Avaliação de uma metodologia de gerenciamento de projetos implantada em ambiente de desenvolvimento de novos produtos: um estudo de caso.

• Ano de defesa: 2010
• Autor(a) principal: Fernando Ladeira Fernandes
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Gerenciamento de projetos; Desenvolvimento de novos produtos; Adaptação; Gestão de desenvolvimento de produtos; Metodologia de gerenciamento de projetos; Engenharia de produção
• Link de acesso: http://hdl.handle.net/1843/NVEA-86WK7A

This research presents the results of a single case study longitudinal of exploration and conducted with the aim of analyzing a classical methodology of project management applied to the environment of new products development (NPD). The literature suggests that classical methods of project management should be adapted to different types of projects or environment. There are several authors who havedeveloped models that propose driven strategies according to specific characteristics of projects. However, there are still opportunities to study what are, effectively, the adaptation that the classic methodologies must undergo to be adapted to different types of projects. This research sought to explore this question. For this matter, it was performed a case study in a steel industry company s R&D department in the metropolitan region of Belo Horizonte. The case study was conducted in 2009, butconsidering the evolution of the methodology implemented in this research center during the years 2005 to 2009. The case study suggests that: the changes necessary to a classical methodology of PM applied to new products development projects have been motivated by specific characteristics of this environment. The review comprised two areas of expertise: PM (Project Management) and PDM (Product DevelopmentManagement). It has been identified in these areas of knowledge, "best practices" to be taken into consideration when implementing a PM methodology to an environment of NPD. Thus, it was possible to confront the theory recommendations with the changes observed over four years in the methodology in case. Thirteen adjustments to the methodology were identified, of which ten were in line with the literature. Theseadaptations are related to 6 typical characteristics of NPD: Focus on early stages of the project; documentation simplification; technical management integrated with work management; nonlinear and flexible time management; intensive communication and; use of effective cross-functional teams. It was also observed that there are bestpractices suggested by the literature that were not observed in the case study. The results show that for the case studied, the adjustments made in the methodology meet the best practices of PDM and research relating to PM applied to NPD. Moreover, they suggest that project management is a useful method for management of new product development (NPD). However, in some aspects, incomplete shown to meet all the needs of NPD.