Thesis (M.A.)--Ohio University, June, 2007. / Title from PDF t.p. Includes bibliographical references.

Thesis (doctoral)--Australian National University, 2000. / Title from screen.

Thesis (Ph. D.)--University of Hawaii, 1994. / Includes bibliographical references (leaves 171-182).

Thesis (Ph. D.)--Stanford University, 1993. / Includes bibliographical references (leaves 135-139).

Thesis (Ph. D.)--Westfälische Wilhelms-Universität zu Münster, 1983. / Vita. Includes bibliographical references (p. [333-335]).

Este trabalho trata de questões relativas à gestão dos projetos associados com a implementação do planejamento estratégico das empresas. Embora nos dias atuais o planejamento estratégico seja uma ferramenta essencial para auxiliar as empresas a estabelecer, sustentar e ampliar suas vantagens competitivas, pesquisas mostram que sua implementação é bastante deficiente, sendo um dos principais problemas a falta de estrutura e metodologias adequadas para gerenciar a execução dos projetos estratégicos definidos a partir do planejamento. Os objetivos do presente trabalho são, através de um estudo de caso, elucidar em que aspectos - e de que forma - o gerenciamento de projetos estratégicos pode ser aprimorado e contribuir para a compreensão das principais questões e problemas relacionados à implementação e gestão deste tipo de projeto. O estudo de caso foi realizado numa empresa de manufatura da área de tecnologia de informação onde apenas 50% dos projetos estratégicos são concluídos e atingem o objetivo esperado. Neste estudo realizou-se na empresa o levantamento dos processos de planejamento estratégico, de gerenciamento dos projetos estratégicos, dos resultados destes projetos, dos fatores críticos para o sucesso na implementação dos mesmos e da maturidade e excelência nas práticas de gestão de projetos. Com a análise dos dados levantados na pesquisa concluiu-se que, apesar da empresa possuir uma pequena estrutura dedicada ao gerenciamento dos projetos estratégicos, a falta de uma metodologia melhor estruturada para este gerenciamento era a principal responsável pelo baixo índice de sucesso na execução dos projetos. A partir das análises dos dados coletados e das conclusões tiradas a respeito das principais deficiências presentes nos processos de gerenciamento apresenta-se no trabalho uma proposta preliminar para a estrutura básica de uma metodologia para gerenciamento dos projetos estratégicos da empresa estudada, com o objetivo de sanar ou minimizar as deficiências gerenciais encontradas. / This research handle themes related to project management associate with strategic planning implementation in the companies. Although in the current days the strategic planning is an essential tool to aid the companies to establish, to sustain and to enlarge their competitive advantages, researches show that implementation is quite deficient, being one of the main problems the structure lack and appropriate methodologies to manage the execution of the defined strategic projects starting from the planning. The objectives of the present work are, through a case study, to elucidate in which aspects - and which form - the management of strategic projects can be perfected and to contribute for the understanding of the main subjects and problems related to the implementation and management of this kind of project. The case study was accomplished in a manufacturing company of information technology area where only 50% of the strategic projects are ended and reached the expected objective. In this study was performed in the company a survey of the processes of strategic planning, management of strategic projects, results of these projects, critical factors for the success in the implementation and maturity and excellence in the practices of projects management. With the analysis of the data in the research was concluded that, in spite of the company has a small structure dedicated to the management of the strategic projects, the lack of a better structured methodology for project management was the main responsible for the low success index in the execution of the projects. Starting from the analyses of the collected data and of the conclusions regarding the main present deficiencies in the management processes, shows up in the work a preliminary proposal for the basic methodology structure for management of the strategic projects of the studied company, with the objective of to cure or to minimize the found managerial deficiencies.

A internacionalização das empresas brasileiras traz uma nova realidade: a necessidade de implementação de projetos globais. Estes trazem, em seu bojo, o desafio do gerenciamento de equipes multiculturais. Sendo um fenômeno recente, com pouco desenvolvimento teórico, o presente estudo buscou entender as relações entre características culturais e desempenho de equipes de projetos globais em multinacionais brasileiras, em contextos de alta e baixa distância cultural. Uma vez identificadas estas relações, tratou-se de entendê-las à luz do processo de gerenciamento de equipes. Para levar avante esta discussão, empreendeu-se um estudo de campo com enfoque tanto quantitativo quanto qualitativo junto a 34 projetos globais de multinacionais brasileiras, em que participaram pessoas oriundas de 22 países. Os resultados indicam que características culturais estão, sim, associadas ao desempenho da equipe, seja técnico ou humano, e que essa associação tem diferentes intensidades a depender do contexto. A proximidade hierárquica e o coletivismo foram mais importantes em contextos de baixa distância, enquanto que a feminilidade e a propensão ao risco foram mais importantes em contexto de alta distância cultural. Em que pesem estes resultados, verificou-se que há, entre os projetos pesquisados, pouca preocupação concreta com a questão da multiculturalidade e pouco incentivo ao desenvolvimento intercultural dos membros da equipe, o que acaba prejudicando a construção de um mindset global, importante para as empresas multinacionais brasileiras atuarem com sucesso no exterior. Ao final do estudo, foram propostas recomendações para que as empresas brasileiras comecem a gerenciar suas equipes globais de forma a evitar os problemas que a multiculturalidade pode trazer, que vão desde conflitos entre pessoas até o fracasso do projeto. / The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects. These, in turn, carry in their essence the challenge of managing multicultural teams. Being a recent phenomenon, with little theoretical development, this study sought to understand the relationships between cultural features and performance of project teams in global projects of Brazilian multinationals, in contexts of high and low cultural distance. Once these relations were identified, we tried to understand them in light of the teams management process. To carry out this discussion, we undertook a field study, with both quantitative and qualitative focus, of 34 global projects of Brazilian multinationals, in which people from 22 countries took part. The results indicate that cultural traits are associated to team performance, whether technical or human, and this association has different intensities depending on the context. At the end of the study, recommendations were proposed for Brazilian companies to start managing their global teams so as to avoid the problems that multiculturalism can bring, which range from conflicts between people until the complete failure of the project.

Orientador: Miguel Juan Bacic / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica / Made available in DSpace on 2018-08-20T14:49:32Z (GMT). No. of bitstreams: 1 Maciel_FlavioJose_M.pdf: 6221308 bytes, checksum: 067989413435f1e82614e63b4ee36a82 (MD5) Previous issue date: 2006 / Resumo: A aceleração das mudanças e a velocidade necessária na condução das inovações tecnológicas têm obrigado as organizações a considerar em suas estratégias ferramentas de gestão operacionais que abrangem seus processos, controlam suas eficiências e mantêm informada a alta direção da empresa. Uma dessas ferramentas largamente utilizadas atualmente é o gerenciamento de projetos, o qual é capaz de possibilitar o compartilhamento eficaz dos recursos, alinhar os objetivos e disseminá-los por todos os níveis da organização. No entanto, as empresas que optam por utilizar o gerenciamento de projetos devem considerar outros fatores organizacionais para o correto dimensionamento da metodologia dessa ferramenta estratégica, tais como as características do mercado local, o nível de exigência de seus clientes, requisitos legais, normativos tais como a IS0 9000 e o tamanho da estrutura versus o volume de seus negócios. Este trabalho formula um método simplificado de gerenciamento de projetos, adequado às necessidades de uma empresa de bens de capital, baseado nas recomendações do Project Management Institute (PMI) e aderente às normas NBR IS0 9000:2000. Estuda-se o seu processo de implementação e avaliam-se os resultados da aplicação desse Método Simplificado, ao longo de quatro anos. As principais conclusões do estudo são as constatações de viabilidade de implementação de um método simplificado, da melhora nos indicadores de desempenho de processos alcançados após a sua execução e sua total compatibilidade com o sistema de gestão da qualidade da organização / Abstract: This work has as objective to suggest a model of simplified projects management structured in the PMI's recommendations and fully accomplishment to NBR ISO 9000:2000 norms. Additionally, it studies its process of implantation in local branch industrial goods company office evaluating if it is possible to get itself better performance resulted with the methodology comparing against the currently processes in an no management project user organization. The revision of literature describes the description of the management of projects, the analysis of the project environment, the critical factors of success. The used methodology was the study of case applied in an company during 4 years and as instrument of data collection had been used the performances scores figures of the organization. It comments the execution of the implementation plan. The conclusions presented in this work disclose the consequences of an culture of management of projects implementation into an organization without the necessary projects management maturity degree, despite the significant improvement into its process performance. As recommendation, this study suggest to the interested parties to research of the influences of the key success factors mentioned during the implementation of this methodology, using a more significant organization samples that had adopted the methodology of management of projects / Mestrado / Gestão da Qualidade Total / Mestre em Engenharia Mecânica

M.A. / A stable environment for future economic growth in South Africa will depend on curbing violence, crime and poverty. Government has started to address the development backlog by initiating programmes such as the Reconstruction and Development Programme (RDP). Urgent problems such as housing shortages, the education crisis, unemployment, violence and poverty are receiving priority. This has had a further effect on the policy of service delivery in the field of Social Work, hence there is a paradigm shift towards development social work as emphasized in the White paper for Social Welfare (Government Gazette, 1997). Communities establish development projects with the aim of creating jobs, etc but are not aware of the process involved (e.g. management) for such a project to be successful. For this reason the researcher is of the opinion that many community development projects fail due to the fact that they are not managed properly. The main goal of the study is to develop guidelines on how to manage development projects in deprived communities. A qualitative exploratory study was used to address the following main question: “How do you manage your project?” A non-probability sampling procedure was used to select two projects that were under study. The data collection methods that were employed were face-to-face and focus group interviews, observation and the analysis of project documents. The method of data analysis utilized was data reduction, data display and conclusion drawing. The following main themes were identified as important entities in the management of community development projects: teamwork, planning, implementation, monitoring and control, leadership and evaluation. All these themes are considered to be very important in ensuring project success. / Prof. J.B.S Nel

M.A. / South Africa has more than 450 rural towns where 10% of the population, comprising about 80% of the country's poorest of the poor, live. To promote development and prevent the residents of these towns and the surrounding rural areas from migrating to the larger towns and cities in search of jobs (thereby putting more strain on the resources available there), it was imperative that these towns and the rural areas be developed. This was the ideal aspired to in the seventies and eighties. After two previous attempts the government stepped in and launched the S.A. Regional Industrial Development Plan (RIDP) in 1982. The plan identified several smaller towns as potential recipients of special government incentives, to attract investments from the cities to these communities. Nkowankowa was one of these towns that was declared as an industrial development point (IDP). The plan had both economic and political objectives. On the economic side the plan was an attempt at fostering economic growth and job creation to the benefit of the local communities, while at the same time alleviating the pressure of urban growth experienced by larger cities. On the political side, it was an attempt to contain the Black population within the Homelands. As in the case of similar programmes implemented in other countries, this programme was less successful in South Africa. Most of the IDP's that showed some early success, soon failed. Nkowankowa was one of them, It started off well but soon stagnated and even declined. Data collected from industrialists and Gazankulu Development Corporation (GDC) were analysed using a frequency and tabulation programme. Most industries were established between 1982 and 1985. From 1986 the rate of industrial establishment declined, This show that industrial development in Nkowankowa was less than originally planned. The high failure rate of industries at Nkowankowa is due to the heavy dependence on incentives, agricultural and wood inputs. Periods of protracted droughts negatively affected processing industries in Nkowankowa. The decrease in the amount of incentives also forced firms to close or relocate to metropolitan areas. It is recommended that the community in Ritavi district should be assisted with necessary skills to enable them to gain control over their own economic future. They should become more involved in the economic development and job creation of this area. More jobs can also be created by expanding agricultural activities and enlisting the help of tertiary institutions in supporting, training and advising this community.