Repositorio Institucional Universidad EAFIT ::Examinando por Materia "PMI"

Examinando por Materia "PMI"

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Análisis de lecciones aprendidas en el proyecto “Primavera – Country life” de la empresa Acierto Inmobiliario
(Universidad EAFIT, 2023) Murillo Montes, Catalina; Gómez Salazar, Elkin Arcesio
Análisis de madurez en proyectos de la empresa Sicon Ingeniería S.A.S., caso aplicado : “construcción del parque recreo deportivo y cultural El Llano, del municipio de Marmato, Caldas”
(Universidad EAFIT, 2024) Quiceno Cardona , Mauricio Alberto; Gómez Salazar, Elkin Arcesio
Buenas prácticas y lecciones aprendidas en la gerencia de un proyecto de comercio electrónico para un retail en Perú, a partir de los dominios de desempeño establecidos por el Project Management Institute (PMI)
(Universidad EAFIT, 2024) Suárez Selemin, Nathalia; Díez Benjumea, Jhon Miguel
Caracterización de la cultura organizacional e identificación de buenas prácticas en la gerencia de proyectos en sedes internacionales de la Compañía VeriTran S.A., basados en las áreas del conocimiento establecidas por el Project Management Institute (PMI)
(Universidad EAFIT, 2021) Sánchez Romero, Estefanía; Henao Arango, María Cecilia
Aiming to take advantage of the business model of the organization VeriTran S.A., which consists of providing its consulting and implementation services to the global financial industry for the construction of its mobile applications and transactional web portals, the management methodologies in each of the projects for the different countries are described, since there is not an standard methodology to approach all the projects of the organization, and when compared, it is identified that some methodologies work better than others. Additionally, there is an ingrained work culture within the organization that informs almost every aspect of its everyday running, which is why it is appropriate to determine how some elements of the organizational culture influence project management, in addition to the opportunity of identifying best practices in project management from four international offices, based on the areas of knowledge established by the Project Management Institute, PMI, in order to improve the organization's performance and achieve greater customer satisfaction. This master's work presents a consolidation of Good Practices in project management and how some elements of organizational culture influence the behavior and performance of the organization, through surveys designed with key questions from each of the areas of knowledge according to the PMI, through interviews designed with key questions for each of the PMI knowledge areas, and these in turn associating questions created based on experts criteria to cover the organizational culture.
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
Diagnóstico de madurez de la PMO de ARUS
(Universidad EAFIT, 2021) Angulo Martínez, Mario Germán; Areiza Sierra, Juan Esteban; Pabón Ramírez, Carolina
This research describes how the organizational maturity level in project management of ARUS PMO was diagnosed, through an adaptation of the OPM PMI standard. To make the diagnosis, a survey was used as a data collection instrument, which was formulated to people direct and indirectly related to PMO and the organizational project portfolio management. The main results were documented, tabulated and analyzed holistically, by sections according to the stages that the projects go through, by groups according to the position of the people and their relationship with the ARUS PMO. As the main result, it was determinate that the ARUS PMO has a maturity level of 3, which means the ARUS PMO is OPM defined by the organization, which is characterized by being a PMO with a defined process, roles, accountabilities, and project management can be predicted. However, during the results analysis, improvements and opportunities were detected, so that means that ARUS PMO can reach a maturity level 4, OPM quantitatively management maturity level; for that, the ARUS PMO must identify the life cycle that the project follows, in order to improve their planning and execution; moreover, it is also recommended that the PMO adapt to market trends and start using agile frameworks and tools that allow process automation, so PMO will be adapt faster to the changes that customer requires.
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; Gómez Salazar, Elkin Arcesio; Díez Benjumea, Jhon Miguel
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
Diseño de la oficina de proyectos para el centro de formación de los recursos naturales renovables “La Salada” del Sena regional Antioquia
(Universidad EAFIT, 2022) Marín Castaño, Paola Andrea; Rangel Gutiérrez, María Katalina; Henao Arango, María Cecilia
Diseño de una metodología para la dirección de proyectos de inversión basados en el Project Management Institute (PMI) para las áreas del conocimiento del alcance, tiempo y costo
(Universidad EAFIT, 2014) Escalante Gómez, Juan Esteban; Salazar Gómez, Francisco Javier; Gómez Salazar, Elkin Arcesio
El presente trabajo reúne la documentación técnica y funcional necesaria para establecer un marco metodológico en la dirección de proyectos de inversión a través de la adaptación de los lineamientos señalados por la Guía Metodológica del Project Management Institute (PMI), en relación a las áreas del conocimiento, alcance mediante la elaboración de estudios técnicos y la identificación de datos de salida de los procesos que constituyen datos de entrada relacionados a los grupos de procesos de la gestión de proyectos, el presente documento exhibe las necesidades, alcance, herramientas y técnicas, funcionalidades y aspectos administrativos, técnicos y financieros requeridos para la dirección de los proyectos de inversión
Diseño de una PMO para Chef Company
(Universidad EAFIT, 2020) López Gallego, Diana Patricia; Pabón Ramírez, Carolina
The digital marketing industry has shown a great growth in recent years, supported by digital transformation processes, in which organizations are immersed in this transformation, as a key element to improve their competitiveness, which means greater profitability and productivity. In this sense, this work aims to give to Chef Company guidelines for the creation of a project management office that supports processes associated with project management, in order to improve the performance of the organization, and to respond to this growing market, which is increasingly demanding at the methodological level. To achieve this goal, a diagnostic survey was applied, based on the maturity model of PM Solutions, by Crawford (2015), which indicates that in project management this organization has level 1, the lowest maturity level. This level implies that, for some knowledge areas of the Guide of PMBOK (PMI, 2013), Chef Company does not have established processes for project management, so it is one of the main tasks to be developed by the PMO, which is recommended. Based on the obtained results, recommendations were generated for each component of the maturity model, supported by PMI standard good practices, and the structure, the methodology and the performance indicators for Chef Company PMO were defined. All this aiming to reach the second level of maturity in project management within a period of six months, so an implementation plan is proposed establishing priorities according to the most critical components. Finally, the results of this work can be used in continuous improvement process of project management in the organization.
Diseño de una PMO para la subgerencia de distribución en la empresa de energía del Quindío
(Universidad EAFIT, 2024) López Valencia, Alexandra; Guiza Ramírez, Geraldyn; Tobar Guinand, José Mauricio
Diseño de una PMO para los proyectos de extensión de la Universidad Tecnológica de Pereira
(Universidad EAFIT, 2021) Cárdenas Valencia, Laura Ximena; Salazar Sicachá, Sara Jazmín; Garnica Barraza, Ernesto José
The Universidad Tecnológica de Pereira is a high quality accredited institution of education based on academia, investigation and extension; this research aims to design a Project Management Office – PMO for extension projects, following the Project Management Institute – PMI’s methodology, with the purpose of creating added value and positioning the UTP brand as a reference in project management at regional and national level. To achieve this goal, it starts with the diagnosis of the university’s level of project management using the OPM3 model, then it continues with the PMO Charter design, which contains the most appropriate structure, functions and indicators for this kind of projects based on the organizational context, and finally it establishes a responsibilities assignment and proposes a roadmap to its future implementation.
Elaboración de un plan de gestión con base PMI para la centralización del área de compras en el centro de servicios compartidos
(Universidad EAFIT, 2019) Roldán Quiceno, Sara; Díez Benjumea, Jhon Miguel
This paper seeks to develop a management plan to transfer and standardize the purchasing area for all countries in America in which Owens Illinois, hereinafter OI, operates, using the foundations for project management based on best practices proposed by the Project Management Institute (PMI). In order to achieve the above, the context of the organization and the function of the shared services center, CSC, as well as the functional area in question will be initially described, the strategic plan of the organization will also be presented to assess how it is aligned to this project. From the context information, the situation that creates the organizational need to standardize the purchasing department will be analyzed through a diagnosis of the status of the processes. Finally, a management plan will be proposed for the development of this project of transfer and standardization of the purchasing processes within the business units in OI America taking into account policies and procedures included in the best practices in project management so that be presented to the management of the service center and global operational excellence, the management of the service center of America and the purchasing management of the company globally.
Estilos y efectividad en el liderazgo e intervención en el conflicto : análisis de equipos de proyectos en EPM
(Universidad EAFIT, 2019) Calle Usuga, Elizabeth Cristina; López Gallego, Francisco
This research presents the results of the study focused on the assessment of preferences and effectiveness in leadership styles and conflict intervention in the adhocratic teams of the members of the Environmental and Social Management (GASPeI) of EPM, according to the Hersey and Blanchard situational model, the Thomas and Kilmann conflict management premises and the recommendations established by the PMI for the project team management required soft skills. The research was based on a methodology of qualitative modality, through the application of public use and academically endorsed assessment instruments; from which, similarities and differences in the preferences and effectiveness in leadership styles and conflict intervention of the selected project teams members were established as an analysis sample, achieving the identification of improvement opportunities in the driving skills of the teams in question, and likewise, establishing relationships between the predominant leadership and negotiation features of the participants of the analyzed project team and the recommendations established by the Project Management Institute (2017), regarding the soft skills that must be implemented to achieve the objectives, not only of the projects but also of the organization.
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 Cecilia
This 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.
Estudio de prefactibilidad para la producción, comercialización y promoción de una marca de cerveza artesanal en la ciudad de Bogotá, con base en la metodología Onudi
(Universidad EAFIT, 2024) Pineda Marín, Santiago; Amaya Peñuela, Iván; Díez Benjumea, Jhon Miguel
The craft brewery market is experiencing significant growth in Colombia and globally, making it a highly attractive sector for entrepreneurship. There is an opportunity to develop a project in this field, specifically in Bogotá. To assess the viability of the project, studies were conducted in key areas such as the environment, technology, legality, and finances, following the United Nations Industrial Development Organization (UNIDO) methodology. These studies allowed for analyzing the project's feasibility from different perspectives, considering potential environmental impacts, technical feasibility, legal compliance, and financial profitability. This comprehensive approach provides a solid foundation for making informed decisions regarding implementing the project in Bogotá's craft beer market.
Gestión de recursos humanos en la gestión de proyectos de organizaciones colombianas : paradojas entre la teoría y la práctica
(Universidad EAFIT, 2019) Agudelo Pérez, Daniela; Betancur Hurtado, Carlos Mario
The growing globalization of the business world generates today, more than ever, the need to have the ideal intellectual capital in organizations that contributes to the achievement of established strategic objectives and the generation of sustainable competitive advantages over time. The management of human resources constitutes a mechanism of great importance for the orientation to this achievement. This research will contrast the use of four methodologies for project management: PMI, IPMA, PRINCE2 and Scrum, from the point of view of human resource management and its application in the management of projects of Colombian organizations. The research contains a detailed documentary and bibliographic review that identifies the management of human resources in each of the methodologies examined and their application in organizations. Likewise, it carries out an analysis of the possible differences that exist in the theoretical and methodological perspectives with the daily practices of human management and the perception that those involved in project management have about its effects on organizational performance, throgh semi-structured interviews
Lecciones aprendidas en la ejecución de los componentes ambientales y sociales del Proyecto Pacífico 2 (4G Concesiones Viales en Colombia)
(Universidad EAFIT, 2021) Rivillas Herrera, Jorge Eliécer; Uribe de Correa, Beatriz Amparo; Salazar Gómez, Francisco Javier
In order to take full advantage of the experience and practices implemented in the Pacific 2 project to enhance the development of future infrastructure programs and/or projects, a Lessons Learned research was developed in the execution of the environmental and social components, where based on the voluntary actions carried out in these components; the lessons learned for the development of infrastructure were identified, classified based on the areas of knowledge established in the good practices of the PMI® that lead them, thus generating a repository for knowledge management and recommendations for future projects were proposed. In the first instance, a verification of the contractual and regulatory obligations of the concession contract was carried out and through a documentary review of contractual and audit reports; ten voluntary actions carried out in the project were identified (4 in the environmental component and 6 in the social component). In order to identify the lessons learned from each of these actions within the framework of the concession project, a survey was conducted with people who participated directly in its execution, from different levels and actors, surveying 20 people in total. With the analysis of the survey, a lesson learned was identified for each voluntary action, which was complemented with the following two aspects: In the first instance with an open interview to 3 people from the management level of the Concession and ANI, and in the second instance with a survey to 63 people from the community of the direct area of influence of the project that allowed validating the perception they have of the project, the concession and its actions. Next, each lesson learned was correlated with the area or areas of knowledge to which it relates within the framework of the PMI's good practices, raising considerations with key aspects to be taken into account in each one. Finally, for each of the lessons learned, an analysis and recommendations for future infrastructure projects are presented. The research work closes with a proposed matrix that consolidates all the information as a repository of lessons learned, to facilitate its consultation and application in the management of future projects.
Lecciones aprendidas en los primeros 12 meses de la etapa de construcción del proyecto “Construcción de las vías de acceso al túnel Guillermo Gaviria Echeverry, sector 2” en el departamento de Antioquia
(Universidad EAFIT, 2023) Bedoya Moreno, Julio César; Salcedo Soto, María Camila; Díez Benjumea, Jhon Miguel

Examinando por Materia "PMI"

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