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Abstract(s)
Um gestor de projeto tem a responsabilidade de planear, atribuir tarefas, acompanhar e controlar o progresso dos projetos, para além de monitorizar os riscos e mudanças de estratégia quando necessário. A unidade Service da Efacec não contava, até ao final de 2019, com uma equipa de gestão de projetos, sendo que a gestão dos seus projetos era realizada pela direção operacional e operacionais. Após uma mudança estratégica da empresa, a necessidade de se nomear um gestor de projetos tornou-se óbvia, pois só assim é possível otimizar, em simultâneo, os resultados dos projetos e da unidade Service. O presente projeto baseou-se na implementação de processos de gestão de projetos, na revisão da instrução operacional interna, no desenvolvimento de ferramentas de apoio à gestão e na participação do desenvolvimento do Project Management Information System. Com base na norma NP ISO 21500:2012 selecionaram-se vários processos de gestão de projetos ao nível do início do projeto, do planeamento, da implementação, do controlo e do encerramento. Estes processos, e em conjunto com a revisão da instrução operacional interna realiza, ajudaram na identificação das necessidades da equipa de gestão de projetos da unidade Service da empresa Efacec, evidenciando a utilidade das ferramentas desenvolvidas no presente projeto. A ferramenta de análise de custos, projetada para auxiliar o gestor de projeto na análise financeira do projeto a nível do Cashflow e da Margem, foi realizada em Excel, VBA e no PowerBI, apresentando os resultados à unidade. Basicamente, esta ferramenta apresenta informações relacionadas com a Ordem de Serviço, tais como o gestor do projeto, o cliente, o valor de venda, o valor faturado e os custos. Já a ferramenta do gestor, projetada para auxiliar o gestor de projeto na gestão da sua carteira de projetos, foi realizada através do número mecanográfico do gestor, apresentando todos os seus projetos ativos, os projetos com backlog de faturação, os valores de venda da totalidade dos projetos e a margem média dos mesmos. Por fim, a participação no desenvolvimento do Project Management Information System baseou-se na sua estruturação, relacionada com a realização de dashboards relativos à carteira de projetos do gestor de projetos e à análise dos projetos. Em súmula, estas três contribuições do presente projeto pretendem solucionar as necessidades identificadas ao nível da gestão de projetos na unidade Service da empresa Efacec, dotando-a de ferramentas mais eficazes para a gestão dos seus projetos e otimizando os resultados dos projetos e os da própria unidade. As ferramentas de gestão de projetos que constituem o objetivo do trabalho foram conceptualmente enquadradas tendo como referencial a norma de gestão de projetos proposta pelo PMI (Project Management Institute) e o correspondente Guia para o Corpo de Conhecimentos em Gestão de Projetos (PMBok – Project Management Body of Knowledge).
A project manager is responsible for planning, assigning tasks, tracking, and controlling the progress of projects, in addition to monitoring risks and strategical changes when necessary. Until the end of 2019, Efacec's Service unit does not have a project management team, and the management of its projects is carried out by the operational and operational management. After a strategical change in the company, the need to appoint a project manager became obvious, as this is the only way to simultaneously optimize the results of projects and of the Service unit. The present project was based on the implementation of project management processes, on the revision of the internal operational instruction, on the development of management support tools and on the development of the Project Management Information System. Based on the NP ISO 21500:2021 standard, several project management processes were selected at the level of project initiation, planning, implementation, control, and closure. These processes, together with the review of the internal operational instruction, helped to identify the needs of the project management team of the Efacec company’s Service unit, highlighting the usefulness of the tools that were developed in this project. The cost analysis tool, designed in order to assist the project manager in the financial analysis of the project in terms of Cashflow and Margin, was developed in Excel, VBA and PowerBI, presenting the results to the unit. Basically, it presents information related to the Service Order, such as the project manager, the customer, the sales value, the invoiced value, and the costs. The manager’s tool, designed in order to assist the project manager in the management of his/her project portfolio, was developed by using the manager’s own mechanographic number, presenting all of his/her active projects, projects with billing backlog, total sales value of the projects, and their average margin. Finally, the participation in the development of the Project Management Information System was based on its structuring, related to the creation of dashboards associated to the project manager’s project portfolio and to the analysis of projects. In summary, these three contributions, presented in this project, aim to solve the needs that were identified in terms of project management in the Service unit of the Efacec company, providing it with more effective tools for managing its projects and optimizing its projects’ results, as well as the Service unit’s results. The project management tools that constitute the objective of the work were conceptually framed having as reference the project management standard proposed by the PMI (Project Management Institute) and the corresponding Guide to the Body of Knowledge in Project Management (PMBok - Project Management Body of Knowledge).
A project manager is responsible for planning, assigning tasks, tracking, and controlling the progress of projects, in addition to monitoring risks and strategical changes when necessary. Until the end of 2019, Efacec's Service unit does not have a project management team, and the management of its projects is carried out by the operational and operational management. After a strategical change in the company, the need to appoint a project manager became obvious, as this is the only way to simultaneously optimize the results of projects and of the Service unit. The present project was based on the implementation of project management processes, on the revision of the internal operational instruction, on the development of management support tools and on the development of the Project Management Information System. Based on the NP ISO 21500:2021 standard, several project management processes were selected at the level of project initiation, planning, implementation, control, and closure. These processes, together with the review of the internal operational instruction, helped to identify the needs of the project management team of the Efacec company’s Service unit, highlighting the usefulness of the tools that were developed in this project. The cost analysis tool, designed in order to assist the project manager in the financial analysis of the project in terms of Cashflow and Margin, was developed in Excel, VBA and PowerBI, presenting the results to the unit. Basically, it presents information related to the Service Order, such as the project manager, the customer, the sales value, the invoiced value, and the costs. The manager’s tool, designed in order to assist the project manager in the management of his/her project portfolio, was developed by using the manager’s own mechanographic number, presenting all of his/her active projects, projects with billing backlog, total sales value of the projects, and their average margin. Finally, the participation in the development of the Project Management Information System was based on its structuring, related to the creation of dashboards associated to the project manager’s project portfolio and to the analysis of projects. In summary, these three contributions, presented in this project, aim to solve the needs that were identified in terms of project management in the Service unit of the Efacec company, providing it with more effective tools for managing its projects and optimizing its projects’ results, as well as the Service unit’s results. The project management tools that constitute the objective of the work were conceptually framed having as reference the project management standard proposed by the PMI (Project Management Institute) and the corresponding Guide to the Body of Knowledge in Project Management (PMBok - Project Management Body of Knowledge).
Description
Keywords
Gestão de projetos Processos Ferramentas Gestor de projetos PMBoK NP ISO 21500:2012 Project management Processes Tools Project manager