Strategic management system. Model for managing consulting, engineering and construction projects.

Abstract

Modern companies, compelled to recognize the importance and necessity of transformation, must understand that failing to do so jeopardizes their survival. So, how should transformation efforts be guided? Typically, companies do so by observing the competition. This has led to a succession of transformations with diverse characteristics. They have moved from total quality management programs to benchmarking, process reengineering, strategic planning, and knowledge management, even making, ultimately futile, investments in sophisticated and costly information technology packages. Addressing this difficulty, which generates tension, anxiety, and uncertainty among company personnel, and especially among senior management, we propose the application of a methodology that allows for a systemic approach to transformation, designed to close the gaps in each of the aforementioned programs. Therefore, we recommend that clients implement the concept of a "strategic management system / model for managing consulting, engineering, and construction projects," which is conceptualized as a production operating system for the company. The proposed foundations were obtained through data collected from participation as advisors in consulting, engineering and construction projects.