Modelo de sistema de gestión integrada para la dirección de proyectos públicos
- Autores: Lourdes Roca Fernández
- Directores de la Tesis: Lázaro Vicente Cremades Oliver (dir. tes.)
- Lectura: En la Universitat Politècnica de Catalunya (UPC) ( España ) en 2017
- Idioma: español
- Tribunal Calificador de la Tesis: Amaya Pérez Ezcurdia (presid.), Águeda García Carrillo (secret.), Iván Lidón López (voc.)
- Materias:
- Enlaces
- Tesis en acceso abierto en: TDX
- Resumen
When it comes to organizing and defining a project, depending on its nature and typology, it will be necessary to use a series of tools to carry it out. The availability of a generic model that can be transposed to most projects is a source of great help, especially for less experienced staff. On the other hand, the model must fulfill the function of ensuring that all projects share the same structure, and are governed by a minimum set of tools, facilitating the incorporation of new members to the existing team to be able to execute it, and of own or external personnel for its supervision.
The proposed structure will not only include everything related to the execution of the project, but will have to contemplate with regard to the conception of the same in its previous phase, and once everything related to the guarantees and added responsibilities that entails. It should also be noted that the model as an Integral Management System, will not only focus on the technical aspects related to the project, but on the way to implement it, this being a key aspect since a good project not to be carried out Proper management of resources, the expected results can be far removed from reality.
The Integral Management System Model proposed has been studied to be applied to Public Projects management, although with some modification especially in terms of contracting, it can be translatable to projects whose financing is through different ways to those of public origin. Another notable aspect is the fact that its application is mainly oriented to the construction sector, due to its weight and relevance, which does not mean, as with financing, that the model is not transferable to other sectors after modification.
Once the Integral Management System Model has been developed, in the case of a theoretical model, for its correct implementation an Experimental Standard will be required by which it can be implemented in a simple and fast way in most public financing projects. The standard should be updated as they appear that affect others, so that it is not obsolete; It will also set minimum contents, and others may be added depending on the nature or typology of the project.
The objective of this standard is to seek greater efficiency in the use of resources in public financing projects, by using all the available tools available, which should have a the society. The improvement of parameters such as quality, environment, energy efficiency, etc. should also have an impact on making a more responsible and rational use of available resources, and this way, to reach a sustainable growth.
In order to verify whether the Experimental Standard is effective, its possible application has been studied in six different cases, in which a number of deficiencies and problems have been observed, which have been revealed throughout the project even after its completion. The aim of the Experimental Standard is to unify public funding projects so that the same management criteria are applied in order to obtain the best possible results.
Finally, in addition to the conclusions obtained from the use of the Experimental Standard, it is complemented by an Annex that can be a great help in trying to implement it; In the same have been left for each of the Management Systems that are part of the Integral Management System, different documentation and procedures, as well as different examples of the corresponding indicators and records mentioned in the standard.
