OPM3® Portugal project: information systems and technologies organizations: outcome analysis

Increasing the maturity in Project Management (PM) has become a goal for many organizations, leading them to adopt maturity models to assess the current state of its PM practices and compare them with the best practices in the industry where the organization is inserted. One of the main PM maturity models is the Organizational Project Management Maturity Model (OPM3®), developed by the Project Management Institute. This paper presents the Information Systems and Technologies organizations outcome analysis, of the assesses made by the OPM3® Portugal Project, identifying the PM processes that are “best” implemented in this particular industry and those in which it is urgent to improve. Additionally, a comparison between the different organizations’ size analyzed is presented

Improving project management practices in architecture & design offices

"World Conference on Information Systems and Technologies (WorldCIST 2017)"This paper describes a study on improving project management (PM) practices in architecture & design offices, conducted through semi-structured interviews and focus group with professionals from seven different offices. Taking into account the best PM practices described in literature and the most used practices and problems identified in this particular organizational context, a set of key PM practices are proposed. The results show that there are common practices already used by the architecture & design offices, such as: project charter, kickoff meeting, budgeting document and progress meetings. The problems found are mainly related to communication, collecting requirements, schedule control and portfolio management. The set of key PM practices proposed is composed by well-known practices: kick-off meeting, budgeting document, project charter, milestone planning, work packages and deadlines document, communication plan, change request, progress meeting, progress report, meeting minutes, client acceptance form and project closure documentation.This work has been supported by COMPETE: POCI-01-0145-FEDER007043 and FCT – Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2013.info:eu-repo/semantics/publishedVersio

Improving communication through a social project management approach - a car industry case study

This paper describes the results of a qualitative study for improving communication in New Product Development (NPD) projects through a social project management approach. Through a case study research strategy, the main communication problems in a Car Industry section, dealing with NPD projects, were identified and four important initiatives were established to solve these communication problems: (i) standardize an integrated project management process focused on social interaction; (ii) select the most appropriate information tools for an 'open' and continuous communication environment; (iii) standardize the information disclosure for each information tool; and (iv) create/improve the visualization of the disclosed information

Análise da evolução - complementaridade - sobreposição das normas na área da gestão de projetos

Projeto de dissertação de mestrado em Engenharia e Gestão de Sistemas de InformaçãoA existência de normas e guias de boas práticas é vasta e estes são necessários para ajudar as organizações a obter bons resultados nos projetos, sendo que, esse resultado é atingido se no final do projeto todos os requisitos forem cumpridos e o cliente estiver satisfeito. A utilização destas normas e guias, para a gestão de projetos, aumenta o conhecimento dos gestores e ajuda a organização a atingir melhores resultados. As mesmas estão associadas a diversas áreas de conhecimento ou competências, em que cada uma delas possui processos a desenvolver. Esta dissertação caracteriza diversos referenciais associados à gestão de projetos na área de Tecnologias de Informação, descreve as várias áreas associadas a cada referencial especificado anteriormente e de forma breve aborda as mudanças ocorridas de edição para edição de cada um deles. De forma a ajudar as organizações a escolher o referencial que melhor se adecua ao seu projeto, é feito um estudo de complementaridade e sobreposição entre referenciais. No entanto, o objetivo base desta dissertação passa pelo desenvolvimento de um framework que mostre a evolução futura na gestão de projetos, tendo por base a evolução passada. Através desta dissertação, foi possível o desenvolvimento de uma tabela que apresenta os 12 referenciais estudados e feito um cruzamento entre as áreas que os compõem de forma a mostrar como estes se complementam. Também, através desta dissertação, foi desenvolvido um modelo comparativo/prospetivo em que apresenta várias mudanças entre edições dos referenciais e vários pontos associados à evolução futura na gestão de projetos.The existence of standards and guides of good pratices is vast and these are required to help the organizations to obtain good results in the projects, which means, a result is reached if in the end of the project all the requirements are fulfilled and the client is satisfied. The use of these standards and guides, for project management, increases the manager’s knowledge and helps the organization to achive better results. The stantards are associated with different areas of knowledge or competences, each with their own processes to develop. This dissertation, characterizes several standards related to project management in the area of Information Technologies, describes their associated areas for each standard and briefly discusses the changes that occurred in the last editions of the standards. In the way to help th organization to choose the best standard that best suits the project, it’s made a complementary and overlap study between standards. However, the objective of this dissertions it is the development of a framework that shows the future evolution in the project management based on past evolution. Through the progress of this dissertion, it was possible to develop a table that shows the 12 study standards and it was made an interlacement between the areas that compose them in order to show how they complement each other. In addition, it was developed a comparative/prospective model incorporating several changes between standards editions and various associated points to the future evolution in project management