The SProMEC Unit of the Department of Management Studies (DOMS), shall comprise of the University of the West Indies Cave Hill Campus interdepartmental group of faculty members in the Discipline of Project Management and Evaluation, engaged in research and associated professional practice. The activities of the Unit are expected to be well supported by resources including staff, students and additional personnel and facilities.  It is anticipated that major organizations affecting the unit can involve the University and its major stakeholders inclusive of sponsors; and that it will be reviewed and resourced effectively.  Interactions are expected with institutions educational, government or public sector, and private sector throughout Barbados, the Caribbean and internationally.
 
2          SProMEC UNIT PURPOSE, VISION AND STRATEGIC OBJECTIVES
 
The main aim of the SProMEC Unit, is to contribute to the goals of the University of the West Indies, and its vision to be ‘globally recognised, regionally integrated, innovative, and internationally competitive, deeply rooted in all aspects of Caribbean development’ (UOPD, 2012), committed to serving diverse groups.  It is specifically to strengthen research and teaching programmes and policies within the UWI Cave Hill Campus Department of Management Studies, and the Faculty of Social Sciences.  It seeks to provide for students and staff at the graduate and post-doctoral levels, further research opportunities, facilities, and assistance.  Associated objectives involve facilitating relevant services to the university community, as it also pursues research directed at application and problem-solving given contemporary dynamic, complex environments.  The processes of the SProMEC Unit are highlighted in Figure 1, indicating an objective for the unit to evolve, strategically progressing to a hub and Centre as it generates quality output that is consistent and timely.



 
 
Areas of the Project Management discipline involve leading and planning, organizing, procuring and controlling resources as strategic projects are implemented to achieve specific goals aligned to strategic initiatives (Kaplan and Norton, 2008; Simons, 2013).  Research and Projects generate value added to enterprises, including desirable knowledge and outcomes (PMI, 2015), especially in developing countries (Cusworth and Franks, 2013).  These are vital to ascertain the degree of need and the level of success associated with ventures or undertakings, their management and the interconnections that allow excellent management of change (Jarocki, 2014), and conformity to standards and policies.  To attain the results expected, human resources are required to be expert and experienced to effectively and efficiently identify, integrate, implement, evaluate, control and assure results that align with strategic objectives.  Project management skills are in high demand (Schwalbe, 2008), and should be enterprise-wide (Bolles and Hubbard, 2007).  The SProMEC Research Unit is to facilitate the identification and realization of best-practice methodologies and frameworks that incorporate contemporary procedures, and adhere to highest standards especially established in budget, time and scope criteria, that promote accountability and sustainability.  It is also to support project governance, planning, interconnections, execution and compliance, engaging systems drivers that allow communication of roles and risks, limitations or constraints.  It is to enable the faculty members in the discipline of Project Management and Evaluation, with the relevant stakeholders, to even more effectively fulfill their purpose, and to reduce hindrances to superb performance. At present there is no research unit strictly dedicated to this discipline, and SProMEC is to rectify this gap or existing need, so as to avoid its under-representation or marginalization.

3          SProMEC UNIT SCOPE AND RESPONSIBILITIES
 
The SProMEC Unit shall be interdisciplinary, in that it seeks as far as possible to also involve Social Sciences faculty and students, encouraging their participation in its activities.  It expects that its expertise and facilities shall be available to the Department of Management Studies and its associated sections, as well as qualified faculty from the other Campuses. SProMEC research unit aims to engage in data collection and analysis surrounding variables connected to five core processes linked to the body of knowledge (PMI, 2013), specified for best practice in project management and evaluation.  These can also provide indicators for measuring and enhancing value-added from investments, and involve:
 
► Initiation (Vision/Mission/Strategic remit and Investment)
► Planning (Factors of Scope including Deliverables, Development and Limitations)
► Implementation (Levels of Resources Acquisition, Deployment and Utilization)
► Monitoring and Controlling (Factors of Governance, Risk and Assessment)
► Closure (Elements of Assurance, Evaluation, Compliance and Returns)
 
The SProMEC Unit targets responses and advice that point to the level of success or results attained through projects implemented to secure expected outcomes, incorporating effects on:
 
► Development (Research, Academic, Learning, Societal/Community)
► Innovation (Knowledge, Products/Services)
► Regeneration (Structural, Cultural, Institution/Market)


4          BUDGETING/FUNDING/REVENUE GENERATION
 
It is expected that budgetary allocations will attend the SProMEC Unit and that it can also seek funds from sources applicable to its function, undertaking and operations.  This is to avoid the unit being adversely affected by constraints of resource availability, time restrictions and financial limitations, and allow positive impacts to be generated in compliance audits. Support for administrative, research and developmental aspects is expected.  It is reasonable to expect Faculty to be compensated for portions of time dedicated to work in the SProMEC Unit and that professional or academic-administrative titles can be associated as is relevant.  There can be opportunities to engage with consultancies and to undertake viable projects that can be revenue generating to help sustain the Unit.
 
5          FACULTY RESOURCE PARTICIPATION – Composition and Resources Alignment
 
SProMECUnit                                                                        Contact at 4174296; 4174258
Dr Juliette Brathwaite, Principal                                 juliette.brathwaite@cavehill.uwi.edu
 
The Principal of the Strategic Project Management, Evaluation and Compliance (SProMEC) Research Unit is Dr Juliette Brathwaite, whose specialty is Project Management and Evaluation.  She holds a PhD in Management from the University of Southampton, UK;  MSc Project Management and Evaluation, MEd Educational Administration and Management, BA(Hons) Business Studies, DipEd. Business Studies, PGCAE, and is completing the first year of two-year UWI Postgraduate Certificate in University Teaching and Learning. Dr Brathwaite is a member of professional associations including PMI, has accumulated over 20 years' experience inclusive of teaching/lecturing and Head of Division in Tertiary or Higher Education, and has received awards for long and distinguished service.  At UWI Cave Hill Campus she contributes including lecturing in courses at the undergraduate level – MGMT3056 Project Management, MGMT1001 Principles of Management, MGMT3033 Government, Business and Society; and at the Postgraduate/Masters level – PTMT6003 Project Implementation, PTMT6010 Project Development, PTMT6007 Essentials of Management for Project Managers, and Practicum Supervision PTMT6008.  She intends to further her contribution to research and practice in Project Management and Evaluation, Strategic Initiatives in Strategic Renewal, Business and Educational Management and Administration, and the improvement of capabilities for development. Her research focus also incorporates roles, interaction and integration of processes and practices in these areas, and new models, to enhance progress for individuals and organizations.  Other faculty members to be engaged in this research unit, include - Dr Wayne Charles-Soverall, Ms Ayanna Young-Marshall…        
                                     
6          OTHER STAKEHOLDERS, INTERLINKAGES AND OUTCOMES
 
Apart from stakeholders already mentioned especially in sections 1 and 3, other UWI faculties, units, departments and groups can be involved appropriately in activities as the need arises, so that their respective strengths can serve to build the assets of SProMEC if any weaknesses attend.  This is to maintain vital interlinkages expected to generate beneficial networking and maintain best practices and outcomes to add value to the unit, its governance and key stakeholders.  Networking or partnerships are also expected to enhance the effectiveness of any needed resources including their training, development, or replacement for efficiency and sustainability.
 

Bolles, D and Hubbard, D.G.  (2007).  The power of enterprise-wide project management.  NewYork, NY: American Management Association.

Cusworth, J.W and Franks, T,R.  (2013).  Managing Projects in Developing Countries.  London: Routledge.

Jarocki, L.  (2014).  One solution for project success.  PMI White Paper, September, 2014.

Kaplan, R.S and Norton, D.P.  (2008).  The execution premium: Linking strategy to operations for competitive advantage.  Boston, MA: Harvard Business School Publishing Corp.

Schwalbe, K.  (2008).  Introduction to Project Management.  Boston, MA: Cengage Learning.

Simons, R.  (2013).  Levers of control: How managers use innovative control systems to drive strategic renewal. Boston, Massachusetts: Harvard Business School Press.

Project Management Institute.   (2013).  A Guide to the Project Management Body of Knowledge.  Newton Square, Pensylvannia: PMI Inc.

Project Management Institute.   (2015).  Capturing the value of project management, PMI’s Pulse of the Profession, February, 2015.

University Office of Planning and Development (UOPD).  (2012).  The University of the West Indies Strategic Plan 2012-2017, UOPD, pg iv.