Cuadernos de gestión de tecnología
Gestión de cartera de proyectos tecnológicos
Premio Nacional de Tecnología México
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Gestión de cartera de proyectos tecnológicos / p. cm.- (Premio Nacional de Tecnología/Cuadernos de gestión de tecnología) Incluye referencias bibliográficas ISBN
© 2006 Premio Nacional de Tecnología Av. Insurgentes Sur No. 1971 Local 30, Nivel Galería C.P. O1O2O México, D.F.
http://www.pnt.org.mx/
El Premio Nacional de Tecnología agradece a la Secretaría de Economía por el apoyo otorgado a través del Fondo PYME para la realización de esta obra.
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Gestión de cartera de proyectos tecnológicos
Presentación Las actividades de las empresas relacionadas con la innovación de productos y procesos tienen un mayor impacto en la medida en que se gestionan de forma adecuada. Cuando estas actividades se organizan y se realizan sistemáticamente conforman lo que se denominan procesos de gestión de tecnología . tecnología . Con ellos, las organizaciones aprovechan mejor sus recursos, incrementan sus ventajas competitivas y maximizan sus resultados. Con el fin de estimular el uso y desarrollo de procesos exitosos de gestión de tecnología en las organizaciones, el Premio Nacional de Tecnología edita la serie Cuadernos de gestión de tecnología para las pequeñas y medianas empresas que deseen mejorar su competitividad basándose en el buen manejo de sus recursos y procesos tecnológicos. Cada cuaderno presenta uno de los procesos de gestión de tecnología de que consta el modelo del Premio Nacional de Tecnología. En cada cuaderno se describe en qué consiste un proceso de gestión de tecnología, sus beneficios, las actividades básicas de que consta, ejemplos y sugerencias para su implantación en las organizaciones. Los cuadernos tienen un carácter básico, por eso solo incluyen lo necesario para la implantación de cada proceso con el fin de obtener resultados en el corto y mediano plazo. Además, incluyen referencias bibliográficas que se pueden utilizar para desarrollar, optimizar, especializar o mejorar la operación del proceso en cuestión. Los Cuadernos de gestión de tecnología están escritos para que sean utilizados por empresarios, directivos, profesionales y técnicos de pequeñas y medianas empresas, independientemente de su giro o sector. Dadas sus características, también son de utilidad para cualquier persona interesada en el tema de la gestión de tecnología.
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Gestión de cartera de proyectos tecnológicos
Acerca del autor Enrique Medellín Cabrera es Consultor en gestión de tecnología. Cuenta con más de 26 años de experiencia profesional. En los últimos 21 años ha participado en proyectos de diseño e implantación de sistemas de gestión de tecnología en empresas y centros de investigación y desarrollo, en el desarrollo de procesos diversos de gestión de tecnología (innovación de producto, transferencia, adquisición y asimilación de tecnología, protección intelectual, gestión del conocimiento, entre otros), en la organización de misiones empresariales tecnológico-comerciales, y en el diseño de sistemas de instrumentación y control de plantas termoeléctricas. Desde entonces ha proporcionado asesoría y asistencia técnica sobre los temas mencionados a personal de empresas, fundaciones, centros de investigación, universidades y organismos gubernamentales de México, Argentina, Colombia, Costa Rica, Cuba, El Salvador, España, Guatemala, Honduras, Nicaragua, Panamá, Perú y Venezuela. Es Maestro en Administración (Organizaciones) por la Universidad Nacional Autónoma de México e Ingeniero Químico egresado en 1980 de la Universidad Autónoma de San Luis Potosí. Es Evaluador del Premio Nacional de Tecnología desde 2003.
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Gestión de cartera de proyectos tecnológicos
Agradecimientos En la realización de este cuaderno de gestión de tecnología se contó con la valiosa colaboración del personal de la Oficina del Premio Nacional de Tecnología, Javier López Parada, Alejandro Preciado Rábago y Jennifer de Lara, quienes proporcionaron información de primera mano, apoyaron en la realización de entrevistas con personas de empresas ganadoras del Premio, y en la organización de reuniones de trabajo. Particularmente importantes fueron las ideas y experiencias aportadas en entrevista por Francisco Antón, Rafael Santa Ana, Gabriel Viesca, Mauricio Zepeda, Martín Hernández, Rubén Tornero, Francisco Kury Breña, Jaime Uribe Wiechers, Alejandro Mena y Juan Pablo Doverganes. A todos ellos, muchas gracias.
El autor
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Gestión de cartera de proyectos tecnológicos
Contenido Presentación Presentación .................................................. ........................................................................... .................................................. .................................ii ........ii Acerca del autor ................................................. .......................................................................... .................................................. ............................ ...iii iii Agradecimientos.................... Agradecimientos............................................. .................................................. .................................................. ................................iv .......iv Contenido............................................................... Contenido...................................... .................................................. ................................................. ........................ v 1. Introducción...................................... Introducción............................................................... .................................................. ......................................... ................ 1 1.1 ¿Qué es el modelo del PNT?............................................. PNT?...................................................................... ............................ ... 1 1.2 ¿Dónde ¿Dónde se ubica ubica la gestión de cartera cartera de proyectos proyectos tecnológ tecnológicos? icos? ............ 2 1.3 ¿Qué es una una cartera cartera de proyectos? proyectos? ................................................... .............................................................. ........... 2 1.4 ¿Qué es la gestión gestión de cartera de proyectos proyectos tecnológicos? tecnológicos? ........................... ........................... 3 1.5 ¿Quién debe debe gestionar la cartera cartera de proyectos proyectos tecnológicos? tecnológicos? ...................... 4 2. ¿Por qué es importante importante la gestión de cartera cartera de proyectos proyectos tecnológicos? tecnológicos? ......... 5 3. ¿Cuáles son los objetivos objetivos de la gestión de cartera de proyectos?...................... 7 3.1 Alinear la cartera cartera de proyectos proyectos ................................................. ..................................................................... .................... 7 3.2 Obtener el máximo valor de la cartera cartera...................... ............................................... .................................. ......... 10 3.3 Lograr el balance balance correcto de los proyectos proyectos ............................................... ............................................... 12 3.4 Ejecutar el el número adecuado de proyectos.................. proyectos........................................... .............................. ..... 13 3.5 Lograr clientes satisfechos satisfechos ............................................... ........................................................................ ........................... 14 3.6 Comunicar Comunicar las prioridades de forma clara clara ................................................. ................................................... 14 4. La gestión de cartera de proyectos tecnológicos en cinco pasos...................... pasos...................... 15 4.1 Definición Definición de áreas estratégicas estratégicas...................... ............................................... ........................................... .................. 16 4.2 Integración Integración de proyecto proyectos.......................... s................................................... .................................................. ........................... 17 4.3 Selección de proyectos proyectos tecnológicos tecnológicos........................ ................................................. .................................. ......... 18 4.4 Asignación de recursos.................... recursos.............................................. ................................................... .................................. ......... 20 4.5 Monitoreo Monitoreo de proyectos proyectos tecnológicos tecnológicos ................................................ ......................................................... ......... 21 5. Ejemplos....................... Ejemplos................................................ ................................................... ................................................... .................................. ......... 22 6. Conclusiones................................. Conclusiones.......................................................... .................................................. ........................................... .................. 27 7. ¿Cómo puedo aprender aprender más sobre el tema? tema? ............................................... .................................................... ..... 28
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Gestión de cartera de proyectos tecnológicos
1. Introducción •
•
•
•
•
El modelo de gestión de tecnología del PNT consta de seis funciones: Vigilar, planear, alinear, habilitar, proteger e implantar.
Vigilar Planear
Proteger Implantar
Habilitar
Alinear
¿Qué es el modelo del PNT? ¿Dónde se ubica la gestión de cartera de proyectos tecnológicos? ¿Qué es una cartera de proyectos? ¿En qué consiste la gestión de cartera de proyectos tecnológicos? ¿Quién debe gestionar la cartera de proyectos tecnológicos?
1.1 ¿Qué es el modelo del PNT? Es un modelo de gestión de tecnología que sirve de referencia para que las empresas mexicanas se comparen y mejoren sus procesos de desarrollo e innovación de tecnología que respaldan su competitividad. El Modelo de Gestión de Tecnología del Premio Nacional de Tecnología tiene como principal propósito impulsar el desarrollo de las organizaciones mexicanas de cualquier giro o tamaño, para proyectarlas de manera ordenada a niveles competitivos de clase mundial mediante una gestión de tecnología explícita, sostenida y sistemática. Está constituido por seis funciones que
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Gestión de cartera de proyectos tecnológicos
•
•
Proteger el patrimonio tecnológico de la organización. Implantar innovaciones tecnológicas de productos y de procesos, así como el desarrollo de expresiones organizacionales necesarias para ello.
1.2 ¿Dónde se ubica la gestión de cartera de proyectos tecnológicos? Es un proceso de gestión tecnológica que tiene como finalidad principal la administración del conjunto de proyectos tecnológicos de una organización para hacer más efectivo y rentable el uso de los recursos que destina al desarrollo e innovación de productos o servicios. Forma parte de los procesos que integran la función de habilitación de recursos y tecnologías. ▲
En la definición de la cartera de proyectos tecnológicos intervienen todas las áreas de la organización y, de manera especial, las encargadas de
La cartera de proyectos tecnológicos es resultado del proceso de planeación tecnológica de la empresa. Como colofón del proceso de planeación tecnológica, la cartera de proyectos tecnológicos y su gestión permiten una buena ejecución de la estrategia tecnológica.
1.3 ¿Qué es una cartera de proyectos?
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Gestión de cartera de proyectos tecnológicos
•
“Es el conjunto de proyectos o programas y otros trabajos que se agrupan (conjuntamente) para facilitar la gestión efectiva del trabajo con el fin de lograr (satisfacer) los objetivos estratégicos del negocio (…) Los proyectos o programas no necesariamente tienen que ser interdependientes o estar directamente relacionados” (Project ( Project Management Institute, 2004 , p. 16 ). ).
1.4 ¿Qué es la gestión de cartera de proyectos tecnológicos? •
¿Qué es un proyecto tecnológico? Es el conjunto organizado de actividades de una organización encaminadas a mejorar sus productos o servicios mediante la adaptación, el desarrollo o integración de nuevas
•
•
Es un proceso de gestión de tecnología que facilita el logro de la estrategia tecnológica de la empresa, mediante la ejecución de la combinación adecuada de proyectos para el desarrollo de nuevos productos o procesos de producción, y la mejora u optimización de las operaciones o productos actuales de la empresa. Es la práctica de gestión más adecuada para invertir los recursos, de la manera más inteligente y efectiva, en la formulación y ejecución de los mejores proyectos tecnológicos de una organización. Es la capacidad y habilidad gerencial para
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Gestión de cartera de proyectos tecnológicos
•
¿Qué es un proceso? “Es un conjunto de actividades que suceden de forma ordenada, con un objetivo claro, que combina diversos insumos, procedimientos, métodos y técnicas, para generar productos o servicios con valor agregado”. Fuente: Premio Nacional de Tecnología, 2005, p. 41. ▲
“Es una serie sistemática de acciones dirigidas hacia el logro de una meta”.
“Es un proceso dinámico de decisiones, por el cual una lista de proyectos activos de desarrollo de nuevos productos se actualiza y revisa constantemente. En este proceso se evalúan, seleccionan y priorizan nuevos proyectos; los proyectos existentes pueden acelerarse, concluirse o cambiar su prioridad; y los recursos son asignados y reasignados a los proyectos activos. El proceso se caracteriza por información incierta y cambiante, oportunidades dinámicas, objetivos y consideraciones estratégicas múltiples, interdependencia entre proyectos, y la participación de múltiples tomadores de decisiones y locaciones” ( Cooper, Edgett & Kleinschmidt, 2002 ). ).
1.5 ¿Quién debe gestionar la cartera de proyectos tecnológicos? •
•
Fuente: J. M. Juran, On Planning for Quality , 1988. •
“Normalmente la responsabilidad de gestionar la cartera de proyectos recae en un gerente senior o en un equipo de gerentes senior” (Project Management Institute, 2004, p. 17 ). 17 ). En una mediana empresa recae en un gerente de I&D, de tecnología o equivalente, con experiencia y reconocimiento dentro de la empresa. En la pequeña empresa quien se encarga de
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Gestión de cartera de proyectos tecnológicos
2. ¿Por qué es importante la gestión de cartera de proyectos tecnológicos? •
•
•
“La habilidad que tenga la empresa para seleccionar hoy los proyectos en los que va a invertir sus recursos se convertirá en el futuro en los nuevos productos (exitosos) que podrá
Porque es una vía para mejorar la rentabilidad de las inversiones que se hacen en el desarrollo de nuevos productos. Porque el concepto de gestión de cartera hace posible el manejo estratégico y coordinado de un conjunto de proyectos que se llevan a cabo de forma simultánea en la organización - aunque se encuentren en etapas distintas de su ciclo de vida. Porque la gestión de la cartera proporciona una base formal, organizada, sistemática, para tomar decisiones acerca de los proyectos de I&D e innovación que se realizan en la empresa. Esta base está constituida de datos, información, conocimientos, guías, manuales, herramientas administrativas y formatos debidamente estructurados en un proceso, método o procedimiento.
•
Porque el manejo integral, coordinado, de los proyectos tecnológicos de la empresa permite:
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Gestión de cartera de proyectos tecnológicos
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“El proceso de seleccionar una cartera puede ser dividido en dos etapas . etapas . La primera etapa inicia con observación y experiencia y termina con convicciones acerca del desempeño futuro de los valores (títulos) disponibles. La segunda etapa comienza con las convicciones relevantes acerca del
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•
Optimizar el uso del tiempo de los gerentes. Compartir recursos organizacionales entre varios proyectos: instalaciones, equipos, instrumentos, personal de apoyo, personal subcontratado, asistencia técnica o asesoría externa contratada, información, gestión de patentes, etc. Generar sinergias organizacionales. organizacionales . Hacer comparaciones oportunas sobre sus méritos y fallas. Aprovechar procesos de compra de insumos para los proyectos. Integrar y capacitar becarios y pasantes que puedan ser contratados posteriormente por la empresa.
Porque permite presentar información compleja sobre los proyectos en ejecución de una manera agregada, agrupada o sintetizada, y de forma gráfica, esquemática, comprensible, permitiendo una visión de
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Gestión de cartera de proyectos tecnológicos
3. ¿Cuáles son los objetivos de la gestión de cartera de proyectos? Los objetivos son 1: i.
Lograr que la estratégicamente.
cartera cart era
esté
alineada
ii. Obtener el máximo valor de la cartera de proyectos. iii. Lograr el balance correcto (conveniente) entre los proyectos que se ejecutan. iv. Ejecutar el número adecuado de proyectos. v. Lograr la satisfacción de los clientes, en la medida que los resultados que se obtienen de los proyectos que se realicen respondan mejor a sus requerimientos o necesidades.
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Gestión de cartera de proyectos tecnológicos
¿Qué se busca con esta alineación? •
•
•
“Nuestra apuesta hoy es: aumentar la cartera de proyectos pensando en productos muy robustos, que se limpien solos, más compactos (con menos componentes), con menos funciones
Que las inversiones en proyectos tecnológicos que realiza la empresa se correspondan efectivamente con sus objetivos y estrategias de negocios. Que los proyectos de la cartera sean componentes fundamentales de su estrategia de negocios. Que la combinación o mezcla de proyectos que se ejecutan en la empresa refleje sus prioridades estratégicas.
Para que los proyectos reflejen las prioridades estratégicas de la empresa las decisiones que se toman sobre la cartera de proyectos deben responder a interrogantes tales como: •
¿En qué tipo de tecnologías, mercados, categorías de productos se deben repartir los recursos con los que cuenta la empresa para
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Gestión de cartera de proyectos tecnológicos
•
•
• •
•
Ejemplo de criterios de evaluación usados en la empresa Probiomed: 1. Mercado existente. 2. En línea con los que produce la empresa. 3. Que no haya impedimentos
Los escenarios estratégicos: - Los mercados que se planea atacar y cómo. - Los productos que se piensan desarrollar o modificar y por qué. - Las tecnologías que se requieren adquirir o desarrollar, cuándo y dónde. Los nuevos productos que la empresa piensa lanzar al mercado en los próximos tres años, y sus principales características competitivas. Los recursos necesarios. El porcentaje de dinero a invertir en tales escenarios (las prioridades). El plan de acción para lograrlo.
2º Se definen criterios estratégicos a ser utilizados en el proceso de selección de proyectos de tal forma que todos los proyectos estén en línea con la estrategia de negocios. Estos criterios se priorizan de mayor a menor valor, y se les puede asignar un peso o porcentaje por el cual se multiplica el resultado obtenido de la
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Gestión de cartera de proyectos tecnológicos
3.2 Obtener el máximo valor de la cartera Con el fin de lograr las metas financieras y tecnológicas de la organización se realiza una cuidadosa evaluación de los proyectos propuestos para su inclusión en la cartera y se decide la exclusión de proyectos que no reúnen los objetivos estratégicos de la cartera (Project ( Project Management Institute, p.17 ). ). Se busca maximizar la productividad de las actividades de I&D e innovación tecnológica, definiendo cómo la empresa puede invertir de forma más efectiva los recursos que dedica a estas actividades. Esto es, se define: •
▲
Se trata de reducir
•
Cómo priorizar y asignar (destinar) los recursos a los proyectos de I&D e innovación. Cómo seleccionar oportunidades que produzcan los retornos más altos a los
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Gestión de cartera de proyectos tecnológicos
-
Éxito técnico
PET VCE
$D
PEC $L
Sí No
VPN
Sí No
Falla comercial
Falla técnica
VCE = [(VPN* PEC - L) *
Valor Comercial Esperado (VCE). Como se observa en la figura de la izquierda, se utilizan análisis de árbol de decisión dividido en dos etapas (desarrollo y comercialización) y dos ramas o alternativas por cada. Se definen los diversos resultados posibles (éxito, falla) y su probabilidad de ocurrencia (probabilidad de éxito técnico y comercial). El VCE se calcula con la siguiente ecuación:
VCE = [(VPN* PEC - $L) * PET]- $D El VCE resultante se divide entre el recurso restrictivo (dinero gastado en I&D), y los
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Gestión de cartera de proyectos tecnológicos
3.3 Lograr el balance correcto de los proyectos
Balance de cartera de proyectos
5% 8
Meta: 15%
Meta: 20%
12%
40% 40%
Meta: 20% Meta: 20%
35
La composición de la cartera de proyectos se ve determinada por la naturaleza del negocio, la orientación estratégica de la empresa y el tipo de proyectos a ejecutar. Se trata de que los proyectos que se ejecuten estén debidamente balanceados, de acuerdo con un cierto número de parámetros definidos por la empresa. Ejemplos de proyectos y parámetros utilizados para
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Gestión de cartera de proyectos tecnológicos
3.4 Ejecutar el número adecuado de proyectos Definición del número de proyectos 1. Enlistar los proyectos que se quieren realizar por cada área de la empresa y sus costos .
Las pequeñas y medianas empresas no pueden darse el lujo de estar invirtiendo sus escasos recursos, o sus utilidades, en proyectos poco rentables o que no son los más adecuados para su futuro. Deben enfocarse, por lo tanto, y asignar los recursos con los que cuentan (capacidad y tiempo de sus empleados, dinero) a los mejores proyectos.
2. Priorizar los proyectos en base a criterios definidos.
Si la calidad de la cartera de proyectos es baja, o si se cuenta con proyectos demasiados triviales,
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Gestión de cartera de proyectos tecnológicos
3.5 Lograr clientes satisfechos Ejecutar los proyectos adecuados y hacerlo correctamente conducirá, sin duda, a la producción de productos o servicios que responden a los requerimientos, necesidades o preferencias de los clientes o consumidores. De igual manera, “toda aquella persona u organización (cliente, patrocinador, realizador, público) 2 que esté involucrada en el proyecto, o cuyos intereses pueden ser afectados positiva o negativamente por la ejecución o terminación del proyecto” estarán a la espera del logro de sus
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Gestión de cartera de proyectos tecnológicos
4. La gestión de cartera de proyectos tecnológicos en cinco pasos Estrategia tecnológica
1. Definición de áreas estratégicas
Una vez que se establece la estrategia tecnológica de la empresa –que forma parte del proceso de planeación tecnológica- se define e integra la cartera de proyectos tecnológicos. Las etapas o pasos a seguir para gestionar dicha cartera son:
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Gestión de cartera de proyectos tecnológicos
4.1 Definición de áreas estratégicas •
¿En qué consiste?
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Gestión de cartera de proyectos tecnológicos
4.2 Integración de proyectos •
¿En qué consiste?
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Gestión de cartera de proyectos tecnológicos
4.3 Selección de proyectos tecnológicos •
¿En qué consiste?
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Gestión de cartera de proyectos tecnológicos
-
¿Qué criterios utilizan cuando seleccionan un proyecto? ¿En su opinión cuáles son las características de un buen proyecto? ¿Qué se debe evitar en la realización de un
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Gestión de cartera de proyectos tecnológicos
4.4 Asignación de recursos •
¿En qué consiste?
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