Orientador: José Henrique de Sousa Damiani / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica / Made available in DSpace on 2018-08-18T21:06:13Z (GMT). No. of bitstreams: 1 Gonzales_KleberPereira_M.pdf: 1564155 bytes, checksum: aa3a706150f1c9afece462218fff9e9e (MD5) Previous issue date: 2011 / Resumo: Os projetos globais de desenvolvimento de produto, em específico, na indústria automobilística, caracterizam-se pela importância, cada vez maior, de novos lançamentos, embora grandes desenvolvimentos tenham ocorridos nos últimos anos quanto a métodos, técnicas, modelos e ferramentas relacionadas ao gerenciamento de projetos. Pesquisas recentes constatam que a comunicação pode ser responsável pelo fracasso de projetos e ocupa a primeira posição dos problemas mais citados, pelas empresas brasileiras, no que tange ao gerenciamento de projetos devido à falta de comunicação, ou à inadequação da mesma; e torna-se mais complexa no contexto de projetos globais, em que fatores como distância geográfica, diferenças de cultura, diferenças organizacionais e de procedimentos operacionais impactam diretamente na comunicação. Gerenciar a comunicação é um processo tão importante quanto qualquer outro nas empresas. Índices apontam que os gerentes gastam a maior parte do seu tempo com a comunicação, ou problemas decorrentes deste nos projetos. Sendo assim, o presente trabalho tem por objetivo elaborar um modelo de plano de gestão da comunicação em projetos globais, de modo a reduzir as dificuldades constadas na gestão de tais projetos. Para tanto, tem-se como base o planejamento da comunicação como fator estratégico para o sucesso no desenvolvimento de projetos globais, o estudo foi baseado em pesquisa, revisão bibliográfica e casos de projetos, desse modo, apontando. o planejamento da comunicação como uma competência estratégica para o sucesso no desenvolvimento de todas as atividades que permeiam o processo de gerenciamento de projetos, em particular, aqueles de natureza global / Abstract: Global projects for product development, specifically in the automotive industry, have important characteristics such as the increase of new releases. While many advancements have occurred in recent years with methods, techniques, frameworks, and tools related to project management, recent surveys find that communication is the lead driver responsible for project failure. Communication occupies the top ranking position for problems mentioned by Brazilian companies in regards to lack of communication, or its inadequacy, with project management. The following factors; geographic distance, cultural differences, differences in organizational and operational procedures, all have direct impact on communication and contribute to the complexity relative of global projects. Communication management is a process as important as any other in the business process. Indices indicate that managers spend most of their time with communication, or problems arise in these projects. This study aims to develop a model for communication management planning in global projects, in order to reduce the difficulties observed in the management of such projects. Equally communication planning has to be based on strategic factors for success in global management projects. The research studies based on literature review and project cases indicate that communication planning be a strategic competency for the successful development in all activities occurring within project management / Mestrado / Projetos / Mestre em Engenharia Automobilistica

Orientador: Regina Coeli Ruschel / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Civil, Arquitetura e Urbanismo / Made available in DSpace on 2018-08-19T21:48:13Z (GMT). No. of bitstreams: 1 Staut_SolangeLisegleSchulz_M.pdf: 26265818 bytes, checksum: 881ace987e3f64138eefa4db09439d7c (MD5) Previous issue date: 2011 / Resumo: O objetivo desta pesquisa é viabilizar a percepção dos projetistas por meio da Tecnologia da Informação e Comunicação no controle e qualidade da informação para a tomada de decisão no desenvolvimento de projeto arquitetônico e complementar em escritório de projeto de instituição de ensino público. Partindo da hipótese de que a disponibilidade de informações melhora a qualidade e produtividade no processo de projeto através do uso de Ambiente Colaborativo junto às equipes multidisciplinares envolvidas no empreendimento. A pesquisa foi conduzida como uma pesquisa ação. Foram desenvolvidos cinco ciclos de ação envolvendo planejamento, execução, monitoramento e análise no desenvolvimento de projeto na Coordenadoria de Projetos - CPROJ onde o problema da pesquisa foi observado e vivenciado. O primeiro ciclo foi um monitoramento do processo de projeto com ferramental e padronizações existentes. No segundo ciclo modificou-se e monitorou-se o fluxograma de execução da etapa de projeto executivo, pois se identificou não adesão a processos e padrões para este estabelecidos. No terceiro ciclo introduziu-se o conceito de gestão de relacionamento com o cliente - ou Customer Relationship Management (CRM), com ferramental associado, para gestão do fluxo de informação em todo o ciclo de projeto com participação de todo o escritório, mantendo-se ainda ativo ferramental de controle tradicionalmente utilizado. Dada a aceitabilidade verificada do novo ferramental de gestão, no quarto ciclo abandonou-se o controle de gestão tradicional. No quinto ciclo foram desenvolvidos indicadores de gestão através da análise da carteira de projetos (segundo a origem da demanda, a tipologia e o tempo de durarão dos projetos). Este indicadores foram adotados como instrumento de apoio à tomada de decisão em termos de onde investir esforços para manter o cronograma planejado ou em termos de escolha sobre quais oportunidades de negócios escolher. Os indicadores desenvolvidos são dinamicamente atualizados com a constante inserção de dados no ambiente CRM implantando. A informação resgatada e compartilhada viabilizou a memória do projeto, o autoconhecimento do escritório e melhorou compreensão entre os agentes participantes do processo de desenvolvimento de projeto arquitetônico e complementar / Abstract: The objective of this research is to make possible designers' perception through the Technology of Information and Communication in the control and quality of the information in design decision making developed in architectural offices of public education institutions. The study started from the hypothesis that information improves quality and productivity in design process through the use of collaborative environments with multidisciplinary teams involved in the enterprise. The study was developed as an action research. It involved five cycles of action including planning, implementation, monitoring and analysis over the design process of a specific office the Coordenadoria de Projetos (CPROJ), where the research problem was observed and experienced. The first cycle included monitoring design process in order to identify used tools and existent standardizations. In the second cycle changes were applied in the information flow of the development and detailing design stage, because in the first cycle it was identified non-adherence to processes and standards in such design stage. In the third cycle the concept of Managing Customer Relationships (CRM) was introduced, with associated tools for managing the information flow throughout the project cycle with the participation of members from the entire office. In this cycle the control tools traditionally used were still kept active. Since the acceptability of the new management tools were observed, then in the fourth round the traditional management control was abandoned. In the fifth cycle management indicators were developed in order to support project portfolio analysis (by source of demand, time and type of projects). These indicators have been adopted as instrument to support decision on where to invest efforts to maintain the planned schedule or in terms of choosing business opportunities. The indicators developed are dynamically updated with the constant insertion of data in deploying CRM environment. The rescued and shared information improved project memory, self-knowledge and understanding among the participating agents in the process of development architectural design and of complementary project / Mestrado / Arquitetura e Construção / Mestre em Engenharia Civil

M.Ing. / This dissertation gives an understanding of principles that can be implemented in a projects department to improve its efficiency and effectiveness. This dissertation consists of a literature review and a case study. The literature review gives a background on principles that can be implemented to improve on the efficiency and effectiveness of a projects department. The effective design of projects and the importance of establishing specifications have been reviewed. Tools such as business process reengineering can be used to rethink and redesign processes in a projects department to improve its current way of working. Materials requirement planning is another tool that can be used in a projects department to calculate how many types of a specific product are required at any specific time. Just-in-time planning and control is a philosophy that can be implemented in a projects department to meet demands immediately, thus improving their effectiveness. Quality management tools and techniques can be implemented in a projects department. Total quality management, leadership and teamwork will help to convey good practises, generate interest, ideas and awareness in the department. The literature also explains the importance of ergonomics. Ergonomics in workplaces has an affect on the performance, fatigue and physical strain of the staff. Assessing the projects department and applying ergonomics to it will help the staff of the department to be more efficient and effective in their work. The literature further explains the stages involved in the risk management process. Developing an initial risk management plan is an effective and efficient way to identify and prevent risks at an early stage. The case study is about different principles brought together and implemented in a newly formed projects department to improve its way of work. Principles were identified through surveys that were given to various stakeholders. These principles guided the projects department to be more efficient and effective in their way of work.

M.Phil. / Procurement, design and construction of an engineering or building project is a process that involves the broadest range of engineering and construction skills. There are risks throughout that can lead to a strategy that cannot succeed in terms of time, cost effectiveness, quality and profitability. There are also various contracting approaches employed in both building and engineering construction projects. Each has its own advantages, disadvantages, degree of flexibility, incentives and allocation of risks. A risk profile leads to important aspects considered in selecting a suitable contracting strategy for a construction project. The risk considered includes among others the design and functionality, variations, errors and/or omissions, budget overruns, price fluctuations, project timing, change in quantities, design and construction defects, etc (Morton and Jagger, 1995). In South Africa's tradition, the responsibilities of design and construction of projects have been separated, where the contractors undertake to provide the works in accordance with employer's and/or employer's agent's design and specifications. Disadvantages of this strategy include among others the fact that the design and specifications may not suit the construction process in terms of time cost savings. More than often this approach results in an adversarial relationship between the professional team and the contractor, and between professional team members. Globally, especially in developed countries, projects were executed using design and build strategy (Construction world, April 2006). This is an arrangement whereby the contractor assumes the responsibility of producing the design and the works. Recently the construction industry has been experiencing an unprecedented high level of economic growth both locally and in the global arena. In an attempt by construction stakeholders to redefine the approach to contracting to facilitate delivery, partnering evolved to bring all parties together to form common goals, to integrate design and construction into a collaborative working by involving contractors at an earlier stage, to set up mechanisms to resolve disputes and to share the risk and rewards of projects (Gould and Joyce, 2003).

M.Ing. / The topic of this research project is 'Assessment of value added to engineering projects'. In this dissertation the aim is to introduce the reader to the methodologies, which can be used to add value to engineering projects. Engineering has to do with the application of science in solving problems, while technology is the study or use of the mechanical arts or applied sciences. The author saw it fitting to combine value engineering principles, systems engineering, business process re-engineering, technology scanning and innovation technology management principles to base this dissertation on the research of the combined principles. The intention of this research is not to replace the current project management or processes on how to manage and create value in engineering projects. The research merely identifies an issue and proposes a process as an addition to the current processes rectifying this 'lack of value' issue.

M.B.A / The performance of project delivery in the software development domain has a poor history of successes. This research focused on identifying some of the reasons for this poor performance for software development projects in order to propose a possible framework for measuring and evaluating a software development project's performance. The proposed framework is intended to link individual project performance into the strategic performance measurements for an organisation and hence includes the aspect of being able to evaluate an individual project's performance relative to other projects within a programme, organisation or industry. The research was conducted through in-depth interviews and literature studies. The following three Key findings resulted from this study: • Firstly that unless an organisation establishes upfront what the intended use of the measurements is, as well as how they as an organisation and project define "project success" in terms of their overall objectives, any measurements taken will be oflittle value. • Secondly that there is still strong support for the generic measurements of Time, Cost, and Quality all within good customer relations, however, these need to take into account the aspects of project complexity, project management skills, the team fit and the accuracy of the estimates. • Thirdly that the ultimate framework adopted by an organisation for measuring and evaluating project performance should be simple without being simplistic and hence should be generic and easy to implement across a broad range of projects.

M.Com. (Business Management) / In the literature on industrial projects, very little attention is given to the administrative and project accounting aspects of project management. The emphasis falls on technical aspects and project management as a whole, and not specifically on the administrative duties as they are normally executed by a project accountant or project administrator. The purpose of this study is to investigate the administrative duties and the organisation and planning of- procedures as applicable to an industrial project, with particular reference to the professional project managing company in South Africa. In so doing, the more important aspects of project administration will be highlighted, so that the study could serve as a guide to interested parties. The motivation for the study is the importance of cost control, accurate records and accurate forecasting. These aspects are of prime importance if management is to maintain adequate and proper control over the project. The study is aimed at placing these tasks of the project accountant into perspective, in relation to project management as a whole. The study takes the form of a study of the available literature on the subject of project administration. Only the more important and relevant aspects of project administration will be discussed, as the scope of the study does not allow for all aspects to be discussed in detail and at great length...

More and more organizations are making use of teamwork. Effective teams are also important from an Information Technology (IT) perspective, since teamwork forms an integral part of all software development activities. It is therefore extremely important that IT students are able to work together as an effective team. These statements lead to the following questions – How can IT student project teams be effective and what obstacles need to be overcome in order to ensure effectiveness? This dissertation reports on an exploratory study of second and third year IT project teams and exposes factors that lead to ineffectiveness. Firstly, the problems experienced by the groups seem to have the largest detrimental effect on effective team functioning. Secondly, the project mark is also affected by the priority issue that is associated with the particular task. Thirdly, the issues of time management, communication, conflict management, compromise, social loafing and group cohesion also play an important role in team effectiveness. This dissertation sets out to prove that the key to "effectiveness" lies in empowering the student to deal with all possible dilemmas that may be faced when working in teams in the tertiary team situation. The benefits of these actions will hopefully lead to the realization of “effectiveness” in the tertiary team situation and ultimately, in the student’s work environment.

In many organisations, project management is no longer a separately identified function, but is entrenched in the overall management of the business. The typical project management environment has become multi-project. Most of the project decisions require consideration of schedule, resource and cost concerns on other project work, necessitating the review and evaluation of multi-project data. Resource management is at least as important as schedule (time) management. Functional managers, supporting multiple projects with shared and limited resources, need to know the demands on their resources and the impact of new project loads and changing priorities. This means that the effectiveness of project management is not only influenced by the function itself, but it permeates throughout the entire organisation, for which the overriding goal is to survive and prosper in a competitive environment. The research problem of this study is to assess how effective project management practices in the South African communications’ industry are, by using Telkom SA as the selected target group. The research method employed was to first identify the best practices of project management, by focusing on generally accepted standards and practices, that is those which are particularly effective in helping an organisation to achieve its objectives. The Project Management Body of Knowledge (PMBOK®) which is considered to be the international standard for project management, was used as the framework for identifying the best practices. The identified best practices were used as an assessment tool to determine to what extent these practices are applied in Telkom SA.

Abstract Project work is very common in today’s organizations. For various tasks projects are even the dominant organizational form in practice. Compared to the work in the line organization projects are for example cross-functional and temporarily. Due to this aspect, the staffing process occurs more regularly than in the standard line organization. However, the on-boarding process of new project team members – in this work understood as the practices to integrate the newcomers into the existing project team – is not covered by a lot of research results. Research projects focus rather on other aspects of knowledge management in project contexts. In addition, related fields do only provide limited insights into the process of new team member project on-boarding. Thus, a gap in existing research result remains. This research project aims to close this gap and to provide insights into the process of project on-boarding. To provide practical guidance concrete aspects of the on-boarding like useful information sources and successful methods are investigated. More specifically the following research questions guide the project: Which methods & tools are used to provide employees project-related information during the introduction phase, how are they used in practice and how effective are these methods? Which information sources do new project team members search actively to get the information required to fulfill their new tasks, how are they used and how effective are these information sources? How are the various on-boarding processes structured, coordinated and monitored in practice and how effective are the on-boarding processes? To investigate the subject the research project is structured as follows: Based on a literature review a quantitative survey (web-based questionnaire) is designed. The responses are analyzed and a quantitative overview of the applied methods, the used information sources and the on-boarding results is given. In a qualitative research step, additional interviews are performed to cover more complex aspects of the on-boarding process and to complement the quantitative results. The interviews with the project managers and project team members are analyzed to develop detailed descriptions. Based on the analysis of the overall responses, the following can be summarized: Successful project managers do carefully analyze the project context to structure the on-boarding process accordingly. The curiosity and openness of team members is emphasized on and is often increased by an active communication of the project goals, the development of the project and the specific role and expected contribution of the newcomers. Project managers need to be highly available for the new team members because they are appreciated as the number one source of information during the project encounter.