Detalhes bibliográficos
| Ano de defesa: |
2016 |
| Autor(a) principal: |
FIGUEIREDO, Maurício Buckingham Lyra |
| Orientador(a): |
MONTEIRO, Augusto de Oliveira |
| Banca de defesa: |
LOPES, Sérgio Paulo Maravilhas,
PAIXÃO, Roberto Brazileiro |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Salvador
|
| Programa de Pós-Graduação: |
Administração
|
| Departamento: |
Administração
|
| País: |
Brasil
|
| Palavras-chave em Português: |
|
| Área do conhecimento CNPq: |
|
| Link de acesso: |
http://teste.tede.unifacs.br:8080/tede/handle/tede/491
|
Resumo: |
The project management area grows and the analysis of the contribution of a Project Management Office (PMO) in the performance of the objectives contained in the strategic planning of organizations has become increasingly necessary. The differential of organizations to show better results, is encouraging the own adaptation and updating, through project management practices and all contributed in this research, to reduce a gap of knowledge regarding the management of projects in the industrial representations. In addition to trying to answer this question, this research through a case study at the Federation of the State of Bahia Industries, seeks to elucidate in what ways and so the management of strategic projects through an Office of Corporate Projects, while managing functional, it can be improved in the expansion of organizational horizons and contribute to the understanding of issues and problems related to the planned execution of strategic planning. In this study, conducted in the company survey of strategic planning, management of strategic projects, the results of the projects, the critical factors that positively or negatively affected the development of practices in the implementation of methodological processes in project management and the direct involvement of senior management for the treatment of resistance to change. With the analysis of data collected in the survey, although the company has a small structure dedicated to the management of strategic projects, the results show that the conduct of strategic projects in its industrial representation and acceptance of practices identified are dependent on actions to strategy and organizational goals, where the main responsible for the low success rate in the completion of projects is still the cultural absence and minimum maturity to run them. |
