A organização da atividade de gerenciamento de projetos: os nexos com competências e estrutura

Abstract

O objetivo deste trabalho é estudar os vínculos existentes entre as práticas de gerenciamento de projetos vis-à-vis a adequação da estrutura e das competências organizacionais. A metodologia de estudo de caso foi escolhida para auxiliar na apresentação deste trabalho na forma de resultados de uma investigação empírica. A pesquisa foi realizada em uma empresa da cadeia produtiva do setor automobilístico. Os resultados apontaram os fatores determinantes da estrutura, dos quais se destacam: a falta de memória técnica, o desenvolvimento gerencial e o custo da estrutura. Além disso, foi constatado um cenário de baixas competências nos âmbitos do indivíduo, das equipes e da organização.

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

“…Barbalho et al (2009) discusses PMO structuration to facilitate the execution of large projects in small companies. Rabechini Junior et al (2011) analyze the NPD of an auto parts company in which PM practices potentiated by PMO were motivated by the need of combating the lack of projects technical memory. address the different functions that PMO can take on new product development projects with very specific activities for this kind of project.…”

The use of adaptive project management practices and methodologies in the development of a professional doctoral program

“…The project management's evolution process has demonstrated its importance in project management, being supported and reinforced under two waves (Rabechini Jr., Carvalho, Rodrigues, & Sbragia, 2011). These waves are related to the project and the organization, by setting knowledge guides, maturity models, aligning the project portfolio with the organizational strategy, structuring resources by their aptitude and skills, while also structuring processes and seeking performance and value for the organization (Carvalho & Rabechini Jr., 2017).…”

“…These waves are related to the project and the organization, by setting knowledge guides, maturity models, aligning the project portfolio with the organizational strategy, structuring resources by their aptitude and skills, while also structuring processes and seeking performance and value for the organization (Carvalho & Rabechini Jr., 2017). The search for this value occurs through a model balanced with a less formal process, containing a high level of maturity in the process of communication (Rabechini Jr. et al, 2011). Accordingly, to maintain an effective project management process, five groups of processes were created to support management, whether it is a simple or complex project, regardless of its size, to contribute to the expected success (PMI, 2017;Kerzner, 2011;Carvalho & Rabechini Jr., 2017).…”

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

“…Barbalho et al (2009) discuss PMO structuration to facilitate the execution of large projects in small companies. Rabechini et al (2011) analyze the NPD of an automotive company in which PM practices potentiated by PMO were motivated by the need of combating the lack of projects' technical memory. 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.…”