Maestría en Gerencia Estratégica · 2026

Lineamientos estratégicos para fortalecer la calidad técnica de los proyectos de ingeniería desde la gestión de los equipos de trabajo

This master's thesis examines the organizational and human talent management factors that influence the technical quality of engineering deliverables in the Instrumentation and Control area of the Colombia headquarters of an engineering consulting firm in the Oil & Gas sector, which records a 6% rate of nonconformities. Using a qualitative-dominant mixed-methods approach within a single case study design, data were collected through interviews (n = 10), surveys (n = 10), and document review, triangulated using the Robbins & Judge (2009) Team Effectiveness Model and the MARS Model (2009). The results reveal critical gaps in transformational leadership (mean = 3.17/5), internal communication (mean = 2.77/5), and soft skills, which generate rework, reduce operational efficiency, and erode client trust. Based on these findings, six strategic guidelines were formulated and grouped into three axes: contextual conditions, team composition, and internal processes, which were internally validated to reduce nonconformities and strengthen operational sustainability. The Balanced Scorecard (Kaplan & Norton, 1996) was used as a conceptual framework that may be implemented in the future as a supporting instrument within the organization, while the Triple Bottom Line model (Elkington, 1997) is evidenced not as an implemented measurement system, but rather as a lens through which the diagnostic results allow the organizational reality to be interpreted from an integral value perspective. Theoretically, this study extends the application of organizational behavior models to hybrid engineering consulting contexts, while practically, it provides actionable human talent strategies to improve technical quality, strengthen client relationships, and enhance regional competitiveness.