O gerente de projetos de TI em organizações com níveis de maturidade diferenciados

Moraes, Renato de Oliveira; Kruglianskas, Isak

doi:10.1590/s0103-65132012005000060

Cited by 3 publications

(4 citation statements)

References 8 publications

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“…Indeed, research studies have shown significant relationships between maturity and tangible and intangible values (Berssaneti et. al., 2012;Moraes & Kruglianskas, 2012;Thomas & Mullaly, 2008), which reinforces the worth of applying this tool. On the other hand, the stream of criticism triggers the need for a further understanding of PMMM frameworks and how this tool could be better used.…”

Section: Introductionmentioning

confidence: 74%

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Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Viana

Mota

2015

Prod.

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Although organizational project management maturity models have been well explored, they have been criticized as being ineffective as firms continue to face difficulties in improving their project management practices. Based on a literature review, an alternative methodology was developed, and the arguments for the proposal were analyzed. The analysis demonstrated the importance of integrating a decision making model to develop initiatives toward project management institutionalization appropriate to the organizational context and strategies. This paper proposes a method for the maturity process supported by a problem structuring model: Value-Focused Thinking. This method integrates a reflective analysis into the maturity evaluation process to provide more efficient action plans. The proposed approach provides a new perspective for assessing and planning organizational project management maturity in terms of concentrating on the alignment with organizational strategies. A case study is presented to illustrate its applicability. KeywordsDecision making. Organizational project management. Maturity models. Problem structuring models.Enhancing Organizational Project ... focused thinking model. Production, 26(2), 313-329, abr./jun. 2016 314 Viana, J. C. et al.

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Section: Introductionmentioning

confidence: 74%

“…The literature review also showed the relevance of PMMMs within organizations as means of reaching tangible and intangible values (Berssaneti et. al., 2012;Moraes & Kruglianskas, 2012;Thomas & Mullaly, 2008). Moreover, it was seen that despite the sharp criticism made of them, PMMMs have been widely adopted.…”

Section: Limitations and Future Studiesmentioning

confidence: 99%

Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Viana

Mota

2015

Prod.

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“…A literatura sobre gestão de projetos apresenta, de forma recorrente, a importância da figura do gestor no desempenho dos projetos, que é considerado como um dos principais agentes condicionantes de desempenho de projetos (Moraes & Kruglianskasb, 2012;Jordão, Pelegrini, Jordão & Jeunon, 2015;Oliveira, Alencar & Costa, 2016;Rolstadas, Tommelein, Schiefloe & Ballard, 2014). O exercício da liderança pelo gestor de projetos pode ser um dos fatores críticos de sucesso para o alcance das metas estabelecidas para o projeto, de forma a associá-lo à influência de seu comportamento, a sua motivação e suas habilidades.…”

Section: Apresentaçãounclassified

“…Destacando alguns estudos desenvolvidos na área de projetos, pode-se inferir que os resultados esperados de um projeto são consequência das habilidades e desempenho de um gestor de projetos. Algumas pesquisas foram registradas corroborando essa máxima (Crawford, 2005;Moraes et al, 2012;Oliveira, et al, 2016;Santana & Carvalho, 2016).…”

Section: Autor Definiçãounclassified

Necessidades de treinamento de líderes de projeto em empresa de pesquisa, desenvolvimento e inovação

Azevedo¹

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Agradecimentos A Deus, fonte de infindável energia em todos os momentos, por guiar meus passos, me dar força para persistir e progredir. A minha família, minha base, especialmente aos meus pais, sempre presentes, por me dar apoio e compartilhar de cada conquista. À orientadora, Thaís Zerbini, por todo conhecimento transmitido, orientação e dedicação durante esse período de crescimento. À banca examinadora, pela leitura cuidadosa do trabalho e pelas contribuições ao seu aperfeiçoamento. À Embrapa, pela grande oportunidade e incentivo para que este projeto se tornasse realidade, e por me conceder a liberação integral das atividades profissionais para realizar este estudo.

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Building a Digital Transformation Maturity Evaluation Model for Construction Enterprises Based on the Analytic Hierarchy Process and Decision-Making Trial and Evaluation Laboratory Method

Zhu,

Wang,

et al. 2023

Buildings

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With digital transformation underway in various Chinese construction enterprises, each enterprise has progressed differently, and a clear direction for future digital transformation and upgrading is lacking. As such, the importance of measuring the level of digitization among Chinese construction enterprises is increasing. This paper presents a model for evaluating digital transformation maturity within construction enterprises. The model considers six aspects: digital strategy, digital business applications, digital technology capabilities, and so on. The digital maturity of enterprises is determined using the Analysis of Hierarchy (AHP)-Decision Making Experiment and Evaluation Laboratory (DEMATEL) method. Technical abbreviations are explained when first used. This study demonstrates that digital business applications are the most significant primary indicator, with a weight of 29.53%. The success of digital transformation in the construction industry is strongly influenced by the interconnection between digital technology and construction sites, as well as other factors such as new technical personnel, digital infrastructure, digital innovation, and innovation iteration ability. It is crucial to understand how digital technology and the construction industry can effectively connect in order to achieve success in this realm. This paper aims to enhance the digital transformation capabilities and efficiency of construction companies and boost their core competitiveness through targeted measures.

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O gerente de projetos de TI em organizações com níveis de maturidade diferenciados

Cited by 3 publications

References 8 publications

Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Necessidades de treinamento de líderes de projeto em empresa de pesquisa, desenvolvimento e inovação

Building a Digital Transformation Maturity Evaluation Model for Construction Enterprises Based on the Analytic Hierarchy Process and Decision-Making Trial and Evaluation Laboratory Method

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