Factores que tienen impacto en la generación de valor de una oficina de gestión de proyectos de TIC, en organizaciones grandes del Estado de Nuevo León (Factors that have an impact on the value generation of an ICT project management office in large organizations of the State of Nuevo León)


  • Jesús Garza Sánchez
  • Miguel Ángel Palomo González




Abstract. It is common to see in organizations that are continually seeking administrative efficiencies that result in cost reduction, especially in times with economic pressures, even in those that can be financially healthy, reduce fixed costs through layoffs, regularly in departments that apparently do not generate income. Information and communications technology project management offices have not been fully accepted as an indispensable part in modern organizations; they must justify their existence by demonstrating that they can improve the performance of a company by modernizing or restructuring operations; they often have difficulty demonstrating their value to other executives; this is a serious problem, so that about half disappear after 2 years of having started; The above can happen even when they have a positive effect on the company; because in many cases, they do not show their benefit correctly (O'Brochta, M 2002).The foregoing also applies to Mexican organizations. However, these offices have arguments with which they can justify their existence. On the other hand; there is a continuing concern of ICT PMOs to measure their own performance, according to the study carried out by doctors Hobbs & Aubry (2007, p. 82) where they conclude that 50% of the cases studied had the function of monitoring and control their own performance.

Key words: information and communications technology, international Organization for Standarization, Project Management Book of Knolwedge, Project Management Institute, project management office

JEL: C39, O32.

Resumen. Es común ver en las organizaciones que continuamente están buscando eficiencias administrativas que traigan como resultado la reducción de costos, sobre todo en épocas con presiones económicas, aún en aquellas que pueden ser financieramente saludables, realizan disminución de gastos fijos por medio de despidos, regularmente en departamentos que aparentemente no generan ingresos. Las oficinas de administración de proyectos de tecnología de información y comunicaciones no han sido totalmente aceptadas como parte indispensable en las organizaciones modernas; deben justificar por si mismas su existencia demostrando que pueden mejorar el desempeño de una compañía al modernizar o reestructurar las operaciones; a menudo tienen dificultad para demostrar su valor a otros ejecutivos; esto les constituye un serio problema, de tal forma que cerca de la mitad desaparecen después de 2 años de haber iniciado; lo anterior puede ocurrir aún y cuando tengan efecto positivo en la compañía; debido a que en muchos de los casos, no evidencian correctamente su beneficio (O'Brochta, M 2002). Lo anterior también aplica para las organizaciones Mexicanas. Sin embargo, estas oficinas disponen de argumentos con los cuáles pueden justificar su existencia. Por otra parte; existe una continua preocupación de estas oficinas por medir su propia actuación, lo anterior de acuerdo al estudio realizado por los doctores Hobbs & Aubry (2007, p. 82) en donde concluyen que el 50% de los casos estudiados tenían como función monitorear y controlar su propia actuación.

Palabras clave: Instituto de Gestión de Proyectos, oficina de administración de proyectos, Organización Internacional de Normalización, PMBOK, tecnología de información y comunicaciones


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Cómo citar

Garza Sánchez, J., & Palomo González, M. Ángel. (2019). Factores que tienen impacto en la generación de valor de una oficina de gestión de proyectos de TIC, en organizaciones grandes del Estado de Nuevo León (Factors that have an impact on the value generation of an ICT project management office in large organizations of the State of Nuevo León). Revista Innovaciones De Negocios, 15(29). https://doi.org/10.29105/rinn15.29-5