Diseño de gestión de proyectos bajo la guía metodológica del Project Management Institute, INC. - PMI® para la empresa MABEGO S.A.S.

En la actualidad, las buenas prácticas del Project Management Institute, Inc. (PMI®) son utilizadas en muchas organizaciones para la estructuración, ejecución y cierre de diversos proyectos; las buenas prácticas recogidas por este Instituto han servido de base para que las empresas logren conseguir los objetivos estratégicos con una correcta gestión de los programas y proyectos que se vayan a emprender -- El sector de la construcción no es ajeno a la aplicación de estos estándares, más aún cuando el común denominador son los sobrecostos, la prolongación del cronograma y la variación del alcance, que finalmente terminan afectado la rentabilidad de los proyectos y redundan en la rentabilidad de la empresa -- Mabego S.A.S., es una empresa nueva dedicada a la estructuración, ejecución y venta de proyectos inmobiliarios, cuyo centro de operación es la ciudad de Pasto-Departamento de Nariño, el objetivo principal de la empresa es penetrar el mercado inmobiliario local, teniendo como fortalezas la experiencia y conocimiento aportado por los socios -- Con el presente trabajo se analizan los cuarenta y siete (47) procesos dentro de los grupos de inicio, planeación, ejecución, monitoreo y control, además de cierre establecidos en las diez (10) áreas del conocimiento que establece el PMI® en la guía de los fundamentos para la dirección de proyectos (Guía del PMBOK® - Project Management Body of Knowledge) quinta edición; se crea una metodología de acuerdo a las necesidades de la organización; para conseguirlo se analizaron cada uno de los procesos establecidos en el PMI® y como resultado se presenta la estandarización por medio de formatos y procedimientos que ayudan a la empresa a cumplir con los objetivos específicos de cada uno de sus proyectos -- La pertinencia del trabajo radica en la necesidad de la empresa Mabego S.A.S., de formalizar los procedimientos dentro de la misma, esto debido a que se pretende lograr una correcta estructuración, ejecución y liquidación de los proyectos, además, se aplicó una metodología definida con el objetivo de estandarizar los procesos internos y así lograr un posicionamiento en el sector de la construcción por medio del reconocimiento del cliente en la entrega a tiempo y con la calidad propuesta en los documentos de venta del proyecto

Diseño Oficina de Proyectos (PMO) más adecuada para INVERCONST S.A.S.

El presente documento contiene el diseño de una oficina de proyectos tipo básica para la empresa Inverconst S. A. S., como respuesta a la necesidad que tiene la empresa de articular sus proyectos con la estrategia organizacional, a través de proyectos administrados y gestionados de manera ordenada, con procesos de gestión repetibles y estandarizados, facilitando compartir recursos, metodologías, herramientas y técnicas en pro de proyectos exitosos -- El anterior propósito no implica una oficina de proyectos que deteriore la estructura financiera o la gestión de proyectos actual de la empresa -- Para el diseño de esta PMO fue necesario conocer cómo Inverconst S. A. S. gestiona sus proyectos actualmente, evaluando su nivel de madurez por medio del modelo OPM3® -- Esta información permitió definir y seleccionar el tipo de PMO más conveniente acorde con la situación actual – Así mismo, después de analizar diferentes metodologías en gestión de proyectos se diseñó una PMO que gestionara sus proyectos bajo los lineamientos del Project Management Institute (PMI®)

Propuesta de diseño de una Oficina de Gestión de Proyectos para la Dirección de Planeación de la Corporación Autónoma Regional del Valle del Cauca (CVC)

Con el propósito de contribuir a los resultados de gestión en una entidad ambiental como es la Corporación Autónoma Regional del Valle del Cauca (CVC), se diseñó una Oficina de Gestión de Proyectos (PMO), con base en el PMI, por su sigla Project Management Institute, integrada a la estructura orgánica de la entidad -- La idea surgió de la necesidad de posicionar su imagen corporativa en un escalón más alto ante la comunidad, al considerar para el efecto las circunstancias organizativas internas de la entidad, como los nuevos sistemas competitivos de gestión administrativa, operativa y técnica -- En dicho contexto, la entidad requiere fortalecer su capacidad de gestión institucional y se deben adoptar tácticas que definan el direccionamiento de la gestión, como la propuesta de diseño de una Oficina de Gestión de Proyectos para la Dirección de Planeación en cuanto a las políticas, los objetivos y los proyectos, que la lleven a superar los condicionantes, soportado en procesos de modernización, innovación y tecnología, mediante la organización de sus funciones y sus competencias y la formalización de sus procesos y procedimientos, tanto los técnicos como los administrativos y financieros, así como sus instrumentos de coordinación, comunicaciones, seguimiento y control

Sustainability, creativity and innovation in project management – Model development for assessing organizational performance through projects

Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.

Integrated project management in Indian petroleum industry

The Indian Petroleum Industry is passing through a very dynamic business environment due to liberalization. Effective project management for developing new infrastructures and maintaining the existing facilities has been considered as one of the means for remaining competitive but these practices suffer from many shortcomings, as time, cost and quality non-achievements are part and parcel of almost every project. This study focuses on identifying the specific causes of project failure by demonstrating first the characteristics of projects in Indian Petroleum industry and suggests some remedial measures for resolving these issues. The suggested project management model is integrated through information management system and demonstrated through a case study.

Investigating the role of knowledge management at various maturity levels of project management office

This thesis is an exploratory study to scrutinise Project Knowledge Management in Project-Based Organisations, specifically in the Project Management Office (PMO). It is the first attempt to investigate the maturity of Project Management, from a Knowledge Management perspective. The findings of this study address multiple Knowledge Management processes and practices to both assess the level of Knowledge Management Maturity in PMOs, and improve the capability of Project Knowledge Management in Project-based Organisations. This research significantly contributes to bridge the current gap in the existing Project Management Maturity Models.

Operational Flexibility: A Model for Effective Project Management

The aim of this study is to investigate the role of operational flexibility for effective project management in the construction industry. The specific objectives are to: a) Identify the determinants of operational flexibility potential in construction project management b) Investigate the contribution of each of the determinants to operational flexibility potential in the construction industry c) Investigate on the moderating factors of operational flexibility potential in a construction project environment d) Investigate whether moderated operational flexibility potential mediates the path between predictors and effective construction project management e) Develop and test a conceptual model of achieving operational flexibility for effective project management The purpose of this study is to findout ways to utilize flexibility inorder to manage uncertain project environment and ultimately achieve effective project management. In what configuration these operational flexibility determinants are demanded by construction project environment in order to achieve project success. This research was conducted in three phases, namely: (i) exploratory phase (ii) questionnaire development phase; and (iii) data collection and analysis phase. The study needs firm level analysis and therefore real estate developers who are members of CREDAI, Kerala Chapter were considered. This study provides a framework on the functioning of operational flexibility, offering guidance to researchers and practitioners for discovering means to gain operational flexibility in construction firms. The findings provide an empirical understanding on kinds of resources and capabilities a construction firm must accumulate to respond flexibly to the changing project environment offering practitioners insights into practices that build firms operational flexibility potential. Firms are dealing with complex, continuous changing and uncertain environments due trends of globalization, technical changes and innovations and changes in the customers’ needs and expectations. To cope with the increasingly uncertain and quickly changing environment firms strive for flexibility. To achieve the level of flexibility that adds value to the customers, firms should look to flexibility from a day to day operational perspective. Each dimension of operational flexibility is derived from competences and capabilities. In this thesis only the influence on customer satisfaction and learning exploitation of flexibility dimensions which directly add value in the customers eyes are studied to answer the followingresearch questions: “What is the impact of operational flexibility on customer satisfaction?.” What are the predictors of operational flexibility in construction industry? .These questions can only be answered after answering the questions like “Why do firms need operational flexibility?” and “how can firms achieve operational flexibility?” in the context of the construction industry. The need for construction firms to be flexible, via the effective utilization of organizational resources and capabilities for improved responsiveness, is important because of the increasing rate of changes in the business environment within which they operate. Achieving operational flexibility is also important because it has a significant correlation with a project effectiveness and hence a firm’s turnover. It is essential for academics and practitioners to recognize that the attainment of operational flexibility involves different types namely: (i) Modification (ii) new product development and (iii) demand management requires different configurations of predictors (i.e., resources, capabilities and strategies). Construction firms should consider these relationships and implement appropriate management practices for developing and configuring the right kind of resources, capabilities and strategies towards achieving different operational flexibility types.

The use of maturity models in improving project management performance:an empirical investigation

Purpose – The purpose of the paper was to conduct an empirical investigation to explore the impact of project management maturity models (PMMMs) on improving project performance. Design/methodology/approach – The investigation used a cross-case analysis involving over 90 individuals in seven organisations. Findings – The findings of the empirical investigation indicate that PMMMs demonstrate very high levels of variability in individual's assessment of project management maturity. Furthermore, at higher levels of maturity, the type of performance improvement adopted following their application is related to the type of PMMM used in the assessment. The paradox of the unreliability of PMMMs and their widespread acceptance is resolved by calling upon the “wisdom of crowds” phenomenon which has implications for the use of maturity model assessments in other arena. Research limitations/implications – The investigation does have the usual issues associated with case research, but the steps that have been taken in the cross-case construction and analysis have improved the overall robustness and extendibility of the findings. Practical implications – The tendency for PMMMs to shape improvements based on their own inherent structure needs further understanding. Originality/value – The use of empirical methods to investigate the link between project maturity models and extant changes in project management performance is highly novel and the findings that result from this have added resonance.

A multi-level model of leadership in complex project management

Management (or perceived mismanagement) of large-scale, complex projects poses special problems and often results in spectacular failures, cost overruns, time blowouts and stakeholder dissatisfaction. While traditional project management responds with increasingly administrative constraints, we argue that leaders of such projects also need to display adaptive and enabling behaviours to foster adaptive processes, such as opportunity recognition, which requires an interaction of cognitive and affective processes of individual, project, and team leader attributes and behaviours. At the core of this model we propose is an interaction of cognitive flexibility, affect and emotional intelligence. The result of this interaction is enhanced leader opportunity recognition that, in turn, facilitates multilevel outcomes.

The relationship between organizational and professional commitment in the case of project workers : implications for project management

The purpose of this article is to investigate the relationship between organizational and professional commitment of project workers. We first present (1) role-conflict theory and exchange theory to establish the multiple dimensions of commitment (affective, continuance, and normative) and (2) social identity theory to support our argument for different foci of commitment—organization and profession. Building on these theoretical lenses, we present the literature review that compares organizational and professional commitment of project workers with respect to the three dimensions of commitment. Adopting a positivist approach and a sample of 141 project workers, we use Pearson’s correlation to identify the relationship between affective organizational and affective professional, continuance organizational and continuance professional, and normative organizational and normative professional commitment. We report significant correlation between affective organizational commitment and affective professional commitment of project workers. The correlations between continuance organizational commitment and continuance professional commitment and normative organizational commitment and normative professional commitment are moderate. We then discuss the implications of these findings for the project management profession.

Investigating the future of project management : a co-word analysis approach

If Project Management (PM) is a well-accepted mode of managing organizations, more and more organizations are adopting PM in order to satisfy the diversified needs of application areas within a variety of industries and organizations. Concurrently, the number of PM practitioners and people involved at various level of qualification is vigorously rising. Thus the importance to characterize, define and understand this field and its underlying strength, basis and development is paramount. For this purpose we will referee to sociology of actor-networks and qualitative scientometrics leading to the choice of the co-word analysis method in enabling us to capture the project management field and its dynamics. Results of a study based on the analysis of EBSCO Business Source Premier Database will be presented and some future trends and scenarios proposed. The main following trends are confirmed, in alignment with previous studies: continuous interest for the “cost engineering” aspects, on going interest for Economic aspects and contracts, how to deal with various project types (categorizations), the integration with Supply Chain Management and Learning and Knowledge Management. Furthermore besides these continuous trends, we can note new areas of interest: the link between strategy and project, Governance, the importance of maturity (organizational performance and metrics, control) and Change Management. We see the actors (Professional Bodies, Governmental Bodies, Agencies, Universities, Industries, Researchers, and Practitioners) reinforcing their competing/cooperative strategies in the development of standards and certifications and moving to more “business oriented” relationships with their members and main stakeholders (Governments, Institutions like European Community, Industries, Agencies, NGOs…), at least at central level.

The relation between organizational and professional commitment in case of project workers : implications for the project management

The purpose of this paper is to investigate the relationship between organizational and professional commitment of project workers. We first present (i) role–conflict theory, and exchange theory to establish the multiple dimensions of commitment—affective, continuance, and normative; and (ii). social–identity theory to support our argument for different foci of commitment—organization and profession. Building on these theoretical lenses, we present the literature review that compares organizational and professional commitment of project workers with respect to the 3 dimensions of commitment. Adopting a positivist approach and a sample of 141 project workers, we use Pearson’s correlation to identify the relationship between affective organizational and affective professional, continuance organizational and continuance professional, and normative organizational and normative professional commitment. We report significant correlation between affective organizational commitment and affective professional commitment of project workers. The correlations between continuance organizational commitment, and continuance professional commitment; and normative organizational commitment, and normative professional commitment are moderate. We then discuss the implications of these findings for the project management profession.

Modification of advanced programmatic risk analysis and management model for the whole project life cycle’s risks

The advanced programmatic risk analysis and management model (APRAM) is one of the recently developed methods that can be used for risk analysis and management purposes considering schedule, cost, and quality risks simultaneously. However, this model considers those failure risks that occur only over the design and construction phases of a project’s life cycle. While it can be sufficient for some projects for which the required cost during the operating life is much less than the budget required over the construction period, it should be modified in relation to infrastructure projects because the associated costs during the operating life cycle are significant. In this paper, a modified APRAM is proposed, which can consider potential risks that might occur over the entire life cycle of the project, including technical and managerial failure risks. Therefore, the modified model can be used as an efficient decision-support tool for construction managers in the housing industry in which various alternatives might be technically available. The modified method is demonstrated by using a real building project, and this demonstration shows that it can be employed efficiently by construction managers. The Delphi method was applied in order to figure out the failure events and their associated probabilities. The results show that although the initial cost of a cold-formed steel structural system is higher than a conventional construction system, the former’s failure cost is much lower than the latter’s

Alternative modes of entrepreneurial opportunity exploitation : the case on inter-organizational project

While entrepreneurship research has taken firm formation to be the predominant mode of opportunity exploitation, entrepreneurship can take place through many other types of organizational arrangements. In the present article, we consider one such alternative arrangement, namely the formation of inter-organizational projects (IOPs). We propose a multi-level contingency model that suggests that uncertainty both at the level of the firm and at the level of the environment makes the exploitation of opportunities through IOPs more likely. The model is tested by telephone survey data collected amongst a panel of 1725 SMEs and longitudinal industry data. Our findings provide strong support for the industry-level part of the model, but interestingly, only partial support for the firm level part of the model. This indicates that the effects of uncertainty need to be dissected into different levels of analysis to understand the conditions under which alternative modes of opportunity exploitation can be a prominent entrepreneurial alternative to new firm formation.