PROPUESTA DE DISEÑO DE UNA OFICINA DE PROYECTOS (PMO) Y ESTRATEGIA DE SU IMPLEMENTACIÓN PARA LA EMPRESA “INVERSIONES SALDAC SAC”

RESUMEN EJECUTIVO 

La empresa constructora Inversiones Saldac SAC, empezó desarrollando sus actividades en el sector construcción el año 2008, principalmente como entidad Técnica encargada de la administración de bonos que otorga el Estado Peruano a familias de bajos ingresos, para ejecutar módulos de vivienda en la ciudad de Lima y en Ica, al Sur de la capital, habiendo ejecutado a la fecha alrededor de 600 módulos en estas ciudades y proyectando sus operaciones a otros departamentos del país. 

La empresa inició sus operaciones con una estructura organizacional de tipo matricial equilibrada, contando con un Gerente de Administración y Marketing, un Gerente Financiero y un Gerente Técnico, el cual tiene a cargo al Director de Proyecto. 

Esta estructura ha permitido el desarrollo adecuado de los proyectos a la fecha, sin embargo, debido a que la empresa ha ampliado sus proyectos y se encuentra en etapa de expansión de sus actividades y de diversificación de sus productos, requiere adaptar su estructura con gerentes de proyectos que realicen sus funciones de manera más independiente, con autoridad plena en los proyectos y en su financiamiento. 

Este crecimiento y diversificación de la empresa ha generado también un incremento en el número de sus proyectos que hace necesario la creación de una Oficina de Proyectos (PMO) para optimizar los recursos de la empresa y mejorar consecuentemente la eficiencia y eficacia de las operaciones, así como la gestión de los proyectos.

Las funciones que ejerza y el tipo de control han sido definidas de acuerdo al análisis de las necesidades de la empresa y al diagnóstico del grado de madurez que se realizó. 

El objetivo general fue diseñar e implementar una Oficina de Proyectos (PMO) para contribuir al mejoramiento de la gestión y administración de la empresa Inversiones Saldac SAC alineada con las actuales prácticas de la gestión de proyectos y los objetivos específicos fueron realizar un análisis de la madurez y necesidades de la empresa para definir la estrategia más adecuada en el diseño de la Oficina de Proyecto, identificar el tipo de oficina de proyectos que mejor se adapte a la empresa para determinar sus características y funciones, definir la ubicación de la nueva Oficina de Proyectos de la empresa Inversiones Saldac SAC en su estructura organizativa, para identificar su nivel de autoridad dentro de la organización, desarrollar un plan de gestión de recurso humano para identificar el personal requerido para el funcionamiento de la PMO y desarrollar el plan de implementación de la PMO para guiar el desarrollo del proyecto. 

La metodología de la presente investigación es de tipo analítica para el análisis de la madurez de la organización y deductiva-inductiva, basados en la observación para la obtención de datos y la aplicación de las teorías en los hechos reales, de manera que se pueda implementar una oficina de proyectos para optimizar la gestión de los proyectos dentro de la organización. x Como principales conclusiones se señalaron: 

El nivel de madurez de la empresa en administración de proyectos luego del análisis fue INTERMEDIO ALTO, al obtener un porcentaje consolidado de 65,42%, con el cual se sugirió que el modelo de oficina de proyecto que más se adapta a las condiciones de estructura de la empresa es la de tipo “torre de control”. 

Otra de las conclusiones derivadas del análisis de la encuesta fue identificar los procesos con niveles de madurez más bajos en control (63%) y mejora continua (58%). 

La conclusión más relevante sería la evidencia de la necesidad de la creación y diseño de la PMO, cuya implementación se llevaría a cabo en cinco pasos: Iniciación, Creación de la PMO, Inicio de Operaciones, Consolidación de la PMO y Mejoramiento Continuo y considerando un Plan de Recursos Humanos y de Capacitación para asumir los cambios necesarios. 

La nueva PMO proporcionará a la empresa Inversiones SALDAC SAC la capacidad de operar de forma centralizada, consolidando las actividades de gerencia de proyectos otorgándole ventajas competitivas para asumir los retos de su crecimiento frente a más y diversos proyectos, así como la capacidad para llevar a cabo el desarrollo de los planes de mejora para incrementar el grado de madurez de la empresa. 

Por ello se le ha recomendado a los directivos de la empresa, hacer de conocimiento de todo el personal la nueva estructura organizacional, la ubicación de la PMO en el organigrama y designar el Director de esta oficina para que lidere el proceso de implementación de la misma y la asignación de nuevos roles, así como el de iniciar el plan de recursos humanos y capacitación. 

Asimismo, se recomienda a los directivos de la empresa, realizar el seguimiento y control del plan de establecimiento de la PMO para verificar su cumplimiento y mantener el proceso de mejora continua, a fin de garantizar el éxito de los objetivos propuestos.

Estudiante: MÓNICA VELARDE VILCHEZ

Descargar Aquì:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP2006.pdf

PROJECT MANAGEMENT PLAN FOR THE CONSTRUCTION OF THE GEORGETOWN TO LETHEM ROAD, GUYANA

EXECUTIVE SUMMARY (ABSTRACT) 

In Guyana, the Ministry of Public Infrastructure is the main agency responsible for executing the Government’s infrastructural development and transport projects. 

This ministry is considered the country’s epicenter of engineering, construction and technical excellence. In keeping with its mandate, in 2012 the Government of Guyana, through the Ministry of Public Infrastructure, engaged the services of a consultant to conduct a feasibility study for the Upgrading of the Road from Georgetown to Lethem. 

This study signaled the way for approval of project financing for which designs were developed and later reviewed for implementation. However, over the years construction projects have been executed without a formal project management plan which has resulted in increased project cost and construction delays that impacted the quality of the final deliverables.

In fact, the Ministry of Public Infrastructure does not mandate the use of Standard Project Management Plan that is aligned with the good practices recommended by Project Management Institute (PMI) for the implementation of its road construction projects. 

Construction activities were managed using project specific management system with none project management documentation and documented project plan. 

While these cover some amount of the subsidiary management plans recommended by Project Management Institute PMI, most prove inadequate to effectively manage construction project activities and have resulted in construction delays, poor quality deliverables and increased projects costs. 

A Project Management Plan was therefore required to improve the way the Ministry of Public Infrastructure managed its construction projects and to provide the roadmap for future project team and stakeholders to stay on track for success. 

The Final Graduation Project general objectives was to develop a Project Management Plan that is aligned with the good practices recommended by Project Management Institute (PMI) to manage in a better way the Upgrading of the Road from Georgetown to Lethem. 

The specific objectives were as follows: - 

To develop a project charter to formally authorize the existence of the project and outline the high-level requirements and resources 

to accomplish the objectives. - 

To produce a scope management plan to ensure the road project includes all the work required, and only the work required, for completing the project successfully. - To create a schedule management in order to better develop and maintain the actual project schedule. - 

To develop a cost management plan to maintain an organized approach to tasks while staying aware of cost control to ensure the project is on budget. -

To design a quality management plan that will clearly define what the quality management system is supposed to satisfy in order to achieve project quality. - To create a resource management plan to better allocate the resource. - 

To develop a communications management plan to ensure project communication is effective and the project performance is properly documented. - To construct a risk management plan to be able to identify, assess and manage project risks. 

To construct a procurement management plan that documents what resources are to be procured from outside the organization, when they are to be procured and from what sources. - 

To develop a stakeholder engagement plan to engage stakeholders and create positive relationships by setting objectives and managing the outcome. The researcher used analytical method to conduct this research. This method entailed the use of facts or information already available to solve the research problem. 

The main sources used to gather information included A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Sixth Edition, government documents, internet and interviews with key stakeholders in the Ministry of Public Infrastructure.

The information was used to analyzed and developed the subsidiary plans used to develop the Project Management Plan proposed for the Final Graduation Project.

The process of meeting the specific objectives, in other words, the development of the project plans to govern the Georgetown to Lethem project was completed during the development of the Final Graduation Project. 

The Project Charter, Scope Management Plan, WBS, WBS dictionary, Requirements Management Plan, Requirements Document, Requirements Traceability Matrix, Schedule Management Plan, Cost Management Plan, Quality Management Plan, Resource Management Plan, Stakeholder Management Plan, Risk Management Plan, Procurement Management Plan, Stakeholder Management Plan and stakeholder register were all developed in response to the specific objectives. 

In conclusion, it is the opinion of the researcher, all the objectives mentioned above were met in the course of this research project, in that a comprehensive project management plan has been developed, using appropriate framework, tools and techniques. 

The study findings provide the following recommendations for the Min. of Public Infrastructure: 

Develop the Ministry’s project management culture by providing clear, consistent, executive communication regarding the importance of project management objectives and their accomplishment. Establish the Ministry ownership and accountability by senior management for strategic objective accomplishment in scope, budget, schedule, and quality.

Establish measurable team strategic objectives for scope, budget, schedule, and quality and measure their accomplishment. Establish the roles, responsibilities, and authority of project managers, project teams, technical managers, and technical leaders. 

Strengthen the consistency of project management across the Ministry through the implementation of consistent project management procedures (Project Plans). 

Revise the Ministry’s project management policies, guidelines, and manuals to reflect these consistent project management requirements. 

Develop and maintain project status information regarding project scope, schedule, and budget.  Continue to emphasize and amplify training and professional development for project managers in the Ministry

Estudiante : DWAYNE ALSTON ROLAND 

Descargar Aquì: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1999.pdf

THE DEVELOPMENT OF A PROJECT MANAGEMENT PLAN TO FACILITATE PROCUREMENT FOR HALLIBURTON SURINAME DIVISION

EXECUTIVE SUMMARY (ABSTRACT)

This document described the development of a project management plan to set-up the procurement contracts with local vendors for Halliburton Suriname Branch. Halliburton is a service company in the oil and gas business and is contracted to Staatsolie, the government owned Oil Company in Suriname, since the 1980’s. Until last year, there were only two PSLs (Product Service Lines) from Halliburton, out of the 14 PSLs, based in Suriname. 

The business was quite small, around 25 employees, and there was no need to install local procurement so far. The procurement and HR (Human Resources) were coordinated from Halliburton Trinidad Branch. Early this year Staatsolie started with the Near Shore Drilling Project (NSDP). After the tender with the service companies, where Halliburton also participated, Halliburton was the lucky one to win the whole package for the Near Shore operations. 

The organization obtained the contract to perform all well services. 

This project goes together with the setting up of more PSLs in Suriname for better service quality. In addition to the PSLs, Cementing and Wireline & Perforating, that the company had till last year, now it has also Sperry, Baroid, HSE and Project Management based in Suriname. 

Now it became high time to install local procurements in the organization because of the nature of the business. 

That is, some PSLs requires to purchase items urgently when they need it. As it was earlier, to purchase an item Halliburton were dependent on Trinidad, and on the travel (transportation) time of the item to arrive in Suriname. Now with this change in the business, it will make it easier for the PSLs to purchase their items locally as well as save a considerable amount of transportation costs. 

The company used the project management tools together with MyRequest tools (tools used by the company to create Purchase Requisitions) or the SAP (Systems Applications and Products in Data Processing). 

However, after the charter was signed, execution was set to begin without a formal project management plan to guide all of the critical aspects of the project’s lifecycle. Therefore, to successfully install the procurement department in Suriname, associated with all contracts with local vendors and procedures/processes to create the MyRequest or Purchase Requisitions (PR), a comprehensive Project Management Plan had to be developed. 

The general objective was to develop a Project Management Plan, framed within the standards of the Project Management Institute (PMI), to be used to manage the implementation of procurement needs for Halliburton Suriname Branch.

The specific objectives were: to develop the Integration Management Plan in order to unify and coordinate the processes and project management activities; to create a scope management plan to ensure that it includes all the work, and only the work, required to successfully complete the project; to create a time management plan to support the development and management of a project schedule to ensure the project is completed within the time constraints; to create a cost management plan to define the processes for developing and managing the project budget to ensure it is completed within the budget constraints; to develop a quality management plan to identify the quality requirements for the project in order to ensure results meet expectations for approval; to create a resource management plan to ensure that all resources are identified and managed effectively for the successful completion of the project ; to develop a communications management plan to ensure the timely and effecitve communication of the project status and other key information; to create a risk management plan to identify and examine risks to the successful completion of the project; to develop a procurement management plan to be used to obtain products, services or results required by the project and to develop a stakeholder management plan to identify and support all the project stakeholders to ensure effective stakeholder management. 

The methodology used for the research was analytical or explanatory. The main sources used to gather information included A Guide to the Project Management Body of Knowledge (PMBOK® GUIDE) Sixth Edition and interviews, which were held with members from the project management team, the responsible persons from the PSLs and the vendors. 

The information was analyzed to create each subcomponent of the subsidiary plans used to develop the Project Management Plan for the installation of procurement locally. Having explored the objectives outlined previously, it can be concluded that the need for the Procurement System in Suriname is of vital importance if the company wants to meet global goals of reducing cost numbers and having a better revenue every month. 

In this case, the PMP will guide Halliburton Suriname Branch, focusing on the deliverables stablished, assuring existing standards are met, and promoting the project’s completion within the time and cost constraints.

The plan provides guidance so all stakeholder needs are taken into consideration and ensure transparency in decision-making. Although procurement management has been used for years at Halliburton Suriname Division, the PMBOK® GUIDE provided a set of good project management practices used by the project team to develop a more thorough project management plan and to improve the way the company will manage a project as important as the procurement system implementation project. 

Therefore, this PMP represents a milestone regarding to the project management approach, methodology, strategy, and decision-making processes that will guide the company projects from now on. 

The Stakeholder and Communication management plans are crucial, since the PMP represents a significant opportunity to promote best practices within the organization. Most of the stakeholders are from Halliburton itself, in-home, and they know the advantage of the project to their work. However, it is a good practice to encourage stakeholder’s involvement for project success purposes. 

It is recommended that the project team should consider the use of the planning process and templates created during the development of the Project Management Plan for the Procurement System Implementation Project, as a basis for implementing a methodology to be used by the company for future projects of similar relevance. This means that the project management team should recommend the benefits of using the concepts from the PMBOK® GUIDE to upper management. In addition, all PSLs in Suriname should be provided with the concepts of PMBOK® GUIDE to increase the percentage of project’s success from now on. 

Estudiante: SHEKHAR SEWRATAN 

Descargar Aquì: 

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1997.pdf

SETTING UP A PMO FOR THE MINISTRY OF AGRICULTURE AND LANDS IN GRENADA

EXECUTIVE SUMMARY (ABSTRACT) 

The principal goal of this research is to revitalize the Agricultural Sector geared at restoring its contribution to the Socio-economic development of the country of Grenada. This will be done through the implementation of project management frameworks, using the benefits of having Project Management Office (PMO) as part of the organizational structure of the Ministry. 

The first step involved the identification of the Ministry of Agriculture and Lands as the pilot Ministry in which this research was conducted.

Then the research began with a maturity assessment as a pre-requisite criterion for setting up a PMO. The assessment was conducted through a questionnaire. 

This questionnaire comprised of fifteen (15) questions on the need for a PMO and the benefits it will bring to the Ministry. The participants were key M.O.A. stakeholders and employees. 

Also, an interview with the Chief Agricultural Officer attached to the Ministry of Agriculture and Lands helped with the assessment process. 

The Ministry of Agriculture and Lands is a medium-sized institution that has over 380 employees. 

It has been in existence for over sixty-five years and its main purpose is to support the development of the agricultural sector through the provision of key services such as training, developing of regulations and providing concessions to stakeholders.

The Ministry’s key responsibility is the management and oversight of the Agricultural Sector. To be specific, the Ministry offers several services to the public including extension services to farmers, pest management and control, sale of plants, and sale of minimal small ruminants, laboratory services as well as veterinary and livestock services.

The main problem which has been addressed in this study is the non-existence of a PMO that will act as the backbone of a successful project management approach to the Ministry. 

While the Ministry is doing a fairly good job in managing existing projects and attracting new ones through project proposals, there is room for improvement.

The establishment of a PMO is expected to provide the following benefits to the M.O.A.: guidance, helps to keep projects on track, assistance with communications and development of new project proposals, support for project monitoring activities and most importantly, to attract and acquire large sums of Grant Capital or External Funding. 

The general objective for this project is to develop a Project Management Office implementation proposal for the Ministry of Agriculture and Lands (M.O.A.) to maximize and optimize the results of projects executed by this Ministry. 

The specific objectives are: 

1) To establish the roles and responsibilities to be assigned to the PMO as well as its location on the hierarchy on the M.O.A. 

organizational management, and to evaluate the PMO’s efficiency; 

2) To assess the maturity level of the M.O.A, in order to determine its project management strengths and capacity to respond to improved opportunities and expanding needs; 

3) To analyze the different PMO types in order to establish the most suitable for the M.O.A.; 

4) To facilitate project teams and help them do their jobs more effectively by streamlining process and bureaucracy, offering training, mentoring and quality assurance and; 

5) To determine the PMO Implementation Plans for all projects but with specific emphasis on Grant Funded Projects, including the sequence of main steps required to achieve them, in order to measure and improve their performance. 

The research methodologies used in performing the study include: Primary and secondary sources of information that support the research methods used. 

The primary sources used were conducting of an interview with the Chief Agricultural Officer (CAO) and other key stakeholders, questionnaire and documenting personal experiences from site related activities. 

The secondary sources used were the PMBOK, sixth edition, 2017, MOA records, the World Wide Web, journals, documentaries and presentations on project management and PMOs. In addition to the foregoing, the perusal of literature reviews of similar researches using the analytical, deductive and observational methods also formed the methodology of the study. 

The analytical and deductive methods allowed for an indepth analysis of the Ministry’s structure, while the observational method was used to evaluate and record the deliverables and their acceptance by stakeholders. 

The tools employed to carry out the study were based on tools specified in the PMBOK Guide and were specified to each objective required. 

These included meetings, interviews, analytical tools, communication requirements analysis, stakeholder analysis and surveys including the general questionnaire on interview questions on the need for a PMO and the OPM3 maturity model. 

Conclusion to the main objective of this is research was that, a PMO was necessary and indeed should be developed to maximize the benefits to be derived from potential Grant Funded projects under the MOA. 

Pursuant to the results of this research, it was recommended that a maturity assessment should be conducted at least once per year in order to update the status of the MOA. 

Also, that a special management team be established and charged with the task of reviewing the process of the management of projects and the existing roles of the PMO. Moreover, the Project Manager must ensure that project teams are formulated with members from the PMO and the projects’ executives. Meanwhile, the Permanent Secretary and the Chief Agricultural Officer together shall ensure that the PMO formulate Implementation Plans for all projects but with specific emphasis on Grant Funded Projects.

Descargar Aquì :

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1995.pdf

PROJECT MANAGEMENT PLAN FOR THE CONSTRUCTION OF A DIAGNOSTIC & HEALTHCARE FACILITY IN ELEUTHERA, BAHAMAS

EXECUTIVE SUMMARY (ABSTRACT) 

The island of Eleuthera has for many years requested a hospital. The Bahamas government heeded to the cries of the Bahamian people. They decided to provide the island with a state of the art mini hospital. The mini hospital will be called the Eleuthera Diagnostic & Healthcare Facility (EDHF). 

The hospital will assist with the much needed healthcare on the island. The project will last approximately elven months. It will be a 50,000 square feet building and financed by the National Insurance Board (NIB) of the Bahamas.

 The Bahamas Government has sought out a consultant and management company, which is Seashore Management Services (SMS). SMS is a company that has been around for over thirteen years and they have managed similar projects successfully. 

SMS has hired a construction company, which is Geometric Design and Construction Company (GDCC). GDCC has been an avid competitor in the construction field of commercial, residential and government housing projects and developments. 

It is a small based company whose main office is situated in Nassau, Bahamas. In the past projects of a similar magnitude has encountered issues, such as ample or adequate management.

Previous projects would have run into major time delays and would have had issues with meeting all the projects requirements; and as a result, they would have suffered from cost overruns. 

There were also issues with tracking similar projects, as there were not adequate information or methodologies that could have assisted with the proposed project. The Final Graduation Project’s general objective is to create a project management plan for the construction of the Eleuthera Diagnostic & Healthcare Facility (EDHC) project. 

The specific objectives were: to create the project charter for the project and assist with providing a viable project management plan; to develop a project scope management plan that assists with allocating all work required to successfully complete the project; to create a time management plan that will ensure that the project schedule is completed and the management of time objectives; to create a project cost management plan that will manage the budget and ensure that the project stays within budget; to create a project human resource management plan that identifies how resources will be acquired and managed; to develop a project risk management plan to foresee, identify risks and reduce the impact of negative risk impact but also identify and exploit any positive risks on the project; to create a project procurement management plan that will assist in attaining products and services that will be used by the project; to create a project communications management plan that will assist with providing actual communication with vital information during the project; and develop a project stakeholder management plan that will develop key strategies that will engage stakeholders during the lifecycle of the project.The research methodologies that were used for this study were primary and secondary information. 

The primary sources used were interviews, internet communications via emails, journals, articles and websites. The secondary sources used for this study were textbooks, blogs, journals, articles and websites. The methodology used for this research were based on assessments using the analytical and interview research methods. These methods were selected and used and analyzed to develop the Project Management Plan for the Healthcare Facility. It is concluded that all of the areas will work together to support the Project Management Plan. 

The areas that were discussed were the Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resources Management, Project Communication Management, Project Risk Management, Project Procurement Management, and Project Stakeholder Management. 

The information concluded for each area was vital in providing the strongest Project Management Plan possible. There were recommendations derived to provide a more viable Project Management Plan. One of the recommendations was that Seashore Management Services (SMS) should use the Project Management Plan as a tool. 

Other recommendations were that SMS should assess each category in the plan, ensure that the stakeholders matrix is used effectively and a risk management tool should be looked into as a potential investment. 

Also, it was suggested that persons are hired with the correct skillsets to have a successful outcome and a successful project. Lastly, it was suggested that SMS use the Project Management Plan created as a potential and practical framework for any future projects. 

Descargar Aquì:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1994.pdf

DESIGNING A STRATEGIC PMO FOR THE ACADEMIC HOSPITAL PARAMARIBO (AZP)

EXECUTIVE SUMMARY (ABSTRACT) 

Project Management Offices are not a very common part of organization structures in Suriname. To me it was a new topic introduced during the Master in Project Management courses. This document explains the processes used and steps taken to design a strategic Project Management Office for the Academic Hospital Paramaribo. 

The Academic Hospital Paramaribo had its original opening in March 1966 under the name “The Central Hospital”, but was operational since the 18th of September 1965. Since 1973, the Hospital was put under the authority of the Ministry of Health. 

It is the biggest hospital in Suriname and is operational at six different locations throughout Paramaribo and has over 70 buildings. The hospital has 2100 employees that include medical specialists, physicians, nurses, nursing personnel, and administrative personnel. 

AZP is the only hospital that provides some specialized treatments such as Cardiac disorders, ER traumas, Eye Care services, and Radiotherapy care. Within the current organizational structure of this Hospital, there are several project managers that are overseeing current and upcoming projects. 

Their roles consist of ensuring project duration, budget, and delivery is consistent with the original plans. The problem the AZP faces is that because of the lack of a PMO within the organizational structure, some project managers can get carried away and forget their roles, responsibilities and functions.

In addition to that, often times project managers give their input for projects that are not under their lead. Which causes unnecessary delay in projects. 

The purpose of this research is built around and with the Strategic Plan 2020’s mission and vision in mind. This is a transformation build on Patient Care, Medical Researches, Medical Education, and Paramedical Training. 

The purpose is to design a suitable PMO for the Academic Hospital which can effectively direct and manage different construction projects during the transformation phase with the use of Project Management Processes and Procedures. 

The general objective for this project is to develop a Strategic Project Management Office for the Academic Hospital Paramaribo to further utilize these Project Management skills in construction projects done by and for the hospital. 

The specific objectives are to analyze different PMO styles, their characteristics and functions, and determine the most suitable for the AZP, perform a maturity analysis to determine AZP its organizational needs, and to establish the suitable PMO’s position, roles, and level of authority in the organization, in order to improve the maturity of AZP. 

Developing an implementation plan is the last specific objective for this study. With the use of the following research strategies, the objectives were met. 

The methodologies employed in this research were based on literature reviews of similar researches using the analytical research method. 

This analytical research allowed for an indepth analysis of the organization. The tools used are questions asked during meetings, expert judgment, analytical techniques, and maturity model tools. 

The results of this research will determine the maturity of the organization and a suitable PMO for the Academic Hospital Paramaribo.

Descargar Aquì:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1993.pdf

PROPUESTA DE DISEÑO E IMPLEMENTACIÓN DE UNA OFICINA DE ADMINISTRACIÓN DE PROYECTOS (PMO) DENTRO DE LA AGENCIA PARA EL DESARROLLO ECONOMICO ESPECIAL DE LA ZONA NORTE (ADEZN).

RESUMEN EJECUTIVO

 La Agencia para el Desarrollo de la Zona Huetar Norte (ADEZN) nació en busca de un patrón de desarrollo acorde con los recursos regionales. La iniciativa de la Agencia surgió a partir del año 2001 con la aparición de tres hechos que incentivaron la necesidad de la creación de una Agencia que promoviera el desarrollo de la zona, el primer hecho fue la publicación de “El cuarto informe del Estado de la Nación”, se evidenció que el modelo de desarrollo que se estaba implementando se estancó y carecía de un rumbo.

El segundo hecho, fue la búsqueda del Instituto Tecnológico de Costa Rica de vincularse a una estrategia de desarrollo del cantón, y el tercer hecho, fue el interés de la Cámara de Comercio e Industria de promover una zona franca en San Carlos. 

La consolidación del plan estratégico organizacional de la Agencia permitió un camino solido por el cual transitar durante los primeros años de su iniciación, sin embargo, la problemática de la organización surgió de la desactualización por parte de la empresa que había nacido a la luz de lo que antes se le conoció como la Zona Económica Especial (ZEE), además de que no poseía estandarizadas sus metodologías, herramientas y plantillas de gestión de proyectos, sus estimaciones de cronogramas y presupuestos presentaban fallas debido a la poca solidez de obtención de información.

La situación económica del país fue el detonante por el cual se vio la necesidad de diseñar e implementar una Oficina de Gestión de Proyectos dentro de una de las principales promotoras del desarrollo de la zona, ya que la misión de la Agencia es ser el actor especial para el impulso del desarrollo económico territorial de la zona, los sectores que mueven la economía de la Zona Huetar Norte, son el sector privado de producción agroindustrial, turismo y comercio, debido a esto la Agencia tomó estos sectores para promover grandes planes desarrolladores de cambio que pudieran crear un ambiente sano competitivo multisectorial. 

El objetivo general fue elaborar una propuesta de diseño e implementación de una oficina de gestión de proyectos dentro de la Agencia para el Desarrollo de la Zona Norte (ADEZN) que permita promover proyectos de infraestructura estratégica para fortalecer el clima de inversión e incrementar la rentabilidad de los proyectos con los que interactúa la Agencia. 

Los objetivos específicos fueron: Realizar un análisis del grado de madurez de la organización para identificar el nivel en el que se encuentra la organización y hacia donde se quiere dirigir, identificar las necesidades de la organización para documentar los planes de desarrollo organizativo que se deben emplear, identificar las características y funciones que deberá tener la PMO con base en el plan estratégico organizacional para poder alinear la misión y visión de la organización con la de la PMO, identificar su estructura organizativa y nivel de autoridad para documentar el rol de la PMO dentro de la organización y el poder que deberá tener, documentar la estrategia de implementación para identificar el plan a seguir, los proyectos y el nivel de madurez organizativo deseado que adoptará la PMO en la AP.

La metodología de la presente investigación es de tipo analítico-sintético, el método analítico consistió en la desmembración de los elementos para observar las causas, la naturaleza de los hechos y los efectos, la investigación se realizó por medio de las siguientes etapas: observación, descripción, realización de examen crítico, descomposición del fenómeno, enumeración de las partes, ordenación y clasificación. 

El método sintético, se analizó y sintetizó la información recopilada, la cual permitió realizar resúmenes o adaptaciones sintetizadas de la información captada por el autor para la elaboración del documento, gran parte del trabajo se realizó con fuentes bibliográficas e información suministrada por la Agencia. Por último, se implementó el método de la observación, el cual consistió en la utilización de los sentidos, para obtener de forma consistente y dirigida, datos que proporcionaran elementos para una estrategia. 

Durante la elaboración del documento se obtuvieron las siguientes conclusiones con base en cada uno de los objetivos desarrollados en el documento, el análisis del grado de madurez de la organización determinó, que el nivel actual de la organización es bajo, su composición dentro del marco organizativo permiten operar bajo su estructura actual, por lo que debe de desarrollarse más en su nivel de madurez organización, adquiriendo mayores herramientas y metodologías que resulten en mayores beneficios. 

Como segundo objetivo se concluyó, que las necesidades de la organización, son bastantes, de las cuales se nombran las principales en el documento, para crear un esquema base del rumbo organizacional, determinando que es necesario marcar objetivos puntuales periódicos que permitan trazar la dirección de la PMO. 

La tercera conclusión, indicó que las características y funciones de la PMO pretenden alinear la visión y la misión de la PMO con la de la organización para actuar sobre los mismos ejes que trabaja la ADEZN y que permita incentivar funciones que cubran las necesidades de la organización. 

La cuarta conclusión, determinó que la estructura y nivel de autoridad de la PMO debe ser más participativo en la actividad de la empresa, ya que este debe formarse como un órgano interno permanente, y su nivel de autoridad debe ser de control, ya que al nivel de madurez que se encuentra, sería muy difícil tener mayores expectativas como meta. 

La quinta conclusión, se indicó que la estrategia de implementación adoptada determina los proyectos que son propios de la organización y su plan de implementación, se convierte en su puesta en marcha, especificando cuales y como se deberán gestionar los proyectos de la PMO; el plan determinó las actividades importantes durante las fases de desarrollo e identificó los resultados claros en cada una de las fases.

 Por último, se concluyó que la metodología de gestión de proyectos a utilizar es la misma que se ha venido documentando desde que inicio con este proyecto, en base al PMI, se determinaron cuáles serán los formatos y plantillas que darán vida a la PMO. 

Se realizaron las siguientes recomendaciones en base a lo desarrollado con el proyecto y lo observado de la organización, por lo que se le recomendó al Director Ejecutivo de la ADEZN, realizar una revisión exhaustiva de la propuesta para que se empape del contenido y beneficios que puede aportar con la implementación del plan, también se le recomendó que analizara los beneficios que se obtendrían al adoptar una oficina con una metodología especifica de trabajo que pueda controlar y monitorear los proyectos gubernamentales.

 Al igual, se le recomendó que aun sin la implementación de la PMO, se logren adoptar las herramientas y formatos que se crearon con este proyecto, y sea base suficiente para compenetrarse como metodologías y herramientas propias de la organización. 

Por otra parte, se le recomendó a la Junta Directiva actualizar el plan estratégico organizacional donde se vea impactado los nuevos proyectos propios de la organización, propuestas de promoción local y demás información importante de la organización, además de que se le recomendó comenzar a aplicar las metodologías que indica el PMBOK en su versión 2017 según el PMI, aun cuando no se implemente la PMO dentro de la organización, ya que los beneficios a consecuencia de su acción que se encuentran plasmados de primera mano en esta propuesta de proyecto. 

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http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1992.pdf

PROPUESTA PRELIMINAR DE UNA METODOLOGÍA PARA LA GESTIÓN DE PROYECTOS EN EL ÁREA DE EFICIENCIA ENERGÉTICA EN UNA EMPRESA DE TELECOMUNICACIONES

RESUMEN EJECUTIVO 

Telefónica es una empresa que se ha dedicado a brindar servicios a nivel nacional e internacional de telecomunicaciones. Telefónica es una compañía sensible a los nuevos retos que exige la sociedad actual. Por eso ofrece los medios para facilitar la comunicación entre las personas, proporcionándoles la tecnología más segura y de vanguardia.

 Es una empresa totalmente privada que cuenta con más de un millón y medio de accionistas y cotiza en varios de los principales mercados bursátiles del mundo con presencia en 14 países. 

Actualmente en Costa Rica brinda servicios de comunicaciones móviles. El presente trabajo se realizó en el Área de Eficiencia Energética de la Subdirección de Tecnología, Operación y Sistemas (TOS). 

Dicha área es la encargada de coordinar la instalación y construcción de soluciones de red y proyectos para garantizar que su entrega sea tanto operable como comercializable, en forma oportuna, al menor costo y en cumplimiento con las normas técnicas y de calidad respectivas de la Oficina de Cambio Climático del corporativo. 

La Subdirección TOS maneja un amplio portafolio de proyectos, que por supuesto requieren de una metodología de dirección adecuada. Dado a las necesidades de comunicación en lo interno de la Subdirección de TOS, y como ejecutora debe cuidar lo que se presupuesta para el proyecto en tiempo y costo, mediante una comparación permanente entre lo real y lo presupuestado. 

Estas comparaciones han presentado grandes desviaciones, identificando como causas las malas prácticas en los procedimientos administrativos al momento de confeccionar los presupuestos, personal no capacitado para estas labores, o malos métodos empleados en la asignación de los costos reales. 

Otra causa es que se utilizan los recursos de cada una de las áreas funcionales en forma desintegrada y utilizando varios métodos de recopilación y distribución del desempeño y, como resultado, provocan problemas técnicos y de comunicación entre el personal técnico y las áreas funcionales. 

Adicionalmente, se identificaron necesidades de capacitación de los entradores de datos y los encargados del presupuesto, además de capacitación de conocimientos de administración de proyectos.

Otras causas, son las relaciones entre el personal técnico y las áreas funcionales, mal manejo de la información por parte de los entradores de datos, no hay seguimiento ni control de la información aportada por los entradores de datos, ni comparación de la elaboración de los presupuestos con presupuestos anteriores. 

Con el desarrollo de la propuesta preliminar de una metodológica se planteó implementar, mejorar y fortalecer los procesos de rendimiento, costos y cierre parcial de los proyectos, de esta manera integrara las áreas funcionales de la Subdirección de TOS en lo referente a la recopilación y distribución de la información del desempeño de los proyectos que se están ejecutando simultáneamente; la metodología se diseñó para el seguimiento y control del tiempo, costo, desempeño y las comunicaciones a nivel operativo.

 El objetivo general fue realizar una propuesta preliminar de una metodología para la gestión de los proyectos de eficiencia energética desarrollados por la Subdirección TOS con el fin de lograr mejores resultados en la ejecución de proyectos en cuanto al alcance, cronograma, costo, comunicación y cierre. 

Los objetivos específicos fueron realizar un diagnóstico situacional de la empresa para identificar las fortalezas y las áreas de mejora en la gestión de proyectos, desarrollar las fases de la guía metodológica y las plantillas asociadas para lograr una gestión exitosa de los proyectos, incluyendo inicio, planificación, monitoreo y control y cierre; y confeccionar un plan de capacitación para que los colaboradores de la empresa puedan utilizar la guía metodológica.

La metodología empleada fue la analítica – sintética, partiendo de la idea general que se tiene hacia una descomposición, enumeración y ordenación de cada uno de los detalles; también se utilizó el método de las entrevistas y la observación directa de campo, identificando las necesidades en el control del tiempo y los costos. 

En las entrevistas se involucraron a entradores de datos, personal técnico, áreas funcionales y de apoyo a la gestión y encargados de realizar los presupuestos. Se desarrolló un diagnóstico situacional de la empresa mediante un análisis de evaluación de madurez del modelo del autor Harold Kezner, además de usar los datos de las encuestas dirigidas y cuestionarios para examinar a detalle el alcance de cada involucrado con los proyectos. 

De esta forma se pudo abordar con mayor detalle la propuesta preliminar de la metodología, procesos y procedimientos recomendados en este trabajo.Al final, el plan de capacitación se orienta a preparar al personal de la Subdirección TOS en el uso y aplicación de la metodología preliminar propuesta, para facilitar la aplicación de las buenas prácticas de la administración de proyectos en la empresa. 

Concluido el PFG, se cumplió con el análisis de la situación actual de la Subdirección TOS. 

A partir del diagnóstico resultante se concluye que en la empresa no se ha logrado estandarizar los métodos de recopilación de los datos que alimentan los diferentes sistemas de información, pero existen un gran ámbito de necesidades y oportunidades que pueden ser explotadas para mejorar la gestión en la toma decisiones. 

Por tanto, era necesario proponer una metodología para la gestión de los proyectos, dado al poco conocimiento de los involucrados directos que no están debidamente alineados con la administración de proyectos, y mejorar la comunicación entre el personal técnico y administrativo. 

Durante el desarrollo de los reportes-plantillas para la captura y control de los datos, donde se espera mejorar y fortalecer los procesos de gestión de los proyectos fomentando una mejora continua, se identificó mayor interés por el personal para generar y proponer nuevos indicadores para el seguimiento de los proyectos, esto debido a la facilidad del manejo de datos y mayor entendimiento del seguimiento y control de los mismos.

Dado al desconocimiento inicial en la administración de proyectos y la importancia de mejorar la comunicación en la Subdirección TOS por parte de los involucrados, necesidades identificadas en el análisis de la situación actual, se planteó un plan de capacitación, cuyo objetivo primordial es el aplicar las buenas prácticas en Administración de Proyectos, donde al final además de mejorar las competencias del personal, se logró un interés creciente por la gestión de proyectos y análisis propio de mejora en cada uno de la funciones de los participantes. 

Al final de este trabajo, se recomiendan varias pautas donde todas apuntan a implementar las buenas prácticas de la administración de proyectos para la gestión de los mismos en la Subdirección de TOS, y debido a la inmadurez en la gestión de proyectos se propone una estandarización de la dirección de los proyectos sencilla y personalizada para la empresa que ayude en la transición de conocimiento e implementación futura de la misma.

Descargar Aquì :

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1991.pdf

SETTING UP A PMO UNIT FOR REPUBLIC BANK (SURINAME) N.V. (RBSR), A SUBSIDIARY OF REPUBLIC FINANCIAL HOLDING LIMITED (RFHL)

EXECUTIVE SUMMARY (ABSTRACT) 

Change is constant. Upon planning and implementing changes, there are several requirements e.g. staff availability with the required skills or knowledge, planning and coordinating with vendors, configuration knowledge.

For changes in an established organization, these additional tasks are assigned to selected staff members, whom would have to be able to execute their daily tasks, and the additional tasks. 

This creates a situation that some staff members are requested to join several change projects, because of their knowledge, skills, experience. In the organizational structure of Republic Bank (Suriname) N.V. a unit or department, assisting and guiding in a change is, same as in the parent company before 2017, is not born yet. 

Within RBSR for the medium to large-scale projects, a team is called together to assist. The general objective was to develop a Project Management Office proposal for RBSR to institutionalize project coordination within the company, and optimize the results of the projects implemented by the company. 

The specific objectives were: to assess the current environment of RBSR, in order to determine the project management strengths, improvement, opportunities and needs; to analyze the different PMO types in order to establish the most suitable for RBSR; to establish the roles and responsibilities to be assigned to the PMO; to position the PMO in the organization chart of RBSR; and to determine the PMO implementation plan for RBSR in order to outline the main steps required. 

The methodology for this research was based on analytical method, deductive - & inductive research approach; literature reviews of similar researches, a questionnaire analysis was performed for middle and top management, and several interviews were held.

The conclusion resulting out of this research is that the main objective – to establish a PMO in RBSR – Institutionalize project coordination in order to optimize the results of the projects implemented by the company. x Furthermore RBSR’s staff is relatively familiar with the concept of project management, but it also recognizes it requires some adjustments on levels for the better. 

Upon the analysis of the three basic types of PMO’s, it was concluded that a combination of supporting and controlling PMO is most effective currently.

The main roles and responsibilities identified for the PMO with three aspects: Establishment of project methodologies, Project tracking and Project Support. The author recommended that the PMO as suggested be implemented, as well as involve Executive management for the role out of the office, in order to create awareness and keep communications open. A team should be established in order to review the effectiveness of the PMO regularly, as well as an assessment, in order to establish the PMO roles if changes occurred within the organization.

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http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1990.pdf

DEVELOPMENT OF A PROJECT MANAGEMENT PLAN FOR THE PROCUREMENT POLICIES AND PROCEDURES STANDARDIZATION PROJECT FOR THE CARIBBEAN DISASTER EMERGENCY MANAGEMENT AGENCY

EXECUTIVE SUMMARY (ABSTRACT) 

One way to maintain competitive advantage within an industry is to meet and exceed the best practice standards required for the industry and also its stakeholders. 

The Caribbean Disaster Emergency Management Agency (CDEMA), in its 27th year of operations, has seen its competitive advantage waning as the expectations of its key stakeholders (donors and development partners) increases. 

As the Caribbean Community’s (CARICOM) agency with responsibility for disaster management in the region, several new actors have entered the industry within the past 20 years and there is increased competition for the same technical and financial resources. 

Key stakeholders have requested transparency and accountability in the operations of the Agency in the reporting on projects showcasing that value for money has been attained. One of the areas identified for improvement in mid-term and final evaluations of projects was the procurement management function within the Agency. 

Recommendations were made to bring this function up to a standard that is internationally recognized by donor partners and showcases best practices in policies and implementation. 

After an internal analysis several inconsistencies in the procurement policies and procedures were highlighted, and this project will therefore seek to fill the gaps identified. Specifically the Agency conducted its procurement in an ad-hoc fashion as opposed to following best practice standards, policies and procedures. 

Challenges are experienced as key resources needed to achieve the project’s results were not identified in a timely manner and as such time and cost overruns were experienced. 

After the successful completion of the project, CDEMA realized an increase in awareness amongst its stakeholders on its improved procurement management policies and procedures. In showcasing their improved standards, the Agency simultaneously improved its transparency and accountability in its systems. 

This project therefore outlined how the Agency incorporated procurement best practices and standards into one standardized procurement management plan and strategy for all its projects. 

The Project Management Plan included all the subsidiary plans required for effective project management by including the processes recommended by the Project Management Institute. 

The plans outlined the recommended activities to complete the project on scope; budget; schedule; met stakeholder expectations; ensured effective communication; and specified the additional resources required for the successful implementation of the project. 

The general objective of the project was to create a Project Management Plan for the Caribbean Disaster Emergency Management Agency for the Procurement Policies and Procedures Standardization project utilizing best practice standards and the processes outlined by the Project Management Institute in their publication entitled “A Guide to the Project Management Body of Knowledge – Sixth Edition”. 

The specific objectives were: to conduct an analysis of the existing procurement policies and procedures within the CDEMA Coordinating Unit (CU), to create a project charter which formally authorizes the Project, to create the project management plan, which defines how the project will be executed, monitored and controlled, to develop a scope management plan, which defines the scope of the project and outlines the activities required to complete the project successfully, to create a sustainable cost management plan and ensure adequate funds are allocated to the project to meet its deliverables, to develop a schedule management plan to support the development and management of the project schedule to ensure that work is completed as per agreed terms and conditions, to create a stakeholder management plan, which includes all project stakeholders, their needs and expectations and to ensure effective stakeholder management, to establish a communications management plan to ensure the timely and effective communication for the project to its stakeholders, to develop a procurement management plan, which captures all external human and financial resources required for the Agency to achieve its results and, to develop a procurement strategy, which outlines the types of agreements required for the project.

Descargar Aquì:

http://www.uci.ac.cr/Biblioteca/Tesis/PFGMAP1989.pdf