La gestion de projets complexes nécessite d’orchestrer la coopération de centaines de personnes provenant de diverses entreprises, professions et compétences, de travailler sur des milliers d'activités, livrables, objectifs, actions, décisions et risques. En outre, ces nombreux éléments du projet sont de plus en plus interconnectés, et aucune décision ou action n’est indépendante. Cette complexité croissante est l'un des plus grands défis de la gestion de projet et l'une des causes de l'échec du projet en termes de dépassements de coûts et des retards. Par exemple, dans l'industrie automobile, l'augmentation de l'orientation du marché et de la complexité croissante des véhicules a changé la structure de gestion des projets de développement de nouveaux véhicules à partir d'une structure hiérarchique à une structure en réseau, y compris le constructeur, mais aussi de nombreux fournisseurs. Les dépendances entre les éléments du projet augmentent les risques, car les problèmes dans un élément peuvent se propager à d'autres éléments qui en dépendent directement ou indirectement. La complexité génère un certain nombre de phénomènes, positifs ou négatifs, isolés ou en chaînes, locaux ou globaux, qui vont plus ou moins interférer avec la convergence du projet vers ses objectifs.L'objectif de la thèse est donc de réduire les risques associés à la complexité des projets véhicules en augmentant la compréhension de cette complexité et de la coordination des acteurs du projet. Pour ce faire, une première question de recherche est de prioriser les actions pour atténuer les risques liés à la complexité. Puis, une seconde question de recherche est de proposer un moyen d'organiser et de coordonner les acteurs afin de faire face efficacement avec les phénomènes liés à la complexité identifiés précédemment.La première question sera abordée par la modélisation de complexité du projet en analysant les phénomènes liés à la complexité dans le projet, à deux niveaux. Tout d'abord, une modélisation descriptive de haut niveau basée facteur est proposé. Elle permet de mesurer et de prioriser les zones de projet où la complexité peut avoir le plus d'impact. Deuxièmement, une modélisation de bas niveau basée sur les graphes est proposée. Elle permet de modéliser plus finement les éléments du projet et leurs interdépendances. Des contributions ont été faites sur le processus complet de modélisation, y compris l'automatisation de certaines étapes de collecte de données, afin d'augmenter les performances et la diminution de l'effort et le risque d'erreur. Ces deux modèles peuvent être utilisés en conséquence; une première mesure de haut niveau peut permettre de se concentrer sur certains aspects du projet, où la modélisation de bas niveau sera appliquée, avec un gain global d'efficacité et d'impact. Basé sur ces modèles, certaines contributions sont faites pour anticiper le comportement potentiel du projet. Des analyses topologiques et de propagation sont proposées pour détecter et hiérarchiser les éléments essentiels et les interdépendances critiques, tout en élargissant le sens du mot polysémique "critique".La deuxième question de recherche sera traitée en introduisant une méthodologie de « Clustering » pour proposer des groupes d'acteurs dans les projets de développement de nouveaux produits, en particulier pour les acteurs impliqués dans de nombreuses interdépendances liées aux livrables à différentes phases du cycle de vie du projet. Cela permet d'accroître la coordination entre les acteurs interdépendants qui ne sont pas toujours formellement reliés par la structure hiérarchique de l'organisation du projet. Cela permet à l'organisation du projet d’être effectivement plus proche de la structure en « réseau » qu’elle devrait avoir. L'application industrielle aux projets de développement de nouveaux véhicules a montré des résultats prometteurs pour les contributions aux deux questions de recherche. / The management of complex projects requires orchestrating the cooperation of hundreds of individuals from various companies, professions and backgrounds, working on thousands of activities, deliverables, and risks. As well, these numerous project elements are more and more interconnected, and no decision or action is independent. This growing complexity is one of the greatest challenges of project management and one of the causes for project failure in terms of cost overruns and time delays. For instance, in the automotive industry, increasing market orientation and growing complexity of automotive product has changed the management structure of the vehicle development projects from a hierarchical to a networked structure, including the manufacturer but also numerous suppliers. Dependencies between project elements increase risks, since problems in one element may propagate to other directly or indirectly dependent elements. Complexity generates a number of phenomena, positive or negative, isolated or in chains, local or global, that will more or less interfere with the convergence of the project towards its goals. The thesis aim is thus to reduce the risks associated with the complexity of the vehicle development projects by increasing the understanding of this complexity and the coordination of project actors. To do so, a first research question is to prioritize actions to mitigate complexity-related risks. Then, a second research question is to propose a way to organize and coordinate actors in order to cope efficiently with the previously identified complexity-related phenomena.The first question will be addressed by modeling project complexity and by analyzing complexity-related phenomena within the project, at two levels. First, a high-level factor-based descriptive modeling is proposed. It permits to measure and prioritize project areas where complexity may have the most impact. Second, a low-level graph-based modeling is proposed, based on the finer modeling of project elements and interdependencies. Contributions have been made on the complete modeling process, including the automation of some data-gathering steps, in order to increase performance and decrease effort and error risk. These two models can be used consequently; a first high-level measure can permit to focus on some areas of the project, where the low-level modeling will be applied, with a gain of global efficiency and impact. Based on these models, some contributions are made to anticipate potential behavior of the project. Topological and propagation analyses are proposed to detect and prioritize critical elements and critical interdependencies, while enlarging the sense of the polysemous word “critical."The second research question will be addressed by introducing a clustering methodology to propose groups of actors in new product development projects, especially for the actors involved in many deliverable-related interdependencies in different phases of the project life cycle. This permits to increase coordination between interdependent actors who are not always formally connected via the hierarchical structure of the project organization. This allows the project organization to be actually closer to what a networked structure should be. The automotive-based industrial application has shown promising results for the contributions to both research questions. Finally, the proposed methodology is discussed in terms of genericity and seems to be applicable to a wide set of complex projects for decision support.

近年來，許多公司面臨需要透過資訊科技來獲取競爭優勢。各產業對於資訊系統的要求越來愈多，促使資訊系統的開發工作越加複雜，而使得成功完成資訊系統的開發變的日益困難。 軟體工程協會指出軟體能力成熟度整合模式(Capability Maturity Model Integration, CMMI)強調軟體開發需要追求開發程序的改善與程序的最佳化。透過程序的改善以降低軟體開發專案失敗的機率。根據創意的定義，資訊系統開發程序的改善是團隊創意的表現。 目前少有研究從創意的觀點探討資訊系統開發程序的改善。根據社會認知理論指出效能信念是解釋行為/產出的關鍵元素。學者們也證明創意自我效能對於創意的重要性。到目前為止，效能與創意的連結僅限於個人層次的研究。因此，本研究將以資訊系統開發程序改善為研究情境，進行集體效能與創意文獻的連結，提出資訊系統開發團隊集體創意效能之概念，並探討集體創意效能的前置因素與了解干擾集體創意效能形成的因素。 本研究採用部分最小平方法 (Partial Least Squares)，分析98組開發資訊系統的學生團隊與61組開發資訊系統的業界團隊資料，以驗證研究模型。結果指出在學生團隊方面，團隊知識程度、成就動機、團隊知識整合能力會正向影響集體創意效能的形成；團隊互動程度會干擾團隊知識程度與集體創意效能的關係、專案複雜度會干擾團隊知識程度與集體創意效能的關係以及干擾團隊知識整合能力與集體創意效能的關係。在業界團隊方面，團隊知識程度、成就動機、團隊知識整合能力會正向影響集體創意效能的形成；團隊互動程度會干擾團隊知識程度與集體創意效能的關係、專案複雜度會干擾團隊知識程度與集體創意效能的關係、成就動機與集體創意效能的關係以及團隊知識整合能力與集體創意效能的關係。此外，本研究亦探討在不同專案複雜度的情境中，影響集體創意效能之前置因素。 / Numerous companies have recently employed information systems to obtain a competitive edge. The demand for many new and different information system (IS) applications has increased the scope and complexity of IS developing. Developing successful IS projects became difficult. Software Engineering Institute proposed Capability Maturity Model Integration (CMMI) that emphasized process optimization of software development. The improvement in software process can reduce the probability failure in development software. According to the definition of creativity, the improvement in software process is team creativity. However, there are few studies which discuss the issues about systems development process improvement from creative perspective. According to the social cognitive theory, efficacy is a key factor for interpreting behavior/products. Scholars demonstrated that creative self-efficacy is important to creativity. Previous researchers which studied the potential link between efficacy and creativity are focus on individual level. Thus, this study combined the literatures of collective efficacy and team creativity to propose a new construct (Collective creative efficacy, CCE) for information systems development teams, and explore the influences and moderators for CCE. 98 student project teams and 61 industry project teams are surveyed. Partial least squares (PLS) results demonstrate that team knowledge, achievement motivation and knowledge integration ability positively influenced CCE, team interaction positively moderated the relationships between team knowledge and CCE, and project complexity negatively moderated the relationships between team knowledge and CCE, and the relationships between knowledge integration capability and CCE in both samples. Project complexity positively moderated the relationships between achievement motivation and CCE in the model of industry project teams. An attempt is also made to understand the antecedents of CCE in different project complexity.

Submitted by Tatiana Paula da Costa Vieira (tatianapcv@yahoo.com.br) on 2016-12-16T00:41:57Z No. of bitstreams: 1 Dissertação_Tatiana Vieira_VRevisadafinal_1412.pdf: 2153650 bytes, checksum: fb9f1231ce9b692ffdfa100d51f0067e (MD5) / Approved for entry into archive by Fabiana da Silva Segura (fabiana.segura@fgv.br) on 2016-12-16T13:59:10Z (GMT) No. of bitstreams: 1 Dissertação_Tatiana Vieira_VRevisadafinal_1412.pdf: 2153650 bytes, checksum: fb9f1231ce9b692ffdfa100d51f0067e (MD5) / Made available in DSpace on 2016-12-16T14:45:51Z (GMT). No. of bitstreams: 1 Dissertação_Tatiana Vieira_VRevisadafinal_1412.pdf: 2153650 bytes, checksum: fb9f1231ce9b692ffdfa100d51f0067e (MD5) Previous issue date: 2016-11-24 / This study of explanatory case, included in the project management department, has as the main goals which are and who are the stakeholders of the systemic development projects of the financial institutution being studied, which are and how the extent indicators of the socialpolitical complexity impact the management conplexity of the projects and which actions were taken by the projects managers to mitigate the complexity related to these indicators, using mainly, as a theoric reference, seminal publications referred to the stakeholders and the project management complexity. In order to achieve this goal, deeply semi-organized interviews were done with 15 professionals who work with the technology in this institution, analysis of internal and external public documents and observation. The results show that the project management team, suppliers and trade partner, operation managers, other interested parts, portfolio managers, programming managers and the project office were not totally recognized by all the interviewed people. Moreover, it was verified all the indicators of the social-political complexity related to stakeholders (existence of hidden agenda, power conflicts, confliting priorities and requeriments among the projects, resistence, interference and litlle committal from the interest parts in the project and existence of a sênior management support) influence the complexity in the project management and indicating the existance of the social-political dimension complexity in these kinds of projects. Lastly, it was also verfied that the project managers are able to use some actions to soften the impacts of this complexity caused by the stakeholders, such as: allocate full time resource in the project, determine roles and responsabilities to the involved people in the project, scale the problems to the sponsor or superior competence, determine sharing goals among the project stakeholders. / Este estudo de caso exploratório, contido no campo de gestão de projetos, teve como principal objetivo compreender quais são e como são os possíveis perfis dos stakeholders dos projetos de desenvolvimento sistêmico da instituição financeira estudada, de que forma a dimensão de complexidade sociopolítica, impacta a complexidade de gestão destes projetos e quais ações foram tomadas pelos gerentes dos projetos para mitigar a esta dimensão de complexidade. Para atingir este objetivo, foram realizadas entrevistas semiestruturadas em profundidade com 15 profissionais que atuam em projetos de tecnologia da instituição, análise de documentos internos e externos, públicos, stakeholders e observação. Os resultados encontrados demonstraram que a equipe de gerenciamento dos projetos, fornecedores e parceiros comerciais, gerentes de operações, outras partes interessadas; gerente de portfólio, gerente de programa e o escritório de projetos não foram plenamente reconhecidos por todos os entrevistados. Além disto, verificou-se que todos os indicadores da complexidade sociopolítica relacionados aos stakeholders impactam a complexidade na gestão de projetos e indicando a existência da dimensão de complexidade sociopolítica nestes tipos de projetos. Por fim, também se verificou que os gestores de projeto podem empregar um conjunto de ações para mitigar os impactos da complexidade causada pelos stakeholders, tais como: alocar recurso em período integral no projeto, determinar papéis e responsabilidades aos envolvidos no projeto, escalar os problemas para o sponsor ou uma alçada superior, estabelecer metas compartilhadas entre os stakeholders do projeto, paralisar ou encerrar o projeto e realizar alinhamento sobre os objetivos do projeto entre os stakeholders.