Företag kan ha olika struktur och med denna organisationsstruktur kommer en del utmaningar. Matrisorganisationer är en utformning av det mer komplexare slaget och dess tydligaste kännetecken är multipla rapporteringsvägar. På senare tid har det visat sig att matrisorganisationer som arbetar med Project Management Office (PMO) har problem med hur de ska prioritera sina projekt. Detta för att beslutsvägarna är komplexa och det många gånger är svårt att veta vem det är som bestämmer.   Syftet med studien var att beskriva och analysera prioriteringsprocessen i ett PMO som existerar i en matrisorganisation. Studien har även velat påvisa vilka faktorer som påverkar denna prioriteringsprocess. För att besvara syftet har en deskriptiv undersökningsmetod använts med en deduktiv ansats. Studien har haft Företag X i Västerås som fallföretag, där utförliga intervjuer har genomförts med relevanta informanter för att samla in empiri.   I studien beskrivs begrepp som är kopplade till prioriteringsprocessen i ett PMO i en matrisorganisation, uppdelade i fyra olika teman; projekt, styrning, beslutsfattande och organisation. Studiens resultat och analys börjar med en verksamhetsbeskrivning men är sedan indelat i fem rubriker. Direkt under samtliga av dessa rubriker sker en analys utifrån den teoretiska referensramen. Därefter sker en djupare diskussion gällande prioriteringsprocessen och dess påverkande faktorer.   Denna studie påvisar att fallföretaget saknar en tydlig prioriteringsprocess. Väldefinierade IS strategier och Business drivers i kombination med rätt visualiseringsverktyg underlättar prioriteringsprocessen för en matrisorganisation. Andra faktorer som även påverkar är styrning och struktur i PMO, beslutsfattande och resurser.

Objective: Public projects are used to deliver policy objectives. From a financial perspective, the Major Projects Authority (MPA) estimated a whole life investment of £488 billion for 199 major projects in 2014, only a small subset of the total number of public projects. Given the financial exposure, the impact of endemic public project failures could put the economic health of the nation at risk. This thesis studies the challenges facing public projects. It applies an organisational capabilities lens to investigate projectification, when organisations shift away from functional-based organising (FBO) toward project-based organising (PBO). Research Design: This study adopts an interpretivist research paradigm, with a constructionist epistemology and an idealist ontology, and employs an abductive research strategy. Structurally, it follows the Cranfield Executive Doctorate in Business Administration (DBA) methodology, with a linking document that summarises three complementary research projects: a systematic literature review (SLR) followed by two empirical studies that investigate the Department of Health (DoH) during the early phases of the Next Stage Review Implementation Programme (NSRIP). The findings are derived from over 250 academic literature sources, 100 government publications and 41 semi-structured interviews.

<div>This study aimed to identify if data and analytics are, or can be, meaningfully and extensively used for improving efficiencies in project management. The research problem was addressed using a survey, involving capture, collection, analysis and interpretation of qualitative (and some quantitative) data obtained from industry practitioners of project management.</div><div><br></div><div>The study was completed in two important parts. First was the laying of groundwork which involved questionnaire planning and design to ensure coverage, completeness, relevance, usefulness, and logical (and where pertinent, statistical) validity of the answers for performing analysis and drawing inferences. The second part was the actual analysis of the survey results, and compilation of the research details into this written report with a conclusion (my M.S. thesis). </div><div><br></div><div>The survey was mainly in the form of multiple-choice questions, along with two free form text boxes to glean additional insights from comments and notes that structured questions with fixed choices for answers could not have easily elicited.</div><div><br></div>

La investigación presenta como objetivo la “Implementación del Diseño de una PMO en la Empresa Consultora San Benito” y surge por la necesidad de mejorar los procesos internos de dirección de proyectos dentro de la organización, ya que en la actualidad existen diferencias entre la Gerencia de Construcción y la Gerencia de Planeamiento e Ingeniería, por falta de procedimientos claros y estandarizados en ambas áreas, que afecta la dirección de proyectos, es por ello que se hace necesario diseñar una Oficina de Dirección de Proyectos (PMO), alineados a los objetivos de la empresa para desarrollar y multiplicar las mejores prácticas, con el conocimiento para los futuros proyectos. La implementación de una PMO permitirá el uso estandarizado de procesos de dirección de proyectos que se basan en las mejores prácticas de la industria, necesarios para la óptima dirección de proyectos. Por lo que, se desarrollará la implementación del diseño de una PMO para mejorar el desempeño de los proyectos ajustados a los objetivos estratégicos organizacionales; así como desarrollar y replicar las mejores prácticas, con el conocimiento adquirido para los futuros proyectos de la empresa. / The objective of the research is the "Implementation of the Design of a PMO in the Consulting Company San Benito" and arises from the need to improve the internal processes of project management within the organization, since currently there are differences between the operational area and the engineering area, due to the lack of clear and standardized procedures in both areas, which affects project management, which is why it is necessary to design a Project Management Office (PMO), aligned with the company's objectives to develop and multiply best practices, with knowledge for future projects. One of the main problems faced by consulting companies worldwide is the lack of application of project management standards such as the PMBOK Guide. These are necessary for the constant search of practical and technical tools, as well as other instruments necessaries for the management of projects to guide the fulfillment of the objectives and goals of the project proposed by the organization. The Implementation of a Project Management Office (PMO) will allow the standardized use of project management processes that are based on the industry best practices, necessary for the optimal management of projects. This research work will develop the implementation of the design of a Project Management Office (PMO) to improve the performance of projects aligned with the objectives of the organization; it will explain on how to develop and expand the best practices with the knowledge acquired for the future projects of the company. / Trabajo de investigación

El presente trabajo de investigación se ha elaborado con la finalidad de minimizar las pérdidas de dinero en la implementación de proyectos, así como, maximizar el uso de recursos propios de la organización y el alineamiento estratégico de la empresa Peruana Pesquera. Nuestro trabajo de investigación está compuesto por cinco capítulos. En el primer capítulo se identifica las estrategias metodológicas y herramientas a implementar, así como el modelo de madurez necesario para la evaluación en gestión de proyectos de la empresa. En el capítulo dos, hacemos mención a la situación actual de la empresa y su situación dentro del rubro pesquero, también brindamos una introducción a su alineamiento estratégico y estructura organizacional. Por otro lado, se indica la situación problemática que aqueja actualmente la organización. En el capítulo tres, se provee de información para la propuesta de solución, así como los objetivos y alcances del proyecto planteado. Se muestran indicadores de éxito, riesgos identificados y planes de respuesta a los riesgos del proyecto. Debido a que la propuesta de solución nace desde el área de Tecnologías de Información, por ser un área involucrada en la elección de proyectos de la empresa de manera transversal, se tomará en consideración las herramientas que son usadas por esta área para la gestión de proyectos, así como estándares y bases de conocimiento, en los proyectos de toda la empresa como una primera fase, siendo esta nuestra propuesta de implementación para la Oficina de Dirección de Proyectos (PMO). En el capítulo cuatro nos brinda información referente a la justificación económica del proyecto, costos de implementación y análisis de inversión, así como los beneficios del proyecto y la propuesta de implementación para la Oficina de Dirección de Proyectos (PMO). Por último, el capítulo cinco nos brinda las conclusiones y recomendaciones del trabajo de investigación. / The present research work has been prepared with the purpose of minimizing the losses of money in the implementation of projects, as well as, maximizing the use of the organization's own resources and the strategic alignment of the Peruvian Fishing Company. Our research work consists of five chapters. In the first chapter, the methodological strategies and tools to be implemented are identified, as well as the maturity model necessary for the evaluation of the company's project management. In chapter two, we mention the current situation of the company and its situation within the fishing industry, we also provide an introduction to its strategic alignment and organizational structure. On the other hand, the problematic situation that the organization is currently suffering is indicated. In chapter three, information is provided for the proposed solution, as well as the objectives and scope of the proposed project, success indicators, identified risks and project risk response plans are shown. Because the solution proposal is born from the Information Technology area, as it is an area involved in the company's selection of projects in a transversal way, the tools that are used by this area for project management will be taken into consideration, as well as standards and knowledge bases, in the projects of the entire company as a first phase, this being our proposal for implementation for the Project Management Office (PMO). In chapter four, it gives us information regarding the economic justification of the project, costs of implementation and investment analysis, as well as the benefits of the project and the proposal of implementation for the Project Management Office (PMO). Finally, chapter five gives us the conclusions and recommendations of the research work. / Trabajo de investigación

Submitted by Felipe Fernandes de Moraes Bittencourt (felipefmbittencourt@gmail.com) on 2014-04-15T19:50:17Z No. of bitstreams: 1 Dissertação FGV-MEX Felipe Bittencourt.pdf: 21536720 bytes, checksum: 72cbbffe5e2a51b9c78a303decaec312 (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2014-04-30T19:42:11Z (GMT) No. of bitstreams: 1 Dissertação FGV-MEX Felipe Bittencourt.pdf: 21536720 bytes, checksum: 72cbbffe5e2a51b9c78a303decaec312 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2014-05-08T13:40:44Z (GMT) No. of bitstreams: 1 Dissertação FGV-MEX Felipe Bittencourt.pdf: 21536720 bytes, checksum: 72cbbffe5e2a51b9c78a303decaec312 (MD5) / Made available in DSpace on 2014-05-08T13:40:58Z (GMT). No. of bitstreams: 1 Dissertação FGV-MEX Felipe Bittencourt.pdf: 21536720 bytes, checksum: 72cbbffe5e2a51b9c78a303decaec312 (MD5) Previous issue date: 2014-02-19 / Projects are currently indispensable part of organizations. The field of project management is gaining importance and organizations seek ways to ensure that your projects are more effective and efficient increasing their profit. Within this context, the project management office emerges as one way of leveraging project management within organizations. In public administration, offices are still seen as a way to make the transition from an management model oriented processes to another results oriented model. The literature highlights its many qualities, but studies show that people still do not have clarity of the value generated by the offices. This study found what are the perceived benefits of project management offices in public administration and also their acceptance within the organization. The research was conducted through a multiple case study where interviews were addressed through a structural content analysis that resulted in a structure that relates the benefits of project management offices and their acceptance. The structure shows how organizational factors lead to resistance and low acceptance to the project office and its functions, while the functions generate benefits that are responsible for legitimizing the offices and increase their acceptance. The scenario placed is criticai to understand the time required for the office can add value to the organization. / Os projetos são atualmente parte indispensável das organizações. O campo de gerenciamento de projetos vem ganhando importância e as organizações buscam meios de garantir que seus projetos sejam mais eficazes e eficientes gerando retorno. Dentro deste contexto, o escritório de projetos surge como um meio de alavancar a gestão de projetos dentro das organizações. Na administração pública os escritórios ainda são vistos como um caminho para fazer a transição de um modelo de gestão voltado para processos para outro voltado para resultados. A literatura destaca suas inúmeras qualidades, entretanto estudos mostram que as pessoas ainda não tem clareza do valor gerado pelos escritórios. Desta forma, esta pesquisa buscou verificar quais são os benefícios percebidos de escritórios de gerenciamento de projetos da administração pública e também qual a sua aceitação dentro da organização. A pesquisa foi conduzida através de um estudo de casos múltiplos onde as entrevistas realizadas foram tratadas por meio de uma análise de conteúdo estruturalista que resultou numa estrutura que relaciona os benefícios dos escritórios de projetos a sua aceitação. A estrutura mostra como fatores organizacionais levam a uma resistência e baixa aceitação ao escritório de projetos e as suas funções. Ao mesmo tempo, as funções geram os benefícios que são responsáveis por legitimar os escritórios e aumentar a sua aceitação. O cenário colocado é fundamental para compreender o tempo necessário para que o escritório possa agregar valor à organização.

Made available in DSpace on 2010-04-20T20:48:07Z (GMT). No. of bitstreams: 3 71060100668.pdf.jpg: 17830 bytes, checksum: b31acec23e50cac4b87f8e6a19343441 (MD5) 71060100668.pdf.txt: 429671 bytes, checksum: 78fd45340c9a421d45a477214e72bacf (MD5) 71060100668.pdf: 1210154 bytes, checksum: baea48b8a27e8188e5e000e55bc1896b (MD5) Previous issue date: 2009-02-12T00:00:00Z / Escritórios de Projetos (EP) são entidades organizacionais a quem são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica destes investimentos, a criação destas entidades começou a se intensificar na década de 90 fora do contexto das empresas orientadas a projetos. Muito embora grandes empresas tenham criado um EP em sua área de TI (EP-TI), outras optaram por não fazer isso, o que sugere a seguinte questão de pesquisa: quais são as condições organizacionais que justificam e que não justificam a criação de EP-TI ? O método de pesquisa usado para abordar esta questão consistiu em desenvolver e testar um modelo conceitual dos direcionadores da decisão de criação de EP-TI. O modelo foi desenvolvido indutivamente a partir dos motivadores para criar ou não criar EP relatados na literatura e encontrados em quatro estudos de casos de grandes empresas brasileiras, privadas, não orientadas a projetos. Este modelo foi então testado empiricamente aplicando-se análise discriminante a dados coletados em 40 grandes empresas brasileiras. Constatou-se que apenas dois dos quatro direcionadores previstos no modelo inicial são estatisticamente significantes, a saber, a satisfação com o controle do portfolio de projetos de TI e a opinião favorável da direção da empresa sobre EP em geral. O modelo reduzido, representado pela função discriminante, resultou estatisticamente significante, com uma taxa de acerto na classificação de novas observações bastante satisfatória. Este estudo contribui para o desenvolvimento da teoria de gerenciamento de projetos através do aumento da compreensão do contexto que leva as empresas o tomar a decisão de criar ou não criar um EP-TI. Para a prática, a regra derivada da função discriminante pode ser um elemento muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes. / Projects Management Offices (PMOs) are organizational entities charged with various responsibilities concerned with the management of the organization’s projects. Because of accelerated investment in information technology (IT) and the increased strategic importance of those investments, creation of such entities became more intense in the 1990s outside the context of project-oriented firms. Although some large companies did create PMOs in their IT areas (IT-PMO), others chose not to, which suggests the following research question: what are the organizational conditions that justify and do not justify the creation of IT-PMO? The research design used to address this question consisted in developing and testing a conceptual model of the drivers of the decision to create an IT-PMO. The model was inductively developed from incentives to create or not create PMOs as reported in the literature and found in four case studies with large privately-owned, non-project oriented Brazilian companies. This model was then tested empirically through the application of discriminant analysis to data collected from 40 large Brazilian companies. It was found that only two among the four drivers present in the initial model are statiscally significant, namely the satisfaction with IT project portfolio control and the management’s favorable opinion on PMOs. The reduced model, represented by the the discriminant function, resulted statiscally significant, with a very satisfactory rate of correct classifications of new observations. This study contributes to the development of project management theory by improving the understanding of the context that makes companies take the decision to create or not to create an IT-PMO. To practioners, the rule derived from the discriminant function may be a very helpful element for executives considering whether or not to create an IT-PMO at their companies, assisting them in making more effective decisions.

Made available in DSpace on 2016-12-01T19:18:39Z (GMT). No. of bitstreams: 1 120340.pdf: 768292 bytes, checksum: 22073dc2df3d9c5adbe3886dec539071 (MD5) Previous issue date: 2014-10-02 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The System Management Transfer Contracts and Agreements SICONV was created by the Federal Government in 2008 to make possible the online management of the volunteer transfer of resources for the others federative bodies. This kind of transfer became very important for the states and cities budgets. However the use of project management techniques is still recent, making necessary the development of models to structure the project management in the Public Administration. The aim of this dissertation was develop, from the premises that sustain this project, a model of structure for the work with projects from SICONV in the Santa Catarina s State s Offices. This dissertation was characterized as a descriptive research with a qualitative approach. The gathering of data was made from semi structured interviews with project managers of the State s Offices that happened between January and March 2014 and also bibliographic and documental consultation. The diagnostic method used was the subject analyses. The main considerations of the diagnostic was: the lack of structure of the project management, the need of training, the deficiency of planning of the contracts and agreements, the need of control and patronization, the opportunity to improve the monitoring of new opportunities and space to develop the articulation. As a structure model for the projects, contracts and agreements management was proposed the implementation of a project management office in the State s Offices, detailing the basic functions, main competences, stages and implementation steps. Was also suggested the implementation of a project management office in the State level, in order to help the other State s Offices and its project management offices and to promote the project management. / O Sistema de Gestão de Convênios e Contratos de Repasse SICONV foi criado pelo Governo Federal em 2008 para viabilizar o gerenciamento online das transferências voluntárias para os demais entes federativos. Essa forma de transferência tornou-se cada vez mais importante nos orçamentos dos estados e municípios brasileiros. Entretanto a utilização de técnicas de gerenciamento de projetos na gestão pública é ainda recente, tornando latente a necessidade do desenvolvimento de modelos para estruturação da gestão de projetos na Administração Pública. O objetivo desta dissertação foi desenvolver, a partir das premissas sobre as quais se sustenta o projeto apresentado, um modelo de estrutura para o trabalho com projetos no âmbito do SICONV para as Secretárias de Estado de Santa Catarina. O trabalho se caracterizou como uma pesquisa descritiva com abordagem qualitativa. A coleta dos dados foi realizada a partir de entrevistas semiestruturadas com os gestores de projetos e convênios das Secretarias Estaduais realizadas entre janeiro e março, além de consulta bibliográfica e documental. Como metodologia de diagnóstico foi utilizada a análise de conteúdo. Entre as principais considerações do diagnóstico estão: a falta de estrutura para o gerenciamento de projetos, a necessidade de capacitação, a deficiência de planejamento dos convênios e contratos, a carência de controle e padronização, a possibilidade de melhoria do monitoramento de oportunidades e abertura para o avanço na área de articulação. Como modelo para a estruturação da gestão de projetos, convênios e contratos nos órgãos estaduais foi proposta a implementação de escritórios de projetos junto às Secretarias Estaduais Catarinenses, detalhando as funções básicas, principais atribuições, fases e etapas de implantação. Além disso, foi sugerida a implementação de um escritório de projetos a nível estadual, para auxiliar as demais secretarias e seus escritórios de projetos e fomentar o gerenciamento de projetos.

La implementación de una Oficina de Dirección Proyectos PMO en el sector público, ya tuvo sus primeras experiencias durante la construcción de la infraestructura para los juegos Panamericanos y Parapanamericanos realizados en nuestro país el año 2019, dando resultados exitosos en la ejecución de dicho proyecto y en razón a ello el órgano rector del estado, a través del D.U. Nº 021-2020, emite sus primeras disposiciones que regulan la implementación de una Oficina de Dirección de Proyectos (PMO) y aunque aún es genérica y no precisa detalles para su implementación, se espera en los próximos años se venga regulando e implementando su uso en las obras del sector público. El presente trabajo de investigación desarrolla el diseño de una Oficina de Dirección de Proyectos PMO en la Municipalidad Provincial de Puno bajo la metodología denominada PMO Value Ring, en vista de que, como ejecutor de inversiones públicas, presenta dificultades en el cumplimiento del plazo, costos y calidad de los proyectos y se espera que mediante su implementación se reduzcan los problemas indicados, se ejecute el presupuesto público de manera eficiente y, consecuentemente, dé mayor beneficio a la sociedad. Dentro del contenido del presente trabajo de investigación, se ha desarrollado múltiples encuestas hacia los funcionarios y colaboradores involucrados en la ejecución de proyectos de la entidad a fin de poder obtener data que permitan realizar el diagnóstico de la situación actual de los proyectos de inversión en la organización, conocer sus principales problemáticas, calcular del nivel de madurez en dirección de proyectos, evaluar la cultura organizacional de la entidad en la ejecución de proyectos y finalmente desarrollar el diseño de la PMO considerando la metodología denominada PMO Value Ring. / The implementation of a PMO Project Management Office in the public sector, already had its first experiences during the construction of the infrastructure for the Pan American and Parapan American Games held in our country in 2019, giving successful results in the execution of that project and because of this the governing body of the state, through the D. U. Nº 021-2020, issues its first provisions that regulate the implementation of a Project Management Office (PMO) and although it is still generic and does not specify details for its implementation, it is expected that in the coming years its use in public sector works will be regulated and implemented. This research work develops the design of a PMO Project Management Office in the Provincial Municipality of Puno under the methodology called PMO Value Ring, in view of the fact that, as an executor of public investments, it presents difficulties in meeting the deadline, costs and quality of the projects and it is expected that through its implementation the problems indicated will be reduced, the public budget will be executed efficiently and, consequently, it will give greater benefit to society. Within the content of this research work, multiple surveys have been carried out with the officials and collaborators involved in the execution of projects of the Provincial Municipality of Puno in order to obtain data that allow the diagnosis of the current situation of investment projects in the organization, to know its main problems, to calculate the level of maturity in project management, to evaluate the organizational culture of the entity in the execution of projects and finally to develop the design of the PMO considering the methodology called PMO Value Ring. / Trabajo de investigación

Para el desarrollo de la presente propuesta, nos hemos basado en la empresa de consultoría de TI Chain Services TI S.A.C. constituida el 2008 en el Perú, formada con capitales peruanos y presencia en Colombia, Ecuador, Bolivia, Costa Rica y Perú, con el principal objetivo de ser una empresa pionera en innovación en soluciones de TI. El presente trabajo de investigación titulado: “Propuesta de Implementación de una Oficina De Gestión de Proyectos para el Área de Dirección De Proyectos de TI” toma como fuente principal la Guía del PMBOK® en su 6ta Edición y otras fuentes complementarias. En el capítulo I, se presenta el marco teórico que nos brinda el soporte teórico y contextual de los conceptos que se utilizaron para la presente propuesta. En el capítulo II, se describe la situación actual de la empresa, los procesos actuales y se detalla el problema a solucionar. En el capítulo III, se pone énfasis en mostrar la propuesta y despliegue de la PMO. En el capítulo IV, se presenta las conclusiones que se han obtenido en el presente trabajo. En el capítulo V, se propone recomendaciones a ser tomados en cuenta. Finalmente, esta propuesta contribuirá a la empresa a contar con procesos estandarizados, metodologías para cada tipo de proyecto y minimizar los problemas que puedan surgir, con lo cual permitirá el mejoramiento de los niveles de rentabilidad y satisfacción de clientes. / For the development of this proposal, it is based on the consulting company Chain Services TI S.A.C. established in 2008 in Peru, formed with Peruvian capital and presence in Colombia, Ecuador, Bolivia, Costa Rica, and Peru, with the main objective of being a pioneer company in innovation in IT solutions. This research work entitled: "Proposal to Implement a Project Management Office for the IT Project Management Area" takes as its main source the PMBOK® Guide 6th Edition and other complementary sources. In chapter I, the theoretical framework that provides us with the theoretical and contextual support of the concepts used for this proposal is presented. In chapter II, the current situation of the company is described, the current processes and the problem to be solved is detailed. In chapter III, emphasis is placed on showing the proposal and deployment of the PMO. In chapter IV, the conclusions that have been obtained in the present work are presented. In chapter V, recommendations are proposed to be considered. Finally, this proposal will help the company to have standardized processes and methodologies for each type of project and minimize the problems that may arise, thereby allowing the improvement of profitability and customer satisfaction levels. / Trabajo de investigación