La gestión integral de cambios bajo el enfoque del PMI - Guía Práctica de Grupo de Procesos y su impacto en los ingresos: caso de un consorcio en el Perú - 2024
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Pontificia Universidad Católica del Perú
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La gestión de proyectos en consorcios implica desafíos significativos derivados de la participación de múltiples organizaciones con estructuras y culturas distintas. En el caso analizado, la ausencia de un plan efectivo de gestión de cambios ha provocado retrasos en aprobaciones, afectación de ingresos y conflictos en la toma de decisiones. La reducción unilateral de actividades por parte del cliente que originó cambios en el alcance original, sumada a una respuesta ineficiente a dichas decisiones, ha comprometido la liquidez y estabilidad financiera del Consorcio, especialmente para el año 2024. El estudio actual examina los desafíos asociados con la gestión de cambios en un proyecto ejecutado por un consorcio responsable del mantenimiento de sistemas de transporte de hidrocarburos por ductos y de obras geotécnicas en Perú. La complejidad de estos proyectos se debe a la interacción entre empresas que poseen diversas competencias, metodologías y culturas organizacionales. Esta diversidad puede influir negativamente en la ejecución del contrato y el rendimiento operativo del consorcio. En respuesta a esta situación, el estudio tiene como objetivo evaluar cómo la gestión de cambios afecta la ejecución contractual y su impacto en la estabilidad del consorcio. Con base en estos hallazgos, se busca proponer estrategias que optimicen el rendimiento del consorcio. El método empleado se basa en una revisión del Consorcio durante sus primeros tres años de operación (2021-2023). Se examinan los factores que han afectado su desempeño, tales como cambios requeridos por el cliente, que dieron pie a un deficiente y moroso tramite en la aprobación de dichos cambios y presupuestos que no pudieron ser previstos originalmente, que a su vez dieron lugar a la acumulación de backlog financiero, retrasos en la ejecución de actividades y la reducción de trabajos planificados. La investigación se apoya en datos financieros y en la revisión de procesos internos. Como parte de la investigación, se desarrollaron procedimientos compatibles con los del cliente, que sirven como guía para los distintos procesos que lleva a cabo el consorcio. Estos incluyen lineamientos para la gestión y definición de nuevas tarifas, proyectos nuevos, servicios adicionales y nuevas licitaciones que, entre otros, permitieron nuevas oportunidades para en el entorno del proyecto. La implementación y uso de estos lineamientos se reflejaron en mejoras de los ingresos y, por consiguiente, en la utilidad del
consorcio. Las principales conclusiones indican que la falta de un plan de gestión de cambios ha generado problemas financieros y operativos, afectando la rentabilidad del consorcio. La reducción de actividades planificadas y la falta de procesos que identifiquen
oportunamente los cambios han impactado los ingresos, mientras que los costos se han mantenido constantes. Se propone la implementación de un plan de gestión de cambios basado en la PMI-Guía Práctica de Grupo de Procesos para mejorar la planificación, la identificación y aprobación de los cambios que optimicen los ingresos y puedan garantizar
la sostenibilidad del consorcio a largo plazo.
Project management within consortia involves significant challenges arising from the participation of multiple organizations with distinct structures and cultures. In the case analyzed, the absence of an effective change management plan has led to delays in approvals, revenue impacts, and conflicts in decision-making. The unilateral reduction of activities by the client, which altered the original Annual Comprehensive Maintenance Plan (PIMA), combined with an inefficient response to these decisions, has compromised the liquidity and financial stability of the Consortium, particularly for the year 2024. This study examines the challenges associated with change management in a project executed by a consortium composed of two companies responsible for the maintenance of hydrocarbon transportation systems via pipelines and geotechnical works in Peru. The complexity of these projects stems from the interaction between companies with diverse competencies, methodologies, and organizational cultures. This diversity can negatively influence contract execution, as well as the aforementioned financial stability and the operational performance of the consortium. In response to this situation, the study aims to evaluate how change management affects contract execution and its impact on the consortium’s stability. Based on these findings, the study seeks to propose strategies to optimize the consortium’s performance. The methodology is based on a case study of the Consortium during its first three years of operation (2021–2023). It examines the factors that have affected its performance, such as the various types of changes requested by the client, which led to modifications in the original PIMA, the deficient and delayed approval process for these changes, and budgets that could not be originally foreseen by the client. These factors, in turn, resulted in the accumulation of financial backlog, delays in activity execution, and the reduction of planned work. The research is supported by financial and operational data, as well as a review of internal processes. As part of the research, procedures aligned or compatible with those of the client were developed to serve as guidelines for the various processes carried out by the consortium. These include frameworks for the management and definition of new rates for activities unilaterally decided by the client and outside the original contract scope: new projects, additional services, and new tenders that, among other things, would allow new parties to operate within the project environment. The implementation and use of these guidelines resulted in improved revenues and, consequently, increased profitability for the consortium. The main conclusions indicate that the lack of a change management plan has generated financial and operational issues, affecting the consortium’s profitability. The reduction of planned activities and the absence of processes to timely identify changes have impacted revenues, while costs have remained constant. The study proposes the implementation of a change management plan based on the PMI – Practice Guide for Process Groups to improve planning, identification, and approval of changes that optimize revenues and ensure the long-term sustainability of the consortium.
Project management within consortia involves significant challenges arising from the participation of multiple organizations with distinct structures and cultures. In the case analyzed, the absence of an effective change management plan has led to delays in approvals, revenue impacts, and conflicts in decision-making. The unilateral reduction of activities by the client, which altered the original Annual Comprehensive Maintenance Plan (PIMA), combined with an inefficient response to these decisions, has compromised the liquidity and financial stability of the Consortium, particularly for the year 2024. This study examines the challenges associated with change management in a project executed by a consortium composed of two companies responsible for the maintenance of hydrocarbon transportation systems via pipelines and geotechnical works in Peru. The complexity of these projects stems from the interaction between companies with diverse competencies, methodologies, and organizational cultures. This diversity can negatively influence contract execution, as well as the aforementioned financial stability and the operational performance of the consortium. In response to this situation, the study aims to evaluate how change management affects contract execution and its impact on the consortium’s stability. Based on these findings, the study seeks to propose strategies to optimize the consortium’s performance. The methodology is based on a case study of the Consortium during its first three years of operation (2021–2023). It examines the factors that have affected its performance, such as the various types of changes requested by the client, which led to modifications in the original PIMA, the deficient and delayed approval process for these changes, and budgets that could not be originally foreseen by the client. These factors, in turn, resulted in the accumulation of financial backlog, delays in activity execution, and the reduction of planned work. The research is supported by financial and operational data, as well as a review of internal processes. As part of the research, procedures aligned or compatible with those of the client were developed to serve as guidelines for the various processes carried out by the consortium. These include frameworks for the management and definition of new rates for activities unilaterally decided by the client and outside the original contract scope: new projects, additional services, and new tenders that, among other things, would allow new parties to operate within the project environment. The implementation and use of these guidelines resulted in improved revenues and, consequently, increased profitability for the consortium. The main conclusions indicate that the lack of a change management plan has generated financial and operational issues, affecting the consortium’s profitability. The reduction of planned activities and the absence of processes to timely identify changes have impacted revenues, while costs have remained constant. The study proposes the implementation of a change management plan based on the PMI – Practice Guide for Process Groups to improve planning, identification, and approval of changes that optimize revenues and ensure the long-term sustainability of the consortium.
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Administración de proyectos, Cambio organizacional--Administración, Consorcios--Perú, Control de procesos--Mejoramiento