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Abstract(s)
A gestão de um projeto, desde a fase planeamento até à sua conclusão, é a chave e a base para o sucesso de qualquer projeto. Se um projeto falhar a fase de planeamento, a probabilidade de este falhar os seus objetivos iniciais durante a sua execução é também elevada. A realização desta dissertação decorreu na empresa Favemac, Unipessoal, Lda, que se dedica à fabricação, montagem e manutenção de equipamentos e estruturas metálicas industriais. Os tipos de projetos realizados pela empresa exigem prazos de execução e entrega relativamente curtos, existindo assim a necessidade de executar os projetos de forma rápida, ágil e flexível. Só desta forma será possível a empresa dar resposta aos desvios que possam surgir, mas sem comprometer a concretização dos objetivos dos projetos. Considerando o seu crescimento e por não ter nenhuma metodologia de gestão de projetos implementada, a empresa tem vindo a sentir dificuldades em executar os projetos de acordo com os objetivos definidos de forma rápida, ágil e flexível. Desta forma, e tendo em consideração o contexto das exigências do mercado atual e da competitividade das empresas no mercado de atuação da Favemac, surgiu a necessidade de desenvolvimento e implementação de um método de gestão de projetos, que permita a execução de projetos de forma rápida, ágil e eficaz. Para o desenvolvimento de um método de gestão de projetos a implementar na empresa, foram analisadas as diferentes abordagens de gestão de projetos existentes da literatura, nomeadamente abordagens tradicionais, ágeis e híbridas. Após a escolha do modelo de base (modelo de gestão híbrido ágil com disciplina) que melhor se adequa ao tipo de projetos desenvolvidos pela empresa, foram feitas algumas adaptações a este modelo, de forma a satisfazer as necessidades dos projetos da empresa. As adaptações realizadas tiveram em consideração aspetos de modelos tradicionais e de modelos ágeis, fazendo-se assim a integração dos dois tipos de modelos. Desenvolvido o modelo de gestão de projetos, foram desenvolvidas ferramentas de apoio para utilizar na implementação do modelo de gestão de projetos na empresa. Posteriormente, o modelo de gestão de projetos desenvolvido foi implementado num projeto a decorrer na empresa. Embora não tivesse sido possível concluir a implementação modelo de gestão de projetos até ao final do projeto, uma vez que o projeto ainda não está concluído, verificou-se que a implementação de uma abordagem de gestão de projetos permitiu introduzir melhorias no que diz respeito às práticas organizacionais e gestão do projeto. Contudo, sendo algo completamente novo para a empresa, considera-se que a implementação deste modelo de gestão ainda tem de passar pela fase de consolidação, de forma a obter todos os ganhos esperados na utilização de uma metodologia estruturada de gestão de projetos.
The management of a project, from the planning phase to its conclusion, is the key and the basis for the success of any project. If a project fails the planning phase, the probability that it will fail its initial objectives during its execution is also high. This dissertation took place in the Favemac, Unipessoal, Lda, company which is dedicated to the manufacture, assembly and maintenance of equipment and industrial metal structures. The projects carried out by the company require relatively short execution and delivery times, so there is a need to execute projects on a quickly, agile and flexible way. Only in this way will be possible for the company to respond to deviations that may arise, but without compromising the achievement of project objectives. Considering its growth and having no project management methodology in place, the company has been experiencing difficulties in executing the projects according to the objectives defined in a fast, agile and flexible way. Thus, and taking into account the context of the demands of the current market and the competitiveness of companies in the market in which Favemac operates, the need arose to develop and implement a project management method, which allows projects to be executed quickly, agile and effectively. For the development of a project management method to be implemented in the company, the different existing project management approaches in the literature were analyzed, namely traditional, agile and hybrid approaches. After choosing the base model (hybrid management model agile with discipline) that best suits the type of projects developed by the company, some adaptations were made to this model, in order to satisfy the needs of the company's projects. The adaptations made considered aspects of traditional models and agile models, thus making the integration of the two types of models. The project management model and support tools were developed to use in the implementation of the project management model in the company. Subsequently, the project management model developed was implemented in a project taking place in the company. Although it was not possible to complete the project management model implementation by the end of the project, since the project has not yet been completed, it was found that the implementation of a project management approach allowed improvements to be made with regard to organizational practices and project management. However, being something completely new for the company, it is considered that the implementation of this management model has yet to go through the consolidation phase, in order to obtain all the expected gains in the use of a structured project management methodology.
The management of a project, from the planning phase to its conclusion, is the key and the basis for the success of any project. If a project fails the planning phase, the probability that it will fail its initial objectives during its execution is also high. This dissertation took place in the Favemac, Unipessoal, Lda, company which is dedicated to the manufacture, assembly and maintenance of equipment and industrial metal structures. The projects carried out by the company require relatively short execution and delivery times, so there is a need to execute projects on a quickly, agile and flexible way. Only in this way will be possible for the company to respond to deviations that may arise, but without compromising the achievement of project objectives. Considering its growth and having no project management methodology in place, the company has been experiencing difficulties in executing the projects according to the objectives defined in a fast, agile and flexible way. Thus, and taking into account the context of the demands of the current market and the competitiveness of companies in the market in which Favemac operates, the need arose to develop and implement a project management method, which allows projects to be executed quickly, agile and effectively. For the development of a project management method to be implemented in the company, the different existing project management approaches in the literature were analyzed, namely traditional, agile and hybrid approaches. After choosing the base model (hybrid management model agile with discipline) that best suits the type of projects developed by the company, some adaptations were made to this model, in order to satisfy the needs of the company's projects. The adaptations made considered aspects of traditional models and agile models, thus making the integration of the two types of models. The project management model and support tools were developed to use in the implementation of the project management model in the company. Subsequently, the project management model developed was implemented in a project taking place in the company. Although it was not possible to complete the project management model implementation by the end of the project, since the project has not yet been completed, it was found that the implementation of a project management approach allowed improvements to be made with regard to organizational practices and project management. However, being something completely new for the company, it is considered that the implementation of this management model has yet to go through the consolidation phase, in order to obtain all the expected gains in the use of a structured project management methodology.
Description
Keywords
Gestão de projetos Gestão tradicional de projetos Gestão ágil de projetos Scrum Kanban Gestão híbrida de projetos Modelo ágil com disciplina Ferramentas de apoio à gestão e ao planeamento de projetos Projeto mecânico Projeto de unidade industrial Project management Traditional project management Agile project management Hybrid project management Agile with discipline model Tools to support project management and planning Mechanical project Industrial unit project