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Modelo de gestão integrada para projetos fotovoltaicos: otimização do controlo financeiro, planeamento e execução
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A gestão de projetos fotovoltaicos (PV) é marcada pela complexidade técnica, logística e pela volatilidade dos recursos Esta investigação aborda a fragmentação crítica entre processos de planeamento, execução e controlo financeiro, que culmina em silos de informação, sobrecarga administrativa e decisões estratégicas tardias, comprometendo a rentabilidade dos projetos. O objetivo central foi desenvolver e propor um modelo conceptual de gestão integrada para o setor, operacionalizado através de um protótipo em Microsoft Excel, que articule estas três dimensões. A metodologia adotada foi qualitativa, baseada num estudo de caso único de uma empresa do setor, com recolha de dados por análise documental (10 projetos) e observação direta do trabalho dos gestores. A revisão de literatura demonstrou que, apesar da existência de frameworks robustos (PMBOK, PRINCE2), a sua aplicação e integração prática no contexto específico fotovoltaico permanecem insuficientemente exploradas, evidenciando uma lacuna de investigação. O modelo proposto sintetiza e adapta os princípios do PMBOK, as métricas do Earned Value Management (EVM) e as perspetivas do Balanced Scorecard (BSC), às especificidades do setor. Conclui-se que a implementação deste modelo integrado, suportado por uma ferramenta de monitorização em tempo real, proporciona uma melhoria significativa na visibilidade do desempenho, na antecipação de desvios e na eficácia da tomada de decisão, reforçando a sustentabilidade económica das empresas. Esta investigação contribui com um framework conceptual aplicado e um plano de implementação faseado, propondo futuras linhas para a validação empírica do modelo noutros contextos.
The management of photovoltaic (PV) projects is characterized by high technical and logistical complexity, coupled with resource volatility. This study addresses the critical fragmentation among planning, execution, and financial control processes, which leads to information silos, administrative burden on project managers, and delayed strategic decisions, ultimately compromising project profitability. The main objective was to develop and propose a conceptual integrated management model for the PV sector, operationalized via a prototype tool in Microsoft Excel, to effectively articulate these three dimensions. A qualitative methodology was employed, centered on a single case study within a sector company. Data collection involved documentary analysis (10 projects) and direct observation of project managers' work. The critical literature review reveals that while robust project management frameworks (PMBOK, PRINCE2) and control methodologies (Earned Value Management - EVM) are available, their practical application and integration within the specific PV context remain underexplored, indicating a significant research gap. The proposed model synthesizes and adapts the principles of PMBOK, EVM metrics, and Balanced Scorecard (BSC) perspectives to the sector's specificities. It is concluded that implementing this integrated model, supported by a real-time monitoring tool, significantly enhances performance visibility, deviation anticipation, and decision-making effectiveness, thereby strengthening the economic sustainability of PV companies. This research contributes an applied conceptual framework and a phased implementation plan, proposing future research lines for the empirical validation of the model in other contexts.
The management of photovoltaic (PV) projects is characterized by high technical and logistical complexity, coupled with resource volatility. This study addresses the critical fragmentation among planning, execution, and financial control processes, which leads to information silos, administrative burden on project managers, and delayed strategic decisions, ultimately compromising project profitability. The main objective was to develop and propose a conceptual integrated management model for the PV sector, operationalized via a prototype tool in Microsoft Excel, to effectively articulate these three dimensions. A qualitative methodology was employed, centered on a single case study within a sector company. Data collection involved documentary analysis (10 projects) and direct observation of project managers' work. The critical literature review reveals that while robust project management frameworks (PMBOK, PRINCE2) and control methodologies (Earned Value Management - EVM) are available, their practical application and integration within the specific PV context remain underexplored, indicating a significant research gap. The proposed model synthesizes and adapts the principles of PMBOK, EVM metrics, and Balanced Scorecard (BSC) perspectives to the sector's specificities. It is concluded that implementing this integrated model, supported by a real-time monitoring tool, significantly enhances performance visibility, deviation anticipation, and decision-making effectiveness, thereby strengthening the economic sustainability of PV companies. This research contributes an applied conceptual framework and a phased implementation plan, proposing future research lines for the empirical validation of the model in other contexts.
Descrição
Palavras-chave
Gestão de projetos fotovoltaicos Gestão integrada Earned Value Management (EVM) Controlo financeiro Photovoltaic Project Management Integrated Management Earned Value Management (EVM) Financial