Made available in DSpace on 2015-12-03T18:33:10Z (GMT). No. of bitstreams: 1 Marcelo_Marques_de_Oliveira.pdf: 5592128 bytes, checksum: 03efc3e1605819a471db8df85415652b (MD5) Previous issue date: 2014-10-20 / The Apex-Brasil (APEX) is a legal entity allied to the federal government created to foment the exportations of Brazilian companies. To that end, it uses resources such as fairs, business round meetings, institutional mission to potentially importer countries and social promotion among others. Due to the amplitude of the national territory, Apex shares this mission with representative entities of Brazilian economy s different sectors, in which helps the affiliated companies to increase the exporter market thought projects that are intended to a specific target audience. The entities associated to APEX must follow a set of rules so the companies represented by them have access to public funds coming from the National Institute of Social Service known as the Instituto Nacional do Seguro Social - (INSS). With the intent to verify which planning practice and budget control are used and its effectiveness on these entities, this study analyzed, through a census survey sanded to all the units connected to APEX, which were the methodology applied to the planning practice and the assembled projects control. The survey was filled by 38 project managers (53,52%). Through the answers, it was identified the effective planning practices and budget control that need improvement. The following were positively identified: qualified professional, good financial management and cash flow reports that help the managers on the decisive project structure. Among the items that need improvement, it was pointed out the lack of professional capacitation for about 5% of the individuals involved in the project, the F??nix-Apex system insufficiency and the failure on the communication, action plan and budget control to all involved in the project. It was presented, to improve such failures, courses, training and constant capacitation to team members, periodic meetings with project managers and collaborators, restructuration of manual and the F??nix system, and a accountability process follow up. / A Apex-Brasil (APEX) ?? uma pessoa jur??dica ligada ao governo federal, criada para fomentar as exporta????es das empresas brasileiras. Para isso, utiliza-se de feiras, rodadas de neg??cios, miss??es a pa??ses potencialmente importadores e promo????es sociais, entre outros. Em fun????o da amplitude do territ??rio nacional, a APEX compartilha esta miss??o com entidades representativas de v??rios setores da economia brasileira, as quais auxiliam as empresas a elas afiliadas a aumentar o mercado exportador, por meio de projetos destinados a um p??blico-alvo espec??fico. As entidades conveniadas ?? APEX devem seguir um conjunto de regras, para que as empresas por elas representadas tenham acesso aos recursos p??blicos, oriundos das contribui????es ao Instituto Nacional do Seguro Social (INSS). Com o objetivo de descrever, conhecer e verificar quais pr??ticas de planejamento e controle s??o utilizadas e a efic??cia das mesmas nas entidades, esta pesquisa analisou atrav??s de uma pesquisa censit??ria enviada a todas as entidades ligadas a APEX, quais as metodologias aplicadas ao planejamento e controle dos projetos conveniados. Os question??rios foram respondidos por 38 gestores de projetos (53,52%). Atrav??s deles, foram conhecidas as pr??ticas eficazes de planejamento e controle e as que necessitam de melhorias. Positivamente identificou-se atrav??s dos resultados: profissionais capacitados, bem como uma gest??o financeira e relat??rios de fluxo de caixa que auxiliam os gestores na estrutura decis??ria do projeto. Dentre os itens que necessitam de melhorias pode-se apontar a falta de treinamento para cerca de 5% dos indiv??duos envolvidos nos projetos, a insufici??ncia do sistema F??nix-APEX e a falha na comunica????o do plano de a????o e do controle or??ament??rio a todos os envolvidos no projeto. Como propostas para melhorar as pr??ticas falhas recomendam-se cursos, treinamentos e capacita????es constantes para os membros da equipe, reuni??es peri??dicas entre os gestores de projeto e os colaboradores dos projetos, a reestrutura????o dos manuais e do sistema F??nix, bem como um novo processo de acompanhamento da presta????o de contas.

Thesis (DBA)--Macquarie University, Graduate School of Management, 2008. / Bibliography: p. 267-292. / The telecommunications industry ('Telco'), a service provider business, is undergoing significant changes such as deregulations, technology changes and increasing competition. Managers face increased pressure to bring new products with the latest technology into the market faster. Few previous studies have analysed New Product Development (NPD) projects in this hypercompetitive industry. This research addresses this gap by investigating Telco NPD projects and the associated skill sets needed by successful project managers.--The study evaluated how project managers' various skills contribute to project management success. Incorporating clear definitions grounded in the recent literature on NPD, management and leadership, the research proposed a new organising framework of four groups of skill sets: technical, leadership, managerial and administrative. Technical skills are the knowledge of technologies on which the project work is based. Leadership skills involve influencing project stakeholders to deliver a quality product within time and budget. Managerial skills are needed to develop and execute project plans and to get project work done. Administrative skills include understanding an organisation's structure, culture, policies, processes, methods and tools.--Previous classifications for Telco NPD projects have over-emphasised product innovation and undervalued the process aspects. While small projects provide fewer management challenges, this study found that project managers of large and complex projects require all four skill sets. Managerial skills are mandatory. Technical and administrative skills enhance understanding of the technology and business processes. Leadership skills are limited at an operational level. Managerial and administrative skills are essential for developing and implementing project plans; technical skills are important in the initial project stages; leadership skills are needed from the beginning until delivering a new product.--The research outcomes can be used when hiring and developing NPD project manager professionals in the Telco industry to complement current project manager competency standards, which do not cover all the skill sets. Findings may be applicable to Telco companies in other countries new to such market conditions. Furthermore, other industries may adapt the skill set framework to suit their own particular requirements. / Mode of access: World Wide Web. / xvi, 336 p. ill

Managers of software development projects increasingly need to deal with factors such as competition, demand for quality, shorter product life cycles and constant technological changes in the market. Thus, it was realized that flexibility is a critical issue for software development projects, since it is necessary to improve the ability of responses to market changes, so that there are few reworks, minimized costs, responsiveness and capacity innovation. Aiming to contribute to this discussion, this study sought to investigate how the characteristics of flexibility are perceived by project managers in software development. The theoretical framework of the processes of software development Cockburn (2001), Abrahamsson et al. (2003), Vinekar (2006) and Laudon and Laudon (2010) were the basis for this study. The methodology has a descriptive and qualitative and adopted the search strategy multiple case study in which the cases are characterized by the processes of software development, and as a source of evidence, chose to project managers who work in Aracaju, considering that these professionals have a broader view of the development process. As results, in treating of flexibility with respect to the customer, all respondents stated that customer participation in the development process is important for the proper performance of the project as possible to anticipate potential changes. Regarding flexibility in the working group, four of the five managers interviewed said that team members do not react well to changes in the project, and that there is an effort in most projects to negotiate with the client possible changes in cost and time. Regarding the process flexibility, the five respondents agree on the advantages of a good definition of the processes within the organization. However, all processes are capable of adapting to achieve the required results. The findings in this study therefore demonstrate that the project managers, while focusing on the technical aspects of the software development process, associate to the level of success of the project to other factors, such as flexibility in the process, working groups and with respect to the customer. / Os gerentes de projetos de desenvolvimento de software precisam cada vez mais lidar com fatores como a competição, demanda por qualidade, menores ciclos de vida de produtos e mudanças tecnológicas constantes no mercado. Dessa forma, percebeu-se que a flexibilidade é uma questão crítica para projetos de desenvolvimento de software, uma vez que é necessário aprimorar a capacidade de respostas às mudanças de mercado, de forma que haja poucos retrabalhos, custos minimizados, agilidade de resposta e capacidade de inovação. Com o propósito de contribuir para tal discussão, esta dissertação investiga como as características de flexibilidade são percebidas por gerentes de projetos no desenvolvimento de software. O arcabouço teórico sobre os processos de desenvolvimento de software, tais como os fundamentados em Cockburn (2001), Abrahamsson et al. (2003), Vinekar (2006) e Laudon e Laudon (2010) serviram como base para este estudo. A metodologia teve caráter descritivo e qualitativo e adotou-se a estratégia de pesquisa estudo de casos múltiplos, na qual os casos foram caracterizados pelos processos de desenvolvimento de software e, como fonte de evidências, escolheram-se os gestores de projetos de software que atuam em Aracaju, por considerar que estes profissionais possuem uma visão mais abrangente do processo de desenvolvimento de tais sistemas. Como resultados obtidos, ao tratar de flexibilidade com relação ao cliente, todos os entrevistados declararam que a participação do cliente no processo de desenvolvimento é importante para o bom desempenho do projeto, pois possibilita antecipar possíveis mudanças. No tocante à flexibilidade no grupo de trabalho, quatro dos cinco gerentes entrevistados ressaltaram que os membros da equipe não reagem bem às mudanças no projeto, e que existe um esforço na maioria dos projetos em negociar com o cliente possíveis alterações de custos e prazos. No que concerne à flexibilidade dos processos de desenvolvimento, os cinco entrevistados concordaram sobre as vantagens de uma boa definição dos processos dentro da organização. Contudo, todos os processos são passíveis de adaptação para atingir os resultados necessários. Os resultados encontrados nessa pesquisa demonstram, portanto, que os gerentes de projetos, apesar de focarem nos aspectos técnicos do processo de desenvolvimento de software, associam o nível de sucesso do projeto a outros fatores, tais como a flexibilidade com relação ao cliente, nos grupos de trabalho e no processo de desenvolvimento.