Rompendo obstáculos para a implantação de escritório de projetos em empresa de base tecnológica

Barbalho, Sanderson César Macêdo; Amaral, Daniel Capaldo; Kernbichler, Tiago Sanches; Richter, Eduardo Henrique; Torres, Larissa Mendonça

doi:10.1590/s0104-530x2009000300010

Cited by 14 publications

(16 citation statements)

References 19 publications

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“…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.…”

Section: Project Management Offices In New Product Developmentmentioning

confidence: 99%

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

Barbalho¹,

Carvalho²,

Silva³

et al. 2016

Product (São Carlos, Online)

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Aiming to understand the relationships between the functions of project management offices (PMO) and the performance of new product development projects, this paper presents correlations between the effort in performing PMO functions and the results of performance indicators on a sample of 35 companies that develop new products and have PMOs in their organizational structure to support it. It was analysed these functions from the point of view of performance indicators related to project´s triple constraints. The data was analysed using Spearman correlation. In general, it was observed that PMOs are not focused on activities as providing project success on time, cost or scope. Schedule performance is correlated to functions of reporting project status to senior managers. Cost performance is correlated to benefit management. No function presented any correlation with preventing scope changes. These results point that the presence of PMO on the companies' structure does not guarantee the success on project´s triple constraints maybe because it is focused on organizational project management and not in performing project management as well.

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Section: Project Management Offices In New Product Developmentmentioning

confidence: 99%

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

Barbalho¹,

Carvalho²,

Silva³

et al. 2016

Product (São Carlos, Online)

Self Cite

View full text Add to dashboard Cite

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“…Barbalho, Amaral, Kernbichler, Richter and Torres (2009) discuss PMO structuration to facilitate the execution of large projects in small companies. Rabechini Jr, Carvalho, Rodrigues and Sbragia (2011) analyze the NPD of an auto parts company, in which PM practices potentiated by PMO were motivated by the need to reduce the lack of projects´ technical memory.…”

Section: Project Management Offices In New Product Developmentmentioning

confidence: 99%

Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance

Carvalho¹,

Barbalho²,

Silva³

et al. 2018

BMS

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This paper analyses the relationships between the Project Management Offices (PMOs) functions and the results of performance indicators of product development projects, considering the triple constraint: time, cost, quality. A survey was conducted on a sample of 35 Brazilian manufacturing companies, which have a Product Development Process and a support of PMO for product projects. Although the surveyś results pointed out the presence of Project Management Offices on companies' structure, it does not guarantee the success on project´s triple constraints, the benefits management was a PMO function correlated to cost performance. It suggests that if a company structure projects as programs, an effort to guarantee the focus on benefits rather than only on project's results can drive good performance on costs.

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“…À medida que a metodologia e os resultados do escritório se consolidam ele seria alçado a um escritório nível 3 em função também de demandas do executivo principal para a consolidação de uma gestão de portfólio mais apropriada e alinhada às metodologias de gestão de projetos e programas desenvolvidas pelo escritório. É importante ter cuidado com essa visão, pois, embora seja algo possível e há relatos que corroboram com esse perfil de mudança (MARTINS et al, 2005;BARBALHO et al, 2009), pode ser que escritórios diferentes, compostos por pessoal diferente, com um gestor diferente e com histórico de constituição independente um do outro ocupem os níveis apresentados.…”

Section: Tensões E Transições Em Pmounclassified

Caracterização do perfil e dos principais direcionadores de transições em escritórios de projetos: Estudo de caso longitudinal em uma empresa de alta tecnologia

Barbalho

Toledo

2014

Gest. Prod.

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Este trabalho objetiva, por meio da abordagem de estudo de caso longitudinal, apresentar e analisar a mudança evolutiva da atuação e do desempenho do Escritório de Projetos (PMO) de uma empresa de base tecnológica. O estudo tem caráter exploratório enfocando o entendimento dos elementos que motivaram as transições ocorridas no PMO ao longo de 13 anos de atuação. Para tal, foram levantadas informações relativas às funções exercidas pelo PMO ao longo desse período, assim como as relações deste com gerentes e equipes de projetos, gerentes funcionais e alta administração. Dados representativos do desempenho dos projetos e do PMO são apresentados. Verificou-se que as tensões vivenciadas são os principais motivadores das mudanças, sendo estas determinadas pelas funções e resultados apresentados pelo escritório. O estudo permitiu construir um quadro explicativo das transições que atingem o PMO, o qual pode ser utilizado para a realização de estudos mais abrangentes e de caráter mais descritivo.

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Rompendo obstáculos para a implantação de escritório de projetos em empresa de base tecnológica

Abstract: This paper presents a case of a project management office (PMO)

Cited by 14 publications

References 19 publications

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

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

Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance

Caracterização do perfil e dos principais direcionadores de transições em escritórios de projetos: Estudo de caso longitudinal em uma empresa de alta tecnologia

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