Management of Traditional Projects: GGMC MPMS Project Brief Report

This report details a project brief for the implementation of a Mineral Property Management System (MPMS) within the Guyana Geology and Mines Commission (GGMC). It outlines the project definition, including objectives, scope, constraints, and assumptions, as well as the intended timescale and desired outcomes. The report presents a comprehensive business case, covering reasons for the project, expected benefits, risks, and associated costs. It also includes a project timeline and a description of the project product, emphasizing its user-friendly software interface. The approach, project management team, and role descriptions are also provided. The project aims to improve the efficiency of application processing, increase customer satisfaction, and enhance overall operational effectiveness. The report highlights the importance of stakeholder management and the use of the PRINCE2 methodology. The project is designed to transition GGMC from a paper-based system to a computerized system, providing online access for customers and internal users. The report concludes by summarizing the project's key aspects and its potential impact on GGMC's operations.

Awarding Body: Arden University
Programme Name: MSc Project Management
Module Name: Management of Traditional Projects.
Assignment Task 1: Individual Narrated Power Point
Presentation.
Assessment Title: PRM7006
Student Number: STU115881
Tutor Name: Steve Robinson
Word Count: 2000
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2021

Contents
Introduction.....................................................................................................3
Guyana Geology and Mines Commission (GGMC) Overview............................4
Project Brief.....................................................................................................5
1. Project Definition.......................................................................................5
1.1 Project Objectives...................................................................................5
1.2 Project Scope..........................................................................................5
1.3 Constraints and assumptions.................................................................6
1.3.1 Assumptions...................................................................................6
1.3.2 Constraints.......................................................................................6
1.4 Project Tolerances..................................................................................6
1.5 Intended Time Scale...............................................................................6
1.6 Desired Outcomes..................................................................................7
1.7 Stakeholders...........................................................................................7
1.8 Organizational challenges......................................................................7
2 Outline Business Case...............................................................................8
2.1 Reasons................................................................................................8
2.2 Expected Benefits................................................................................8
2.3 Risks.....................................................................................................9
2.4 Costs....................................................................................................9
2.5 Project Options.......................................................................................9
2.6 Project Timeline...................................................................................6
3 Project Product Description.......................................................................7
4 Approach...................................................................................................9
5 Project Management Team......................................................................11
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6 Role Descriptions.....................................................................................13
Conclusion.....................................................................................................15
References.....................................................................................................16
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Introduction
Project Management (PM) has been a part of every functional organization
and is the most widely used model in the management of an organization
(Huemann, et al, 2017).. As Project Management developed into a more
functional approach, the usage of a systematic approach in undertaking a
project was adapted.
The purpose of this narrative is to provide readers with the steps undertaken
for the development of a project, Mineral Property Management System,
within the Guyana Geology and Mines Commission (GGMC). The necessary
project-related information that will ultimately increase customers for the
organization and convince Management to invest in making the project a
reality will be provided. The layout of the narrative entails a summary of the
organization under study followed by a description of the elements within a
project brief.
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Guyana Geology and Mines Commission (GGMC) Overview
As a result of the highly competitive nature of mining within Guyana, the
Guyana Geology and Mines Commission (GMMC) was birthed to be the
regulatory force for Guyana’s mining. The organization is governed by the
Mining Act of 1989 and provides a guiding force in ensuring that mining is
done in keeping with the Act. Of course, the permission for mining is sought
from the organization by customers to being exploration and is done through
its five (5) technical division that is equipped with trained and qualified
personnel within the areas of Mines, Environment, Petroleum and Geological
Services (Ministry of Natural Resources, 2021).
As mining grew within Guyana, the need to upgrade the operations was
realized, and along came an increase in staff count to match the demand.
Moving away from paper-based operations to utilizing technology to conduct
daily activities as a result of the increase in demand was realized. As such,
the organization continues to assess its areas of improvement within its
Divisions to better serve its internal and external stakeholders.
GGMC Vision
‘As the recognized repository of all information on Guyana’s mineral
resources with increased electronic access to all information… while giving
high regard to employees welfare and development’ (GGMC, 2021).
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Project Brief
1. Project Definition
This project will seek to provide a user-friendly, technological approach
through implementing a Mineral Property Management System for the Land
Management Administration Division of GGMC. This will be done through a
computerized system and in keeping with the vision of GGMC to increase
electronic access.
1.1 Project Objectives
Project objectives ensures that there is aim to achieve at the completion of
the project. The MPMS project objective is to successful implement a
computerize management system that will improve the overall efficiency of
GGMC application process.
In ensuring that the objectives are achieved, the PRINCE2 methodology will
be used. According to Malsam (2021), PRINCE2 provides 6 useful elements
for project objective achievement:
- Scope
- Costs
- Timescales
- Risk
- Quality
- Benefits
1.2 Project Scope
The scope of MPMS is as follows
a) Software to be evaluated by the relevant subject matter expertise for
suitability for its intended functions
b) Proposal created and submitted for Management review and approval
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c) Execution of MPMS within the internal operations of GGMC
1.3 Constraints and assumptions
1.3.1 Assumptions
a) The Project will receive project board approval
b) The project will achieve desired outcomes
c) The MPMS will provide a useful means in ensuring that GGMC
employees work is made easier
d) Overall efficiency and effectiveness of GGMC Land Management
Administration will be achieved
1.3.2 Constraints
a) Given the fluctuating prices for products, it is uncertain whether the
Project Budget will be complied with
b) A phased approach to the project implemented is required as opposed
to a full implementation
c) Project Board can delay the project start date given their authority over
the project.
1.4 Project Tolerances
1) Time – 12 months for project completion
2) Cost - $2,600,000 for successful execution +- 20%
3) Quality – Quality checks to ensure that the System is fit for use
4) Functionality – Assessment of System functionality to ensure that it is
user-friendly for all.
1.5 Intended Time Scale
- 12 months from initiation stage to deployment and handover of
the project. The expected Start Date is January 2022 to
December 2022 End Date.
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1.6 Desired Outcomes
The ultimate desired outcome for the MPMS is for it be functioning effectively
and efficiently. Also, the ability to increase job performance, customer
satisfaction, and employee satisfaction are expected.
1.7 Stakeholders
According to PMBOK (2017), Project Stakeholders can be defined as
‘individuals and organizations that are actively involved in the project, or
whose interests may be positively or negatively affected as a result of
project execution or completion; they may also exert influence over the
project and its results’. Therefore, the Stakeholders of MPMS are as follows
a) GGMC Board of Directors/Project Board
b) GGMC Land Management Administration Employees
c) GGMC Internal & External Customers
It is a given that stakeholders relationship management is critical to the
success of this project; as such stakeholders' interests are kept at the helm
when undertaking any project (Takagi et al., 2019) given their level of
importance.
1.8 Organizational challenges
At present, the challenge lies in on time completion of customers application
and as such the need to adapt an electronic processing system. However,
this in itself, possesses challenges relating to software expertise which does
not exist within GGMC and as such will have to be sought from an external
service provider.
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Also, the reliability of the internet service is not feasible given the fluctuation
in bandwith speed and as such will need to be stablilze. Another challenge
lies with the transition of staff from the paper based system to an electronic
system given the unfamiliarity of staff with the newfound electronic system.
2 Outline Business Case
2.1 Reasons
The increase in the number of miners within Guyana’s landscape and the
traditional method of paper-based approach for application is currently
proving to be a hindrance in the efficiency and effectiveness of the Land
Management Administration as a result of time management. This
hindrance has resulted in disgruntled and dissatisfied customers who
constantly lodges complaints about the easy access in engaging in
business as well as gaining information on application status.
From the Management perspective, there is a lack of transparency and
accountability given that paper-based methods are a lengthy process
when investigating an application query. Therefore, the current
application process can be seen as inadequate and outdated. Ultimately a
better relationship will be built it the customers and other stakeholders.
2.2 Expected Benefits
The anticipated benefits for the implementation of a Mineral Property
Management System are as follows
i) Increase in employee daily output for application processing
ii) Easy retrieval of application status thereby increasing customer
satisfaction
iii) Easy traceability in application process during application query by
Management
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iv) Satisfied employees in having a user-friendly and effective method
of processing application
v) Increase in revenue for GGMC
vi) Increase in staff productivity
vii) Increase in application turnaround time
viii) GGMC full ownership of the software
ix) Long term investment for the organization
2.3 Risks
With technology, there are always inherent risks posed. Managing the risk
in a project within a complex environment ensures that quality, cost, and
time objectives are achieved (PMI, 2013). Within this project, the following
are seen as the major risks
i) Software upgrades/adjustments
ii) Management disagreement in software functionality
iii) Consultant/Contractor unable to deliver a timely project resulting in
delay
iv) Budget not being approved
2.4 Costs
The costs associated are as follows
Activity Cost (G$)
Hiring of Software Consultant $500,000
Procurement of Internet
Infrastructure
$1,200,000
Hiring of Temporary Staff $400,000
Purchase of Furniture/Office
Equipment
$500,000
TOTAL $2,600,00
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2.5 Project Options
The necessity of this project cannot go unnoticed for its invaluable
contribution it would have not only on the employees in productivity but the
customer satisfaction in having their application process with speed. The
options are to change the current process so that the overall system can be
improved or to remain in the same position. However, the most feasible
option is to transform the current process to improve the overall operational
capability of the Land Administration Department. Also, the utilization of a
Joint Venture will be done with the Guyana Telephone and Telegraph
Company to enable mobile download of the MPMS app via PlayStore. Joint
Ventures are known for their resource-sharing advantages (Channon &
Sammut-Bonnici 2015) and GGMC will capitalize on this benefit.
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