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Advisor(s)
Abstract(s)
Nesta dissertação de mestrado, foi abordado o tema da gestão multi-projeto e como esta pode
contribuir para melhorar os indicadores de desempenho na gestão de projetos. O objetivo
passou por implementar um Modelo de Referência para a Gestão Multi-projeto, com foco na
melhoria do cumprimento das datas contratuais de projetos. A empresa encarava desafios
relacionados à falta de ferramentas de controlo do portfólio, dificuldade em cumprir prazos
importantes e falta de alinhamento estratégico.
O modelo implementado foi desenvolvido com base em 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 modelo em questão resultou em melhorias operacionais,
alinhamento estratégico e maior eficiência na gestão de projetos. Através das ferramentas
desenvolvidas, “Project Management and Monitoring Dashboard”, “Project Gantt Chart”,
“Projects Costs”, “Tasks Control”, o Planner e o MS Project, a empresa conseguiu obter 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 15% no indicador “ON TIME DELIVERY AMOSTRAS”.
Assim podemos dizer que a implementação do modelo 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.
Dada a limitação de tempo para a implementação completa das componentes do modelo,
alguns aspetos importantes ficaram por trabalhar. Com isto, segure-se como potenciais
trabalhos futuros, garantir a implementação das componentes de Gestão da Estratégia e Gestão
de Risco, com o objetivo de melhorias contínuas no desempenho dos projetos e alinhamento
com os objetivos organizacionais.
This master's thesis addressed the subject of multi-project management and how it can contribute to improving performance indicators in project management. The aim was to implement a Reference Model for Multi-Project Management, with a focus on improving the fulfilment of contractual project dates. The company was facing challenges related to the lack of portfolio control tools, difficulty in meeting important deadlines and a lack of strategic alignment. The implemented model was developed, based on eight components: Strategy Management, Portfolio Management, Resource Management, Stakeholder Management, Time Management, Risk Management, Cost Management, and Quality Management. These components were adapted from bibliographical research and professional experience, providing guidelines for efficient and flexible multi-project management. The practical implementation of the model in question has resulted in operational improvements, strategic alignment, and greater efficiency in project management. Through the tools developed, ‘Project Management and Monitoring Dashboard’, ‘Project Gantt Chart’, ‘Projects Costs’, ‘Tasks Control’, the Planner, and MS Project, the company was able to obtain a clear view of the projects, facilitating decision-making, identifying deviations and mitigating them. The results were evidenced by a significant increase in the fulfilment of contractual project dates, with a 15% improvement in the ‘ON TIME DELIVERY SAMPLES’ indicator. We can therefore say that the implementation of the model has brought about a transformation in the company's multi-project management, providing a more efficient vision of projects, strategic alignment, and better overall performance. This approach offers practical and adaptable guidelines for companies seeking improvements in project management, contributing to success in a competitive and challenging environment. Given the time constraints for the complete implementation of the model's components, some important aspects were left unworked. With this in mind, potential future work could include ensuring the implementation of the Strategy Management and Risk Management components, with the aim of continuous improvements in project performance and alignment with organisational objectives.
This master's thesis addressed the subject of multi-project management and how it can contribute to improving performance indicators in project management. The aim was to implement a Reference Model for Multi-Project Management, with a focus on improving the fulfilment of contractual project dates. The company was facing challenges related to the lack of portfolio control tools, difficulty in meeting important deadlines and a lack of strategic alignment. The implemented model was developed, based on eight components: Strategy Management, Portfolio Management, Resource Management, Stakeholder Management, Time Management, Risk Management, Cost Management, and Quality Management. These components were adapted from bibliographical research and professional experience, providing guidelines for efficient and flexible multi-project management. The practical implementation of the model in question has resulted in operational improvements, strategic alignment, and greater efficiency in project management. Through the tools developed, ‘Project Management and Monitoring Dashboard’, ‘Project Gantt Chart’, ‘Projects Costs’, ‘Tasks Control’, the Planner, and MS Project, the company was able to obtain a clear view of the projects, facilitating decision-making, identifying deviations and mitigating them. The results were evidenced by a significant increase in the fulfilment of contractual project dates, with a 15% improvement in the ‘ON TIME DELIVERY SAMPLES’ indicator. We can therefore say that the implementation of the model has brought about a transformation in the company's multi-project management, providing a more efficient vision of projects, strategic alignment, and better overall performance. This approach offers practical and adaptable guidelines for companies seeking improvements in project management, contributing to success in a competitive and challenging environment. Given the time constraints for the complete implementation of the model's components, some important aspects were left unworked. With this in mind, potential future work could include ensuring the implementation of the Strategy Management and Risk Management components, with the aim of continuous improvements in project performance and alignment with organisational objectives.
Description
Keywords
Reference model Multi-project Management Project On time delivery samples Control Modelo referência Multi-projeto Gestão Projeto Controlo On time delivery amostras