O Planejamento Estratégico se tornou uma prática bastante difundida dentro das organizações, sejam estas organizações privadas, públicas, com ou sem fins lucrativos. Apesar de sua comprovada utilização, alguns autores questionam sobre a praticidade e eficiência deste processo, alegando que o processo em questão não estimula o pensamento estratégico devido a seu caráter analítico. Desta forma, este artigo propõe uma ferramenta, inspirada no Business Model Canvas, que torne a visualização estratégica mais simples, utilizando conceitos de design thinking para estimular o pensamento estratégico, criando um processo chamado pelos autores de modelagem estratégica. A ferramenta foi intitulada de Strategic Model Canvas e aplicada, através de um estudo de caso, em uma organização de grande porte que possuía o planejamento estratégico na fase de execução, demonstrando assim seu uso prático e possibilitando que sua aplicação possa ser testada em demais organizações. Como conclusão, verificou-se que a ferramenta possibilitou uma maior facilidade na visualização da estratégia organizacional, uma vez que foi possível perceber lacunas ainda não identificadas na modelagem estratégica da organização em que o estudo de caso foi aplicado. Não obstante, verificou-se ainda que a ferramenta proposta pode apresentar um melhor resultado se combinada com outras ferramentas estratégicas.
PurposeProject management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.Design/methodology/approachThree case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.FindingsThe findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.Practical implicationsManagers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.Originality/valueThe case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.
The lean-agile approach has already been adopted by several industries such as automotive, technology, apparel and construction. However, despite several studies pointing to its benefits, in construction the use of this approach still suffers from many cultural resistances. Having in mind that the adoption of the lean-agile approach is something that can benefit construction companies, this article aims to demonstrate the practical application of tools and techniques that encompass this approach. Through a single case study using the participant observation technique in a Construction company located in the city of Campos dos Goytacazes, it has been collected and analyzed data from the application of the lean-agile approach in a set of 15 constructions. Thus, this article intends to contribute to the advancement of studies of the lean-agile approach by sharing the practices applied in this research, so that such practices can serve in the future as an input for the development of a lean-agile project management standardized model in the construction field, something that is still little discussed in the literature.
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