine how quality will be measured for SAIL Women’s Forum; to develop a Communication Management Plan to determine which channels will be used to communicate with the project team and stakeholders for SAIL Women’s Forum; to create a Risk Management Plan to identify the risks that will affect SAIL Women’s Forum, and to plan risk responses for each; to develop a Procurement Management Plan in order to manage the aquistion of resources outside of the SAIL Women’s Forum; to create a Stakeholders Management Plan in order to idenify stakeholder and strategies to manage each for SAIL Women’s Forum; to create a Human Resource Management Plan in order to establish project roles and responsibilites and project organizational chart for project staff.
The project team used analytical method to conduct research. The project team chose this method because the project required the use of critical thinking to analyze findings and make decisions. This method proved especially helpful in situations where there was limited information, and the team was required to make quick decisions. The project team used the PMBOK® Guide to steer the development of the Project Management Plan to include the subsidiary plans. The team created each plan by integrating event management and project management processes. They also placed emphasis on the processes involved in each plan, which ensured that all deliverables met the required standard. The development of each plan improved the project team effectiveness to manage the initiation, planning, executing, monitoring and controlling, and closing processes of the project.
Given the objectives previously outlined, it can be concluded that the project team used project management principles to enhance the outcome of the project. Given, this was the company’s first project the project team was guided by the PMBOK® Guide. The project team ensured the project goals were met by closely monitoring the project scope, the cost and schedule baselines. The use of the other plans assisted the team to manager quality, stakeholders, risk, procurement and human resources.
It is recommended that the project team adhere to project management guidelines including the creation of a central repository for the storage of project documents, conduct benchmarking, gather lessons learned from similar events and create a list of best practices arising from these events, execute the event in a timely manner, and manage available human resources.
Descargar aquí
http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1843.pdf
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