Examinando por Materia "OPM3"

Mostrando 1 - 16 de 16
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    Diagnóstico de madurez de gestión de proyectos para la unidad estratégica de negocios de movilidad de la empresa Celsia
    (Universidad EAFIT, 2024) Silva Rodríguez , Daniela Alejandra; Salazar Gómez, Francisco Javier
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    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 Mauricio
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    Diagnóstico y análisis de madurez para el diseño de una PMO en el departamento de servicios técnicos de la organización Drummond Ltd.
    (Universidad EAFIT, 2024) Martínez Plata, Rafael Eduardo; Duque Corredor, Martha Patricia; Tobar Guinand, José Mauricio
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    Diagnóstico y análisis de madurez para el diseño de una PMO en Teleantioquia
    (Universidad EAFIT, 2024) Vélez Hernández, Yoana; Tobar Guinand, José Mauricio
    This thesis assesses the project management maturity level of the public TV channel Teleantioquia and proposes the design of a Project Management Office (PMO) tailored to its needs, using the PMI's OPM3 model. The initial diagnosis will identify gaps in the current processes, and the proposal will address the structure, functions, processes, and tools needed to improve project management. The goal is to optimize resources, standardize processes, and align projects with the company's strategic objectives.
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    Diagnóstico y análisis de madurez para la creación de una oficina de dirección de proyectos en la empresa Sólida Vivienda y Hábitat Solidarios S.A.S.
    (Universidad EAFIT, 2023) Lemus Pineda, Mario Fernando; Tobar Guinand, José Mauricio
    The present work is focused on the design of a project management office (PMO) following the guidelines of the Project Management Institute (PMI), for the real estate projects of the company Sólida, the main shareholder of the Confiar Foundation, with the purpose of responding to the current problem of standardization and good practices in processes, coupled with the lack of culture in project management. For this, the internal and external environmental factors of the organization analyzed, understanding very well its interaction with the environment and its subsidiary companies, making them part of the strategies for the implementation of the PMO. Different maturity models were also evaluated that would allow measuring the degree of effectiveness of their processes and their contribution to the fulfillment of the organization's strategic objectives, among which the organizational project management maturity model (OPM3®) was chosen, which is supported by the PMI. The implementation of this model showed a low level of maturity, identifying the aspects to improve within the life cycle of the projects, the process groups and the knowledge areas, resulting in the design of a supportive or consultative PMO that provides continuous support and support to the organization, in which a development of methodologies is initially established through the standardization of processes and personnel are trained to improve their project management skills.
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    Diseño de la Oficina de Proyectos (PMO) para Oleoducto Central S. A.
    (Universidad EAFIT, 2014) Amaya Vanegas, Efraín; Henao Cálad, Mónica; Jaramillo Lasso, Carlos Andrés
    En el estado actual de la economía y de la industria colombiana se hace evidente que los proyectos juegan un papel importante en el cumplimento de los objetivos estratégicos de las organizaciones del sector minero-energético -- Para garantizar el éxito de los proyectos, la entidad debe asegurar que las competencias organizacionales sean las apropiadas para el tamaño y complejidad de sus proyectos -- La unidad organizacional con dicha responsabilidad es la Oficina de Proyectos la cual se crea con el propósito de “maximizar la probabilidad de éxito de los proyectos desarrollados por la compañía" -- El objetivo del trabajo de grado es conceptualizar el diseño más adecuado de la oficina de Proyectos para Oleoducto Central S.A., teniendo en cuenta su estado actual de madurez en gestión de proyectos y las necesidades específicas de la empresa -- Se realizará un estudio descriptivo que tendrá como alcance las fases de diagnóstico organizacional y el diseño de la PMO -- Este documento se desarrolla para dar cumplimento al requisito para optar al título de Magíster en Administración de Empresas de la Universidad EAFIT y como trabajo de aplicación de los conocimientos adquiridos a lo largo de la Maestría en áreas como línea de énfasis en proyectos, principios de dirección, sistema de información, gerencia de desarrollo humano, gerencia de operaciones y gestión de conocimiento
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    Diseño de PMO para la empresa carrocera Busscar de Colombia S.A.S.
    (Universidad EAFIT, 2021) Segura García, Diego Alejandro; Henao Arango, María Cecilia
    Busscar 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.
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    Diseño de una oficina de gestión de proyectos (PMO) para el Centro de Innovación y Desarrollo Tecnológico – CIDT de Pereira
    (Universidad EAFIT, 2019) Cardona Dúque, Julián Andrés; Sanint Londoño, Julián; Tobar Guinand, José Mauricio
    In this thesis, the problems presented in the projects managed by the CIDT are shown, as well the objective of designing a project office (PMO) according to the needs and requirements of the CIDT, a methodological development is proposed evaluating the level of maturity in project management using the OPM3 guide, then the most appropriate type of PMO is defined and designed according to the characteristics of the organization and that allowed to meet the needs of the center.
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    Diseño de una PMO para la empresa Construcciones MPS
    (Universidad EAFIT, 2023) Navarro Marulanda, María Camila; Meza Botero, Valentina; Henao Arango, Maria Cecilia
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    Diseño y estructuración de la oficina de gestión de proyectos (Project Management Office, PMO) de Arkix S.A.S.
    (Universidad EAFIT, 2019) Ruiz Zapata, Mateo; Gómez Salazar, Elkin Arcesio
    This degree work will design and deliver the necessary elements for the structuring of the PMO (the Project Management Office) of Arkix, a digital marketing agency located in Medellin, aimed at generating comprehensive digital strategies for large companies nationwide. Specifically, the work seeks to guide the areas of Digital Experiences towards the strategic objectives posed by management. This exercise will lead to a design proposal that allows an optimal restructuring of the project management practice in the company. For this, three actions will be carried out in this work. In the first place, the current state of the company will be explored, followed with a view to choosing the most appropriate methodology, in order to carry out the diagnosis of maturity in project management; finally, this information will be the basis for designing the most successful PMO structure. This PMO model will lay the foundations to combine the methodologies, standards, certifications and DNA of the company with the management trends of projects that are being at the forefront of the market. All of the above will lead the company to continuing to mature its capacity, performance and agility in the execution of projects.
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    Estructuración de una PMO para la Universidad Católica de Manizales
    (Universidad EAFIT, 2024) Jiménez Tabares, Freddy Armando; Díez Benjumea, Jhon Miguel
    This degree work presents the proposal of the structure of a Project Management Office (PMO) for the Catholic University of Manizales, as a support for the formulation and management of institutional projects. In order to achieve this objective, we start with the evaluation of project maturity within the institution, under the Organizational Project Management Maturity Model (OPM3). The OPM3 methodology provides a structured assessment of project management maturity, which allowed identifying the strengths and weaknesses of the university. On this basis, a PMO was designed that fits UCM's needs, defining its objectives, functions, services and organizational structure. The proposed PMO serves as a reference framework for project management at the university and allows for the establishment of a continuous improvement process.
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    Oficina de dirección de proyectos para la empresa PYME de prestación de servicios de ingeniería Estructuras Nabla 4 S.A.S.
    (Universidad EAFIT, 2020) Hurtado Caraballo, Javier Eduardo; Tobar Guinand, José Mauricio
    Project Management Office (PMO) for the SME provision of engineering services company Estructuras Nabla 4 S.A.S.
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    Propuesta de una PMO a partir del estudio de madurez de la Caja de Compensación Familiar de Risaralda en el servicio de salud
    (Universidad EAFIT, 2023) Barahona Gómez, Bivianne Andrea; Tabares Naranjo, Germán; Díez Benjumea, Jhon Miguel
    The objective of this research work is to propose a model of a Project Management Office (PMO) for Caja de Compensación Familiar de Risaralda, on the health department. To achieve this objective, it was necessary to define the current state of the organization in terms of project management, adopting the guidelines defined by the Project Management Institute (PMI), where, through its Organizational Project Management Maturity Model (OPM3) model, allowed determine that the level of maturity of the organization is in a level 2-process. According to the Kerzner methodology, the organization is in stage 1 – project office. Subsequently, the aspects of the organization to improve were identified. A strategy was established that would facilitate the organization a change or transition to a competitive and innovative entity, going from traditional project models to the implementation of the most agile in their development and the centralization and structuring of a PMO for the service of health. Then it was proposed to use the Value Ring methodology to define the procedures, standards, metrics, and all the necessary actions to develop the improvements to the current planning office of the organization. Finally, a strategy for changing the current structure of the planning office was proposed, where the necessary actions for the implementation and operation of the management office (PMO) were defined.
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    Rediseño de la oficina de proyectos de la Vicerrectoría de Descubrimiento y Creación de la Universidad EAFIT (Medellín-Colombia)
    (Universidad EAFIT, 2021) Martínez Grisales, Ana Sofía; Samboni Navarrete, Angela Viviana; Garnica Barraza, Ernesto José
    The redesign of the Projects Office processes of the Vice Rectory of Discovery and Creation at Universidad EAFIT-Medellín, the initial phase consisted of a maturity diagnosis that included a series of semi-structured interviews with different internal and external stakeholders, and a survey under the OPM3® model that evaluated both the organizational facilitators and the knowledge areas, called process groups for this work. As a result of this evaluation, of the ten knowledge areas, seven of them are at a maturity level 2 called "Measure" and the remaining three are at level 1 "Standardize". Based on this, the process of updating 24 processes already existing in the PMO was undertaken, where the roles, functions and general metrics were incorporated. Likewise, the information and documentation of 15 processes that did not exist in the project office was collected. Finally, proposals and recommendations are presented to close the main gaps identified in the processes evaluated at maturity level 1 in order to elevate them to a higher maturity level in the short and medium term.