The Analytic Hierarchy Process (AHP) is widely used by decision makers and researchers. The definition of criteria and the calculation of their weight are central in this method to assess the alternatives. However, there are few studies that focus on them. The purpose of this study is to develop a systematic review of literature on the real cases that applied AHP to evaluate how the criteria are being defined and measured. In the 33 cases selected, they mainly used literature to build the criteria and AHP or Fuzzy AHP to calculate their weight, while other techniques were used to evaluate alternatives.

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Este artigo analisa o papel de liderança como um dos fatores críticos de sucesso do gerente de projetos. Com base em um levantamento, foram identificadas algumas das competências e as habilidades que mais contribuíram para o sucesso do projeto, dentro das fases definidas pelo PMI (2004). Essas competências e habilidades foram classificadas segundo as características dos projetos. O levantamento foi feito junto a uma amostra de concluintes de cursos de gerenciamento de projetos. O trabalho não fornece recomendações, mas princípios encontrados nas situações selecionadas pelos respondentes. Os resultados deste estudo podem ser relevantes para pessoas que gerenciam ou gerenciarão projetos, para que possam refletir sobre como melhorar ou como adquirir algumas habilidades, elevando a probabilidade de sucesso.

O gerente de projeto, no seu papel de liderança, é um elemento-chave, tanto para o sucesso dos empreendimentos que coordena, quanto para a implementação das estratégias das organizações. Adicionalmente, pode se tornar importante para o futuro da organização, ao usar sua capacidade empreendedora para vislumbrar novas necessidades e oportunidades. No entanto, o gerente de projetos tem responsabilidades operacionais, de planejamento, monitoramento, contabilização e controle do projeto, que muitas vezes contrastam com as características de um empreendedor. Ante essas visões contraditórias sobre o gerente de projetos torna-se relevante avaliar se as características de um empreendedor quando incorporadas no perfil de um gerente se refletem em projetos mais bem sucedidos do ponto de vista empresarial. Para esta avaliação, foi feita uma pesquisa de campo com 164 gerentes de projetos, em sua maioria homens, com estudos de pós-graduação e bastante experientes. A análise não-paramétrica indicou uma tendência de se ter projetos mais bem sucedidos quanto maior for a tendência empreendedora do gerente de projetos. Houve um destaque para a tendência criativa, para a qual se pôde observar um impacto positivo sobre inúmeros critérios de sucesso.

Purpose-The purpose of this paper is to propose an integrated model for allocation and leveling of human resources in IT projects. Design/methodology/approach-A single case study was conducted in a large company of IT outsourcing services, which were assessed the management of 14 projects. The survey was conducted through interviews with project managers, and digital files and internal documents of the organization related to these projects. Findings-In the analysis, it was identified that the critical path is not identified in all projects, and even when this happens, resources are not allocated in the first tasks in that path. A committee controls the allocation of resources with the assessment of skills, but there is no control of all resource constraints. Research limitations/implications-The main limiting factors for this study are: use of data of one company in the IT industry, making it difficult to generalize the model for other sectors companies; it was noted during interviews that the project managers interviewed do not always know in detail all the company's processes for allocation and resource leveling, due to the large number of processes and different management activities of these professionals. Practical implications-A model and actions for this implementation was proposed, such as training for the use of the technique of critical path; allocation and leveling done simultaneously; decisions of the management committee based on information of availability, key skills, holidays, days off of human resources; development of a software tool that integrates this information, generating graphical interfaces that are not provided by project management software with the use of an allocation factor. Social implications-The characteristics of the proposed model, as well as the use of the allocation factor, can help managers to validate their allocation models and leveling of human resources in an integrated manner. Originality/value-The study explains that the granularity of analysis of resource allocation increases by decomposition of the duration of each activity in fixed time segments. It is suggested to use the mathematical concept of the allocation factor (F a).

Purpose-The objective of this article is to identify the influence of the type of leadership on the performance of the project team, according to the methods applied in the management of software development projects. Design/methodology/approach-We used a quantitative method, applying a survey to project practitioners in software development teams. The sample consisted of 245 valid answers, divided into traditional and non-traditional methods. The responses were analyzed through structural equation modeling using a confirmatory methodological approach. Findings-We identified that the three styles of leadership evaluated (transactional, transformational, and empowering) are positively related to team performance, as already identified in previous studies. However, the project management method does not influence the relationship between leadership and team performance. Originality/value-The theoretical and practical contribution of this article is the finding that the type of project management used in software development (agile or traditional method) is not relevant to the choice of team leader, emphasizing that the important thing is the investment in the development of this leadership, as a measure to increase team performance, allowing flexibility in the performance of managers.

Este comentário editorial tem como objetivo discutir o processo aplicação de entrevistas em pesquisa qualitativa. A entrevista é uma rica fonte de evidências desde que seja bem empregada, o que gera validade, com análise e interpretação adequada, resultando em uma pesquisa confiável. Um aspecto relevante nesse método é o grau de interação e profundidade na “conversa direcionada” com o entrevistado. Este diálogo proporciona compreender a intersubjetividade do entrevistado, permitindo ao pesquisador descrever a realidade social pesquisada. Contudo, essa compreensão depende da competência e do preparo do entrevistador. Entrevistas mais objetivas permitem depreender frações superficiais dos sentimentos, percepções e atitudes dos entrevistados. Por outro lado, entrevistas em profundidade e Focus Group permitem compreender a realidade do entrevistado a partir da sua perspectiva. Esperamos contribuir na obtenção de pesquisas com uma melhor aplicação de entrevistas, o que contribuirá com o processo de análise e construção dos achados, melhorando a qualidade de artigos recebidos.

In recent decades, project management has become more permeable to influences from other areas of knowledge, such as marketing. This influence led to project-based companies becoming marketoriented in their projects to achieve more success. However, the convergence of project management and marketing is still controversial. In this context, this study aims to assess the relationship between the vision of marketing, through conscious and unconscious processes, and its influence on the success of projects. Conscious processes deal with controlled and deliberate cognitive evaluations of anything, while unconscious processes are those that occur without one's control and awareness. These mechanisms occur in parallel and influence our beliefs and behavior. Forty-five professionals working on projects participated in the survey. We collected the data through a structured questionnaire, to the conscious process, and a computerized task for the unconscious data using an instrument called Project Marketing Implicit Association Test. Thus, the study presented analyzes on how project managers conceive their conscious and unconscious perception of how marketing and project management can reconcile into a theoretical and practical convergent concept. The results provide evidence of a positive and significant influence of conscious and unconscious processes on project success. It was also revealed that these processes act independently, enhancing the project's success. INDEX TERMS Cognitive process, market orientation, project management, success in projects.