Gestão do sucesso de um projeto de sistemas de informação realizado no setor público - research-in-progress

Takagi, Nilton; Varajão, João; Ventura, Thiago Meirelles; Vecchiato, Daniel; Gomes, Raphael Carmesin

doi:10.5753/eri-mt.2019.8595

Cited by 2 publications

(3 citation statements)

References 17 publications

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“…In the body of knowledge, there are many works related to success criteria (Osei-Kyei and Chan, 2018;Osei-Kyei et al, 2017;Pankratz and Basten, 2014), success factors (Iriarte and Bayona, 2020;Tsoy and Staples, 2020), success models and processes McLean, 1992, 2004;Varajão, 2018). However, there are IJQRM 39,2 only a few works describing the integration of project management standards and guides and success management; and that works are still in progress (Takagi and Varajão, 2020;Takagi et al, 2019;Varajão, 2016). Furthermore, they are not related to the ISO 21500 standard (ISO, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…For helping to address this limitation, this research proposes an integrated model of ISO 21500 (ISO, 2012) and the success management model proposed by Varajão (2018). In the literature can be found some works focusing the integration of project management guides and methodologies and success management (Takagi and Varajão, 2020;Takagi et al, 2019;Varajão, 2016). However, in overall, the works are still in progress and do not address the ISO 21500 Standard (ISO, 2012).…”

Section: Introductionmentioning

confidence: 99%

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ISO 21500 and success management: an integrated model for project management

Takagi

Varajão

2021

IJQRM

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PurposeProjects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.Design/methodology/approachTo develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.FindingsThe result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.Research limitations/implicationsThe integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.Originality/valueThe integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

ISO 21500 and success management: an integrated model for project management

Takagi

Varajão

2021

IJQRM

Self Cite

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“…The project was completed on schedule, within the expected quality standards, within budget, and with customer satisfaction (among other confirmed success criteria). Success was managed via specific activities included in the project management method (Takagi and Varajão, 2019, 2022; Takagi et al. , 2019, 2021).…”

Section: Insights From Case Studiesmentioning

confidence: 99%

A value chain development model for the public sector

Cardoso

Silva

Takagi

et al. 2022

BPMJ

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PurposeThe value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the development of value chains. This research aims to present a model to develop the value chain for the public sector.Design/methodology/approachAction research was used with case study in the evaluation step.FindingsThis research presents a model for value chain development along seven steps, covering data collection planning to the formalization of final product acceptance. The model suggests executing these seven steps in three iteration levels: operational, tactical and strategic. Through case studies, six practical insights were also highlighted in this work.Research limitations/implicationsGiven the absence of related work, one of the limitations is the lack of comparison with other methods of value chain development in the public sector.Originality/valueThere are practical guides to value chain development in the public sector; however, to the best of authors’ knowledge, such guides have not been developed using research methods. In the literature, no works provide details on how value chain can be developed in the public sector. In addition, the constraints of face-to-face contacts during the COVID-19 pandemic led the research team to conduct remotely the model's development and evaluation in the case studies. The model presents elements that enable value chain development without face-to-face contact between the execution team and public institution's stakeholders.

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Gestão do sucesso de um projeto de sistemas de informação realizado no setor público - research-in-progress

Cited by 2 publications

References 17 publications

ISO 21500 and success management: an integrated model for project management

ISO 21500 and success management: an integrated model for project management

A value chain development model for the public sector

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