Disfunções na implementação da gestão de portfólio de projetos: um estudo quantitativo

Marzagão, Daniela Santana Lambert; Carvalho, Marly Monteiro de

doi:10.1590/s0103-65132013005000018

Cited by 2 publications

(4 citation statements)

References 26 publications

(28 reference statements)

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“…The model was tested in the prioritization of projects of a large Brazilian company, with a set of sixteen criteria. Marzagão & Carvalho (2013) analyzed the portfolio management in forty-five Brazilian companies from different segments, and observed gaps in the project selection process.…”

Section: Strategic Alignment and Project Selectionmentioning

confidence: 99%

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Gestão de valor em projetos de TI: um estudo sobre organizações no Brasil

2019

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Resumo Atualmente, admite-se a insuficiência da avaliação de projetos baseada em restrições de escopo, prazo e custo para assegurar a criação de valor pela organização. Apesar disto, essa métrica continua sendo, muitas vezes, a única utilizada para avaliar o sucesso dos projetos. Neste artigo, a partir de referências teóricas, analisa-se como algumas empresas nacionais e multinacionais gerenciam a criação de valor por suas carteiras de projetos de Tecnologia da Informação (TI). Busca-se entender os processos utilizados, bem como identificar os principais desafios encontrados pelas organizações pesquisadas. Para atingir esse objetivo, foi utilizada uma abordagem exploratória qualitativa baseada em entrevistas semiestruturadas com gestores de portfólios de TI de 14 organizações brasileiras de diversos segmentos e portes. A pesquisa indicou oportunidades de melhoria e mostrou que poucas são as organizações que avaliam de forma efetiva a criação de valor por seus projetos, prevalecendo uma visão de desempenho não alinhada aos resultados corporativos alcançados e que não colabora com o processo de melhoria e aprendizagem organizacional.

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Section: Strategic Alignment and Project Selectionmentioning

confidence: 99%

“…It is important for the projects to be priced properly (C6). It is important that the project manager participates in the selection process (C7) (CII, 2006;PMI, 2013a, b;IPMA, 2006;Raschke & Sen, 2013;Dutra et al, 2014;Marzagão & Carvalho, 2013;Christensen et al, 2007;Freeman, 1984).…”

Section: Strategic Alignment and Project Selection (Sas)mentioning

confidence: 99%

Gestão de valor em projetos de TI: um estudo sobre organizações no Brasil

2019

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Section: Strategic Scopementioning

confidence: 99%

“…Strategic orientation directly affects the project portfolio structuring, as suggested by Meskendahl (2010). In addition, Marzagão & Carvalho (2014) emphasize that companies need to use feedback on the results of projects in strategic planning.The external environment requires actions on both sides: market and suppliers. Literature has highlighted the importance to develop a relationship with both customers and suppliers as a source of innovation.…”

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confidence: 99%

Structuring front-end innovation activities throughout strategic product planning

Rodrigues

Braghini

Sola

2017

Prod.

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Strategic product planning (SPP) for new product development (NPD) in the front-end of innovation (FEI) is a great challenge for managers and practitioners. This article analyzes the structuring process of FEI activities during SPP. A research was carried out with 78 industries from both food and furniture in Brazil. Our study revealed that FEI activities are structured in an intricate network with a high level of complexity and interdependence. The large amount of activities and the complexity in structuring them denote that companies are concerned to reduce uncertainties and risks intensifying the planning phase. KeywordsNew product development. Fuzzy front-end. Strategic planning. Although literature has presented several studies on the front-end stage, structuring activities still is a managerial challenge in NPD, as highlighted by Frishammar et al. (2012). The authors Cooper (1988) and Kurkkio et al. (2011) proposes a model with steps in linear sequence with activities being developed in each step. The model proposed by Khurana & Rosenthal (1998) recommends the activities on the pre-phase zero being developed in parallel and the other phases in the series. Koen et al. (2014) have proposed a circular model to develop activities. Besides these concepts, the technical innovation is viewed from an evolutionary perspective. In this direction, Clark (1985) analyzes the sequence of technological changes and argues that the formation of concepts on problem design and market requires a hierarchical structure, due to the nature of the object. According to the author, it is a matter of logic.In general, models do not present the structure or the sequence of activities in FEI or the relationship among then; therefore, there is a huge gap to exploit this subject. On this issue, important questions are raised: How managers deal with FEI activities during SPP? What sequence are the activities developed in? How do such activities relate to each other? Is there a formalization process? The answers to these questions can help us to understand the relationship among activities as well as to assist managers and practitioners in structuring activities in the front-end. The paper initially presents a theoretical foundation and hypothesis and then it presents a survey conducted with Brazilian industries from both food and furniture. Finally, the paper provides pertinent analysis, discussion and conclusions. Theoretical foundation and hypothesisLiterature has highlighted several activities in NPD (Moeckel, 2009;Rozenfeld et al., 2006; Song & MontoyaWeiss, 1998). A significant literature review is presented in the sequence. In this work, FEI activities are divided into the following groups: strategic scope, market scope and product portfolio scope, as follows. Strategic scopeStrategic business plan (SBP) is a way to think the future of the firm's business in a competitive market. Competitive advantage can be created by means of business strategy, which describes how an organization decides to compete in the market in relati...

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Disfunções na implementação da gestão de portfólio de projetos: um estudo quantitativo

Cited by 2 publications

References 26 publications

Gestão de valor em projetos de TI: um estudo sobre organizações no Brasil

Gestão de valor em projetos de TI: um estudo sobre organizações no Brasil

Structuring front-end innovation activities throughout strategic product planning

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