PROPOSTA DE METAMODELO DE GESTÃO INTEGRADA: ALOCAÇÃO DE RECURSOS PARA ATENDIMENTO A PORTFÓLIO DE PROJETOS E DE OPERAÇÕES. Estudo de caso em uma indústria de óleo e gás

• Ano de defesa: 2014
• Autor(a) principal: Castro, José Francisco Tebaldi de
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Programa de Pós-graduação em Sistemas de Gestão; Segurança do Trabalho, Meio-ambiente, Gestão pela Qualidade Total
• Palavras-chave em Português: Gestão de Recursos; Gestão de Projetos; Gestão de Portfólio; Resourses Commitments; Project Management or Portfolio Management; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO
• Link de acesso: https://app.uff.br/riuff/handle/1/20804

Allocate resources for project portfolios in large companies, is a task that requires many techniques in order to get the best selection of projects and, consequently, sort them in order to build a deployment optimized process. Resources are often limited and must be distributed in order to include the best combination of a portfolio, bringing the expected return for shareholders. In large companies, with a more comprehensive portfolio often is chosen to dedicate resources, usually originating in partnership agreements for those projects that have the greatest impact on their business. Sometimes, the companies operate in an integrated manner, involving various sectors, but centralizing the allocation of resources, and conducting periodic reviews in their portfolios, reallocating resources as needed. This paper aims to analyze the management of resources deemed most critical to the implementation of significant projects in line with the determinations of the portfolio and operational activities of a company engaged in the exploration segment, development and maintenance of oil and gas production the Brazilian coast (Exploration and Production segment, or E&P). The activities of integrated planning presupposes the existence of robust inputs, from the company's portfolio, procurement processes and contracting, for projects being implemented and the portfolio of operating activities to be made available at the appropriate times. The integration of all activities should provide the best business metrics such as CAPEX and OPEX. Within this context, we aim with this study, from the examination of the resource management concepts, projects, portfolio and operations, develop a critical look at the maturity of the integrated planning, taking into account the multi-year vision and all resources associated with a portfolio of multiple projects and diversified operating activities. An extensive literature search will be presented to the structuring of a metamodel of integrated management, central part of the method proposed in this research. The proposed metamodel cover some interfaces flagged in the literature between the processes considered here. It is intended, then, to present a field research with the practical application of metamodel. Finally, it is intended to graduate interfaces, mapped between processes, and measure the maturity of integration, such as field research results