Esta dissertação apresenta um estudo de avaliação de desempenho de projetos a partir de uma estrutura multidimensional que engloba custo, prazo e qualidade do produto final do projeto. As fundações para o desenvolvimento desta abordagem multidimensional estão em um modelo que integra o conceito de Gerenciamento do Valor Agregado (EVM Earned Value Management) à Engenharia de Sistemas e ao Desdobramento da Função Qualidade (QFD Quality Funcion Deployment). A tradução de requisitos do cliente para requisitos técnicos é alicerçada no Desdobramento da Função Qualidade (QFD Quality Funcion Deployment), a alocação de requisitos técnicos em uma Estrutura Analítica de Projeto (WBS Work Breakdown Structure) é baseada em Engenharia de Sistemas e finalmente a integração desta base com as técnicas de planejamento e controle de projetos do Gerenciamento do Valor Agregado (EVM Earned Value Management) formam o Modelo Multidimensional de Desempenho de Projetos (MPPM - Multdidimensional Project Performance Model). Esta integração de disciplinas de qualidade, engenharia de sistemas e gerenciamento de projetos, que formam o MPPM, visa avaliar custo, prazo e qualidade do produto final de um projeto de forma integrada e simultânea. A parte empírica é realizada em duas etapas, sendo a primeira a simulação de uso do modelo a um projeto real já concluído e a segunda etapa estudo multicaso. A simulação da aplicação do modelo em um projeto real busca avaliar as dificuldades de aplicação, bem como avaliar as lacunas de desempenho do projeto a partir de uma visão multidimensional. Por fim, apresenta-se um estudo multicaso, realizado em seis empresas de grande porte de setores industriais distintos, que atuam no Brasil e desenvolvem projetos complexos. O objetivo desse estudo é fazer um levantamento das práticas de avaliação de desempenho em projetos, bem como avaliar se as empresas estudadas estariam prontas para a utilização do modelo multidimensional desenvolvido neste trabalho. O trabalho conclui que é possível a aplicação de um modelo multidimensional integrado como o MPPM para projetos com produtos complexos. Sua aplicação exige uma disciplina com a captura e desdobramento dos requisitos do cliente que não é usual nas práticas de gerenciamento de projetos das empresas pesquisadas. Por isso, a aplicação do modelo depende de uma considerável evolução da forma como as empresas gerenciam projetos e lidam com os requisitos de clientes para o produto do projeto. / This dissertation presents a study of project performance evaluation through the development of a multidimensional model that integrates the dimensions of cost, schedule and quality of the project end product. The foundation for the development of this multidimensional approach is a model that integrates the Earned Value Management (EVM) concept with Systems Engineering and the Quality Function Deployment (QFD). The customer requirements translation to technical requirements from the Quality Function Deployment (QFD), the allocation of technical requirements to a Systems Engineering based work breakdown structure (WBS) and finally the integration of this basis with the EVM techniques of planning and controlling projects along its lifecycle build the Multidimensional Project Performance Model (MPPM). This integration of quality, systems engineering and project management disciplines, that results in the MPPM, is capable of an integrated and simultaneous evaluation of cost, schedule and quality of the project end product. The empiric study is divided in two parts, the fist one simulates the application of the MPPM to a real known project, the second is a multicase study. The MPPM simulation with a real project shows the difficulties and barriers to the application of such model, as well as the gaps of a project performance evaluation based on a multidimensional vision. Finally a multi-case study of practices of project performance evaluation with six large companies of different industries segments dealing with complex projects in Brazil is developed. This multi-case study objective is to raise companies practices on project performance evaluation and also to evaluate if the studied companies are ready for the implementation of a multidimensional project performance model as the MPPM. The dissertation conclusion is that it is possible to apply a multidimensional project performance model such as the MPPM for projects with complex products. The model application requires discipline on the customer requirements elicitation and deployment. This discipline is not commonly found on studied companies practices of project management. The MPPM application depends on a considerable evolution of the companies project management methods, as well as the way these companies deal with customer requirements of the project end product.

Esta dissertação apresenta um estudo de avaliação de desempenho de projetos a partir de uma estrutura multidimensional que engloba custo, prazo e qualidade do produto final do projeto. As fundações para o desenvolvimento desta abordagem multidimensional estão em um modelo que integra o conceito de Gerenciamento do Valor Agregado (EVM Earned Value Management) à Engenharia de Sistemas e ao Desdobramento da Função Qualidade (QFD Quality Funcion Deployment). A tradução de requisitos do cliente para requisitos técnicos é alicerçada no Desdobramento da Função Qualidade (QFD Quality Funcion Deployment), a alocação de requisitos técnicos em uma Estrutura Analítica de Projeto (WBS Work Breakdown Structure) é baseada em Engenharia de Sistemas e finalmente a integração desta base com as técnicas de planejamento e controle de projetos do Gerenciamento do Valor Agregado (EVM Earned Value Management) formam o Modelo Multidimensional de Desempenho de Projetos (MPPM - Multdidimensional Project Performance Model). Esta integração de disciplinas de qualidade, engenharia de sistemas e gerenciamento de projetos, que formam o MPPM, visa avaliar custo, prazo e qualidade do produto final de um projeto de forma integrada e simultânea. A parte empírica é realizada em duas etapas, sendo a primeira a simulação de uso do modelo a um projeto real já concluído e a segunda etapa estudo multicaso. A simulação da aplicação do modelo em um projeto real busca avaliar as dificuldades de aplicação, bem como avaliar as lacunas de desempenho do projeto a partir de uma visão multidimensional. Por fim, apresenta-se um estudo multicaso, realizado em seis empresas de grande porte de setores industriais distintos, que atuam no Brasil e desenvolvem projetos complexos. O objetivo desse estudo é fazer um levantamento das práticas de avaliação de desempenho em projetos, bem como avaliar se as empresas estudadas estariam prontas para a utilização do modelo multidimensional desenvolvido neste trabalho. O trabalho conclui que é possível a aplicação de um modelo multidimensional integrado como o MPPM para projetos com produtos complexos. Sua aplicação exige uma disciplina com a captura e desdobramento dos requisitos do cliente que não é usual nas práticas de gerenciamento de projetos das empresas pesquisadas. Por isso, a aplicação do modelo depende de uma considerável evolução da forma como as empresas gerenciam projetos e lidam com os requisitos de clientes para o produto do projeto. / This dissertation presents a study of project performance evaluation through the development of a multidimensional model that integrates the dimensions of cost, schedule and quality of the project end product. The foundation for the development of this multidimensional approach is a model that integrates the Earned Value Management (EVM) concept with Systems Engineering and the Quality Function Deployment (QFD). The customer requirements translation to technical requirements from the Quality Function Deployment (QFD), the allocation of technical requirements to a Systems Engineering based work breakdown structure (WBS) and finally the integration of this basis with the EVM techniques of planning and controlling projects along its lifecycle build the Multidimensional Project Performance Model (MPPM). This integration of quality, systems engineering and project management disciplines, that results in the MPPM, is capable of an integrated and simultaneous evaluation of cost, schedule and quality of the project end product. The empiric study is divided in two parts, the fist one simulates the application of the MPPM to a real known project, the second is a multicase study. The MPPM simulation with a real project shows the difficulties and barriers to the application of such model, as well as the gaps of a project performance evaluation based on a multidimensional vision. Finally a multi-case study of practices of project performance evaluation with six large companies of different industries segments dealing with complex projects in Brazil is developed. This multi-case study objective is to raise companies practices on project performance evaluation and also to evaluate if the studied companies are ready for the implementation of a multidimensional project performance model as the MPPM. The dissertation conclusion is that it is possible to apply a multidimensional project performance model such as the MPPM for projects with complex products. The model application requires discipline on the customer requirements elicitation and deployment. This discipline is not commonly found on studied companies practices of project management. The MPPM application depends on a considerable evolution of the companies project management methods, as well as the way these companies deal with customer requirements of the project end product.

Utilizing information technology (IT) to enable new organizational capabilities to achieve near-term objectives and long-term sustainability is a top priority for many business leaders seeking to maintain or increase market share. However, organizational leaders face significant challenges to their strategy execution because the percentage of challenged IT projects has remained relatively static for decades. The purpose of this qualitative case study was to explore risk management strategies used by 7 purposely selected IT project managers (PMs) from a pharmaceutical company located in the northeastern United States who have effectively managed IT project performance by using risk management strategies, leading to the successful delivery of an IT project. The conceptual framework that guided the research was actor-network theory. The data collection included semistructured interviews and the collection of internal organizational risk registers and other project risk management documentation. An inductive content analysis followed the procedures outlined in Malterud's systematic text condensation strategy, yielding the following major strategies to increase IT project performance: performing knowledge management, promoting a positive risk culture, utilizing an existing risk management framework, and performing risk-related communication. The implications for positive social change include the potential to help IT PMs deliver the expected business value on time and within budget, which, in turn, may enable pharmaceutical companies to improve the quality of life of afflicted individuals and populations in need of safe, economical, and innovative therapies.

Num complexo ambiente de negócios, em intensa e contínua transformação, os projetos podem ser considerados entre as principais ferramentas organizacionais que sustentam a busca de melhorias em termos de processos, produtos e tecnologias, tornando-se uma atividade essencial para a maioria das empresas. A ampliação e aprofundamento da gestão de projetos tiveram como consequência o ganho de importância dos stakeholders ou partes interessadas do projeto, independentemente de seu envolvimento ser permanente ou temporário. Neste estudo, visou-se identificar e discutir: i) as práticas de gestão de stakeholders, ii) o desempenho dos projetos e iii) a relação entre as práticas de gestão dos stakeholders e o desempenho dos projetos. A partir da aplicação de um questionário eletrônico, em 2018, com participantes de projetos organizacionais, levantaram-se as características do projeto, da empresa e dos próprios participantes para 105 projetos finalizados. Capturou-se a percepção de concordância entre os participantes em relação à participação dos stakeholders, a adoção das práticas de gestão dos stakeholders e o desempenho dos seus respectivos projetos. Os dados obtidos permitiram desenvolver uma compreensão objetiva dos conceitos em discussão, segundo o entendimento dos participantes dos projetos. Foram propostos dois modelos conceituais com o objetivo de se identificar a dependência entre as práticas de gestão de stakeholders e o desempenho do projeto. Tais relações propostas foram avaliadas com o uso da técnica de modelagem de equações estruturais. O estudo permitiu evidenciar - com base nos diversos respondentes, participantes de projetos com diferentes características, realizados em distintas empresas - as práticas de gestão de stakeholders efetivamente adotadas e as dimensões de desempenho consideradas nos projetos. Em termos da avaliação da relação entre os conceitos, para ambos os modelos, as relações foram confirmadas e as contribuições mostraram-se positivas e significativas, de modo que os resultados são consistentes com os objetivos propostos no estudo. / In a complex business environment, in an intense and continuous transformation, projects can be considered among the main organizational tools that support the search for improvements in terms of processes, products and technologies, becoming an essential activity for most companies. The extension and deepening of the project management had the consequence of gaining importance to the project stakeholders, regardless of whether their involvement is permanent or temporary. In this way, this study aimed to identify and discuss: i) stakeholder management practices, ii) project performance, and iii) the relations between stakeholder management practices and project performance. From the application of an electronic questionnaire, in 2018, with practitioners of organizational projects, we raised the characteristics of the project, the company and the respondents themselves to 105 completed projects, in addition to the perception of agreement of these participants regarding the participation of stakeholders, adoption of stakeholder management practices and performance of their respective projects. The data obtained allowed an objective understanding of the concepts under discussion, according to the participants\' understanding of the projects. Two conceptual models were proposed in order to identify the occurrence of dependence between stakeholder management practices and project performance, so that such proposed relations were evaluated using the structural equation modeling technique. In general, the study showed - from the various respondents, for projects of different characteristics carried out in distinct companies - the management practices of stakeholders effectively adopted and the dimensions of performance contemplated in the projects. In terms of the evaluation of the relation between the concepts, for both models the relationships were confirmed and the contribution showed to be positive and significant, so that the results obtained are consistent with the proposed objectives.

The performance assessment done by objective measures have now been replaced with subjective measures. Within the context of this research / interdependencies between a construction company&rsquo / s &ldquo / resources and capabilities&rdquo / , &ldquo / project management capabilities&rdquo / , &ldquo / strategic decisions&rdquo / , &ldquo / strength of relationships with other parties&rdquo / and &ldquo / external factors&rdquo / with &ldquo / project performance&rdquo / and &ldquo / company performance&rdquo / were investigated from a resource based perspective which put forward intangible assets of the company. To achieve the objectives, a questionnaire survey was administered to 73 Turkish contractors and the data obtained from 354 projects that were held during the last five years were analyzed using structural equation modeling (SEM). It was hypothesized in this study that construction company performance is influenced by the resources and capabilities within the company, the long-term and short-term strategies adopted by the company, the strength of the relationships of the company with other parties involved in construction projects, external factors and project management competencies. A structural equation model was set up to measure the seven latent variables through their constituent variables and to see if the hypothesized relationships exist. Based on the findings of this study, it can be concluded that, this research has introduced a method to measure performance both in subjective (qualitative) and the objective (quantitative) terms. The strong path coefficients between the constructs of the model are an indication that, after decades in pursuit of finding ways to improve the performance of construction companies, subjective dimensions of performance have proven to be as effective as the traditional objective dimensions.

Submitted by William Justo Figueiro (williamjf) on 2015-06-12T13:02:00Z No. of bitstreams: 1 5.pdf: 954609 bytes, checksum: 15745853f8eccf8c8d121de374592460 (MD5) / Made available in DSpace on 2015-06-12T13:02:00Z (GMT). No. of bitstreams: 1 5.pdf: 954609 bytes, checksum: 15745853f8eccf8c8d121de374592460 (MD5) Previous issue date: 2013-03-26 / UNIMED VTRP - União dos Médicos Vales do Taquari e Rio Pardo / A realização de projetos pelas organizações é uma prática amplamente utilizada para obter resultados diferenciados. No entanto, a insatisfação com os resultados obtidos não é uma exceção. Entre os fatores que influenciam o desempenho dos projetos está a execução eficiente e eficaz dos processos relacionados ao monitoramento e controle do projeto. O uso de Tecnologias da Informação Móveis e Sem fio (TIMS) podem contribuir na execução de processos nos quais os trabalhadores possuem características de mobilidade. O objetivo deste trabalho é investigar de que formas a utilização de TIMS nos processos de monitoramento e controle do projeto afeta o desempenho do mesmo. A metodologia empregada para alcançar esse objetivo foi baseada na realização de uma etapa exploratória, na qual se entrevistou gerentes de projetos para compreender melhor o fenômeno. Com base nas percepções dos entrevistados e na revisão teórica sobre gestão de projetos e TIMS foi proposto um modelo conceitual que demonstra a relação entre o grau de utilização de TIMS nos processos de monitoramento e controle do projeto e o desempenho dos projetos. Uma survey foi realizada com gerentes de projetos para verificação empírica do modelo, tendo ao final uma amostra de 223 respondentes. Como técnica estatística utilizou-se a Partial Least Squares(PLS). Nos testes de validação do modelo foi necessário retirar o constructo dependência da localização. Na análise dos resultados observou-se que a relação entre a criticidade do tempo e o uso de TIMS não possui, no contexto da pesquisa, significância estatística. Por outro lado, o constructo mobilidade possui uma relação estatisticamente significativa com o uso de TIMS. Da mesma forma, o uso de TIMS nos processos de monitoramento e controle do projeto possui relação significativa estatisticamente com o desempenho de projeto. Os resultados obtidos indicam uma relação positiva entre o uso de TIMS nos processos de monitoramento e controle e o desempenho do projeto, especialmente em relação ao cumprimento do prazo. Como limitações da pesquisa destaque-se a forma de medição da mobilidade do gerente de projetos e a verificação do uso de TIMS apenas nos processos de monitoramento e controle dos projetos. Sugere-se para futuras pesquisas o aprimoramento da forma de medir a mobilidade dos gerentes de projetos e a inclusão da análise do uso de TIMS em outros processos relacionados ao gerenciamento de projetos que podem afetar o desempenho dos projetos. / ABSTRACT The development of projects by organizations is a widely used practice to get different results. However, dissatisfaction with the results obtained is not an exception. Among the factors influencing project performance is the efficient and effective implementation of processes related to monitoring and controlling the project. The use of mobile technologies can contribute to the execution of processes in which workers have mobility characteristics. The objective of this study is to investigate ways that the use of mobile technologies in project monitoring and controlling processes affects project performance. The methodology used to achieve this objective was based on the realization of an exploratory stage in which we interviewed project managers to better understand the phenomenon. A conceptual model that demonstrates the relationship between the degree of use of mobile technologies in the project monitoring and controlling processes and projects performance was proposed. It was based on respondents' perceptions and theoretical review of project management and mobile technologies. A survey was conducted with project managers for empirical verification of the model. At the end of the survey sample consisted of 223 respondents. We used the statistical technique of Partial Least Squares (PLS). During validation of the model it was necessary to remove the construct dependence on location. The analysis of the results showed that the relation between the critical time and the use of mobile technologies is not of statistical significance in the context of research. Moreover, the mobility construct has a statistically significant relationship with the use of mobile technologies. Likewise, the use of mobile technologies in project monitoring and controlling processes has statistically significant relationship with project performance. The results indicate a positive relationship between the use of TIMS in project monitoring and controlling processes and project performance, particularly with respect to time. We highlighted the limitations of the survey method of measuring the mobility of the project manager and the verification of the use of mobile technologies just in project monitoring and control processes. We suggest for future research the improvement of the method of measuring the mobility of project managers and the inclusion of the analysis of the use of mobile technologies in other processes related to project management that may affect project performance.

Introduction: A trend for organisations to change from single to multiple project management has been observed over the last couple of decades. Organizations shifted their focus from single project management towards the simultaneous management of the whole set of projects as one entity – project portfolio. New multi-project settings require a new management approach and practices to successfully manage a portfolio. A common practice in organizations is to evaluate projects after they had been carried out. At that point not much can be done and it is impossible to improve performance and prevent failure. Hence, problems that occur in projects’ implementation phase remain unsolved and even unidentified. Constant control, review and monitoring of projects’ performance in the implementation phase could lead to the problematic portfolio areas being spotted and timely management decisions being made in order to improve the overall portfolio performance. Problem: How do organisations manage projects within a portfolio that perform poorly in the implementation phase? Purpose: The purpose of this thesis is: to describe to what extent and in what ways organizations control, review and monitor project performances in the implementation phase; to identify if organisations use any methods, tools or techniques in order to spot projects that perform poorly according to their expectations; and to discover what happens to the poorly performing projects in the implementation phase after they were identified. Method: An electronic qualitative questionnaire had been constructed and sent out to the 46 sampled Swedish companies currently running project portfolios. 115 most suitable respondents had been chosen to answer the survey. Frame of Reference: Theoretical framework is built on the literature within project portfolio management field, mostly concerning control, review and monitoring of projects of projects’ performance within their implementation phase; practices used to manage poorly performing projects as well as the value of organizational learning. Conclusion: The research results show that even though majority of the studied organizations are aware and striving towards efficient project portfolio control, review and monitoring, a lot of space for improvement still remains. Results reveal that organizations are trying to keep track of projects’ performance within a portfolio, however, very few poorly performing are identified. Moreover, the management practices for underperforming projects are still very limited if not non-existent.

iv In this study, an Analytic Network Process (ANP) and Data Envelopment Analysis (DEA) based approach was developed in order to measure the performance of customer-based Research and Development projects being executed in T&Uuml / BTAKSAGE, Defense Research and Development Institute, under the Scientific and Technological Research Council of Turkey. In order to evaluate project performance, many criteria, containing various subcriteria were determined. In order to handle the interdependencies among the criteria and the sub-criteria, ANP was used. The ANP model generated in this study is a hybrid model consisting of both a hierarchy and a network. The pairwise comparison matrices that were built up for defining the importance and influences of the criteria/sub-criteria in the ANP model were formed as interval judgments from a group decision making process, based on data obtained from a questionnaire conducted among the experts in the Institute. From the interval pairwise comparison matrices, weight intervals for the sub-criteria were determined and these bounds were used as assurance region constraints in a super-efficiency DEA model, through which the project ranking was obtained. Taking into consideration that there may occur some missing values in some projects for some of the sub-criteria, the superefficiency DEA model was extended to handle missing data. The model was applied to a real case study on performance evaluation of the ongoing customer-based projects in the Institute. For comparison purposes, the case study was also solved by two other approaches.

<p><strong>Introduction: </strong>A trend for organisations to change from single to multiple project management has been observed over the last couple of decades. Organizations shifted their focus from single project management towards the simultaneous management of the whole set of projects as one entity – project portfolio. New multi-project settings require a new management approach and practices to successfully manage a portfolio. A common practice in organizations is to evaluate projects after they had been carried out. At that point not much can be done and it is impossible to improve performance and prevent failure. Hence, problems that occur in projects’ implementation phase remain unsolved and even unidentified. Constant control, review and monitoring of projects’ performance in the implementation phase could lead to the problematic portfolio areas being spotted and timely management decisions being made in order to improve the overall portfolio performance.</p><p><strong> </strong></p><p><strong>Problem: </strong>How do organisations manage projects within a portfolio that perform poorly in the implementation phase?</p><p><strong> </strong></p><p><strong>Purpose: </strong>The purpose of this thesis is: to describe to what extent and in what ways organizations control, review and monitor project performances in the implementation phase; to identify if organisations use any methods, tools or techniques in order to spot projects that perform poorly according to their expectations; and to discover what happens to the poorly performing projects in the implementation phase after they were identified.</p><p><strong> </strong></p><p><strong>Method: </strong>An electronic qualitative questionnaire had been constructed and sent out to the 46 sampled Swedish companies currently running project portfolios. 115 most suitable respondents had been chosen to answer the survey.</p><p><strong> </strong></p><p><strong>Frame of Reference: </strong>Theoretical framework is built on the literature within project portfolio management field, mostly concerning control, review and monitoring of projects of projects’ performance within their implementation phase; practices used to manage poorly performing projects as well as the value of organizational learning.</p><p><strong> </strong></p><p><strong>Conclusion: </strong>The research results show that even though majority of the studied organizations are aware and striving towards efficient project portfolio control, review and monitoring, a lot of space for improvement still remains. Results reveal that organizations are trying to keep track of projects’ performance within a portfolio, however, very few poorly performing are identified. Moreover, the management practices for underperforming projects are still very limited if not non-existent.</p>

Purpose – The research purpose is to add insights to the project management literature by studying a global project encompassing Chinese and Western project participants, to possibly increase the understanding of how project alignment can be achieved. Method – The analytical approach for this abductive and explorative study was anchored in a six-phase thematic analysis (Clarke &amp; Braun, 2014). A single-case study approach was used encompassing 17 interviews and 61 days of observations at a multinational manufacturing firm in China.  Results - Both Chinese and Western project managers consider project effectiveness and efficiency when evaluating project success. However, there are several key nuances that separate the two groups, as Western project managers focus on customer satisfaction through efficient methods when evaluating project performance, whereas Chinese project managers focus on internal satisfaction through effective methods. The different viewpoints although similar affect the ability of manufacturing organizations to achieve alignment within global projects. To achieve alignment within global projects manufacturing organisations need to focus on three types of alignment while accounting for the nuanced view on project success; objective alignment, role alignment and internal alignment. Theoretical implications – Our study proposes an emergent model reducing the complexity of achieving alignment in global projects. The model contains three new types of alignment (objective, role and internal) that are actionable and direct compared to previous alignment types. The alignment types aids in the unification of Chinese and Western project managers view on project success. Practical implications – We expand the understanding of the Chinese and Western view on project success and provide insight into how alignment can be achieved in global projects. Our findings suggest that project managers should first achieve objective alignment before addressing role and later internal alignment in efforts to increase project performance.