Caracterização do perfil e dos principais direcionadores de transições em escritórios de projetos: Estudo de caso longitudinal em uma empresa de alta tecnologia

Abstract

Este trabalho objetiva, por meio da abordagem de estudo de caso longitudinal, apresentar e analisar a mudança evolutiva da atuação e do desempenho do Escritório de Projetos (PMO) de uma empresa de base tecnológica. O estudo tem caráter exploratório enfocando o entendimento dos elementos que motivaram as transições ocorridas no PMO ao longo de 13 anos de atuação. Para tal, foram levantadas informações relativas às funções exercidas pelo PMO ao longo desse período, assim como as relações deste com gerentes e equipes de projetos, gerentes funcionais e alta administração. Dados representativos do desempenho dos projetos e do PMO são apresentados. Verificou-se que as tensões vivenciadas são os principais motivadores das mudanças, sendo estas determinadas pelas funções e resultados apresentados pelo escritório. O estudo permitiu construir um quadro explicativo das transições que atingem o PMO, o qual pode ser utilizado para a realização de estudos mais abrangentes e de caráter mais descritivo.

Analyzing the impact of the functions of Project Management Offices on triple constraints performance of new product projects

“…address the different functions that PMO can take on new product development projects with very specific activities for this kind of project. Barbalho and Toledo (2014) analyze the transitions in a PMO of products development of a technology-based company, featuring the changes in terms of functions performed by the PMO. Jugend, Barbalho and Silva (2015) address the contributions that PMO can provide to the portfolio management of NPD.…”

Análisis del impacto de las funciones desempeñadas por la Oficina de Gestión de Proyectos en el rendimiento de la restricción triple de proyectos de desarrollo de nuevos productos

“…As a whole the data gathered represents the correlation of project performance and the functions for the PMO effort to support higher hierarchical levels, project managers and their teams, or to directly manage projects and/or programs and/or portfolios.This classification aimed to compose the referenciality of functions of Hoobs and Aubry 2007, Pellegrinelli and Garagna (2009) and Barbalho et al (2014) to the PMBOK® Guide rating due to the greater familiarity that the project management community (survey respondents) have with the classification and terminology used by the Guide. Table 1 identifies the functions analyzed in this work.…”

“…Artto et al (2011) addresses the potential of PMOs to carry out activities in the front end of innovation projects, especially in the management control of the front end. Barbalho et al (2014) address the different functions that PMO can assume on new product development projects with very specific activities for this kind of project. Barbalho and Toledo (2014) analyze the transitions in a PMO that manage NPD in a technology-based company, featuring the changes in terms of functions performed by the PMO.…”

“…Barbalho et al (2014) address the different functions that PMO can assume on new product development projects with very specific activities for this kind of project. Barbalho and Toledo (2014) analyze the transitions in a PMO that manage NPD in a technology-based company, featuring the changes in terms of functions performed by the PMO. Jugend, Barbalho and Silva (2015) address the contributions that PMO can provide to NPD portfolio management.…”

“…The investigation here described has in view contributing to the understanding of how main project performance indicators are influenced by the PMO functions more commonly found in innovative companies. In the present work the PMO functions identified in the Hobbs and Aubry (2007) study were added to functions identified in other studies of the literature, such as Pellegrinelli and Garagna (2009) and Barbalho et al (2014). These functions were compiled in a form and submitted to managers in charge of Brazilian PMOs that provide services for new product development in their companies as mentioned in the next section.…”