In today’s competitive business world, every company wants to be more profitable. In order to keep the profit margin high, the companies need to work more. It is very hard to find any company which works on a single project. Actually it is not only any specific company’s practice rather it is a practice of the entire human being to do multiple works at the same time. The practice has also become quite common in the companies. Although the practice of working on multiple projects simultaneously has become popular for the companies overtime, the important thing is to manage all the projects efficiently so that all projects can be finished according to the plan. Multiple project management deals with a lot of challenges in terms of resource and time. The facts like resource sharing and resource constraint add more complexity to the management of such multiple simultaneous projects. It is difficult to understand the correct workload during the project and the effects of running all the simultaneous projects to the project deployment time. The situation becomes even critical if the projects run in a dynamic environment which may provide changes during any phase of it. Software development is such a process that deals with multiple projects and also the dynamic environment. The master study will focus on such case where the study has conducted in a software development company named ActionWave Development AB. ActionWave Development AB is dealing with multiple projects with having resource constraint. In this study, readers will come to know about the challenges of ActionWave Development AB in terms of resource scenario and deployment time in case of managing multiple projects simultaneously. The study will analyze the effect of having multiple simultaneous projects to the limited resource of ActionWave Development AB and will also show the effects on projects deployment time. The study does the analysis for the current case and an imaginary test case. Later solution has been provided to overcome the problem. Further recommendations were made in order to conduct an effective project management within the company.

Communication and information sharing are two inseparable ideas: communication isessentially information sharing. The aim of the present study is to find improved means ofcommunication, collaboration and information sharing among multiple number projectsoperating in Swedish municipal sector in various locations. The research employs design scienceresearch to improve effective communication that corresponds to an ‘action research loop’where the intervention is envisaged as introduction of IT in organization (Sein et al, 2010). Fourcycles of design and evaluation resulted in a web-based tool for communication and sharing ofinformation, a collaboration model (represents the collaboration among Stakeholders), a DPVCmodel (documents-parts-versions-comments represents different methods of sharing documents),a process flow model (represents the way the proposed artefact may be used by people) and a setof design principles (rules for the development of collaboration tool). The designing of the webbasedtool, collaboration model, DPVC model, process flow model and design principles areinformed by pragmatic evaluations as well as informed arguments from the fields of knowledgemanagement, (multiple) project management, information systems actability theory, and openinnovation.

Submitted by ILTON MARCHI DE ALMEIDA null (ilton.marchi@embraer.com.br) on 2017-07-19T21:27:35Z No. of bitstreams: 1 PROPOSTA DE USO INTEGRADO DOS MÉTODOS SCRUM E CCPM NA GESTÃO DE MÚLTIPLOS PROJETOS.pdf: 3336782 bytes, checksum: cc1ec4213afdacfef036c01ce401ea13 (MD5) / Approved for entry into archive by Monique Sasaki (sayumi_sasaki@hotmail.com) on 2017-07-20T17:48:17Z (GMT) No. of bitstreams: 1 almeida_im_me_bauru.pdf: 3336782 bytes, checksum: cc1ec4213afdacfef036c01ce401ea13 (MD5) / Made available in DSpace on 2017-07-20T17:48:18Z (GMT). No. of bitstreams: 1 almeida_im_me_bauru.pdf: 3336782 bytes, checksum: cc1ec4213afdacfef036c01ce401ea13 (MD5) Previous issue date: 2017-06-30 / A Gestão de Projetos (GP) ganhou papel de destaque na viabilidade dos objetivos estratégicos das organizações. O desenvolvimento de produtos e serviços vem recebendo forte pressão do mercado, demandante de lançamentos frequentes e em prazos cada vez menores. Para atender estas novas exigências, a GP deve prover informações úteis para tomadas de decisões em ambientes de múltiplos e complexos projetos, sujeitos a relevantes incertezas e volatilidade. Considerando as oportunidades de melhoria das práticas da GP para lidar com este ambiente instável e ambíguo, o objetivo deste trabalho é propor, utilizando o método de Teoria Fundamentada em Dados (TFD), um framework que prescreva como aplicar de forma combinada dois métodos de GP: a Gestão de Projetos por Corrente Crítica (Critical Chain Project Management - CCPM) e o Scrum. Os resultados obtidos por este trabalho apontam que a integração destes métodos pode potencializar os benefícios e atenuar as fragilidades de cada uma delas em particular, e cujo uso articulado e coordenado pode permitir decisões mais efetivas em ambientes voláteis, incertos, complexos e ambíguos (VUCA - Volatility, Uncertainty, Complexity and Ambiguity) de múltiplos projetos. / Project Management (PM) has gained a major role in the viability of the strategic objectives of organizations. The development of products and services has been under stronger market pressure, requesting frequent releases and in ever-shorter periods. To meet these new requirements, initiatives for maintaining PM as an information provider to make decisions in multiple and complex projects, exposed to relevant uncertainty and volatility, should be sought. Regarding the opportunities for improvement of PM practices to deal with this unstable and ambiguous environment, the objective of this work is to propose, using the Grounded Theory (GT) method, a framework that prescribes how to apply two GP methods in combination: the Critical Chain Project Management - CCPM and Scrum. The results of this work indicate that the integration of these methodologies can enhance the benefits and mitigate the weaknesses of each of them in particular. This hybrid model could permit a better articulation and coordination of the project tasks, allowing effective decisions in multiple project environments affected by volatility, uncertainty, complexity and ambiguity (VUCA).