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    Gerencia de Proyectos

    Conceptos básicos teóricos y prácticos necesarios para la Gerencia de Proyectos.



         La gerencia de proyectos es una disciplina necesaria para que un determinado problema pueda ser atacado de la mejor manera, pero para que eso pueda ocurrir, es necesario tener en cuanta todos los conceptos, tanto teóricos, como prácticos para que al momento de gestionar nuestro proyectos, contemos con todas las herramientas esenciales para que el desarrollo del mismo tenga un feliz termino, es decir, se cumplan todos los objetivos planteados.

    Contenido:

    1. Conceptos básicos de la gerencia de proyectos
    2. Elementos para la formulación de proyectos
    3. elementos para gestión y evaluación de proyectos y su relación con las TIC.
    4. La gestión de proyectos y las innovaciones.

    Proyecto

    Un proyecto es un esfuerzo planificado, temporal y único, realizado para crear productos o servicios únicos que agreguen valor o provoquen un cambio beneficioso. Esto en contraste con la forma más tradicional de trabajar, en base a procesos, en la cual se opera en forma permanente, creando los mismos productos o servicios una y otra vez.

    Gerencia de proyectos


    Gerencia de proyectos es la disciplina de organizar y administrar los recursos, de forma tal que un proyecto dado sea terminado completamente dentro de las restricciones de alcance, tiempo y coste planteados a su inicio.
    Dada la naturaleza única de un proyecto, en contraste con los procesos u operaciones de una organización, administrar un proyecto requiere de una filosofía distinta, así como de habilidades y competencias específicas. De allí la necesidad de la disciplina Gerencia de Proyectos.

    La gerencia de proyectos implica ejecutar una serie de actividades, que consumen recursos como tiempo, dinero, gente, materiales, energía, comunicación (entre otros) para lograr unos objetivos pre-definidos.

    Historia de la gerencia de proyectos


    En la primera mitad del siglo XX, los proyectos eran administrados con métodos y técnicas informales, basados en los gráficos Gantt – una representación gráfica del tiempo basada en barras, útil para controlar el trabajo y registrar el avance de tareas. En los años 50, se desarrollaron en Estados Unidos dos modelos matemáticos: PERT (Program Evaluation and Review Technique, técnica para evaluar y revisar programas, desarrollado por la Marina) y CPM (Critical Path Method, método de ruta crítica, desarrollado por DuPont y Remington Rand, para manejar proyectos de mantenimiento de plantas). El PERT/CPM es, hasta la fecha, la base metodológica utilizada por los gerentes de proyectos profesionales.

    En 1969, se formó el PMI (Project Management Institute, Instituto de Gerencia de Proyectos), bajo la premisa que cualquier proyecto, sin importar su naturaleza, utiliza las mismas bases metodológicas y herramientas. Es esta organización la que dicta los estándares en esa materia.

    La Gestión de Proyectos es la aplicación de conocimiento, habilidades, herramientas y técnicas a las actividades de un proyecto, con el fin de cumplir sus requerimientos.

    Se puede describir como un proceso de planteamiento, ejecución y control de un proyecto, desde su comienzo hasta su conclusión, con el propósito de alcanzar un objetivo final en un plazo de tiempo determinado, con un coste y nivel de calidad determinados, a través de la movilización de recursos técnicos, financieros y humanos. Incorporando variadas áreas del conocimiento, su objetivo final es el de obtener el mejor resultado posible del trinomio coste-plazo-calidad.

    En resumen, la gestión de proyectos suma áreas tan distintas como la incorporación del proyecto, la gestión de costes, la gestión de calidad, la gestión del tiempo, la gestión de recursos humanos o la gestión de la comunicación (entre los miembros y el exterior). Así, la gestión de proyectos forma un ciclo dinámico que transcurre del planteamiento a la ejecución y control.

    Gerencia de proyectos

     

    Es la aplicación de herramientas, conocimiento y habilidades con el objetivo de lograr el producto o servicio dentro del alcance, tiempo y costo acordado en los inicios del arranque del proyecto. El producto o servicio debe cumplir al mismo tiempo con las necesidades, las expectativas y los requerimientos de los grupos o individuos implicados directamente en el proyecto.

    Existe una organización sin fines de lucro a escala mundial conocida como Project Management Institute (PMO) que sirve como referencia a las buenas prácticas y estándares para los practicantes de esta disciplina.

    De acuerdo a la metodología existen cinco entidades para ejecutar el proyecto. Estos se describen brevemente como:

    • INICIO: Define y autoriza el proyecto.
    • PLANIFICACIÓN: Define y refine los objetivos del proyecto así como planea las actividades a llevarse a cabo para lograr los requerimientos del producto o servicio.
    • EJECUCIÓN: Con la ayuda de los recursos humanos, físicos y financieros se realizan las tareas para llevar a cabo la consecución del proyecto.
    • MONITORIA Y CONTROL: Regula y monitorea las variantes del proyecto.
    • CONCLUSIÓN: Formaliza la entrega del producto o servicio.

      Técnicas y Herramientas de Gestión de Proyectos

      Hay una grand variedad de técnicas utilizadas en el planteamiento y control de proyecto, a saber, los Gráficos de Gantt (incluyendo cronogramas, gráficos de carga, entre otros), el PERT (Programe Evaluation and Review Technique) y el CPM (Critical Path Method). A nivel informático también han sido desarrolladas varias aplicaciones de apoyo al proceso de gestión de proyectos.

      PMBOK

      En el mundo de la Gestión de Proyectos, el PMBOK puede ser considerado como la Biblia de la Gerencia de Proyectos. Sin embargo, si uno no ha profundizado mucho en el área de proyectos  pero busca direccionar su carrera hacia esta área de especialización, conocer qué es el PMBOK es el paso inicial para poder comprender la amplitud de la gestión de proyectos y su importancia para una organización.

      PMBOK  es el estándar para la Administración  de Proyectos y cuyas siglas significan en inglés Project Management Body of Knowledge. Éste a su vez puede ser entendido como una colección de sistemas, procesos y áreas de conocimiento que son universalmente aceptado y reconocidos como los mejores dentro de la gestión de proyectos.

      El comprendido de información proveída en el PMBOK provee a todo profesional que desee especializarse en ésta área de los fundamentos de la administración de proyectos para poder aplicarlo en campos tan disimiles como la electrónica, el desarrollo de software, construcción, proyectos web, proyectos en industrias alimentarias, etc.

      PMI

      Project Management Institute, es la asociación profesional sin fines de lucro mas importante y de mayor crecimiento a nivel mundial que tiene como misión convertir a la gerencia de proyectos como a actividad indispensable para obtener resultados en cualquier actividad de negocios. En la práctica es un grupo de profesionales de proyectos de la gerencia de proyectos que se dedican a promover el desarrollo del conocimiento y competencias básicas para el ejercicio profesional. A la fecha tiene mas de medio millón de asociados acreditados y certificados en mas de 178 países y se ha convertido en la acreditación mas requerida por las empresas para la contratación de profesionales en el área de la gerencia de proyectos.

      El PMI ofrece a sus afiliados una serie de recursos para el avance del conocimiento del profesional de la gerencia de proyectos tales como el desarrollo de estándares, un programa amplio de investigación, programas educativos para entrenamiento y adquisición de nuevos conocimientos, oportunidades para establecer redes de pares profesionales locales para la discusión de asuntos de interés, conferencias y la emisión de certificaciones para el ejercicio profesional reconocidas internacionalmente. Tales credenciales son:

      1. Certified Associate in Project Management (CAPM).
      2. Project Management Professional (PMP).
      3. PMI Scheduling Professional (PMI-SP).
      4. PMI Risk Management Professional (PMI-RMP).
      5. Program Management Professional (PgMP).

      CICLO DE VIDA VS GESTIÓN.

      1. Ciclo de vida de un proyecto: Cada una de las fases que hay que desarrollar para obtener el producto o servicio asociado.
      2. Gestión del proyecto: Metodología para planificar, ejecutar y controlar las fases de una manera más efectiva (con más probabilidades de éxito)

    4-La Gestión de Proyectos y las innovaciones




    Gestión de proyectos innovadores

         Cuando vamos a gestionar nuestros proyectos que guardan relación con temas innovadores que no son muy comunes o ideas frescas, demos considerar una serie de aspectos que nos van a garantizar el éxito del mismo, por ello espesemos con definir que es innovación.

    Innovación

    Según, (Castillo, 1999), “innovación no implica sólo crear un nuevo producto, puede innovarse al crearse una nueva organización, una nueva forma de producción o una forma diferente de llevar adelante una determinada tarea”. En relación con lo que indica el autor, innovar no solo implica crear cosas nuevas que se relacionen con el ámbito tecnológicos, sino que al crear un Cambio que introduce novedades y se implementan como nuevos productos, servicios o procedimientos, ya estamos en parecencia de una innovación.

    Gestión de la Innovación

    La gestión de la innovación es el proceso de organizar y dirigir los recursos de la organización (humanos, materiales, económicos) con la finalidad de aumentar la creación de nuevos conocimientos, generar ideas que permitan desarrollar nuevos productos, procesos y servicios o mejorar los ya existentes, y transferir ese conocimiento a todas las áreas de actividad de la organización.

    Como punto de partida es fundamental invertir tiempo en definir el modelo de gestión estratégica que la organización seguirá, diseñando un proceso de innovación y su sistema de gestión. Se trata, en síntesis, de definir fases y actividades a emprender, interrelaciones entre ellas, recursos a destinar, objetivos a conseguir, estructura organizativa de apoyo, plan de acción para lograrlo e indicadores de medición y evaluación del proceso son algunos de los pasos a seguir en la gestión de la innovación.

    Entre las actividades más importantes del proceso de gestión de la innovación para una organización, se debe considerar los siguientes aspectos:

    1. Dimensión estratégica

    El primer paso es poner en marcha el plan estratégico de la organización, principal ejercicio de definición y planificación de lo que se pretende conseguir. Se trata de abordar los objetivos y alcance de la estrategia de innovación tras el autodiagnóstico de la situación.

    2. Identificación de ideas para desarrollar

    Son muchas las técnicas y prácticas para identificar y generar nuevas oportunidades de innovación, entre éstas destacan las técnicas de creatividad, diseño y desarrollo de producto basadas en las capacidades creativas de las personas y los sistemas de detección de oportunidades y amenazas del entorno derivados de sistemáticas de vigilancia tecnológica, benchmarking e inteligencia competitiva.

    3.Desarrollo de los proyectos

    Se trata de la puesta en marcha de iniciativas innovadoras. La gestión de proyectos tecnológicos y de innovación presenta características muy particulares, derivadas sobre todo de la falta de definición de algunos aspectos del desarrollo, grado de incertidumbre y riesgo en relación con los objetivos y resultados, etc. Por ello es muy útil en la práctica de la innovación desarrollar sistemáticas para la planificación y control de la ejecución de proyectos de innovación atendiendo a las necesidades específicas de cada iniciativa y primando la coordinación con otros proyectos de la organización. Además, un aspecto decisivo es conocer las posibilidades de financiación ofrecidas por las Administraciones para promover actuaciones innovadoras.

    4. Explotación de los resultados

    Innovar es generar ventajas competitivas que nos diferencien en el mercado y, a través de la gestión de la innovación, un paso clave es conseguir disponer de estas ventajas el máximo tiempo posible. Para ello tenemos los diferentes mecanismos de protección de los resultados de investigación, que nos permiten garantizar la obtención de la mayor cantidad posible de beneficios resultado de la innovación y también la puesta en marcha de estrategias de negocio para explorar y rentabilizar esos resultados.

    La base de este proceso de gestión de la innovación reside en la adopción de sistemas de generación, conservación y gestión del conocimiento en la organización. Identificar cómo y cuándo se genera conocimiento útil para el negocio y las sistemáticas existentes para integrarlo en las prácticas de la organización.

          En fin cuando gestionamos un proyecto innovador, rompedor, utilizando tecnología reciente y poco madura, tenemos que prestar especial atención a los riesgos, sobre todo a los que tengan que ver con falta de conocimiento o “gaps” de conocimiento. Si la tecnología que vamos a utilizar es tan reciente será difícil encontrar conocimiento y expertos en la materia, por lo que probablemente tengamos que preveer tareas de formación e investigación sobre esa tecnología, estas tareas las podemos ver como riesgo (positivo y/o negativo). Si lo vemos como riesgo negativo, tendremos que valorar el esfuerzo a realiar para solventarlo, tiempo en investigación, desarrollo, formación, lo que nos supone un coste.

    Si por el contrario lo vemos como riesgo positivo, estamos ante una oportunidad, formarnos en una tecnología novedosa, ser pioneros, liderar un posible mercado, antes de afrontar un proyecto innovador debemos valorar los riesgos que supone y hacer un balance los mismos, ¿nos compensa asumir ese riesgo? o por el contrario renunciamos al proyecto y a una posibilidad de posicionarnos o liderar un área o sector, a veces la respuesta la tenemos en el plan estratégico de la organización, si el proyecto cae en una línea del plan estratégico y el riesgo es controlable no hay más pregunta que hacerse.

    Los proyectos innovadores suponen un desafío y como Project Managers no debemos temerlos pero si gestionarlos de la mejor forma posible y anticipándonos al futuro con una buena gestión de riesgos.

    Referencias

    https://es.wikibooks.org/wiki/Gesti%C3%B3n_de_proyectos

    http://www.liderazgolean6sigma.com/2013/11/conceptos-basicos-de-la-gerencia-de-proyectos.html

    http://cmap.upb.edu.co/rid=1238421459439_741445816_2852/PMBOOK.PMI.pdf.pdf

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    While 39 goals is absolutely nothing to sneeze at, Mad Max is signed for the next five years and seems to have a bad season every other year. His goal totals the third four years are 39, 15, 33 and 14 although when he plays a full season he usually emits.

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    H holds open house Oct

    Cumberland County will celebrate National 4 H Week with the annual 4 H Open House on thursday, oct. At the Rutgers supportive Extension Center, 291 Morton Ave. as part of Rosenhayn.

    Cumberland County is home to more than 45 4 H clubs in an array of projects areas from robotics to rabbits, Archery, Hydroponics and command. throughout evening, Members of the 4 H Teen Council have a carnival of games for attendees, As well as drinks and prizes. The 4 H serves youth in kindergarten through one year out of your childhood with hands on, Experiential learning apps.

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    and, 4 H plans some “near future” 4 H golf equipment, To offer six to eight weeks of programs to families who cannot commit throughout the year. Club programs are typically led by two or more trained, Screened adult volunteers and are supported by 4 H personnel.

    “august is a super busy month for 4 H” shows County Agent Julie Karavan “We are holding our open house and 4 H countrywide youth science day on the Oct. 5, Haunted hayride within fairgrounds Oct. 14 15, Pumpkins scarecrow competition Oct. To midday on Oct. 22. besides you will see 4 H at the local Tractor Supply Stores in Bridgeton and Vineland, As the Paper Clover voice message campaign runs October 5 16. Support 4 H of your donation at Tractor Supply,

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