Fortalecimiento de la gestión del conocimiento en la implementación de una Oficina de Gestión de Proyectos (PMO) en CHINT Electric Co Ltd., Colombia, en el sector de transmisión y distribución

Abstract

This document presents a proposal for the implementation of a Project Management Office (PMO) in the Colombian subsidiary of CHINT Electric Co Ltd., aimed at strengthening knowledge management and enhancing the efficiency, quality, and strategic alignment of the organization's projects. In the context of power transmission and distribution in Colombia, the supply of high and medium voltage equipment faces significant challenges stemming from project complexity and the need to consolidate centralized and standardized management practices. These conditions demand interventions that mitigate inefficiencies and strategic misalignments, positioning the PMO as a crucial element for optimizing organizational management in this sector (Martínez & Gómez, 2021) (Müller, Glückler, Aubry, & Shao, 2013). The central problem motivating this study lies in the absence of a PMO in CHINT Electric Co Ltd., Colombia, which is identified and analyzed in terms of difficulties in effectively managing projects, standardizing organizational processes, and achieving effective alignment with corporate strategic objectives. The establishment of a PMO provides a structured framework and standardized processes that allow addressing the identified deficiencies. Numerous studies have shown that professionalized project management, especially through the consolidation of a PMO, substantially contributes to organizational success by optimizing resource allocation, improving strategic alignment, mitigating risks, and fostering interdisciplinary communication and collaboration. Organizations that have adopted this approach report significantly higher project success rates (Müller & Turner, The Project Management Office: Establishing, Leading, and Developing, 2010) (PM Solutions, 2021). Consequently, the overall objective of the internship is to strengthen knowledge management through the implementation of a PMO in CHINT Electric Co Ltd., in Colombia. Specifically, it proposes to analyze the organizational and market environment, evaluate best practices and international standards, design an optimal organizational and functional structure for the PMO, and define a detailed implementation plan. The state of the art in Colombia and Latin America shows that both knowledge management and the structure of PMOs are essential for achieving sustainable competitive advantages. Knowledge management enables organizations to capitalize on past experiences, articulate learnings, and disseminate best practices (Marulanda Grisales, Herrera Pulgarin, & Urrego Marin, 2024). The theoretical framework of the study includes the description of CHINT Electric Co Ltd., the definition, functions, and benefits of PMOs, the different types of PMOs, the project management maturity model, as well as the fundamentals of knowledge management. Additionally, a SWOT analysis is conducted to identify the company's distinctive capabilities and areas for improvement. Among the strengths are the accumulated experience in the electrical sector and advanced technological infrastructure; among the opportunities, the growth of the Colombian electrical market and the incorporation of innovative technologies; while the weaknesses include resistance to change and limited project management maturity, and the most relevant threats come from regulatory changes and increased competition (PMI, Project Management Body of Knowledge (PMBOK), 2021) (Silva Atencio & López Valerio, 2025) (Tshuma, Steyn, & van Waveren, 2020). The PMO implementation strategy is based on the adoption of best practices and international standards, such as the PMI (PMI, Project Management Body of Knowledge (PMBOK), 2021), thereby ensuring efficiency and effectiveness in project management. The organizational and functional structure of the PMO must be aligned with the company's strategic objectives. Therefore, the mission of the PMO will be to establish a robust and standardized framework that promotes collaboration, learning, and effective knowledge management. A survey conducted with 30 participants from the headquarters in China allowed for the identification of improvement opportunities in project management, PMO effectiveness, continuous improvement, strategic alignment, knowledge management, and communication with stakeholders (Aubry, Müller, Hobbs, & Blomquist, 2011). The evaluation of the project management maturity model in CHINT COLOMBIA S.A.S. indicates that the organization is at an initial stage, requiring initiatives such as standardization of documentation and training, definition of relevant metrics and KPIs, implementation of control and monitoring systems, as well as the institutionalization of feedback mechanisms aimed at continuous improvement. The proposed implementation plan includes both strategic and operational objectives, communication strategies, training programs, and a comprehensive performance monitoring system. The adoption of technological tools such as Lark-Feishu and Power BI is essential to enhance project management (PMI, Project Management Body of Knowledge (PMBOK), 2021) (Project Management Institute, 2017) (Stanford, 2021) (Wenquan & Yongcong, 2023). In summary, the implementation of a PMO in CHINT Colombia represents a strategic initiative that will significantly improve internal project management and contribute to strengthening the corporate reputation, acting as a catalyst for innovation and facilitating the exploration of new business opportunities. The main contributions include the structuring of the project management team, the integration of advanced technological tools, and the development of standardized procedures. It is recommended to create a robust monitoring and surveillance system, integrate management tools, and replicate the PMO model in other LATAM subsidiaries (Adnan & Clothilde, 2024) (Díaz & Arango, 2018) (Johnson & Garcia, 2021).