Propuesta de desarrollo e implementación de una Project Management Office (PMO por sus siglas en inglés) para una empresa de obras civiles – Caso: INGEDICOM S.A.S.
Propuesta de desarrollo e implementación de una Project Management Office (PMO por sus siglas en inglés) para una empresa de obras civiles – Caso: INGEDICOM S.A.S.
Director
Hincapié Rueda, John Alexander
Autor corporativo
Recolector de datos
Otros/Desconocido
Director audiovisual
Editor/Compilador
Editores
Universidad Tecnológica de Pereira
Tipo de Material
Fecha
2022
Cita bibliográfica
Título de serie/ reporte/ volumen/ colección
Es Parte de
Resumen
En la presente tesis se evaluó la situación de INGEDICOM S.A.S. empresa con 15 años de trayectoria en el diseño, planeación ejecución y supervisión de obras civiles y metalmecánicas. Esta empresa ha tenido en los últimos 10 años un crecimiento sostenido en ventas representado en un aumento en el desarrollo de proyectos de infraestructura, cuya fuente principal de contratación es con el sector público. Sin embargo, al interior de su estructura orgánica, esta no ha tenido un desarrollo acorde a su crecimiento, evidenciado en los errores y reprocesos que se presentan en las diferentes áreas de la organización generando afectaciones a los proyectos en ejecución. La falta de claridad en las directrices para la administración eficiente de los proyectos, así como la desconexión entre el área administrativa y el personal encargado de la administración de cada proyecto, la falta de información en todas las áreas acerca de cada proyecto y de su rol dentro del mismo, procesos vagamente definidos y poca documentación de proyectos anteriores que permita tener una base de datos histórica de lecciones aprendidas, evidenciaron la necesidad de proponer la implementación de una Project Management Office (PMO por sus siglas en inglés). Para cumplir con este objetivo, se decidió emplear como herramienta de medición la encuesta de OPM3 (Organizational Project Management Maturity Model) para determinar el grado de madurez de la empresa en gestion de proyectos; para el desarrollo e implementación de la PMO, se determinó emplear la metodológía PMO VALUE RING, que permite configurar la PMO a la medida de las necesidades de la empresa. Posterior a la configuración, se elaboró plan de capacitación y sensibilización para garantizar la apropiación de la nueva estructura al interior de la organización.
In this thesis, the situation of INGEDICOM S.A.S. company with 15 years of experience in the design, planning, execution and supervision of civil and metalworking works. In the last 10 years, this company has had a sustained growth in sales represented by an increase in the development of infrastructure projects, whose main source of contracting is with state contracts. However, within its organic structure, it has not had a consistent development with its growth, evidenced in the errors and reprocesses inside the areas, generating affectations to projects in execution. The lack of clarity in the guidelines for the efficient administration of projects, as well as the disconnection between the administrative area and the personnel in charge of the administration of each project, the absence of information in all the areas about each project and its role within it, vaguely defined processes and limited documentation of previous projects that would allow having a historical database of lessons learned, evidenced the need to propose the implementation of a Project Management Office (PMO). To accomplish this objective, it was decided to use the OPM3 survey (Organizational Project Management Maturity Model) as a measurement tool to determine the company maturity degree in project management; For the development and implementation of the PMO, it was decided to use the PMO VALUE RING methodology, which allows the PMO to be configured according to the company needs. After configuration, a training and awareness plan was developed to guarantee the appropriation of the new structure within the organization.
In this thesis, the situation of INGEDICOM S.A.S. company with 15 years of experience in the design, planning, execution and supervision of civil and metalworking works. In the last 10 years, this company has had a sustained growth in sales represented by an increase in the development of infrastructure projects, whose main source of contracting is with state contracts. However, within its organic structure, it has not had a consistent development with its growth, evidenced in the errors and reprocesses inside the areas, generating affectations to projects in execution. The lack of clarity in the guidelines for the efficient administration of projects, as well as the disconnection between the administrative area and the personnel in charge of the administration of each project, the absence of information in all the areas about each project and its role within it, vaguely defined processes and limited documentation of previous projects that would allow having a historical database of lessons learned, evidenced the need to propose the implementation of a Project Management Office (PMO). To accomplish this objective, it was decided to use the OPM3 survey (Organizational Project Management Maturity Model) as a measurement tool to determine the company maturity degree in project management; For the development and implementation of the PMO, it was decided to use the PMO VALUE RING methodology, which allows the PMO to be configured according to the company needs. After configuration, a training and awareness plan was developed to guarantee the appropriation of the new structure within the organization.