There are many papers or theses researched the similar topic which always focused on individual project management skills or risk management technique. Have you ever thought if a IT service provider try to process multiple projects, how the top manager team should monitor and supervise? How can they get this project done effectively and efficiently? How can they make the business more adaptive, responsive, and thus more profitable in a rapidly changing, multiproject environment? The advantages which can easily present why enterprise project management function its capability and show up its importance. This thesis proposed the point of view from the project management office, and try to draft a series of flexible processes to speed up and eliminate internal works of an enterprise, to raise customer satisfaction, to maintain the proper risk level; even though the controlling process had simplified, the risks still can be managed. In this research, which focused on risk assessing process in enterprise project management, reference lots of issues, books, magazines¡Ketc., by literature review and existing assessing flow in I company, find out the risks of multiprojects, go through generalized and analysis methodology to conduct a lot of different processes which should be properly used in each type of projects. Following results could be come out from this research, 1st, to realize what are the risk factors of enterprise project management(EPM). 2nd, to provide a referenced check list and process to which business wants to implement EPM. 3rd, to offer flexible risk assessing models speeding up processes and raise customer satisfaction. We could find 80% Type A projects could shorten process working days from original 31 days to 9~11 days; and 86% Type B projects, from 31days to 4~6days; total 81.37% sampling projects will get benefits.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-11-13T12:26:28Z No. of bitstreams: 1 Dissert Luiz Gustavo da C Fernandes.pdf: 1773017 bytes, checksum: 60d322bd55fdcacb309a38b8a677aa35 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-11-16T14:28:43Z (GMT) No. of bitstreams: 1 Dissert Luiz Gustavo da C Fernandes.pdf: 1773017 bytes, checksum: 60d322bd55fdcacb309a38b8a677aa35 (MD5) / Made available in DSpace on 2017-11-16T14:28:43Z (GMT). No. of bitstreams: 1 Dissert Luiz Gustavo da C Fernandes.pdf: 1773017 bytes, checksum: 60d322bd55fdcacb309a38b8a677aa35 (MD5) Previous issue date: 2017-06-08 / A necessidade de modernização dos processos de trabalho conduziu as empresas na busca por ferramentas que atendessem mais eficientemente aos seus objetivos. Neste contexto, surge o software de gerenciamento de projetos Enterprise Project Management – EPM (versão 2010) da Microsoft, que garante adequados planejamento, organização, monitoramento, controle e avaliação de um projeto, além de facilitar a comunicação entre os stakeholders e antever falhas e problemas de projeto. Deste modo, o presente estudo possui como objetivo analisar os impactos positivos e negativos da implementação do EPM em uma empresa de Engenharia. Esta pesquisa possui abordagem qualitativa, exploratória, utilizando o estudo de caso como método para investigação prática, cujos dados foram coletados por meio de aplicação eletrônica, por e-mail, de questionário on-line específico para os 27 respondentes que integraram o estudo. Quanto ao cenário, trata-se de uma empresa de engenharia responsável por analisar tecnicamente documentos relacionados a plataformas de extração de petróleo. Os dados foram analisados por meio de frequência simples, para as perguntas fechadas, e por meio de análise de conteúdo das perguntas abertas. Os temas foram agrupados e compuseram duas categorias de análises de dados. Assim, foram identificados como aspectos positivos: melhoria no gerenciamento dos recursos; melhoria dos controles dos projetos; centralização de informações, melhoria no planejamento dos projetos e inexistência de malefícios. Os principais aspectos negativos citados foram: Custo de overhead, limitação da ferramenta para projetos grandes e complexos, falta de centralização de algumas funcionalidades e usabilidade do sistema. O estudo concluiu que existem oportunidades de melhorias para a utilização da ferramenta por meio de treinamentos pontuais voltados para todos os integrantes da equipe, de acordo com a especificidade de cada perfil de atuação. Desta forma, será possível usufruir das possibilidades de aplicação da ferramenta por todos os envolvidos, bem como identificar falhas ou práticas inadequadas nos projetos. / The need for modernization of work processes led companies to the search for tools that achieve more effectively their objectives. In this context, the project management software (version 2010) from Microsoft named Enterprise Project Management arises, which ensures proper planning, organization, monitoring, control and evaluation of a project, in addition to facilitating communication among the stakeholders and anticipating project failures and problems. Thus, the present study has as its object the implementation of Enterprise Project Management (EPM) software, version 2010, and as a general objective the evaluation of the positive and negative impacts of the EPM implementation on an Engineering company. This research has a qualitative and exploratory approach such as a case study whose data was collected from a specific online questionnaire sent via e-mail to 27 respondents who participated in the study. Regarding the setting, it is an engineering company responsible for technically analyzing documents related to oil rigs. Data was analyzed through simple frequency for closed questions and through context analysis for open questions. The themes were grouped and composed of two categories of data analysis. So, the positive aspects that have been identified were as follows: resources management improvement; projects controls improvement; centralization of information, projects planning improvement and non-existence of shortcomings. The main negative aspects mentioned were as follows: overhead costs, tool limitation for big and complex projects, lack of centralization of some functionalities and system usability. The study has concluded that there are opportunities of improving the tool usage through providing training to all main stakeholders, according to the specificity of each profile acting in the projects. Thus, it will be possible to take advantage of all possibilities of applying the tool by all the involved parties as well as identifying failures or inappropriate practices in the projects.