METODOLOGÍA PARA LA MITIGACIÓN DE RIESGOS EN EL MEJORAMIENTO DE VÍAS TERCIARIAS EN CUNDINAMARCA, COLOMBIA

El presente documento se basa en la investigación realizada en la gestión de riesgos para proyectos de tipo vial, especialmente, en el mejoramiento de vías terciarias. El cual consiste en el análisis de los riesgos aplicados a este tipo de proyectos, así como, en la presentación de propuestas de mitigación y reducción de la probabilidad de impacto y de ocurrencia. Con este fin, se realizó la identificación de riesgos y análisis propuesto por el Project Management Institute (PMI), para elaborar un manual, el cual propone una metodología y un paso a paso para realizar la correcta construcción del pavimento rígido reduciendo los riesgos latentes a su ocurrencia y los imprevistos laborales en la obra de construcción. El manual para la gestión de riesgos en el mejoramiento de vías terciarias fue aplicado en un proyecto de obra civil en el municipio de Soacha, Cundinamarca. Este dejó resultados positivos, en donde se observó una alta disminución en los impactos de los riesgos establecidos en principio. Lo anterior, se vio reflejado tanto en la disminución de los riesgos, como en el aumento del rendimiento de la obra civil, así también, hubo una disminución en costos generados por imprevistos, lo cual hace que la utilidad sea mayor que la proyectada inicialmente.

Managing Organizational Change

Enterprise Resource Planning ◽

10.4018/978-1-4666-4153-2.ch070 ◽

2013 ◽

pp. 1253-1278

Author(s):

Martin L. Bariff

Keyword(s):

Organizational Change ◽

Project Management ◽

Case Studies ◽

Project Manager ◽

Lessons Learned ◽

Body Of Knowledge ◽

Schedule Risk ◽

Project Deliverables ◽

Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Estructura, formulación y seguimiento de planes, programas y proyectos, con enfoque de marco lógico ◽

Gestión de proyectos en el marco del Project Management Institute —PMI—

10.2307/j.ctv1pbwtqd.5 ◽

2017 ◽

pp. 31-38

Keyword(s):

Project Management ◽

Project Management Web Portals and Accreditation

Encyclopedia of Portal Technologies and Applications ◽

10.4018/978-1-59140-989-2.ch140 ◽

2011 ◽

pp. 848-854

Author(s):

Vicky Triantafillidis

Keyword(s):

Project Management ◽

Project Managers ◽

Professional Certification ◽

Management Skills ◽

Web Portal ◽

Body Of Knowledge ◽

Core Practice ◽

Industry Sectors ◽

Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

Developing the Schedule and Cost Plan

Project Management for Modern Information Systems ◽

10.4018/978-1-59140-693-8.ch007 ◽

2006 ◽

pp. 120-156

Author(s):

Daniel M. Brandon

Keyword(s):

Project Management ◽

Project Planning ◽

Management Process ◽

Control Processes ◽

Operations And Maintenance ◽

Cost Plan ◽

And Control ◽

Process Group ◽

Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

Post‐project Reviews to Gain Effective Lessons Learned20092T. Williams. Post‐project Reviews to Gain Effective Lessons Learned. Newtown Square, PA: Project Management Institute 2007. 150 pp.

International Journal of Managing Projects in Business ◽

10.1108/17538370910949347 ◽

2009 ◽

Vol 2 (2) ◽

pp. 320-321 ◽

Cited By ~ 2

Author(s):

Derek H.T. Walker

Keyword(s):

Project Management ◽

Lessons Learned ◽

Effective Lessons

Penerapan strategi “Open Problem Learning” melalui pengerjaan Mini Plan Project Management (MPMP) bekerjasama dengan Project Management Institute Indonesia Chapter (PMIIC)

Refleksi Pembelajaran Inovatif ◽

10.20885/rpi.vol1.iss2.art6 ◽

2019 ◽

Vol 1 (2) ◽

Author(s):

Suci Miranda ◽

Vembri Noor Helia

Keyword(s):

Project Management ◽

Open Problem ◽

Identifying New Knowledge Areas to Strengthen the Project Management Institute (Pmi) Framework

Organization Technology and Management in Construction An International Journal ◽

10.2478/otmcj-2018-0014 ◽

2019 ◽

Vol 11 (1) ◽

pp. 1892-1903

Author(s):

K. Chandrashekhar Iyer ◽

Partha S. Banerjee

Keyword(s):

Project Management ◽

Qualitative Comparative Analysis ◽

Theory Approach ◽

Project Schedule ◽

Performance Expectations ◽

Domain Specific ◽

Competing Demands ◽

Remedial Actions ◽

Case Data

Abstract In an increasingly volatile, uncertain, complex and ambiguous (VUCA) world, managers of capital projects are under relentless pressure to consistently meet their performance expectations. At the execution stage, managers have to constantly orchestrate competing demands on scare resources and, simultaneously, manage project operations to meet time, costs and quality compliances. This calls for simple methods to distinguish factors that could cause execution stage delays and prioritise their remedial actions. The objective, therefore, was to propose and test a methodology through empirical evidence, which could be useful for managers to focus on the distinguishing factors (rather than on all factors) to achieve execution excellence. We used a three-stage methodology leveraging the existing Project Management Institute (PMI) framework to define variables and then tested the methodology using case data generated from projects adopting a grounded theory approach. A set-theoretic, multi-value qualitative comparative analysis (QCA) tool helped appropriately configure this empirical case data and a subsequent Boolean minimisation technique then identified the distinguishing factor(s) that explained superior project schedule performance. The results corroborated literature findings. Two contributions emerged from this study: (a) our methodology enabled a richer analysis of the case than what would have been possible by adopting a more conventional approach; and (b) there is a potential for a domain-specific extension of the PMI framework to cover technology transfer projects having their unique knowledge areas.

CONTRIBUIÇÕES DA IMPLANTAÇÃO DO SCRUM COMO METODOLOGIA ÁGIL PARA A OTIMIZAÇÃO DA GESTÃO DE PROJETOS NAS ORGANIZAÇÕES

RECIMA21 - Revista Científica Multidisciplinar - ISSN 2675-6218 ◽

10.47820/recima21.v2i7.541 ◽

2021 ◽

Vol 2 (7) ◽

pp. e27541

Author(s):

Jefferson Carvalho Dantas

Keyword(s):

Project Management ◽

Trabalho apresentado sobre a utilização do método ágil como forma de otimizar a gestão de projetos e processos. Entre as tarefas o estudo apresentado foi à utilização do SCRUM, com o seu guia, consultando o Guia Ágil e o PMBOK do Project Management Institute (PMI). Difundir os conceitos de Gestão Ágil e trazer o entendimento do que é Product Back Log, Sprint Back Log, Product Owner, Scrum Master e um Time Scrum dentro de um projeto com base no Guia SCRUM, com mais artigos e livros do tema. Com uma experiência em empresas públicas e privadas o autor apresenta o método para efetivar o planejamento das organizações e o entendimento de como é importante à agilidade no gerenciamento de projetos e processos. Assim, observa-se que muitas organizações não possuem um método de trabalho. Até existe um Planejamento Estratégico, Missão, Visão, Princípios e Valores. Só que falta um método ágil para melhorar a produtividade na organização.

Implementasi Manajemen Risiko Berdasarkan PMBOK Untuk Mencegah Keterlambatan Proyek Area Jawa Timur (Studi Kasus: PT. Telkom)

Jurnal Studi Manajemen dan Bisnis ◽

10.21107/jsmb.v4i2.3959 ◽

2017 ◽

Vol 4 (2) ◽

pp. 96-108

Author(s):

Havea Pertiwi

Keyword(s):

Project Management ◽

Failure Modes ◽

Body Of Knowledge ◽

New Item

Peningkatan jumlah pengguna mendorong percaturan bisnis telekomunikasi berkembang menjadi lebih baik, hal ini mengakibatkan persaingan di bidang tersebut semakin ketat. PT. Telekomunikasi Indonesia, Tbk sedang melakukan proyek pembaruan infrastrukturnya. Pada tahun 2015, terjadi peningkatan jumlah proyek secara signifikan yang dikelola oleh Telkom Jawa Timur yaitu mencapai angka 105 proyek dan belum menerapkan manajemen risiko.Berdasarkan latar belakang tersebut digunakan pendekatan manajemen risiko proyek dengan standar Project Management Body of Knowledge (PMBOK) yang diterbitkan tahun 1983 oleh Project Management Institute (PMI). Adapun tools untuk mengukur risiko digunakan metode Failure Modes and Effects Analysis (FMEA).Risiko yang menjadi prioritas dari hasil penelitian yaitu risiko keterbatasan kualifikasi tenaga kerja Mitra, adanya new item dalam pekerjaan yang belum terdapat dalam List of Materials, keterlambatan pengurusan perijinan/ sitac/ PLN/ pihak ketiga, kesalahan perhitungan nilai realisasi proyek, keterbatasan jumlah tenaga kerja Mitra, perbaikan pekerjaan yang sudah selesai (rework), kurangnya komunikasi dan koordinasi, keterlambatan pemesanan material ke pabrik.

Sistema tutorial de aprendizaje y nivelación para aspirantes a PMP

Revista Perspectiva Empresarial ◽

10.16967/rpe.98 ◽

2016 ◽

Vol 3 (1) ◽

pp. 7

Author(s):

Víctor Daniel Gil Vera

Keyword(s):

Project Management ◽

E Learning ◽

Project Management Professional

La certificación Project Management Professional (PMP) permite a una persona desempeñar su labor y ser reconocida como directora profesional de proyectos; sirve para demostrar a empleadores, clientes y profesionales en un área, que se tiene el conocimiento, la experiencia y las habilidades necesarias para dirigir proyectos y lograr resultados satisfactorios. Este artículo tiene como objetivo desarrollar un sistema tutorial de aprendizaje para dispositivos móviles que sirva como herramienta de preparación a todos los aspirantes a la certificación PMP otorgada por el Project Management Institute (PMI).Gracias a las tecnologías de la información y la comunicación (TIC), en la actualidad existen numerosas herramientas y estrategias de enseñanza que involucran el uso de recursos electrónicos y digitales (M-learning, B-learning, E-learning, etc.) para dinamizar y hacer más efectivos los procesos de enseñanza–aprendizaje. Con el desarrollo de este trabajo se concluye que los sistemas tutoriados (ST) facilitan el proceso de aprendizaje y permiten transformar el modelo educativo tradicional en un modelo versátil, flexible y didáctico.