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Using analytical methods as part of strategic planning for an astronomical observatory housed in a public research institute
Uso de métodos analíticos como parte de la planificación estratégica de un observatorio astronómico alojado en un instituto de investigación público
DOI:
https://doi.org/10.15446/dyna.v90n228.108585Palabras clave:
project management; strategic planning; balanced scorecard; scientific projects (en)gestión de proyectos; planificación estratégica; cuadro de mando integral; proyectos científicos (es)
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Research was conducted for the Large Millimeter Telescope Alfonso Serrano (LMT), a joint project between the US and Mexico. A Balanced Scorecard (BSC) was created based on the approach suggested by Niven in 2008. Eleven indicators and seven strategic objectives were noted, and a performance measure, goal, type of monitoring, and data collection technology were suggested for each indication. The outcomes demonstrated that the BSC provides a cause-and-effect link in all observatory operations and a framework that is adaptable to the particulars of the observatory.
La investigación se llevó a cabo para el Gran Telescopio Milimétrico Alfonso Serrano (LMT), un proyecto conjunto entre los EE. UU. y México. Se creó un Balanced Scorecard (BSC) basado en el enfoque sugerido por Niven en 2008. Se anotaron once indicadores y siete objetivos estratégicos, y se sugirió una medida de desempeño, meta, tipo de monitoreo y tecnología de recolección de datos para cada indicación. Los resultados demostraron que el BSC proporciona un vínculo de causa y efecto en todas las operaciones del observatorio y un marco que se adapta a las particularidades del observatorio.
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