Gerenciamento de projetos: uma análise a partir da estratégia como prática social

• Ano de defesa: 2010
• Autor(a) principal: Rego, Erce Cristina Martins
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Uberlândia; BR; Programa de Pós-graduação em Administração; Ciências Sociais Aplicadas; UFU
• Palavras-chave em Português: Administração de projetos; Planejamento empresarial; Estratégia como prática social; Portfólio de projetos; Critérios de seleção de projetos; Strategy-as-practice; Project management; Project portfolio; Selection criteria of projects; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.ufu.br/handle/123456789/11942

This study adopts the approach of the emerging strategy, regarding it as a social practice, to consider the project management and portfolio of an organization. As organizations become oriented to the implementation of an increasing number of concurrent projects, demands also the alignment of such projects on its strategy. A new approach in the field of strategy, the strategy as social practice, which arose largely because of growing dissatisfaction with traditional research in this area (JARZABKOWSKI; SPEE, 2009) provides a broader interpretation of the strategy as it represents the day to day management involving the actions, interactions and negotiations of multiple actors, as well as practical issues on which they rely for their implementation. Whereas the strategy and project management are interrelated in the management of an organization, and the projects are part of the "make strategy" in organizations, this study sought to understand how selection and project management contributes to "do" strategy in terms of social practice. The methodology applied to achieve the goals, we conducted an applied research, descriptive and qualitative nature in a private organization, the sector of information technology and communication in the city of Uberlândia-MG. The research involved professionals who participate in the design of the company's strategy and project managers. The method of procedure adopted was case study and involved the following sources of evidence: interviews of semi-structured organizational documents, direct observation and physical artifacts. An analysis showed that these practices, while the practical approach of the strategy covers the understanding of organizational routine, involving the perception of people in different hierarchical levels of the company, it is possible that this practice is closely linked to project management. These not only constitute the unfolding of the strategy, but exerts a strong influence on this.