Influencia de la medición del desempeño sobre el éxito al gestionar proyectos. Estudio en empresas de consultoría - Bogotá – Colombia

H. Mauricio Díez-Silva, Maricela I. Montes-Guerra, Faustino N. Gimena Ramos, Hugo F. Castro Silva

Resumen


En este artículo se analiza la influencia de la medición del desempeño al gestionar un proyecto sobre los resultados que determinan su éxito o fracaso. El estudio se ha aplicado sobre una muestra de intervenciones ejecutadas por empresas del sector de consultoría de la ciudad de Bogotá (Colombia). Se ha llevado a cabo una etapa interpretativa de literatura, estándares profesionales, y aportes bibliográficos de estudios preliminares, para verificar la aplicación práctica que puede tener el tema bajo estudio en el sector mencionado que trabaja por proyectos.

El trabajo de revisión e interpretación de la bibliografía ha sido complementado con un estudio empírico, en el cual se ha aplicado un instrumento sobre una muestra de empresas que trabajan por proyectos. Se ha realizado un análisis descriptivo de los resultados obtenidos, además de un análisis de la relación de las variables que indican el uso de sistemas de desempeño e indicadores con las variables que determinan los resultados de los proyectos en términos de criterios de éxito.

Se ha encontrado un efecto positivo en la utilización de sistemas de medición de desempeño e indicadores y los criterios de éxito de la ejecución de un proyecto, especialmente en empresas proyectizadas. Las evidencias encontradas permiten establecer hipótesis robustas en cuanto a la aplicación de la medición del desempeño al gestionar un proyecto, así como del estado actual de la orientación a trabajar por proyectos en sectores dinámicos de la economía Colombiana.

 

Palabras clave: Dirección de proyectos, indicadores de desempeño, sector público

Abstract

This article analyzes the influence of performance measurement to manage a project about the results to determine your success or failure. The study has been applied to a sample of interventions implemented by consulting companies in the city of Bogota (Colombia). It has conducted a literature interpretative stage, professional standards, and bibliographic contributions preliminary studies, to verify practical application that can be the subject under study in the field working for projects mentioned.

The revision work and interpretation of the literature has been complemented with an empirical study, in which an instrument has been applied on a sample of companies working on projects. It has performed a descriptive analysis of the results obtained, as well as an analysis of the relationship of the variables that indicate the use of performance indicators systems with the variables that determine the results of the projects in terms of success criteria.

It has found a positive effect on the use of performance measurement systems and indicators and criteria for successful implementation of a project, especially in companies projectized. Evidence allow to establish robust hypotheses regarding the application of performance measurement to manage a project, and the current state of the project orientation to work in dynamic sectors of the Colombian economy.

 

Keywords: Project management, key indicators, performance, public sector.


Texto completo:

PDF

Referencias


Association for Project Management - APM. (2006). Project Management Body of Knowledge. Fifth Edition, APMBoK. UK.

Barclay, C. (2008). Towards an integrated measurement of IS project performance: The project performance scorecard. Information Systems Frontiers, 10(3), 331-345.

Barclay, C., & Osei-Bryson, K.-M. (2010). Project performance development framework: An approach for developing performance criteria & measures for information systems (IS) projects. International Journal of Production Economics, 124(1), 272-292.

Bayraktar, M. E., Hastak, M., Gokhale, S., & Safi, B. (2011). Decision Tool for Selecting the Optimal Techniques for Cost and Schedule Reduction in Capital Projects. Journal of Construction Engineering and Management 137(9), 11.

Bernroider, E. W. N., & Ivanov, M. (2011). IT project management control and the Control Objectives for IT and related Technology (CobiT) framework. International Journal of Project Management, 29(3), 325-336.

Bryde, D. J. (2003). Modelling project management performance. International Journal of Quality & Reliability Management, 20(2), 229-254.

Bryde, D. J. (2005). Methods for managing different perspectives of project success. British Journal of Management, 16(2), 119-131.

Bryde, D. J., & Wright, G. H. (2007). Project Management Priorities and the link with performance Management Systems. Project Management Journal, 38(4), 5-11.

Cao, Q., & Hoffman, J. J. (2011). A case study approach for developing a project performance evaluation system. International Journal of Project Management, 29(2), 155-164.

Chan, A. P. C., Scott, D., & Lam, E. W. M. (2002). Framework of Success Criteria for Design/Build Projects. Journal of Management in Engineering, 18(3), 120-128.

Cheung, S. O., Suen, H. C. H., & Cheung, K. K. W. (2004). PPMS: a Web-based construction Project Performance Monitoring System. Automation in Construction, 13(3), 361-376.

Diez-Silva, H. Mauricio, Pérez-Ezcurdia M. Amaya, Gimena R., Faustino N., Montes-Guerra Maricela I. (2012). Medición del desempeño y éxito en la dirección de proyectos. Perspectiva del manager público. Revista EAN, 73, 60-79.

Flapper, S. D. P., Fortuin, L., & Stoop, P. P. M. (1996). Towards consistent performance management systems. International Journal of Operations and Production Management, 16(7), 27-37.

International Project Management Association - IPMA. (2006). The IPMA Competence Baseline, ICB 3.0.

Jha, K. N., & Iyer, K. C. (2007). Commitment, coordination, competence and the iron triangle. International Journal of Project Management, 25(5), 527-540.

Lauras, M., Marques, G., & Gourc, D. (2010). Towards a multi-dimensional project Performance Measurement System. Decision Support Systems, 48(2), 342-353.

Ling, F. Y. Y. (2004). How project managers can better control the performance of design-build projects. International Journal of Project Management, 22(6), 477-488.

Luu, V. T., Kim, S.-Y., & Huynh, T.-A. (2008). Improving project management performance of large contractors using benchmarking approach. International Journal of Project Management, 26(7), 758-769.

Marques, G., Gourc, D., & Lauras, M. (2011). Multi-criteria performance analysis for decision making in project management. International Journal of Project Management, 29(8), Pages 1057-1069.

Neely, A., Richards, H., Mills, J., Platts, K., & Bourne, M. (1997). Designing performance measures: A structured approach. International Journal of Operations and Production Management, 17(11), 1131-1152.

Neely, A., Gregory, M., & Platts, K. (2005). Performance measurement system design: A literature review and research agenda. International Journal of Operations and Production Management, 25(12), 1228-1263.

Office of Government Commerce - OCG-UK. (2009). Éxito en la Gestión de Proyectos con PRINCE2TM, PRINCE2R - Projects in Controlled Environments

Pillai, A. S., Joshi, A., & Rao, K. S. (2002). Performance measurement of R&D projects in a multi-project, concurrent engineering environment. International Journal of Project Management, 20(2), 165-177.

Presedo, C., Dolado, J. J., & Aguirregoitia, A. (2010). Estudio de métricas para el control de proyectos software. In CEDI (Ed.), Actas del 10º Taller de las Jornadas sobre apoyo a la decisión en Ingeniería del Software y Bases de Datos. (Vol. 4, No. 1, pp. 65-72). Valencia, España - 7 de septiembre de 2009: ISSN 1988–3455.

Project Management Institute - PMBOKR. (2008). A guide to the Project Management Body of Knowledge. (PMI Fourth Edition). USA.

Sánchez, A. M., & Pérez, M. P. (2002). R&D project efficiency management in the Spanish industry. International Journal of Project Management, 20(7), 545-560.

Sohail, M., & Baldwin, A. N. (2004). Performance indicators for 'micro-projects' in developing countries. Construction Management and Economics, 22(1), 11-23.

Stewart, W. E. (2001). Balanced Scorecard for Projects. Project Management Journal, 32(1), 38-53.

The International Organization Standardization (ISO). (2003). Quality Management Systems - Guidelines for quality management in projects ISO 10006:2003 - UNE 66916. Second edition.

Toor, S.-u.-R., & Ogunlana, S. O. (2008). Critical COMs of success in large-scale construction projects: Evidence from Thailand construction industry. International Journal of Project Management, 26(4), 420-430.

Toor, S.-u.-R., & Ogunlana, S. O. (2010). Beyond the 'Iron triangle': Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228-236.

Van Der Westhuizen, D., & Fitzgerald, E. P. (2005). Defining and measuring project success. In D. Remenyi (Ed.), European Conference on IS Management, Leadership and Governance (pp. 157-163). Reading, United Kingdom: Academic Conferences Limited.

Westerveld, E. (2003). The Project Excellence Model®: linking success criteria and critical success factors. International Journal of Project Management, 21(6), 411-418.

Wi, H., & Jung, M. (2010). Modeling and analysis of project performance factors in an extended project-oriented virtual organization (EProVO). Expert Systems with Applications, 37(2), 1143-1151.




DOI: http://dx.doi.org/10.15433/ruta.v18i2.797

Enlaces refback

  • No hay ningún enlace refback.




Copyright (c) 2017 Revista Universitaria Ruta