Este trabalho apresenta um modelo para gestão de projetos distribuídos de software. Inicialmente, são apresentados os principais problemas identificados na literatura em relação ao Desenvolvimento Distribuído de Software. Em seguida, são analisados alguns modelos de gestão especializados neste tipo de desenvolvimento e também modelos tradicionais de gestão. Uma comparação entre os modelos é realizada para identificação do nível de atendimento de cada um em relação aos principais problemas identificados para este contexto de desenvolvimento. As melhores práticas de gestão em ambientes de Desenvolvimento Distribuído de Software são identificadas e utilizadas para compor um modelo de Gestão de Projetos Distribuídos de Software (GesProDS). O detalhamento do modelo envolve a descrição dos papéis, responsabilidades das organizações e recursos envolvidos. Além disso, a estrutura da organização envolvida e os processos de gestão identificados são descritos. / This work shows a model for management of Global Software Development projects. Initially the main problems identified in literature for this kind of projects are presented. After that, some specialized models of project management are discussed. A comparison between the identified models and the most known models of project management in relation to the main described problems for this context is also carried through. From the described information, the best practices of project management are identified and used to compose a project management model (GesProDS) for Global Software Development Projects. This model is described including its roles, responsibilities of organizations and required resources. Further more, the structure of the virtual organization and management processes are described.

The aim of this thesis "Analysis of the project management in practice using project maturity models is to assess the project maturity level of a Czech company providing management consulting, technology and outsourcing services for telecommunication, banking and insurance sector across Central Europe region. Theoretical part is focused on selection and analysis of proper methodology. Practical part applies the chosen methodology Portfolio, Programme and Project Management Maturity Model to Cleverlance Enterprise Solutions Inc. Company. Based on results received during project management maturity evaluation, a set of recommendation is proposed in order to increase the project maturity level.

Este trabalho apresenta um modelo para gestão de projetos distribuídos de software. Inicialmente, são apresentados os principais problemas identificados na literatura em relação ao Desenvolvimento Distribuído de Software. Em seguida, são analisados alguns modelos de gestão especializados neste tipo de desenvolvimento e também modelos tradicionais de gestão. Uma comparação entre os modelos é realizada para identificação do nível de atendimento de cada um em relação aos principais problemas identificados para este contexto de desenvolvimento. As melhores práticas de gestão em ambientes de Desenvolvimento Distribuído de Software são identificadas e utilizadas para compor um modelo de Gestão de Projetos Distribuídos de Software (GesProDS). O detalhamento do modelo envolve a descrição dos papéis, responsabilidades das organizações e recursos envolvidos. Além disso, a estrutura da organização envolvida e os processos de gestão identificados são descritos. / This work shows a model for management of Global Software Development projects. Initially the main problems identified in literature for this kind of projects are presented. After that, some specialized models of project management are discussed. A comparison between the identified models and the most known models of project management in relation to the main described problems for this context is also carried through. From the described information, the best practices of project management are identified and used to compose a project management model (GesProDS) for Global Software Development Projects. This model is described including its roles, responsibilities of organizations and required resources. Further more, the structure of the virtual organization and management processes are described.

<p>AbstractPurposeTo study which and how project management methodologies are applied in consulting firmsApproachThe study begins by reviewing literature on Traditional Project Management (TPM) andAgile Project Management (APM) methodologies ending with characteristics of the twomethodologies that identify a project as applying one methodology or another. The literaturethen reviews the nature of consulting firms emphasising on elements such as the professional,professional services and professional service firms before reviewing how projects areimplemented in consulting firms. A case study design is adopted and semi-structuredinterviews were conducted with PricewaterhouseCoopers-Ghana staff. Patterns from theinterviews are identified and compared with the characteristics of both Traditional and Agileproject management before drawing conclusions on which methodologies are applied andhow they are applied. Since APM is presumed to deal with problems of TPM in complexenvironments, challenges in applying TPM in consulting firms are assessed and the extent towhich APM responds to those challenges are also discussed.FindingsThe findings indicate that TPM is applied in consulting firms mainly for structured projects,whilst APM methods are also applied for some structured projects but very much forunstructured and ‘executory’ projects. APM also deals with some challenges of TPM butthose which are organisation related are not solved by applying APM methods.Research limitationThe limited number of people interviewed for this research is one key issue that limitsgeneralization to all consulting firms. However, it is hoped that this work serves as a basis forfurther research in this field.Practical implicationsThe study shows that whilst TPM will continuously be applied in consulting firms due to thenature of some projects, APM can also be applied to the benefit of consulting projects that areunstructured and ‘executory’. Therefore consulting firms do not need to ‘force’ structure intoall projects.Paper typeMasters Thesis – Research paperKeywordsTraditional project management, agile project management, consulting firms, professional,professional service, professional service firms</p>

The purpose of this bachelor paper is to analyze the different technologies used for supporting inter-organizational project work and how these technologies influence the project’s overall success. The results of this research have proved that the main impact ePM tools (e-Project Management tools) have upon inter-organizational projects are in terms of time-savings and easiness of communication when in need for communicating abroad with different business partners. Various types of collaboration tools can help the communication process between organizations and provide the project participants with the means of creating and supporting a collaborative environment. Other perceived benefits of ePM tools have been resulted including: reduce project costs due to time-savings and quality of information which lowers the risks for deficiency occurrences; improve the decision-making process; improve internal and external communication; facilitate knowledge sharing and expertise exchange; and create an agile business environment characterized by innovation, flexibility, faster market reaction and ability to work efficiently. Global time zones and communication skills are challenges to creating an efficient collaborative inter-organizational environment.

AbstractPurposeTo study which and how project management methodologies are applied in consulting firmsApproachThe study begins by reviewing literature on Traditional Project Management (TPM) andAgile Project Management (APM) methodologies ending with characteristics of the twomethodologies that identify a project as applying one methodology or another. The literaturethen reviews the nature of consulting firms emphasising on elements such as the professional,professional services and professional service firms before reviewing how projects areimplemented in consulting firms. A case study design is adopted and semi-structuredinterviews were conducted with PricewaterhouseCoopers-Ghana staff. Patterns from theinterviews are identified and compared with the characteristics of both Traditional and Agileproject management before drawing conclusions on which methodologies are applied andhow they are applied. Since APM is presumed to deal with problems of TPM in complexenvironments, challenges in applying TPM in consulting firms are assessed and the extent towhich APM responds to those challenges are also discussed.FindingsThe findings indicate that TPM is applied in consulting firms mainly for structured projects,whilst APM methods are also applied for some structured projects but very much forunstructured and ‘executory’ projects. APM also deals with some challenges of TPM butthose which are organisation related are not solved by applying APM methods.Research limitationThe limited number of people interviewed for this research is one key issue that limitsgeneralization to all consulting firms. However, it is hoped that this work serves as a basis forfurther research in this field.Practical implicationsThe study shows that whilst TPM will continuously be applied in consulting firms due to thenature of some projects, APM can also be applied to the benefit of consulting projects that areunstructured and ‘executory’. Therefore consulting firms do not need to ‘force’ structure intoall projects.Paper typeMasters Thesis – Research paperKeywordsTraditional project management, agile project management, consulting firms, professional,professional service, professional service firms

<p>The purpose of this bachelor paper is to analyze the different technologies used for supporting inter-organizational project work and how these technologies influence the project’s overall success. The results of this research have proved that the main impact ePM tools (e-Project Management tools) have upon inter-organizational projects are in terms of time-savings and easiness of communication when in need for communicating abroad with different business partners. Various types of collaboration tools can help the communication process between organizations and provide the project participants with the means of creating and supporting a collaborative environment. Other perceived benefits of ePM tools have been resulted including: reduce project costs due to time-savings and quality of information which lowers the risks for deficiency occurrences; improve the decision-making process; improve internal and external communication; facilitate knowledge sharing and expertise exchange; and create an agile business environment characterized by innovation, flexibility, faster market reaction and ability to work efficiently. Global time zones and communication skills are challenges to creating an efficient collaborative inter-organizational environment.</p>

Most international corporations have to adopt to the requirements of globalisation by working in international joint ventures or international projects outside their well known home markets. The successful management of projects is an essential element aiming to cope with the complex challenges caused by cultural factors and other influences on the management of projects. Especially the Middle East as a cultural region has experienced a dynamic growth during the last decades, as many of the countries rich in oil and gas have heavily invested into their local infrastructure. Besides other factors, the impact of national culture on project management may lead to negative influences like project delays and project failure, or positive influences such as an increased communication. Based on the Hofstede dimensional framework this thesis is designed to investigate which cultural factors and other factors influence the PMBoK (PMI Body of Knowledge) knowledge areas while delivering projects in the Middle East. This empirical study is using a qualitative research approach in a multiple-case study design analysing six projects. The results clearly show that some characteristics of the Middle Eastern cultural context strongly determine the applicability of the PMBoK knowledge areas. Especially the interrelation of individualism (IDV) and power distance (PDI) reveals some new perspectives for project work in this region. The two case studies illustrate a strong increase in power distance if the project manager and the team member do not originate from the same cultural background. Additionally differences in time perception and the characteristics of the dimension long term orientation (LTO) result in fundamental differences for the application of the PMBoK processes. The findings help to develop a theoretical framework highlighting specific influences for PMBoK knowledge areas. The results of this thesis may form a basis for future researchers aiming to develop improved models for project management in the Middle East or other cultural regions. Finally, the theoretical franework developed herein is designed to help project practitioners to gain a better understanding of the specific challenges while working on the Arabian peninsula.

published_or_final_version / Public Administration / Master / Master of Public Administration

Submitted by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:16:06Z No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:23:36Z (GMT) No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:23:45Z (GMT) No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Made available in DSpace on 2017-10-03T17:23:53Z (GMT). No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) Previous issue date: 2017-06-28 / Não recebi financiamento / The implementation of Lean Production systems has proven to be a highly complex task due to implementation difficulties, deficiencies and limitations in practices, methods and support tools. Recently, seeking to fill this gap a rapprochement between the two separate areas began: Lean Production and Project Management. This work addresses the approach of these two areas, trying to highlight the impact of the use of project management methodology to support the implementation of Lean Manufacturing. Assuming the initial hypothesis that the use of Project Management had a positive impact on Lean implementation, parameters were used for the selection of Lean projects cases with the same level of complexity (risk x benefit) for metal industry companies in the state from Sao Paulo. After selecting 4 companies, with a case study in each company, the diagnostics were applied based on project management guide PMBOK (2013) to evaluate the using of Project Management level and the degree of Leanness with reference to SAE J4000 standard. In addition, the impact on the production processes from each case study has been reported during the study, based on indicators such as WIP (work in progress), Lead-time, HCO (headcount) and the used area in the shop floor. The data received from the companies showed, after analysis, the confirmation of the initial hypothesis, since there was a linearity between the use of project management and the achieved degree of Leanness. The indicators of production processes showed a significant improvement after the implementation of Lean in all the cases studied. The research contributes to experts and professionals in the area of Project Management and Lean, encouraging them to use more project management in the Lean implementation. / A implantação de sistemas de produção Lean tem se mostrado uma tarefa de alta complexidade devido as dificuldades de implementação que são oriundas de lacunas e limitações em práticas, métodos e ferramentas de apoio. Recentemente, buscando-se o preenchimento desta lacuna em métodos de apoio para implementação do Lean, iniciou-se uma aproximação entre duas áreas: Lean Manufacturing e Gestão de Projetos. Neste trabalho foi abordada a aproximação destas duas áreas, buscando evidenciar o impacto da utilização da metodologia de Gestão de Projetos como suporte na implantação do Lean Manufacturing. Partindo da hipótese que a utilização de Gestão de Projetos impacta positivamente a implantação do Lean Manufacturing, foram utilizados parâmetros que relacionam riscos e benefícios para seleção de projetos de implementação do Lean com mesmo nível de complexidade em empresas do ramo metalúrgico do interior do estado de São Paulo. Após a seleção de 4 empresas, com um estudo de caso em cada empresa, foram aplicados diagnósticos relativos a utilização da Gestão de Projetos com base no guia PMBOK (2013) e ao grau de enxugamento tendo como referência a norma SAE J4000. Adicionalmente também foram relatados durante a pesquisa o impacto nos processos envolvidos nos estudos de caso, tendo por base indicadores como WIP (work in Process), Lead time, mão de obra e área ocupada pelo processo no chão de fábrica. Os dados recebidos das empresas, demonstraram após análise, a confirmação da hipótese inicial, tendo em vista que houve uma linearidade entre a utilização de Gestão de Projetos e o grau de enxugamento atingido. Os resultados dos indicadores de acompanhamento de processo, demonstraram significante melhoria, após a implementação do Lean em todos os casos estudados. Esta pesquisa contribui com especialistas e práticos da área de Gestão de Projetos e Lean, encorajando-os a utilizar mais Gestão de Projetos na implementação do Lean.