Implementation of a management model based on the combination of scrum and waterfall for process optimization in enhanced oil recovery projects managed by Ecopetrol in the meta department in accordance with the sustainable development goals (SDGS)

The aim of this thesis was to improve and optimize the management of enhanced oil recovery (EOR) projects in the oil industry within the Meta department, Colombia. In mature hydrocarbon fields, EOR techniques are applied to increase hydrocarbon extraction. However, these techniques also increase project complexity due to their prolonged duration, high costs, and technical uncertainty. Historically, these projects have been managed using traditional or predictive methodologies, such as the Waterfall method. While Waterfall offers rigorous control, it often proves inflexible in the face of inherent industry changes and the dynamic operational environment (Autor, 2025).

This inflexibility can lead to additional expenses, delays, and a restricted capacity to handle unexpected situations, directly affecting the operational effectiveness and financial success of the company. Furthermore, there is a global and local need to align industrial activities with the United Nations Sustainable Development Goals (SDGs), which requires leadership that is not only effective but also socially and environmentally conscious.

The primary objective of this research was to implement a hybrid management model, combining the agile Scrum methodology with the traditional Waterfall structure. This aimed to optimize processes in Ecopetrol's EOR projects in Meta, while simultaneously integrating the SDGs. The underlying hypothesis was that a hybrid approach could leverage the strengths of both methodologies: the predictability and control of Waterfall for initial planning and design phases, and the flexibility and adaptability of Scrum for execution, monitoring, and rapid response to uncertainty (Autor, 2025). This combination sought not only to improve efficiency and responsiveness but also to ensure that projects actively contributed to specific SDGs, such as Affordable and Clean Energy (SDG 7), Industry, Innovation, and Infrastructure (SDG 9), Climate Action (SDG 13), and Responsible Consumption and Production (SDG 12).

The methodology used was a mixed-methods approach, combining both qualitative and quantitative elements, with an action-research design. This proved to be ideal for implementing and evaluating models in a real-world setting. The research began with a detailed diagnosis of the current situation in Ecopetrol's EOR project management. This involved identifying weaknesses in existing approaches through document review, interviews with stakeholders, and an analysis of historical data (Autor, 2025). This analysis formed the basis for designing the hybrid model, called MH-GAEP.

The MH-GAEP model was structured to apply the Waterfall approach in high-definition stages, such as conceptualization and basic engineering, before transitioning to execution phases managed under iterative Scrum cycles. One of the innovative features of the MH-GAEP model was the explicit inclusion of "sustainability criteria" in sprint planning, as well as the assignment of roles for "ESG validation" (Environmental, Social, and Governance) and "SDG integration planning." These mechanisms ensured that environmental, social, and governance considerations were integrated into each project iteration, rather than being added as afterthoughts (Autor, 2025).

The initial results of this initiative have been promising. Substantial improvements were observed in operational efficiency and in the speed of response to project challenges. Collaboration among different teams also saw a positive boost, facilitating problem-solving and decision-making.

Furthermore, the project integrated key sustainability principles from its earliest stages. This ensured that operations not only met business objectives but also actively contributed to the company's environmental and social commitments.

This new management model has demonstrated its validity and is beginning to be replicated in other areas of Ecopetrol. This includes sectors such as infrastructure, renewable energy, and environmental management, underscoring its potential to drive transformation within the company. It is expected that this methodology will contribute to a more efficient and responsible future for Ecopetrol.

This work validates the effectiveness of an innovative management methodology designed to address complexities in resource recovery projects. It proposes a system that not only enhances productivity through its flexible and adaptable design but also lays the groundwork for a more environmentally and socially conscious operation in the hydrocarbon sector.