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Abstract(s)
Nesta dissertação de mestrado, foi abordado o tema da gestão multi-projeto e como este pode
contribuir para melhorar os indicadores de desempenho na gestão de projetos. O objetivo foi
implementar um Modelo de Referência para a Gestão Multi-projeto (GESMULTI) sugerido com foco
na melhoria do cumprimento das datas contratuais de projetos de saída de fábrica e aceitação
preliminar. A empresa enfrentava desafios relacionados à falta de ferramentas de controlo do
portfólio, dificuldade em cumprir prazos importantes e falta de alinhamento estratégico.
O GESMULTI foi desenvolvido, compreendendo oito componentes: Gestão da Estratégia, Gestão de
Portfólio, Gestão de Recursos, Gestão de Stakeholders, Gestão de Tempo, Gestão de Risco, Gestão
de Custos e Gestão de Qualidade. Estas componentes foram adaptadas a partir de pesquisas
bibliográficas e experiências profissionais, fornecendo diretrizes para uma gestão multi-projeto
eficiente e flexível.
A implementação prática do GESMULTI resultou em melhorias operacionais, alinhamento
estratégico e maior eficiência na gestão de projetos. Através das ferramentas desenvolvidas, como
a "Phase Overview", "Operational Planning Meetings", "Project Portfolio Control" e "Capacity
Report", a empresa obteve uma visão clara dos projetos, facilitando a tomada de decisão,
identificação de desvios e mitigação dos mesmos.
Os resultados foram evidenciados pelo aumento significativo no cumprimento das datas
contratuais dos projetos, com melhorias de 34,72% e 35,94% nos indicadores de On-Time Delivery
(OTD) Ex-Works e PAC, respetivamente.
Deste modo, a implementação do GESMULTI trouxe uma transformação na gestão multi-projeto da
empresa, proporcionando uma visão mais eficiente dos projetos, alinhamento estratégico e melhor
desempenho geral. Esta abordagem oferece diretrizes práticas e adaptáveis para empresas que
procuram melhorias na gestão de projetos, contribuindo para o sucesso num ambiente competitivo
e desafiador.
In this master's dissertation, the topic of multi-project management and its potential to improve project management performance indicators were addressed. The objective was to implement a suggested Reference Model for Multi-Project Management (GESMULTI) with a specific focus on enhancing the compliance with contractual dates for factory ex-works and preliminary acceptance projects. The company faced challenges related to the lack of portfolio control tools, difficulty in meeting critical deadlines, and a lack of strategic alignment. GESMULTI was developed, comprising eight essential components: Strategy Management, Portfolio Management, Resource Management, Stakeholder Management, Time Management, Risk Management, Cost Management, and Quality Management. These components were adapted based on literature research and professional experiences, providing guidelines for efficient and flexible multi-project management. The practical implementation of GESMULTI resulted in operational improvements, strategic alignment, and increased efficiency in project management. Through the developed tools such as "Phase Overview," "Operational Planning Meetings," "Project Portfolio Control," and "Capacity Report," the company obtained a clear view of projects, facilitating decision-making, identifying deviations, and mitigating them. The results were evidenced by a significant increase in compliance with contractual project dates, with improvements of 34,72% and 35,94% in the On-Time Delivery (OTD) Ex-Works and PAC indicators, respectively. Thus, the implementation of GESMULTI brought about a transformation in the company's multi project management, providing a more efficient view of projects, strategic alignment, and overall improved performance. This approach offers practical and adaptable guidelines for companies seeking project management enhancements, contributing to success in a competitive and challenging environment.
In this master's dissertation, the topic of multi-project management and its potential to improve project management performance indicators were addressed. The objective was to implement a suggested Reference Model for Multi-Project Management (GESMULTI) with a specific focus on enhancing the compliance with contractual dates for factory ex-works and preliminary acceptance projects. The company faced challenges related to the lack of portfolio control tools, difficulty in meeting critical deadlines, and a lack of strategic alignment. GESMULTI was developed, comprising eight essential components: Strategy Management, Portfolio Management, Resource Management, Stakeholder Management, Time Management, Risk Management, Cost Management, and Quality Management. These components were adapted based on literature research and professional experiences, providing guidelines for efficient and flexible multi-project management. The practical implementation of GESMULTI resulted in operational improvements, strategic alignment, and increased efficiency in project management. Through the developed tools such as "Phase Overview," "Operational Planning Meetings," "Project Portfolio Control," and "Capacity Report," the company obtained a clear view of projects, facilitating decision-making, identifying deviations, and mitigating them. The results were evidenced by a significant increase in compliance with contractual project dates, with improvements of 34,72% and 35,94% in the On-Time Delivery (OTD) Ex-Works and PAC indicators, respectively. Thus, the implementation of GESMULTI brought about a transformation in the company's multi project management, providing a more efficient view of projects, strategic alignment, and overall improved performance. This approach offers practical and adaptable guidelines for companies seeking project management enhancements, contributing to success in a competitive and challenging environment.
Description
Keywords
Model Multi-project Management Project On-Time Delivery