Project management maturity model: the case in an automotive industry in Brazil

Goal: Raise in the literature of project and process management the critical success factors needed to implement a competitive strategy aiming to rank them and to recommend guidelines for a successful competitive strategy implementation. Design / Methodology / Approach: In order to reach the desired objectives, a research was carried out in the literature, enabling the creation of the questionnaire applied as a data collection instrument and the use of relative frequency analysis and measure of central tendency, mode, as the statistical treatments. Results: All the 42 requirements raised in the literature were considered as critical success factors for competitive strategy implementation and the analysis of the professionals' answers made it possible to include a further 12 critical success factors. Limitations of the investigation: The size of the sample, which was conditioned to the number of respondents of the questionnaire distributed by electronic means. And because the size of the population is unknown it is not possible to realize generalizations. Practical implications: A recommendation for companies was prepared through four priority actions in the competitive strategy implementation. The research concluded that beyond the pillar’s strategy, processes and projects, people, in the figure of client or employees, need to be included as one of the bases for competitive advantage. Originality / Value: The scheme ranking the requirements relevance for competitive strategy implementation is a way to support companies to promote actions to adapt the corporate environment so that all of productive links are aligned with the strategic objectives.

Section: Implementing the Strategy Through Processes And Projectsmentioning

confidence: 99%

Critical success factors on project and process management in competitive strategy implementation

Ferreira

Neto

Batista³

2019

“…The greatest problem in the decision to invest or to abandon a project is the duration devoted for the decision-making process (Martinsuo and Lehtonen, 2007;Liu et al, 2012;Scotelano et al, 2017). Typically, this duration, may delay the project, consequently, hampering the effectiveness of the decision itself.…”

Section: Outside Moneymentioning

confidence: 99%

“…These assessment methods serve to support decision making and are significantly important for companies in order to consider all possible investment alternatives (Liu et al, 2012;Keller et al, 2017). Traditional investment analysis tools ignore a relevant principle of many investment projects that is to allow project delay, the possibility of expansion or even discontinuation, when the project has already been started (Bodie and Merton, 1999;Scotelano et al, 2017). Without estimating these options, there is a great chance that the project's Net Present Value (NPV) will be underestimated by the analyst.…”

Section: Introductionmentioning

confidence: 99%

The real options method applied to decision making – an investment analysis

Benitez¹,

Lima²

2019

Goal: This study aims to assess the impact of using the method of real options in investment analysis through a case study on a retail firm. Design / Methodology / Approach: It was targeted the applications of the real options method in a different type of environment and it was compared to another method more commonly used, the discounted cash flow method (DCF). The implementation and assessment of the real options method was investigated by means of a case study conducted in an investment analysis in a retail units firm. Results: The use of the real options method showed a more concise applicability over the DCF method. The results show that the project’s value, after the inclusion of managerial flexibility, increased significantly, which indicates that the analysis of the discounted cash flow undervalued the investment in question, since it disregarded the flexibility to expand or abandon the project. Limitations of the investigation: The presented method is proper to long-term processes where it is possible to make changes during the project. Investments in this sector usually are more related to short and medium-term decisions, making the application difficult due to the short decision-making period available to the managers. Practical Implications: The study provided the incorporation of flexibility through different pathways during the building project in a retail units firm. It was showed different scenarios where practitioners could decide among expanding, proceeding, reducing or abandoning the retail units based on the characteristics of their investments. Originality/value: The results obtained are an indication of this methodology to industrial businesses that are relatively volatile and that need a certain degree of flexibility in order to burgeon, such as the case of the retailing sector.

“…Among agile methods, Scrum is one of the most used in software development sectors in which the marketing dynamics and the interactions with the clients require constant changes in the demand of goods, services and projects, especially in IT, that impair the promptness of the product deliveries (Dingsøyr et al, 2019;Petter and McLean, 2009). Scrum is also used as a methodology in project management (De Souza et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Scrum method assessment in Federal Universities in Brazil

Oliveira

Ribeiro²,

Méxas³

et al. 2023

Goal: Assess the Agile Methodology Scrum in a software development project at Federal universities in the Southeast Brazil. Design / Methodology / Approach: The method in this paper is multiple case studies and a qualitative approach. The data collection was performed using a questionnaire with open and closed questions based on the constructs of the literature review. Six Federal universities were selected in two states in the Southeast Region, based on previous contacts with institutions, and the analysis unit was the Information of Technology Centers or the Superintendent of Information Technology. Results: It was noticed a low level of maturity in the use of agile methods in a great part of the universities and a high turnover of the team components, due to the scholarship students who participated in the research. In the open questions, it was noticed a very strong relationship between a set of subattributes: improvement in response time, cost and time reduction, increased of equipment performance and increase in added value. In the closed questions, it was noticed that Scrum had a better performance in the following sub-attribute samples: communication, collaboration, productivity, and time reduction. Limitations of the investigation: The number of interviewers in the universities, to provide deeper analysis for the case studies. Practical implications: The subattributes can be indicators to measure the performance of Scrum in corporations. Originality/Value: While previous studies focus on the application in large companies and in classes of Graduation Programs at universities, this paper focuses on administrative operations in the universities.