Nos tempos atuais, cada vez mais as organizações têm executado projetos, seja para solucionar problemas técnicos, seja para promover mudanças e direcionar seus esforços para melhores ou novos negócios. Tradicionalmente, metas de prazo, custo e qualidade, conhecidas como triângulo de ferro, são utilizadas como critérios para medição de sucesso de projetos. Nas últimas três décadas, muitos estudos foram publicados na tentativa de entender os fatores e variáveis que levam a projetos bem sucedidos ou fracassados. Na tentativa de contribuir com esses estudos, esta tese busca analisar as relações entre aspectos organizacionais e aspectos específicos dos projetos (internos) com o sucesso dos projetos executados por organizações brasileiras, avaliado por meio da visão tradicional: conformidade com orçamento (custo); cronograma (tempo); especificações técnicas (requisitos do produto/serviço); e atendimento às demandas dos clientes. Para confirmar ou refutar as proposições de pesquisa estabelecidas, esta pesquisa adotou uma abordagem quantitativa, com um levantamento (survey) junto a 336 (trezentos e trinta e seis) profissionais da área. Para a coleta de dados, foi elaborado um instrumento de pesquisa (questionário) com base na literatura acerca do tema. Os resultados apontam diferenças estatisticamente significativas para quatro variáveis que, quando presentes, influenciam positivamente o sucesso dos projetos nas empresas brasileiras. As variáveis são: recursos necessários para o projeto disponibilizados (pela alta administração); utilização de ferramentas de gerenciamento de projetos; aplicação de atividades de coordenação em projetos; e maturidade em gerenciamento de projetos. A conclusão da pesquisa revela que as proposições de estudo não se confirmaram de forma plena. Não foram encontradas variáveis ou equações explicativas que levassem ao sucesso total dos projetos (atendimento pleno do triângulo de ferro). Os resultados confirmaram apenas diferenças estatisticamente significativas que levam ao sucesso parcial. / In present days, many organizations have been conducing projects even to solve technical problems or even to deliver changes and focus their efforts towards better and new businesses. Time, cost and quality targets, known as \"iron triangle\", have been traditionally used as projects\' success measures. During the last three decades, many studies trying to understand the factors and variables that drive well succeeded or failed projects have been published. Attempting to contribute with these studies, this thesis analyses the relations between organizational and project specific (internal) aspects, with the success of projects developed by brazilian organizations, assessed through a traditional view: achieving budget (cost); scheduling (time); technical specifications (product/service requisites); and accomplishment of clients demands. In order to confirm or deny the propositions established, this research adopted a quantitative approach, through a survey conducted with 336 professionals in the field of projects. Data collection has been supported by a research instrument (questionnaire) based on the subject literature. The results point to significant statistical differences for four variables that positively influence project success when they exist on brazilian companies. Those variables are: required resources effectively available (by high administration); using project management tools; applying project coordination activities; and project management maturity. The conclusion of the research reveals that the propositions of the study were not completely confirmed. Explanatory variables or equations have not been found to justify total project success (completely achieving the \"iron triangle\"). The results confirm only the significant statistical differences that drive to partial success.

The purpose of this thesis is to identify the factors that drive efficiency and effectiveness in technical development projects performed at ÅF’s department of product development. In addition to identifying and analyzing these factors, the thesis also analyzes what needs to be taken in to account in order to implement a measurement system that is able to both monitor and control the identified factors. The thesis has been performed in a qualitative manner. It is based on interviews with people from several different technological companies, within different lines of business, all of which are customers to ÅF’s department of product development. The results show that there are seven critical factors for project efficiency and effectiveness. These consist of: Communication, Project scope, Top management support, Technical competence, Availability of technical equipment, Processes and methodologies and, lastly, Motivation. In order to measure these factors, a KPI based measurement system has been analyzed and recommended. To be able to establish a measurement system for specific development projects, the measurement system needs to be able to take a great number of things into consideration. The selected KPIs need to reflect and represent critical factors for efficiency and effectiveness, but also at the same time be adapted to different aspects such as the project’s resources, activities and deliverables. Lastly, the thesis discusses the use of a KPI library in addition to a set of criteria for choosing appropriate KPIs, and exemplifies how to present the chosen KPIs.

O objeto de estudo deste trabalho são os critérios de avaliação do desempenho de gerenciamento de projetos, ou em outras palavras, aqueles critérios que podem ser utilizados pelos stakeholders para avaliar se o projeto está sendo, ou foi, bem gerenciado. O objetivo é contribuir para a pesquisa e melhoria do desempenho de gerenciamento de projetos. A primeira fase da pesquisa consistiu de uma revisão na literatura para mapeamento de critérios identificados por outros autores. Uma relação com 20 critérios foi utilizada no questionário aplicado nos estudos de casos para averiguar se tais critérios são utilizados pelas empresas estudadas, e se a seleção e a atribuição de importância dos critérios são influenciadas pelo papel desempenhado pelo entrevistado no gerenciamento dos projetos (gerente, membro de equipe e patrocinador, mais especificamente), pelas características dos projetos ou pela maturidade da empresa em gerenciamento de projetos. Os estudos de caso foram conduzidos em duas grandes empresas multinacionais com alta maturidade e em uma empresa brasileira de médio porte com baixa maturidade. Concluiu-se que, nas empresas estudadas, a seleção dos critérios está altamente associada à natureza e aos objetivos do projeto, não sendo perceptível a influência do papel desempenhado pelo entrevistado. Além disso, nas três empresas a questão da avaliação do desempenho do gerenciamento de projetos foi considerada muito importante tanto para o sucesso dos projetos como para o sucesso da própria organização, fato explicado pela forte contribuição dos projetos para os resultados das empresas e pela interpretação de que projetos bem gerenciados têm maior chance de satisfazer às necessidades e expectativas dos clientes e, desta forma, aumentam a capacidade da empresa de realizar novos negócios com o mesmo cliente e de se posicionar no mercado para realizar negócios com novos clientes. Concluiu-se, também, que a empresa com baixa maturidade apresenta uma tendência a preferir critérios financeiros para avaliação do gerenciamento de seus projetos, enquanto as empresas com alta maturidade preferem um conjunto de critérios multidimensionais. / The object of study of this research is the criteria for project management performance evaluation, in other words, those criteria used by the key stakeholders to assess whether or not a project is being or has been well managed. The objective is to contribute to the research and improvement of the project management performance. The first phase of the research consisted by the review of the literature for mapping criteria identified by other authors. A list of 20 criteria has been created and utilized for the preparation of the questionnaire applied to the case studies to verify if those criteria are used by the studied companies and if the selection and importance given are influenced by the role played in the project management by the interviewee (manager, team member and sponsor, more specifically), by the projects characteristics or by the maturity in project management of the company. The case studies were conducted in two large multinationals companies with high-maturity in project management and in a medium size Brazilian company with low maturity in project management. It was concluded that in the companies studied the selection of criteria is highly associated with the nature and objectives of the project and not influenced by the role played by the interviewee. Moreover, the three companies considered the issue of project management performance assessment very important for the success of the projects as well as the companys, fact explained by the strong contribution that projects bring to the results of the companies and by the interpretation that well managed projects are more likely to meet the customers needs and expectations, increasing the company\'s ability to conduct new business with existing clients and to position itself in the market to do business with new clients. Another conclusion is that the low maturity company is more likely to prefer financials criteria to the project management performance assess; on other hand the high maturity companies are more likely to adopt a multidimensional set of criteria.

Syftet med studien är att studera hur projekt inom besöks- och evenemangsbranschen avgör huruvida ett projekt varit framgångsrikt eller ej.Efterföljande frågeställning Hur är upplevelsen av framgångskriterier inom projekt i branschen? fördjupar ämnet ytterligare. Studien genomfördes med en kvalitativ metod och en induktiv ansats där semistrukturerade intervjuer användes för att besvara syfte och frågeställning. Respondenternas kärnfulla berättelser mynnade ut till ett resultat med tre centrala teman som var framstående för studien: Den komplexa vägen till framgång, Är vi på väg åt rätt håll? samt Vi får inte glömma vad vårt egentliga uppdrag är. Därefter har en diskussion formats med utgångspunkt av temana där efterföljande slutsatser formulerats där upplevelsen av framgångskriterier inom branschen är komplex. Sammanfattningsvis har studien påvisat en stor utmaning och komplexitet som besöksnäringen både har och står inför varje projekt. Detta då flera delar som förväntningar bland alla intressenter tillsammans med destinationens stärkande och utveckling alltid är något som bör tas i beaktning. Även mätningen av framgångskriterier upplevs vara en utmanande del, då det i flera lägen på förhand inte går att avgöra vilken nivågräns som siffror och nyckelvärden bör uppnå. / The purpose of the study is to study how projects in the hospitality and event industry determine whether a project has been successful or not. Research question How is the experience of success criteria in projects in the industry? deepens the subject further. The study was conducted with a qualitative method and an inductive approach where semi-structured interviews were used to answer purpose and question. The respondents' core stories led to a result with three central themes that were prominent for the study: The complex path to success, Are we heading in the right direction? and We must not forget what our real mission is. Furthermore, a discussion has been formed on the basis of the themes where subsequent conclusions have been formulated where the experience of success criteria in the industry is complex. In summary, the study has demonstrated a great challenge and complexity that the tourism industry both has and faces in every project. This is because several parts such as expectations among all stakeholders together with the destination's strengthening and development is always something that should be considered. The measurement of success criteria is also perceived as a challenging part, as in several situations it is not possible to determine in advance which level limit quantity and key values should achieve.

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The increased usage and need for software as part of products has challenged traditional project management, nevertheless for hardware heavy organisations that are used to rely on the linear prediction and tracking of project outcomes. The developments in projects with embedded systems have countless dependencies and almost impossible to predict. Literature shows that software development projects have problems meeting the initial goals of budget, time, and scope. This is discovered too late due to insufficient methods of tracking progress. The purpose of this thesis was to investigate how large agile software development projects can continuously be followed to evaluate their performance and meet initial customer agreements fixed in time, budget, and scope. The thesis was conducted at Saab, active in the defense and security industry. This qualitative exploratory study was conducted with semistructured interviews and focus group discussions at the case company Saab, benchmark interviews with two additional companies, and an extensive literature study. The issues with the existing tracking approach were explored to determine how progress tracking may be created to continuously measure progress and indicate if project goals will be accomplished or not. The more general challenges in software development were also investigated to provide knowledge about areas in need of additional metrics which could indicate the problem and mitigate it. One industry-specific challenge is the security aspect that is unavoidable and requires a lot of documentation that holds up the development activities. Other detected challenges were difficulties in understanding requirements that lead to faulty estimations and work in the wrong direction, undiscovered dependencies that lead to a lot of rework and waiting for additional parts, insufficient testing environments that lead to late feedback, and holds up the development. It was also visible that the projects were conducted with different management approaches and no best-proven practice existed for tracking performance. From an analysis of the empirical data and existing literature, a suggestion of method tracking design was developed for large agile software projects with fixed contracts. The models were proposed to allow flexibility, enable control, and provide a holistic view. As Saab intends to introduce Earned Value Management in their software projects, this method was complemented with COMOD, TRL, IRL, and SRL to provide these three characteristics. Transparency and visibility of both products and processes are also found to be key to project success, thus additional metrics to increase visibility in projects are suggested to enable efficient project leading. / Den ökade användningen och behovet av mjukvara har utmanat traditionell projektledning, speciellt för hårdvaruorganisationer som är vana att kunna förlita sig på den linjära utvecklingen av ett projek. Utvecklingen av projekt som inkluderar inbyggda system med otaliga beroenden är nästan omöjliga att förutsäga. Litteratur visar att mjukvaruutvecklingsprojekt har problem att nå de ursprungliga målen för budget, tid och omfattning. Detta upptäcks för sent på grund av otillräckliga metoder för att mäta framsteg i projekt. Detta examensarbete genomfördes som en fallstudie på Saab, aktiv inom försvar- och säkerhetssektorn. Syftet med denna avhandling har varit att utvärdera hur projektledning för stora agila mjukvaruutvecklingsprojekt kontinuerligt kan följa utvecklingen för att möta de ursprungliga kundavtalen som är fastställda i tid, budget och omfattning. Denna kvalitativa undersökningsstudie genomfördes med semistrukturerade intervjuer och fokusgrupp intervjuer på företaget Saab, benchmarking intervjuer med ytterligare två företag och en omfattande litteraturstudie. För att utvärdera hur en metod för utvärdering av projektstatus ska utformas för att i tid ange om projektmålen inte kommer att uppnås, undersöktes utmaningarna med mjukvaruutveckling och därifrån har möjliga mätvärden och metoder för att mildra eller upptäcka dessa problem utvärderats. Några av de upptäckta problemen verkar överlappa flera industrier medan andra verkar vara mer specifika för just militär- och försvarsindustrin. En branschspecifik utmaning är säkerhetsaspekten som är oundviklig och kräver mycket dokumentation som stannar upp utvecklingsaktiviteterna. Andra upptäckta utmaningar var svårigheter att förstå krav som leder till felaktiga uppskattningar och arbete i fel riktning, oupptäckta beroenden som leder till mycket omarbetning och väntande på ytterligare delar, otillräckliga testmiljöer som leder till sen feedback och håller upp utvecklingen. Stora skillnader i de metoder som idag tillämpas från projektledning i dessa projekt var synligt under projektet, vilket indikerar på att det idag inte finns någon accepteras bästa metod i uppföjlning. Från analys av samlad empirisk data samt befintlig litteratur utvecklades ett förslag på hur en metod för uppföljning av stora agila mjukvaruprojekt skulle kunna se ut. Design på föreslagen modell skulle möjliggöra flexibilitet och kontroll samt förmedla ett helhetsperpektiv. Eftersom Saab avser att introducera Earned Value Management i sina mjukvaruprojekt kompletterades denna metod med COMOD, TRL, IRL och SRL för att få dessa tre egenskaper. Öppenhet och synlighet för både produkt och process visar sig också vara nyckeln till framgång i projektutveckling, vilket är möjligt med ytterligare mått för att öka synligheten i projektet.

Les spécialistes de la gestion de projet sont partagés entre ceux qui défendent l’importance des pratiques de la GRH dans le succès global des projets et ceux qui demeurent sceptiques quant à l’existence d’une telle relation. Notre étude a pour objectif d’enrichir ce débat en tentant de confirmer ou infirmer l’existence d’une relation entre la GRH et le succès des projets dans les pays en voie de développement (PVD). La réalisation d’une étude dans les PVD, où les conditions (économiques, sociologiques, politiques, et cultuelles) sont différentes des pays industrialisés, permettra de savoir si la relation entre la GRH et le succès de projet varie en fonction des pays où le projet est implanté. Le choix de ce sujet de recherche est d’autant plus justifié que les études portant sur les facteurs de succès des projets dans les PVD, et en particulier sur la relation entre la GRH et le résultat de projets dans ses pays, sont plutôt rares. Nos résultats ont révélé que, bien que la GRH ait une relation significative avec le succès des projets dans les PVD, elle présente la corrélation la moins forte avec ce succès par rapport aux autres facteurs de succès étudiés. Ce résultat surprenant peut être expliqué essentiellement par les caractéristiques des PVD qui affectent la gestion de projet et la gestion des ressources humaines dans cette catégorie de pays. Il pourrait s’expliquer également par les caractéristiques spécifiques à la GRH dans le contexte de projet. Afin de mieux comprendre la relation entre les pratiques de GRH et le succès des projets dans les PVD, les recherches futures devraient accorder une attention particulière aux caractéristiques de la GRH propres au contexte de projet en général et au contexte de projet dans les PVD en particulier. / The specialists in the project management are divided between those who defend the importance of human resources practices in the project success and those who remain sceptics about the existence of such a relationship. Our study aims to enrich this debate and try to confirm or invalidate the existence of a relationship between the human resources management (HRM) and the project success. The realization of a study in the developing countries where the economical, social, cultural and legal conditions are different from the industrialized countries will make it possible to verify whether the relationship between the HRM and the project success would vary or not according to the countries where the project is established. Our results revealed that although the HRM has a significant relationship to the project success in the developing countries, it has the least strong correlation with this success. This surprising result can be explained essentially by the characteristics of the developing countries which affect the project management and the human resource management. This result could be also explained by the characteristics relating to the HRM in the project context. In order to better understand the relationship between the HR practices and the project success in the developing countries, future research should pay attention to the characteristics of the HRM in the project context, particularly in the developing countries.

Les spécialistes de la gestion de projet sont partagés entre ceux qui défendent l’importance des pratiques de la GRH dans le succès global des projets et ceux qui demeurent sceptiques quant à l’existence d’une telle relation. Notre étude a pour objectif d’enrichir ce débat en tentant de confirmer ou infirmer l’existence d’une relation entre la GRH et le succès des projets dans les pays en voie de développement (PVD). La réalisation d’une étude dans les PVD, où les conditions (économiques, sociologiques, politiques, et cultuelles) sont différentes des pays industrialisés, permettra de savoir si la relation entre la GRH et le succès de projet varie en fonction des pays où le projet est implanté. Le choix de ce sujet de recherche est d’autant plus justifié que les études portant sur les facteurs de succès des projets dans les PVD, et en particulier sur la relation entre la GRH et le résultat de projets dans ses pays, sont plutôt rares. Nos résultats ont révélé que, bien que la GRH ait une relation significative avec le succès des projets dans les PVD, elle présente la corrélation la moins forte avec ce succès par rapport aux autres facteurs de succès étudiés. Ce résultat surprenant peut être expliqué essentiellement par les caractéristiques des PVD qui affectent la gestion de projet et la gestion des ressources humaines dans cette catégorie de pays. Il pourrait s’expliquer également par les caractéristiques spécifiques à la GRH dans le contexte de projet. Afin de mieux comprendre la relation entre les pratiques de GRH et le succès des projets dans les PVD, les recherches futures devraient accorder une attention particulière aux caractéristiques de la GRH propres au contexte de projet en général et au contexte de projet dans les PVD en particulier. / The specialists in the project management are divided between those who defend the importance of human resources practices in the project success and those who remain sceptics about the existence of such a relationship. Our study aims to enrich this debate and try to confirm or invalidate the existence of a relationship between the human resources management (HRM) and the project success. The realization of a study in the developing countries where the economical, social, cultural and legal conditions are different from the industrialized countries will make it possible to verify whether the relationship between the HRM and the project success would vary or not according to the countries where the project is established. Our results revealed that although the HRM has a significant relationship to the project success in the developing countries, it has the least strong correlation with this success. This surprising result can be explained essentially by the characteristics of the developing countries which affect the project management and the human resource management. This result could be also explained by the characteristics relating to the HRM in the project context. In order to better understand the relationship between the HR practices and the project success in the developing countries, future research should pay attention to the characteristics of the HRM in the project context, particularly in the developing countries.

More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.

No description available.