Diseño de la estructura de una Oficina de Gestión de Proyectos (PMO) para la empresa de R&R OCCITELF SAS BIC bajo los lineamientos de PMBOK (6ª Edición) orientado a la mejora de la dirección proyectos

Abstract

This study was conducted at R&R OCCITELF SAS BIC, where limitations in project management were identified, mainly related to the lack of process standardization, weaknesses in performance control, and limited strategic alignment, which have negatively affected schedule, cost, and scope compliance; these conditions reflect a low level of organizational project management maturity. In response to this context, the study aimed to design a control-type Project Management Office (PMO) aligned with the guidelines of the Project Management Institute (PMI), intended to strengthen project governance and control. To achieve this purpose, a qualitative and descriptive approach was applied, supported by document review, semi-structured interviews, and an adapted application of the OPM3 maturity model, complemented by the PMO Value Ring methodology and the PMBOK® Guide, Sixth Edition. As a result of this process, significant gaps in project management processes were identified, leading to the definition of a PMO structure that includes key processes, roles, functions, and a performance indicator system based on the Earned Value Management (EVM) method. Finally, the findings indicate that the proposed PMO represents a viable alternative to improve project standardization, control, and strategic alignment, provided that its implementation is supported by effective organizational change management and strong commitment from top management.