Macrosolutions is the market leader, with more than 100 project management offices implemented in several countries that manage more than US$18 billion in investments.
These Project Management Offices (PMO) include several industries such as petroleum and petrochemical, construction, steel, information technology, automotive, mining and financial services. Learn more about our differentials in the work of implementing autonomous and departmental project management offices.
Key issues addressed
- Lack of control and chaos in the execution of the project work
- Project performance well below the expected/desired
- Lack of standardization in project work
- Low teams’ performance
- Strong presence of improvisation
- Lack of planning
- Breakdown of communications
- Risk imminent perception with no control planning
Scope of work
- Current maturity assessment and Gap's Analysis in the organization`s project management performing
- Project management process model definition
- Documents models development and adjustment
- Executive reports establishment based on the management by exception principle (PRINCE2)
- PMO`s team development
- Technological infrastructure analysis
- Proof of concept and pilot project
- Assisted operation
- Estimated duration of the consultancy work [?]
- 4 to 6 months
- Work complexity [?]
- Medium to high
- Client's team (minimum required) [?]
- 1 Project Manager and 1 Analyst
- Client's team allocation x Macrosolutions team allocation [?]
- 25% Client's Team
75% Macrosolutions' Team
- Organizational level of coverage [?]
- Corporate: ★★★
- Language(s) [?]
- Portuguese, English, Spanish
Supported standards and methodologies
Project Management Institute (PMI) PMBOK® Guide Yes PMI Practice Standard for Estimating Yes PMI Practice Standard for Earned Value Management Optional PMI Practice Standard for Configuration Management Optional PMI Practice Standard for Risk Management Yes PMI Practice Standard for Work Breakdown Structure Yes PMI Practice Standard for Scheduling Yes PMI Standard for Portfolio Management — PMI Standard for Program Management — PMI Project Manager Development Competency Framework Yes Organizational Project Management Maturity Model (OPM3)® Yes UK Office of Government Commerce (OGC) PRINCE2 (Projects in Controlled Environments) Yes MSP (Managing Successful Programmes) — M_O_R (Management of Risks) Yes P3M3 (Portfolio, Programme, and Project Management Maturity Model) Optional P3O (Portfolio, Programme and Project Offices) — MoP (Management of Portfolios) — MoV (Management of Value) — Scrum Alliance Scrum Methodology Yes International Project Management Association (IPMA) ICB® IPMA Competence Baseline Yes
Areas: approach comprehensiveness
Area Comprehensiveness Integration ★★★★★ Scope ★★★★★ Time ★★★★★ Cost Optional Quality ★★★ Human Resource ★★★★ Communications ★★★★★ Risk ★★★★★ Procurement Optional EHS Optional Strategic Planning ★★★★
Additional Information Top ↑
An excellent way to get an overall methodical and standardized sense concerning the organization’s projects implementation is to use the creation of a working model that brings the necessary skills and observe and prioritize its projects within its strategic interest. The project management allows the organization not only to improve its business, but also to change its behaviour in the market.
"The project management is not sufficient when performed in a individual way in the organization" - Ricardo Vargas
The Project Management Office (PMO) is a formal control structure that supports the projects and increases the maturity level of a specific project management, a specific area of the organization or even the organization as a whole. Its main objective is to enable the organization to develop their projects more efficiently and more effectively.
Macrosolutions ensures the project management office to be adherent to the organizational and strategic processes, providing greater success rate on projects. It also includes the support on the working model and workflow definition and on the documents models validation.
In 2010, according to the Standish Group's Chaos Report, only 37% of the total worldwide projects were successful, 42% were only a partial success and 21% failed.
Despite the improvement, even small comparing to the last years, studies in the area show that more than 30% of the projects in the world are cancelled when they are still in the middle of their execution. Over 50% of the projects exceeded their budgets up to 190% and when they are complete, the schedule’s delay is up to 220%.
In order to publish the book "The Value of Project Management", the PMI studied for three years how the value of project management can be observed and measured. The research had shown that the organizations realized the project management as a core competence to enable the success of their production processes and other enterprises.
The research also proved that project management adds financial value through the successful execution of projects. In addition, executives of large corporations has emphasized that there are other types of value that go beyond the project teams: improvements in the organizations units and departments integration through a greater operations alignment and learning, and the new capacities creation.