Metodologias Inovadoras para Gestão de Projetos: Modelo Referencial para Implantação da Itilv3 através da Metodologia Prince2: Estudo de Caso

Rovai, Ricardo Leonardo

doi:10.5585/gep.v4i2.143

Cited by 5 publications

(3 citation statements)

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“…As metodologias tradicionais para gerenciamento de projetos já não atendem projetos em que alguns fatores, tais como complexidade, riscos, restrições de recursos, prioridade de prazo, geração de valor para o negócio e alinhamento estratégico, tornam-se uma necessidade imprescindível (ROVAI, 2013).…”

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Comparação Entre Os Padrões De Gerenciamento De Projetos Pmbok, Icb E Prince2

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2017

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RESUMOO objetivo deste trabalho foi comparar os três padrões tradicionais de gerenciamento de projetos, no caso, Project Management Body of Knowledge (PMBOK), Competence Baseline (ICB -IPMA) e Projects In Controlled Environments (PRINCE2), e verificar se os padrões deverão ser utilizados separadamente ou poderão ser utilizados em conjunto. Mostrou-se os conceitos do PMBOK, suas dez áreas de conhecimentos (Riscos, Recursos humanos, Escopo, Custo, Qualidade, Partes interessadas, Tempo, Integração, Comunicação, Aquisições), seus cinco grupos de processos (Iniciação, Planejamento, Execução, Monitoramento e controle e Encerramento) e seus 47 processos. Apresentou-se o ICB, o olho da competência, as três competências (Técnicas, Comportamentais e Contextuais) e seus 46 elementos. Descreveramse os sete princípios do PRINCE2 (Justificativa de negócio, Aprender a partir da experiência, Papéis e Responsabilidades, Gerenciamento por estágios, Gerenciamento por exceção, Foco no produto), os sete temas (Business Case, Organização, Qualidade, Plano, Risco, Mudança, Progresso), e seus sete processos. Compararam-se os três padrões e dessa comparação concluiu-se que os três padrões podem ser utilizados de acordo com o entendimento do gerente do projeto, podendo usá-los de forma complementar.

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Comparação Entre Os Padrões De Gerenciamento De Projetos Pmbok, Icb E Prince2

Santos

Shibao

2017

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“…The growth in the use of software products caused a greater demand for the quality of these items, inducing developers to follow some standards in the development of these products [1]. In this search for a quality standard with the created artifacts, software supplier companies began to adapt and certify their processes within standards taken as reference, such as the maturity models aimed at software development.…”

Section: Introductionmentioning

confidence: 99%

Maturity Models for Managing People in Software Development Teams: A Systematic Literature Review

2022

RHSS

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Human factors are fundamental to software development, hence the need to understand people-oriented maturity models in development teams. This article aims to identify the maturity models for people management in software development teams cited in the literature, in order to identify evidence about their use, benefits and limitations, and the human aspects involved. A systematic literature review (SLR) was carried out, where automatic searches were done in four search engines, congresses in the area of human factors within software engineering, in addition to a manual search. Evidence indicates that there are numerous models aimed at developing people in development teams, but few are applied. Models based on observation and informal discussion were found, as well as non-validated models, indicating the scarcity of models applicable to people in software engineering. However, complete but complex models were also found, indicating that a more transparent, dynamic and simple process is needed for people's development. In the observed human factors, emphasis is placed on communication, collaboration, knowledge, learning, self-management, motivation and skills in general.

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“…Com o crescimento no uso dos produtos de software, também houve um aumento pela exigência na qualidade desses itens, fazendo com que os desenvolvedores seguissem alguns padrões e modelos a fim de aumentar a produtividade (ROVAI, 2013). Nesta busca por um padrão de qualidade nos produtos criados, as empresas fornecedoras de software passaram a se adequar e certificar seus processos dentro de alguns padrões/modelos tidos como referência.…”

Section: Introductionunclassified

The Use of the People CMM Maturity Model in Software Development Organizations: An Expert Insight

MOSER¹,

MOURA²

CONTECSI International Conference on Information Systems and Technology Management

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As the P-CMM had its last update in 2009, the aim of this study is to understand the perception of specialists in relation to the temporal gap of updating the model, as an opportunity to expand and explore the application of the model in software development organizations. It was identified that the model is still considered current and is used by software development organizations. The theme is relevant to the community since human factors are often considered in the background by organizations. This research is characterized as exploratory, with a qualitative approach. The authors analyzed data obtained through a panel of 5 experts. For data collection, the questionnaire was used as an instrument, and content analysis was used as a technique. The results show that, although the model was last updated in 2009 (V2 0), it is currently in use. Twelve positive points were identified in the use of the P-CMM, as well as some difficulties in its implementation (excessive formalism, high cost, complexity). This work becomes relevant to the field of studies of maturity models itself, especially in relation to the Brazilian academic environment, in which works on the subject are still evolving and the volume of literary production is still small. Software organizations are the main stakeholders in this survey. These are constantly looking for teams that are more satisfied, motivated and engaged in the software development process, and a people-oriented maturity model that is current and recognized worldwide is a positive point in this quest.

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Metodologias Inovadoras para Gestão de Projetos: Modelo Referencial para Implantação da Itilv3 através da Metodologia Prince2: Estudo de Caso

Cited by 5 publications

References 0 publications

Comparação Entre Os Padrões De Gerenciamento De Projetos Pmbok, Icb E Prince2

Comparação Entre Os Padrões De Gerenciamento De Projetos Pmbok, Icb E Prince2

Maturity Models for Managing People in Software Development Teams: A Systematic Literature Review

The Use of the People CMM Maturity Model in Software Development Organizations: An Expert Insight

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