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Master Universitario En Dirección De Proyectos Trabajo Final De Master Master Universitario en Dirección de Proyectos Trabajo Final de Master Gestión de proyectos Agile en construcción Alumno/a Profesor/a Ponente Héctor Miralles García Montserrat Jorba Closa ACTA DE LA DEFENSA DEL TRABAJO FINAL DE MASTER Reunido el Tribunal calificador en el dia de la fecha, el alumno/a Héctor Miralles García expuso su Trabajo Final de Master, que trató del siguiente tema: Gestión de proyectos Agile en construcción Acabada la exposición y contestadas por parte del alumno las objeciones formuladas por los Srs. Miembros del tribunal, éste valoró el citado trabajo con la calificación de: Barcelona, 11 de septiembre de 2017 PRESIDENTE DEL TRIBUNAL VOCAL DEL TRIBUNAL VOCAL DEL TRIBUNAL Gestión de proyectos Agile en construcción. Abstract La irrupción de metodologías ágiles de gestión ha cambiado el paradigma de gestión de proyectos tradicional. La adopción, que ha tenido amplio éxito en los proyectos de desarrollo de software se viene extendiendo a todos los ámbitos de gestión de proyectos. Sin embargo, en el ámbito de los proyectos de construcción todavía no se han asimilado ampliamente pese a los beneficios que podría aportar. En este trabajo se ha desarrollado un marco de gestión de proyectos enfocado a este tipo de proyectos, poniendo énfasis en las fases de diseño, y adaptando algunas metodologías ágiles para proyectos de construcción. Éste se basa en Scrum, con unos sprints adaptados a las necesidades de los diseñadores; y un cambio en la organización para formar equipos horizontales y entorno a arquitecturas. La implementación de este marco de gestión en el caso práctico del diseño, construcción y puesta en marcha de una atracción en el parque temático Port Aventura World, ha resultado en una mejora de los objetivos del proyecto de satisfacción del cliente, aportando valor añadido al producto final; y de los objetivos de negocio de la empresa. Por otra parte, los objetivos de eficiencia se han visto empeorados, aumentado la duración del proyecto en un mes y disminuyendo el beneficio en un 13% (en comparación con una gestión tradicional), y dejando en términos globales un beneficio del 15%. Estos resultados negativos, sin embargo, son resultado de la asunción del peor caso y no son inherentes a la aplicación de este tipo de metodologías. El resultado esperado, que no se puede cuantificar al inicio del proyecto, es que los cambios propuestos ayuden a redefinir el producto a medida que avanza el proyecto de forma que se ajusten los parámetros de coste y tiempo. Página 1 Gestión de proyectos Agile en construcción. TABLA DE CONTENIDOS 1 Introducción .......................................................................................................................... 6 1.1 Motivación ...................................................................................................................... 6 2 Estudio del arte ..................................................................................................................... 7 2.1 Breve historia del Project Management ..................................................................... 7 2.2 Waterfall ......................................................................................................................... 9 2.3 Lean ............................................................................................................................... 12 2.4 Agile .............................................................................................................................. 18 2.4.1 Metodologías ........................................................................................................ 24 3 Análisis de resultados ....................................................................................................... 28 3.1 Comparación de las metodologías disponibles ...................................................... 28 3.2 Evaluación de metodologías en proyectos de construcción ................................. 32 3.3 Diseño del Framework de Gestión de Proyectos de Construcción ...................... 35 3.3.1 Consideraciones previas ..................................................................................... 35 3.3.2 Framework Propuesto ......................................................................................... 36 4 Implementación ................................................................................................................. 46 4.1 Supuestos ...................................................................................................................... 47 4.2 Impacto en el proyecto ............................................................................................... 48 4.2.1 Impacto en la organización ................................................................................. 48 4.2.2 Impacto en el Schedule ........................................................................................ 51 4.2.3 Impacto en el coste ............................................................................................... 56 4.3 Resultados esperados.................................................................................................. 58 5 Conclusiones....................................................................................................................... 60 6 Bibliografía ......................................................................................................................... 61 7 ANEXO ................................................................................................................................ 62 Página 2 Gestión de proyectos Agile en construcción. ÍNDICE DE TABLAS Tabla 2.1 – Lean Canvas. .......................................................................................................... 14 Tabla 3.1 – Características de las metodologías estudiadas. ............................................... 28 Tabla 3.2 – Características de las metodologías estudiadas por fase de Proyecto. .......... 30 Tabla 3.3 – Comparación metodologías por fase de Proyecto. ........................................... 30 Tabla 3.4 – Comparación de las metodologías estudiadas. ................................................. 32 Tabla 3.5 – Comparación metodologías por fase (W=Waterfall, L=Lean, A=Agile) ........ 33 Tabla 3.6 – Resumen de las caraterísticas de los Sprint 1 y 2. ............................................. 41 Tabla 4.1 – Elección de sprints por fase. ................................................................................. 53 Tabla 4.2 – Impacto en el coste ................................................................................................ 56 Tabla 4.3 – Presupuesto detallado del Proyecto (impacto en el coste global). ................. 57 Tabla 4.4 – Resumen evaluación del éxito del proyecto ...................................................... 58 Página 3 Gestión de proyectos Agile en construcción. ÍNDICE DE IMÁGENES Imagen 2.1 – Esquemático de las fases en un Proyecto tradicional o ‘waterfall’. .............. 9 Imagen 2.2 – Grupos de procesos según PMIO [4]. .............................................................. 11 Imagen 2.3 – Principios Lean. .................................................................................................. 12 Imagen 2.4 – Filosofía lean según Toyota Way [5]. .............................................................. 13 Imagen 2.5 – Principios Sketchnoting. .................................................................................... 15 Imagen 2.6 – Ejemplo de esquema para Personas. ................................................................. 16 Imagen 2.7 – Esquemático OOBEYA Room........................................................................... 16 Imagen 2.8 – Niveles de planificación ágil. ............................................................................ 20 Imagen 2.9 – Triple restricción en proyectos tradicionales vs. Agile [6]. .......................... 23 Imagen 2.10 – Esquema Scrum [7]. ......................................................................................... 25 Imagen 2.11 – Esquema Kanban. ............................................................................................. 27 Imagen 3.1 – Variación de la capacidad de influencia sobre el Proyecto y el coste en diferentes fases. .......................................................................................................................... 35 Imagen 3.2 – Evolución del riesgo y el coste de los cambios en función del tiempo [4]. 36 Imagen 3.3 – Proceso para la estimación de la duración de un proyecto [8]. ................... 37 Imagen 3.4 – Esquema Sprint 1. ............................................................................................... 39 Imagen 3.5 – Esquema Sprint 2. ............................................................................................... 40 Imagen 3.6 – Organigrama agile adaptado a grupos grandes de trabajo [10]. ................. 42 Imagen 3.7 – Esquema de metodología propuesta para la fase de Construcción [11]. ... 44 Imagen 4.1 – Nuevo organigrama para el proyecto. ............................................................ 48 Imagen 4.2 – Organigrama del Proyecto perteneciente al proyecto grupal...................... 49 Imagen 4.3 – Nuevo schedule de Proyecto propuesto ......................................................... 52 Página 4 Gestión de proyectos Agile en construcción. Imagen 4.4 – Schedule de proyecto según el proyecto grupal. ..........................................
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