Diseño de una Oficina de Gestión de Proyectos (PMO) en la empresa ALR Group Engineering & Consulting SAS Colombia mediante estándar del PMBOK 7

Abstract

ALR Group Engineering & Consulting SAS faces significant challenges in project management, evidenced by delays, cost overruns, and limited information traceability—consequences of the absence of a formal structure that unifies processes and strengthens coordination across departments. Based on this context, a proposal was developed to design a Project Management Office (PMO) aligned with the guidelines of the PMBOK Seventh Edition, with the aim of improving planning, enhancing logistics, and standardizing procurement management to increase efficiency in the execution of renewable energy projects. A mixed-method approach was adopted, integrating organizational and financial analysis, complemented by an institutional maturity diagnosis based on the OPM3 and Kerzner models. This allowed for the identification of structural gaps and the definition of strategies aligned with the company’s current reality. The proposed implementation is expected to generate substantial improvements in operational efficiency and internal communication, including an estimated 30% reduction in cost overruns and monthly savings of approximately COP $7.5 million. Additionally, financial analysis confirms its viability, with a positive Net Present Value (NPV) of COP $220 million and an Internal Rate of Return (IRR) of 22.3%. In terms of impact, the PMO is positioned as a tool for organizational transformation that promotes standardization, data-driven decision-making, and sustainability, strengthening ALR Group's competitiveness within Colombia’s energy transition.. Keywords: PMO, project management, efficiency, renewable energy, sustainability