Examinando por Materia "Maturity models"
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Ítem Análisis de madurez y diseño de una oficina de gestión de proyectos (PMO) para Fundasuperior Integral Group S.A.S.(Universidad EAFIT, 2024) Martínez Ardila, Leidy Sorely; Tobar Guinand, José MauricioÍtem Diagnóstico de la madurez de la PMO conformada por las empresas de construcción Mejía Acevedo S. A. S. y Comercializadora SYE(Universidad EAFIT, 2023) Arias Cely, Andrés Fernando; Arias Giraldo, María Piedad; Henao Arango, María CeciliaThe construction sector has been mainly one of the sectors that has had the greatest reception and adherence to project management, this due to the considerable number of positions, roles or fronts of activities that intervene in the execution of projects. The degree work developed in this document has as its main objective to carry out a diagnosis of the level of maturity of the PMO of two companies in the construction sector in the city of Medellín, Antioquia; such as Mejía Acevedo S. A. S. and Distribuidora SYE. For this development we will take as a base the definitions of the PMI in its OPM3 model. The model evaluates the maturity of the project management office that both companies have together, providing best practices that generate value. It is carried out considering eight (8) leaders who, through interviews focused on the Project dimension, respond at process levels (standardization, measurement, control and improvement) as well as an interview based on principles and behaviors such as the performance domains provided by the PMBOK® (PMI, 2017). The findings allow us to conclude that the PMO has a highly level of maturity, in which the work and activities of the projects are integrated into the organization´s strategy. Likewise, there are independent, self-disciplined teams that respond to results. Best practices are also identified. Focused mainly on strengthening communication and that will allow them to potentiate the scope of the projects. The result of performance domains highlights that the project work has a fluid and clear communication for the execution and alignment of the tasks where it is controlled and fed back with agility to make efficient definitions.Ítem Diagnóstico de madurez y diseño de PMO para la gestión de proyectos para la empresa Productos Químicos Panamericanos S.A.(Universidad EAFIT, 2023) Hoyos Jiménez, Mauricio; Tobar Guinand, José MauricioÍtem Diagnóstico y diseño de una oficina de gestión de proyectos (PMO) para Cadena S.A.(Universidad EAFIT, 2023) Rangel Morales, Ruddy María; Mesa Vanegas, Julián David; Díez Benjumea, Jhon MiguelÍtem Diseño de PMO para la empresa carrocera Busscar de Colombia S.A.S.(Universidad EAFIT, 2021) Segura García, Diego Alejandro; Henao Arango, María CeciliaBusscar de Colombia S.A.S. is a bodybuilder company that develops mobility experiences, is one of the most important industries in the country that supplies passenger’s transport vehicles in the different market segments. More than 10 years ago, the company has been making a market opening process towards Latin American market exporting his products to different countries. The market in which company operates, forces it to be in motion and to keep improving his processes, products, and services, and despite that during last years the company has reached the successful development of many objectives and projects, nowadays the number of simultaneous needs that the company must solve, are requiring that de company review, adjust, standardize, and centralize his Project Managment process. This document describes the design process of the Busscar de Colombia S.A.S. PMO, that will promote and improve the standardized and centralized Project Managment culture to all company departments, improving his whole administration. In this study, a general diagnosis will be carried out to determine the maturity status of the company in terms of project management, an appropriate methodology will be established to the needs of the business and will define the roadmap for the implementation of a PMO that allow to establish standards, controls and strategies that guarantee the health of the projects that are developed within the company.Ítem Diseño de una Oficina de Dirección de Proyectos (PMO) para la empresa Impointer S.A.S. de la ciudad de Pereira(Universidad EAFIT, 2021) Rengifo Almanza, Daniel Fernando; Tobar Guinand, José MauricioÍtem Estructuración de una oficina de gerencia de proyectos en una pyme del sector de infraestructura en Colombia(Universidad EAFIT, 2023) Alzate Ramírez, David Felipe; López Alarcón, Didier Fernando; Henao Arango, María CeciliaThis paper presents the research and the process carried out for the creation of the project management office of the company "Consultorías y Obras Civiles JF S.A.S", an organization that executes construction projects with more than 10 years of presence in the market. For the study, the maturity model OPM3 (Organizational Project Management Maturity Model) is selected in order to establish the respective level of maturity of the organization. Using the methodology indicated by the model through the application of self-assessment surveys in the good practices established for projects, it is possible to determine the results of the variables related to the processes, improvements and facilitators, with their due qualification. This analysis yields negative results above 80% in most of the items analyzed, which shows a low maturity level in the organization. Based on this diagnosis, the most convenient PMO for the organization is established, defining its mission, its vision, its values, its functions, the definition of success, the critical success factors, the metrics, the PMO staff, the estimated budget of the PMO in its implementation and operation for a time horizon of 5 years and the organization chart of the PMO under investigation.Ítem Estructuración de una Oficina de Gestión de Proyectos (PMO) en la Corporación para el Desarrollo de Caldas(Universidad EAFIT, 2020) Pérez Bedoya, Gloria Sorany; Tobar Guinand, José MauricioThe present document contains a proposal to structure a Project Management Office (PMO) for the Caldas Development Corporation. This would permit the definition of a project management framework that would contribute to organizational objective achievement. Initially, OPM3 project management maturity level detection was formulated in accordance with Project Management Institute (PMI, 2017) guidelines. Said detection showed medium-high CDC project management maturity levels, totaling 47.36%, and low leadership, records of lessons learned, and project management health status reporting maturity levels. Considering the above, the control PMO was proposed to advise senior CDC project management, owing to its high level of strategic influence. This would allow for the development of a more comprehensive organizational structure, in which project management formed part of organizational strategic planning and participated in project resource allocation decision-making processes. Project office personnel’s limited qualifications and lack of support from the entity’s managerial level were shown to be limitations. Based on these results, PMO creation, as a new unit within organizational structure, is proposed. This would promote a project management culture and prioritize this in accordance with its alignment with strategic corporate objectives.Ítem Modelos logísticos de madurez para almacenes de clase mundial(Universidad EAFIT, 2024) Rendón González , Juan Esteban; Arrieta Posada, Juan GregorioÍtem Propuesta de oficina de dirección de proyectos (PMO) para la dirección técnica operativa de la empresa Ginprosa, Bogotá(Universidad EAFIT, 2022) Naranjo Henao, Clemencia; Giraldo Escobar, Jorge Hernán; Gómez Salazar, Elkin ArcesioThis research work is focused on the structuring of a PMO for the company Ginprosa in the city of Bogotá, applying the good practices and guidelines of the Project Management Institute (PMI), whose purpose is to obtain better performance of the organization in development of projects for the purpose of align strategic objectives with those of the business. All this by making the maturity diagnosis of the company, reviewing the organization's documentation and carrying out questionnaires to the management personnel, in order to analyze the results obtained from the applied maturity model, specify the PMO that best suits the needs of the organization; subsequently, the mission, objectives and functions, resources, cost and organizational structure necessary for its operation are defined with the purpose of contributing to the achievement of the missionary objectives of the organization. Finally, the success indicators of the PMO are determined to measure them when it is in operation.