A gestão de projetos emergiu como um fator crucial para o sucesso das
organizações. Tem vindo a ... more A gestão de projetos emergiu como um fator crucial para o sucesso das organizações. Tem vindo a registar-se um crescimento muito significativo na adoção das suas práticas para a realização de iniciativas em inúmeros setores e indústrias, com impactos económicos consideráveis (Turner et al, 2010; Winter et al, 2006; Winter & Szczepanek, 2008). A gestão de projetos promove, nas organizações, um conjunto de processos temporários que induzem mudanças, gerando benefícios e valor (Gomes & Romão 2016; Ingason & Jónasson, 2009; Williams & Samset, 2010; Winter et al., 2006). Todavia, para a sua correta execução, a gestão de projetos carece de um conjunto multidimensional de capacidades organizacionais e competências profissionais (Hodgson, 2002; Kerzner, 2013). O valor gerado pela gestão de projetos depende de variados fatores, dos quais se realça o alinhamento entre os drivers estratégicos da organização e as características particulares dos processos internos de gestão de projetos (Cooke-Davies et al., 2009). Na atualidade as organizações recorrem frequentemente a estruturas internas mais ligeiras e flexíveis, como forma de responderem de forma mais célere às exigências do mercado. Sabe-se que boa parte destas respostas organizacionais resultam da implementação de projetos (Gomes & Romão, 2014). Por outro lado, o ambiente empresarial que se vive é cada vez mais dinâmico, complexo e competitivo, sendo necessário garantir, desde logo, que os resultados bem-sucedidos de um projeto possam ser replicados em futuras iniciativas e investimentos, através de procedimentos internos padronizados. Os projetos tornaram-se ferramentas para organizar e estruturar o trabalho (Bakker, 2010), constituindo um dos desenvolvimentos organizacionais mais importantes das últimas décadas (Winter et al., 2006). Uma das principais razões para esta difusão está no conceito de projeto, que é percecionado como uma forma de trabalho específica, limitada no tempo, com mecanismos de controlo que permitem evitar os problemas clássicos com que a maioria das organizações se debatem na atualidade, nomeadamente, a falta de flexibilidade e a burocracia (Cicmil et al., 2009; Packendorff, 1995; Hodgson, 2004). A utilização de projetos para lidar com tarefas complexas e renovação criativa em organizações contemporâneas tem, na literatura académica seguidores, que chamam a esta vertente a “projetificação” (Midler, 1995; Ekstedt et al, 1999; Blomquist e Lundin, 2010). Nessa visão estreita da projetificação - o que Maylor et al (2006) também apelidou “projetificação organizacional” - a pesquisa é focada principalmente para as consequências das iniciativas de reestruturação organizacionais dando a primazia aos projetos no seio das organizações. Jensen et al (2016) propõem uma compreensão alternativa de projeto, para além das práticas organizacionais, projeto como condição humana. Esta condição humana surge quando existe uma mudança de uma sociedade disciplinar para uma sociedade de projeto. Guiados pelos conceitos filosóficos de atividade, tempo, espaço e relações, descreve-se a sociedade do projeto como o tipo ideal, em oposição à sociedade disciplinar. A gestão de projetos coordena um conjunto de competências, capacidades e áreas de conhecimento, realiza e monitoriza atividades pré-estabelecidas para avaliar o progresso dos projetos (Kerzner, 2013; Kronbichel, et al., 2009). A gestão de projetos cria também valor ao fornecer informações relevantes para ajudar as organizações a responder aos seus clientes de forma mais rápida e eficaz, melhorando, dessa forma, o seu próprio desempenho (PMI, 2015; Zwikael & Smyrk, 2011). A base para alcançar a excelência em gestão de projetos é avaliada através de modelos de maturidade. Estes estabelecem níveis e definem as práticas, sistemas e processos que são, por natureza, repetitivos, e que devem garantir uma alta probabilidade de sucesso (Kerzner, 2005). A maturidade em gestão de projetos representa o grau de capacitação da empresa para gerir e implementar adequadamente os seus projetos (Andersen & Jessen, 2003). A gestão de projetos é cada vez mais considerada como uma peça fundamentaldas práticas gerais da gestão organizacional, semelhante a outras que decorrem internamente nas áreas financeira, marketing ou recursos humanos (Kenny, 2003). O interesse pela pesquisa na gestão de projetos teve um incremento significativo nos últimos anos, levando a um acréscimo sustentado na diversidade dos estudos, domínios e métodos utilizados (Söderlund, 2004b; Hall, 2012; Turner et al., 2013). Generalizou-se também o interesse dos diferentes setores da economia pela gestão de projetos (Besner & Hobbs, 2006; Jacques, Garger & Thomas, 2008; Shim & Lee, 2001; Söderlund, 2005; Turner & Müller, 2005) e Portugal parece não ter fugido à regra. Apesar da grande diversidade e vitalidade da pesquisa em gestão de projetos, subsistem ainda duas áreas-chave onde os diversos autores procuram um alargado consenso; • Na procura de explicações sobre o desempenho do projeto com base nos fatores de sucesso (Cooke-Davies, 2002; Jugdev & Müller, 2005; Ika, 2009; Müller & Jugdev, 2012; Jugdev et al., 2013; Nelson, 2007; Pinto & Slevin, 1988; Yeo, 2002); • Na fundação teórica da disciplina da gestão de projetos e na emergência de propostas para uma nova agenda de investigação (Cicmil et al., 2006; Shenhar,2001; Smyth & Morris, 2007; Söderlund, 2004a; Whitty & Maylor, 2009; Morris2010).
International Journal of Strategic Decision Sciences, 2021
Projects have been increasingly used in the implementation of organizations’ business operations.... more Projects have been increasingly used in the implementation of organizations’ business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration
of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing
highly contributes for a successful execution of projects.
International Journal of Project Management and Productivity Assessment, 2021
An increasing number of organizations operate through projects to achieve their strategic objecti... more An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.
International Journal of Tourism and Hospitality Management in the Digital Age, 2021
Leadership, innovation, and performance are essential factors to achieve the desired sustainable ... more Leadership, innovation, and performance are essential factors to achieve the desired sustainable profitability of companies. The relationship between these variables is one of the keys to the organizational success, although their study has proved to be complex. The purpose of this article is to analyse the impact of leadership on the relationship between innovation and performance in the Portuguese hotel sector. To answer to this challenge, a survey was carried out to top and middle managers of four-star and five-star hotel units. The existence of a positive correlation between innovation and performance was found; however, leadership has not been shown to have a moderating effect on the relationship. The work highlights several important contributions to the hotel industry and identifies aspects that, when well implemented and developed, can lead to superior performance in organizations.
Data Analytics in Medicine: Concepts, Methodologies, Tools, and Applications, chapter 101, IGI-Global, 2020
Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. Th... more Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. These are all examples of information and communication technologies (ICT) applications or devices that might cause benefits to healthcare. The ICT has the potential to dramatically change the way individuals or society see the sector, and provide tremendous opportunities for supporting professionals, improving effectiveness and efficiency. Healthcare organizations have become more and more challenged on how to assure a fair return from ICT investments. Thus, the application of project management in health is important because it allow more productivity and, as a direct result, more accessibility, higher quality care and a safer environment to patients. The study of the success of these initiatives has become vitally important for the hospitals performance. The article collects relevant data and provide recommendations about the perceived benefits of ICT project implementations, proposing a review of the published work to provide some insights into the benefits of these implementations
Open Government: Concepts, Methodologies, Tools, and Applications, chapter 67, IGI-Global, 2020
The expenses in Information Systems and Information Technology (IS/IT) represent a substantial sh... more The expenses in Information Systems and Information Technology (IS/IT) represent a substantial share in organizations' budgets. However, IS/IT investment projects seem to continue to show reduced success rates. The Benefits Management (BM) has gained relevance as a way, not only, to understand these failures, but also as a tool available to organizations to improve the success of IS/TI investments. The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.
The Journal of Modern Project Management, 6, 3, 47-57, 2019
The objective of this paper is to study the impact of Organisational Project Management (OPM3) on... more The objective of this paper is to study the impact of Organisational Project Management (OPM3) on the Project Performance (PP). PP performed by the organisations was assessed, based on interviews to project managers. Currently, little evidence is found in the academic literature regarding the impacts of the Maturity Models (MM) on the PP. The results show that the OPM3 provided a positive contribution to PP. Some of the interviewees stated that the adoption of OPM3 brought improvements at process level, which made it possible to define in a more appropriate way, the scope, schedule, costs, and goals to perform improvements in the stakeholder’s communication.
Advanced Methodologies and Technologies in Medicine and Healthcare, Chapter 017, IGI-Global, 2019
Healthcare organizations must improve their business practices and internal procedures in order t... more Healthcare organizations must improve their business practices and internal procedures in order to meet the increasing demands of health professionals and the public in general for better information. Hospitals have adopted a patient-centered care approach and have invested massively in information systems and technology (IS/IT), in the hope that these investments will improve medical care and that they will meet patient demands. From the point of view of public service, the focus of healthcare system is the patient, and therefore any intervention should be based on their needs and expectations. It has become more and more important that investments in information systems and technology (IS/IT) support not only short-term objectives, but also long-term benefits, in order to provide a sustainable service for organizations, professionals, and users. The main objective of this research is to study how organizational maturity, enhanced by IS/IT investments and project management best practices, leads to successful projects in healthcare organizations.
Advanced Methodologies and Technologies in Business Operations and Management, chapter 106, IGI-Global, 2019
Why are some firms more successful than others? This question has been intensely debated by strat... more Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.
International Journal of Applied Research on Public Health Management, 2019
Essentially, the purpose of investment in information systems and information technology (IS/IT) ... more Essentially, the purpose of investment in information systems and information technology (IS/IT) is to improve the operational efficiency of the organizations, reducing costs and improving levels of quality. Thus, many traditional appraisal techniques are used to evaluate tangible benefits, which are based on direct project costs. Since the 1980s, IS/IT has positioned itself as a strategic tool that through flexibility and innovative ways can produce superior performance. The health sector has sought to improve its effectiveness and efficiency by adopting IS/IT solutions to increase the quality of services, namely patient safety, organizational efficiency, and end-user satisfaction. Hospitals are complex organizations, and this complexity magnifies the opportunity for inevitable human errors. A poorly integrated system can decrease operational efficiency and reduce the quality of healthcare services. The issue remains controversial, as evidenced by several articles. The authors noticed that emergent technologies may offer opportunities to those who can exploit them effectively.
The use of information systems in healthcare (HIS) has been recognised as having crucial importan... more The use of information systems in healthcare (HIS) has been recognised as having crucial importance in improving the efficiency, cost-effectiveness, quality, and safety of medical care delivery. HIS has the potential to improve individuals' health and providers' performance by producing better quality, cost savings, and greater patient involvement in their own health. There have been two major drivers for the HIS investments in healthcare: The ever-increasing burden from chronic disease with costs growing significantly faster and the recognition of the need for greatly improved quality and safety in health delivery. Maturity models (MM) are based on the premises that people, organizations, functional areas and processes evolve through a process of development or growth towards a more advanced maturity, going through a distinct number of levels. Through a state-of-the-art review of HIS, focused on their maturity state, we identify and characterize a set of critical factors recognized as determinants in the context of HIS maturity. The article identifies a broad spectrum of MM applied to the health sector and its characteristics and reinforces the belief that the maturity of HIS can contribute to the quality of information and knowledge management in the sector.
International Journal of Privacy and Health Information Management, 2018
Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. Th... more Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. These are all examples of information and communication technologies (ICT) applications or devices that might cause benefits to healthcare. The ICT has the potential to dramatically change the way individualsor society see the sector, and provide tremendous opportunities for supporting professionals, improving effectiveness and efficiency. Healthcare organizations have become more and more challenged on how to assure a fair return from ICT investments. Thus, the application of project management in health is important because it allow more productivity and, as a direct result, more accessibility, higher quality care and a safer environment to patients. The study of the success of these initiatives has become vitally important for the hospitals performance. The article collects relevant data and provide recommendations about the perceived benefits of ICT project implementations, proposing a review of the published work to provide some insights into the benefits of these implementations.
International Journal of Computers in Clinical Practice, 2018
Competitive advantage (CA) arises from a firm’s attributes that allow one firm to create better c... more Competitive advantage (CA) arises from a firm’s attributes that allow one firm to create better customer value than others. Organizations of all sectors of the economy believe that sustainability is away to achieve a differential advantage. CA is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic management studies. There are two main views about obtaining a stable competitive position in the marketplace; The theory of industrial organization, re-introduced by Porter in the 1980s arguing that competitive advantage is caused by environmental opportunities. The resource-based view, which argues that every company creates its own competencies and capabilities can result in competitive advantages. The article shows how the balanced scorecard (BSC) can assist organizations in obtaining sustainable competitive advantage (SCA). The BSC development is a response to the criticism of traditional forms of accounting assessment. Academics and practitioners recognize the benefits of adopting the BSC concept.
International Journal of E-Entrepreneurship and Innovation, 2017
When a firm sustains profits that exceed the average for its industry, the firm is said to posses... more When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. So, why do some companies outperform others? This question has been intensely debated by strategic management researchers over the last decades. Several authors point out three broad explanations: (1) the mistakes made by some firms create advantages to others; (2) firms that exploit market power gain advantages over others; (3) firms with special capabilities gain advantages over others. Competitive advantage is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. More recently, the research focus goes to an expanded view of the concept, the sustainable competitive advantage (SCA), highlighting the idea that some forms of competitive advantage are very difficult to imitate and can therefore lead to persistent superior economic performance. This article aims to show how a Balanced Scorecard (BSC) can contribute to achieve SCA. It also collects a set of useful information related to several areas that have used this framework as a support to improve the performance of their organizations. Researchers, managers and practitioners recognize the virtues and potentialities of the BSC concept, although some critiques are also referenced.
International Journal of Information Systems in the Service Sector, 2018
The IS/IT has played a key role in the improvement of business strategies and in changing skills ... more The IS/IT has played a key role in the improvement of business strategies and in changing skills and organizational capabilities. However, the promised benefits of these investments have been difficult to monitor, implement and account for. Benefits Management (BM) is becoming an increasingly important approach for projects which implement IS/IT investments. The authors’ motivation was answer to the following research question: How BM can help organizations obtain the Dynamic Capabilities (DC) required to meet the growing market challenges? This paper proposes a framework for assisting organizations identify and monitor the benefits of IS/IT investments, and for leveraging through IS/IT the internal changes necessary to quickly respond to the demands presented by the dynamic business environment. The authors’ research approach explored an enriched single case study. They conducted an in-depth and multi-faceted exploration, collecting and using data from documentation, archival records, interviews, direct and participant observations.
In the face of rapid technological changes, short product cycles and strong global competition, i... more In the face of rapid technological changes, short product cycles and strong global competition, it is vital that organizations know how to optimize their scarce resources and thus profit from investments with the goal of obtaining the expected benefits and successes. One of the great difficulties facing organizations is the large number of projects that they usually have in their portfolio. Therefore, it is necessary to select and prioritize which projects become essential, to guarantee the maximum return on investments and the sustainability of the organization. Although there are several approaches to analyzing and selecting projects, there is no unanimity about which methodologies to apply. When analyzed in more detail, all approaches presented advantages and disadvantages which need to be considered. Project selection also depends on the nature and profile of the managers and on the techniques, that best fit the organization's environment. This study analyzes and establishes the link between the academic literature and a pilot model of selection and prioritization of projects developed by the Portuguese Navy. The project was carried out to improve the support and allocation of the necessary resources and forces for the accomplishment of the Navy's missions in the context of Portugal's National Defense. The results obtained ensure the necessary alignment with the academic literature and reinforces the credibility of the proposal model for the selection and prioritization process. Abstract In the face of rapid technological changes, short product cycles and strong global competition, it is vital that organizations know how to optimize their scarce resources and thus profit from investments with the goal of obtaining the expected benefits and successes. One of the great difficulties facing organizations is the large number of projects that they usually have in their portfolio. Therefore, it is necessary to select and prioritize which projects become essential, to guarantee the maximum return on investments and the sustainability of the organization. Although there are several approaches to analyzing and selecting projects, there is no unanimity about which methodologies to apply. When analyzed in more detail, all approaches presented advantages and disadvantages which need to be considered. Project selection also depends on the nature and profile of the managers and on the techniques, that best fit the organization's environment. This study analyzes and establishes the link between the academic literature and a pilot model of selection and prioritization of projects developed by the Portuguese Navy. The project was carried out to improve the support and allocation of the necessary resources and forces for the accomplishment of the Navy's missions in the context of Portugal's National Defense. The results obtained ensure the necessary alignment with the academic literature and reinforces the credibility of the proposal model for the selection and prioritization process.
Journal of Entrepreneurship, Management and Innovation, 13(3), 125-149, 2017
Organizations create competitive advantage by creating more economic value than their rivals. Inc... more Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
International Journal of Electronic Government Research, 13(3), 1-17, 2017
The expenses in Information Systems and Information Technology (IS/IT) represent a substantial sh... more The expenses in Information Systems and Information Technology (IS/IT) represent a substantial share in organizations’ budgets. However, IS/IT investment projects seem to continue to show reduced success rates. The Benefits Management (BM) has gained relevance as a way, not only, to understand these failures, but also as a tool available to organizations to improve the success of IS/TI investments. The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.
Over the last decade, health systems have faced growing challenges, due mainly to population-agei... more Over the last decade, health systems have faced growing challenges, due mainly to population-ageing and an increase of chronic diseases, which lead to a significant rise in costs and difficulties in accessing healthcare. Countries have made a huge effort that has mainly consisted in significant increase in health financing the expansion of health services facilities, the adoption of new information systems and technology (IS/IT), improving access to medicines, and continued endeavours to enhance organizational management and the sustainability of healthcare services. IS/IT will undoubtedly represent an important tool for providing adequate answers to all these challenges and these systems have the potential to reduce healthcare costs, as well as to improve outcomes. The recognition of project management and maturity models has been evidenced over the last years by the large investments made by health organizations to develop competencies and skills. This paper proposes a new approach, which assumes that project management will mediate the relationship between organisational maturity and the success of IS/IT projects. The questionnaire developed for this research was pre-tested. The advantages of this procedure are discussed in detail. The results allowed for a more reliable definition of the three scales that support the analytical model.
A gestão de projetos emergiu como um fator crucial para o sucesso das
organizações. Tem vindo a ... more A gestão de projetos emergiu como um fator crucial para o sucesso das organizações. Tem vindo a registar-se um crescimento muito significativo na adoção das suas práticas para a realização de iniciativas em inúmeros setores e indústrias, com impactos económicos consideráveis (Turner et al, 2010; Winter et al, 2006; Winter & Szczepanek, 2008). A gestão de projetos promove, nas organizações, um conjunto de processos temporários que induzem mudanças, gerando benefícios e valor (Gomes & Romão 2016; Ingason & Jónasson, 2009; Williams & Samset, 2010; Winter et al., 2006). Todavia, para a sua correta execução, a gestão de projetos carece de um conjunto multidimensional de capacidades organizacionais e competências profissionais (Hodgson, 2002; Kerzner, 2013). O valor gerado pela gestão de projetos depende de variados fatores, dos quais se realça o alinhamento entre os drivers estratégicos da organização e as características particulares dos processos internos de gestão de projetos (Cooke-Davies et al., 2009). Na atualidade as organizações recorrem frequentemente a estruturas internas mais ligeiras e flexíveis, como forma de responderem de forma mais célere às exigências do mercado. Sabe-se que boa parte destas respostas organizacionais resultam da implementação de projetos (Gomes & Romão, 2014). Por outro lado, o ambiente empresarial que se vive é cada vez mais dinâmico, complexo e competitivo, sendo necessário garantir, desde logo, que os resultados bem-sucedidos de um projeto possam ser replicados em futuras iniciativas e investimentos, através de procedimentos internos padronizados. Os projetos tornaram-se ferramentas para organizar e estruturar o trabalho (Bakker, 2010), constituindo um dos desenvolvimentos organizacionais mais importantes das últimas décadas (Winter et al., 2006). Uma das principais razões para esta difusão está no conceito de projeto, que é percecionado como uma forma de trabalho específica, limitada no tempo, com mecanismos de controlo que permitem evitar os problemas clássicos com que a maioria das organizações se debatem na atualidade, nomeadamente, a falta de flexibilidade e a burocracia (Cicmil et al., 2009; Packendorff, 1995; Hodgson, 2004). A utilização de projetos para lidar com tarefas complexas e renovação criativa em organizações contemporâneas tem, na literatura académica seguidores, que chamam a esta vertente a “projetificação” (Midler, 1995; Ekstedt et al, 1999; Blomquist e Lundin, 2010). Nessa visão estreita da projetificação - o que Maylor et al (2006) também apelidou “projetificação organizacional” - a pesquisa é focada principalmente para as consequências das iniciativas de reestruturação organizacionais dando a primazia aos projetos no seio das organizações. Jensen et al (2016) propõem uma compreensão alternativa de projeto, para além das práticas organizacionais, projeto como condição humana. Esta condição humana surge quando existe uma mudança de uma sociedade disciplinar para uma sociedade de projeto. Guiados pelos conceitos filosóficos de atividade, tempo, espaço e relações, descreve-se a sociedade do projeto como o tipo ideal, em oposição à sociedade disciplinar. A gestão de projetos coordena um conjunto de competências, capacidades e áreas de conhecimento, realiza e monitoriza atividades pré-estabelecidas para avaliar o progresso dos projetos (Kerzner, 2013; Kronbichel, et al., 2009). A gestão de projetos cria também valor ao fornecer informações relevantes para ajudar as organizações a responder aos seus clientes de forma mais rápida e eficaz, melhorando, dessa forma, o seu próprio desempenho (PMI, 2015; Zwikael & Smyrk, 2011). A base para alcançar a excelência em gestão de projetos é avaliada através de modelos de maturidade. Estes estabelecem níveis e definem as práticas, sistemas e processos que são, por natureza, repetitivos, e que devem garantir uma alta probabilidade de sucesso (Kerzner, 2005). A maturidade em gestão de projetos representa o grau de capacitação da empresa para gerir e implementar adequadamente os seus projetos (Andersen & Jessen, 2003). A gestão de projetos é cada vez mais considerada como uma peça fundamentaldas práticas gerais da gestão organizacional, semelhante a outras que decorrem internamente nas áreas financeira, marketing ou recursos humanos (Kenny, 2003). O interesse pela pesquisa na gestão de projetos teve um incremento significativo nos últimos anos, levando a um acréscimo sustentado na diversidade dos estudos, domínios e métodos utilizados (Söderlund, 2004b; Hall, 2012; Turner et al., 2013). Generalizou-se também o interesse dos diferentes setores da economia pela gestão de projetos (Besner & Hobbs, 2006; Jacques, Garger & Thomas, 2008; Shim & Lee, 2001; Söderlund, 2005; Turner & Müller, 2005) e Portugal parece não ter fugido à regra. Apesar da grande diversidade e vitalidade da pesquisa em gestão de projetos, subsistem ainda duas áreas-chave onde os diversos autores procuram um alargado consenso; • Na procura de explicações sobre o desempenho do projeto com base nos fatores de sucesso (Cooke-Davies, 2002; Jugdev & Müller, 2005; Ika, 2009; Müller & Jugdev, 2012; Jugdev et al., 2013; Nelson, 2007; Pinto & Slevin, 1988; Yeo, 2002); • Na fundação teórica da disciplina da gestão de projetos e na emergência de propostas para uma nova agenda de investigação (Cicmil et al., 2006; Shenhar,2001; Smyth & Morris, 2007; Söderlund, 2004a; Whitty & Maylor, 2009; Morris2010).
International Journal of Strategic Decision Sciences, 2021
Projects have been increasingly used in the implementation of organizations’ business operations.... more Projects have been increasingly used in the implementation of organizations’ business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration
of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing
highly contributes for a successful execution of projects.
International Journal of Project Management and Productivity Assessment, 2021
An increasing number of organizations operate through projects to achieve their strategic objecti... more An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.
International Journal of Tourism and Hospitality Management in the Digital Age, 2021
Leadership, innovation, and performance are essential factors to achieve the desired sustainable ... more Leadership, innovation, and performance are essential factors to achieve the desired sustainable profitability of companies. The relationship between these variables is one of the keys to the organizational success, although their study has proved to be complex. The purpose of this article is to analyse the impact of leadership on the relationship between innovation and performance in the Portuguese hotel sector. To answer to this challenge, a survey was carried out to top and middle managers of four-star and five-star hotel units. The existence of a positive correlation between innovation and performance was found; however, leadership has not been shown to have a moderating effect on the relationship. The work highlights several important contributions to the hotel industry and identifies aspects that, when well implemented and developed, can lead to superior performance in organizations.
Data Analytics in Medicine: Concepts, Methodologies, Tools, and Applications, chapter 101, IGI-Global, 2020
Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. Th... more Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. These are all examples of information and communication technologies (ICT) applications or devices that might cause benefits to healthcare. The ICT has the potential to dramatically change the way individuals or society see the sector, and provide tremendous opportunities for supporting professionals, improving effectiveness and efficiency. Healthcare organizations have become more and more challenged on how to assure a fair return from ICT investments. Thus, the application of project management in health is important because it allow more productivity and, as a direct result, more accessibility, higher quality care and a safer environment to patients. The study of the success of these initiatives has become vitally important for the hospitals performance. The article collects relevant data and provide recommendations about the perceived benefits of ICT project implementations, proposing a review of the published work to provide some insights into the benefits of these implementations
Open Government: Concepts, Methodologies, Tools, and Applications, chapter 67, IGI-Global, 2020
The expenses in Information Systems and Information Technology (IS/IT) represent a substantial sh... more The expenses in Information Systems and Information Technology (IS/IT) represent a substantial share in organizations' budgets. However, IS/IT investment projects seem to continue to show reduced success rates. The Benefits Management (BM) has gained relevance as a way, not only, to understand these failures, but also as a tool available to organizations to improve the success of IS/TI investments. The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.
The Journal of Modern Project Management, 6, 3, 47-57, 2019
The objective of this paper is to study the impact of Organisational Project Management (OPM3) on... more The objective of this paper is to study the impact of Organisational Project Management (OPM3) on the Project Performance (PP). PP performed by the organisations was assessed, based on interviews to project managers. Currently, little evidence is found in the academic literature regarding the impacts of the Maturity Models (MM) on the PP. The results show that the OPM3 provided a positive contribution to PP. Some of the interviewees stated that the adoption of OPM3 brought improvements at process level, which made it possible to define in a more appropriate way, the scope, schedule, costs, and goals to perform improvements in the stakeholder’s communication.
Advanced Methodologies and Technologies in Medicine and Healthcare, Chapter 017, IGI-Global, 2019
Healthcare organizations must improve their business practices and internal procedures in order t... more Healthcare organizations must improve their business practices and internal procedures in order to meet the increasing demands of health professionals and the public in general for better information. Hospitals have adopted a patient-centered care approach and have invested massively in information systems and technology (IS/IT), in the hope that these investments will improve medical care and that they will meet patient demands. From the point of view of public service, the focus of healthcare system is the patient, and therefore any intervention should be based on their needs and expectations. It has become more and more important that investments in information systems and technology (IS/IT) support not only short-term objectives, but also long-term benefits, in order to provide a sustainable service for organizations, professionals, and users. The main objective of this research is to study how organizational maturity, enhanced by IS/IT investments and project management best practices, leads to successful projects in healthcare organizations.
Advanced Methodologies and Technologies in Business Operations and Management, chapter 106, IGI-Global, 2019
Why are some firms more successful than others? This question has been intensely debated by strat... more Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.
International Journal of Applied Research on Public Health Management, 2019
Essentially, the purpose of investment in information systems and information technology (IS/IT) ... more Essentially, the purpose of investment in information systems and information technology (IS/IT) is to improve the operational efficiency of the organizations, reducing costs and improving levels of quality. Thus, many traditional appraisal techniques are used to evaluate tangible benefits, which are based on direct project costs. Since the 1980s, IS/IT has positioned itself as a strategic tool that through flexibility and innovative ways can produce superior performance. The health sector has sought to improve its effectiveness and efficiency by adopting IS/IT solutions to increase the quality of services, namely patient safety, organizational efficiency, and end-user satisfaction. Hospitals are complex organizations, and this complexity magnifies the opportunity for inevitable human errors. A poorly integrated system can decrease operational efficiency and reduce the quality of healthcare services. The issue remains controversial, as evidenced by several articles. The authors noticed that emergent technologies may offer opportunities to those who can exploit them effectively.
The use of information systems in healthcare (HIS) has been recognised as having crucial importan... more The use of information systems in healthcare (HIS) has been recognised as having crucial importance in improving the efficiency, cost-effectiveness, quality, and safety of medical care delivery. HIS has the potential to improve individuals' health and providers' performance by producing better quality, cost savings, and greater patient involvement in their own health. There have been two major drivers for the HIS investments in healthcare: The ever-increasing burden from chronic disease with costs growing significantly faster and the recognition of the need for greatly improved quality and safety in health delivery. Maturity models (MM) are based on the premises that people, organizations, functional areas and processes evolve through a process of development or growth towards a more advanced maturity, going through a distinct number of levels. Through a state-of-the-art review of HIS, focused on their maturity state, we identify and characterize a set of critical factors recognized as determinants in the context of HIS maturity. The article identifies a broad spectrum of MM applied to the health sector and its characteristics and reinforces the belief that the maturity of HIS can contribute to the quality of information and knowledge management in the sector.
International Journal of Privacy and Health Information Management, 2018
Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. Th... more Web portals, sensors, electronic records, video communication, on-line gaming and mobile apps. These are all examples of information and communication technologies (ICT) applications or devices that might cause benefits to healthcare. The ICT has the potential to dramatically change the way individualsor society see the sector, and provide tremendous opportunities for supporting professionals, improving effectiveness and efficiency. Healthcare organizations have become more and more challenged on how to assure a fair return from ICT investments. Thus, the application of project management in health is important because it allow more productivity and, as a direct result, more accessibility, higher quality care and a safer environment to patients. The study of the success of these initiatives has become vitally important for the hospitals performance. The article collects relevant data and provide recommendations about the perceived benefits of ICT project implementations, proposing a review of the published work to provide some insights into the benefits of these implementations.
International Journal of Computers in Clinical Practice, 2018
Competitive advantage (CA) arises from a firm’s attributes that allow one firm to create better c... more Competitive advantage (CA) arises from a firm’s attributes that allow one firm to create better customer value than others. Organizations of all sectors of the economy believe that sustainability is away to achieve a differential advantage. CA is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic management studies. There are two main views about obtaining a stable competitive position in the marketplace; The theory of industrial organization, re-introduced by Porter in the 1980s arguing that competitive advantage is caused by environmental opportunities. The resource-based view, which argues that every company creates its own competencies and capabilities can result in competitive advantages. The article shows how the balanced scorecard (BSC) can assist organizations in obtaining sustainable competitive advantage (SCA). The BSC development is a response to the criticism of traditional forms of accounting assessment. Academics and practitioners recognize the benefits of adopting the BSC concept.
International Journal of E-Entrepreneurship and Innovation, 2017
When a firm sustains profits that exceed the average for its industry, the firm is said to posses... more When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. So, why do some companies outperform others? This question has been intensely debated by strategic management researchers over the last decades. Several authors point out three broad explanations: (1) the mistakes made by some firms create advantages to others; (2) firms that exploit market power gain advantages over others; (3) firms with special capabilities gain advantages over others. Competitive advantage is recognised as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. More recently, the research focus goes to an expanded view of the concept, the sustainable competitive advantage (SCA), highlighting the idea that some forms of competitive advantage are very difficult to imitate and can therefore lead to persistent superior economic performance. This article aims to show how a Balanced Scorecard (BSC) can contribute to achieve SCA. It also collects a set of useful information related to several areas that have used this framework as a support to improve the performance of their organizations. Researchers, managers and practitioners recognize the virtues and potentialities of the BSC concept, although some critiques are also referenced.
International Journal of Information Systems in the Service Sector, 2018
The IS/IT has played a key role in the improvement of business strategies and in changing skills ... more The IS/IT has played a key role in the improvement of business strategies and in changing skills and organizational capabilities. However, the promised benefits of these investments have been difficult to monitor, implement and account for. Benefits Management (BM) is becoming an increasingly important approach for projects which implement IS/IT investments. The authors’ motivation was answer to the following research question: How BM can help organizations obtain the Dynamic Capabilities (DC) required to meet the growing market challenges? This paper proposes a framework for assisting organizations identify and monitor the benefits of IS/IT investments, and for leveraging through IS/IT the internal changes necessary to quickly respond to the demands presented by the dynamic business environment. The authors’ research approach explored an enriched single case study. They conducted an in-depth and multi-faceted exploration, collecting and using data from documentation, archival records, interviews, direct and participant observations.
In the face of rapid technological changes, short product cycles and strong global competition, i... more In the face of rapid technological changes, short product cycles and strong global competition, it is vital that organizations know how to optimize their scarce resources and thus profit from investments with the goal of obtaining the expected benefits and successes. One of the great difficulties facing organizations is the large number of projects that they usually have in their portfolio. Therefore, it is necessary to select and prioritize which projects become essential, to guarantee the maximum return on investments and the sustainability of the organization. Although there are several approaches to analyzing and selecting projects, there is no unanimity about which methodologies to apply. When analyzed in more detail, all approaches presented advantages and disadvantages which need to be considered. Project selection also depends on the nature and profile of the managers and on the techniques, that best fit the organization's environment. This study analyzes and establishes the link between the academic literature and a pilot model of selection and prioritization of projects developed by the Portuguese Navy. The project was carried out to improve the support and allocation of the necessary resources and forces for the accomplishment of the Navy's missions in the context of Portugal's National Defense. The results obtained ensure the necessary alignment with the academic literature and reinforces the credibility of the proposal model for the selection and prioritization process. Abstract In the face of rapid technological changes, short product cycles and strong global competition, it is vital that organizations know how to optimize their scarce resources and thus profit from investments with the goal of obtaining the expected benefits and successes. One of the great difficulties facing organizations is the large number of projects that they usually have in their portfolio. Therefore, it is necessary to select and prioritize which projects become essential, to guarantee the maximum return on investments and the sustainability of the organization. Although there are several approaches to analyzing and selecting projects, there is no unanimity about which methodologies to apply. When analyzed in more detail, all approaches presented advantages and disadvantages which need to be considered. Project selection also depends on the nature and profile of the managers and on the techniques, that best fit the organization's environment. This study analyzes and establishes the link between the academic literature and a pilot model of selection and prioritization of projects developed by the Portuguese Navy. The project was carried out to improve the support and allocation of the necessary resources and forces for the accomplishment of the Navy's missions in the context of Portugal's National Defense. The results obtained ensure the necessary alignment with the academic literature and reinforces the credibility of the proposal model for the selection and prioritization process.
Journal of Entrepreneurship, Management and Innovation, 13(3), 125-149, 2017
Organizations create competitive advantage by creating more economic value than their rivals. Inc... more Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
International Journal of Electronic Government Research, 13(3), 1-17, 2017
The expenses in Information Systems and Information Technology (IS/IT) represent a substantial sh... more The expenses in Information Systems and Information Technology (IS/IT) represent a substantial share in organizations’ budgets. However, IS/IT investment projects seem to continue to show reduced success rates. The Benefits Management (BM) has gained relevance as a way, not only, to understand these failures, but also as a tool available to organizations to improve the success of IS/TI investments. The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.
Over the last decade, health systems have faced growing challenges, due mainly to population-agei... more Over the last decade, health systems have faced growing challenges, due mainly to population-ageing and an increase of chronic diseases, which lead to a significant rise in costs and difficulties in accessing healthcare. Countries have made a huge effort that has mainly consisted in significant increase in health financing the expansion of health services facilities, the adoption of new information systems and technology (IS/IT), improving access to medicines, and continued endeavours to enhance organizational management and the sustainability of healthcare services. IS/IT will undoubtedly represent an important tool for providing adequate answers to all these challenges and these systems have the potential to reduce healthcare costs, as well as to improve outcomes. The recognition of project management and maturity models has been evidenced over the last years by the large investments made by health organizations to develop competencies and skills. This paper proposes a new approach, which assumes that project management will mediate the relationship between organisational maturity and the success of IS/IT projects. The questionnaire developed for this research was pre-tested. The advantages of this procedure are discussed in detail. The results allowed for a more reliable definition of the three scales that support the analytical model.
PhD Dissertation, ISEG Lisbon School of Economics and Business, 2018
The challenges that health organisations face today is to get better organisational performance, ... more The challenges that health organisations face today is to get better organisational performance, reliable information, faster quality services at prices that should be affordable to the entire population. To fulfil this important goal, health organisations require more comprehensive and integrated approaches such as, but not limited to, optimise their available resources, eliminate inefficiencies and achieve the planned benefits from investments in Information Systems and Technology (IS/IT). Healthcare organisations must improve their management practices and internal procedures to answer the increasing demand of managers, health professionals and the public in general, for more and better information. Health organisations adopt a patient-centred care approach and invest massively in IS/IT, hoping that these investments will improve medical care and patient needs. The main objective of our research is to analyse how the Organisational Maturity affect IS/IT Project Success in Healthcare and if that success is enhanced by using Project Management practices. There is evidence that there is a direct relationship between these variables and that Project Management practices can mediate it, helping to increase the effectiveness of IS/IT projects. Furthermore, the application of the Project Management practices can also improve confidence that the results of these investments meet stakeholders’ expectations, both by the benefits accomplishment and by adding a perceived value to organisations. This study develops and validates an instrument to analyse the data collected from a survey to professionals’ perceptions about the IS/IT Project Success in Healthcare organisations. The results confirm that Project Management has a mediating effect on the relationship between Organizational Maturity and success of IS/IT projects and higher levels of Organisational Maturity will generate more successfully IS/IT projects, although the presence of the mediator Project Management can, in specific situations, affect negatively the correlation between Organisational Maturity and IS/IT Project Success.
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Papers by Jorge Gomes
organizações. Tem vindo a registar-se um crescimento muito significativo na adoção das suas práticas para a realização de iniciativas em inúmeros setores e indústrias, com impactos económicos consideráveis (Turner et al, 2010; Winter et al, 2006; Winter & Szczepanek, 2008). A gestão de projetos promove, nas organizações, um conjunto de processos temporários que induzem mudanças, gerando benefícios e valor (Gomes & Romão 2016; Ingason & Jónasson, 2009; Williams & Samset, 2010; Winter et al., 2006). Todavia, para a sua correta execução, a gestão de projetos carece de um conjunto multidimensional de capacidades organizacionais e competências profissionais (Hodgson, 2002; Kerzner, 2013). O valor gerado pela gestão de projetos depende de variados fatores, dos quais se realça o alinhamento entre os drivers estratégicos da organização e as características particulares dos processos internos de gestão de projetos (Cooke-Davies et al., 2009). Na atualidade as organizações recorrem frequentemente a estruturas internas mais ligeiras e flexíveis, como forma de responderem de forma mais célere às exigências do mercado. Sabe-se que boa parte destas respostas organizacionais resultam da implementação de projetos (Gomes & Romão, 2014). Por outro lado, o ambiente empresarial que se vive é cada vez mais dinâmico, complexo e competitivo, sendo necessário garantir, desde logo, que os resultados bem-sucedidos de um projeto possam ser replicados em futuras
iniciativas e investimentos, através de procedimentos internos padronizados.
Os projetos tornaram-se ferramentas para organizar e estruturar o trabalho (Bakker, 2010), constituindo um dos desenvolvimentos organizacionais mais importantes das últimas décadas (Winter et al., 2006). Uma das principais razões para esta difusão está no conceito de projeto, que é percecionado como uma forma de trabalho específica, limitada no tempo, com mecanismos de controlo que permitem evitar os problemas clássicos com que a maioria das organizações se debatem na atualidade, nomeadamente, a falta de flexibilidade e a burocracia (Cicmil et al., 2009; Packendorff, 1995; Hodgson, 2004). A utilização de projetos para lidar com tarefas complexas e renovação criativa em organizações contemporâneas tem, na literatura académica seguidores, que chamam a esta vertente a “projetificação” (Midler, 1995; Ekstedt et al, 1999; Blomquist e Lundin, 2010). Nessa visão estreita da projetificação - o que Maylor et al (2006) também apelidou “projetificação organizacional” - a pesquisa é focada principalmente para as consequências das iniciativas de reestruturação organizacionais dando a primazia aos projetos no seio das organizações.
Jensen et al (2016) propõem uma compreensão alternativa de projeto, para além das práticas organizacionais, projeto como condição humana. Esta condição humana surge quando existe uma mudança de uma sociedade disciplinar para uma sociedade de projeto. Guiados pelos conceitos filosóficos de atividade, tempo, espaço e relações, descreve-se a sociedade do projeto como o tipo ideal, em oposição à sociedade disciplinar.
A gestão de projetos coordena um conjunto de competências, capacidades e áreas de conhecimento, realiza e monitoriza atividades pré-estabelecidas para avaliar o progresso dos projetos (Kerzner, 2013; Kronbichel, et al., 2009). A gestão de projetos cria também valor ao fornecer informações relevantes para ajudar as organizações a responder aos seus clientes de forma mais rápida e eficaz, melhorando, dessa forma, o seu próprio desempenho (PMI, 2015; Zwikael & Smyrk, 2011).
A base para alcançar a excelência em gestão de projetos é avaliada através de modelos de maturidade. Estes estabelecem níveis e definem as práticas, sistemas e processos que são, por natureza, repetitivos, e que devem garantir uma alta probabilidade de sucesso (Kerzner, 2005). A maturidade em gestão de projetos representa o grau de capacitação da empresa para gerir e implementar adequadamente os seus projetos (Andersen & Jessen, 2003). A gestão de projetos é cada vez mais considerada como uma peça fundamentaldas práticas gerais da gestão organizacional, semelhante a outras que decorrem internamente nas áreas financeira, marketing ou recursos humanos (Kenny, 2003).
O interesse pela pesquisa na gestão de projetos teve um incremento
significativo nos últimos anos, levando a um acréscimo sustentado na
diversidade dos estudos, domínios e métodos utilizados (Söderlund, 2004b; Hall, 2012; Turner et al., 2013). Generalizou-se também o interesse dos diferentes setores da economia pela gestão de projetos (Besner & Hobbs, 2006; Jacques, Garger & Thomas, 2008; Shim & Lee, 2001; Söderlund, 2005; Turner & Müller, 2005) e Portugal parece não ter fugido à regra.
Apesar da grande diversidade e vitalidade da pesquisa em gestão de projetos, subsistem ainda duas áreas-chave onde os diversos autores procuram um alargado consenso;
• Na procura de explicações sobre o desempenho do projeto com base nos fatores de sucesso (Cooke-Davies, 2002; Jugdev & Müller, 2005; Ika, 2009; Müller & Jugdev, 2012; Jugdev et al., 2013; Nelson, 2007; Pinto & Slevin, 1988; Yeo, 2002);
• Na fundação teórica da disciplina da gestão de projetos e na emergência de propostas para uma nova agenda de investigação (Cicmil et al., 2006; Shenhar,2001; Smyth & Morris, 2007; Söderlund, 2004a; Whitty & Maylor, 2009; Morris2010).
of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing
highly contributes for a successful execution of projects.
The main objective of this study is to analyse the degree of dissemination of the project management
(PM) practices and their contribution to projects success. A survey performed to project managers
aims to identify the extent to which the different knowledge areas and their respective PM practices
are implemented and linked to projects success. The results achieved underlines that the practices
related with cost, time, and scope management are the most well stablished. Furthermore, the study
highlighted that other knowledge areas had an effect on projects success. Moreover, the project
managers pointed out other less immediately reachable criteria for project success like end-customers
and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional
analytical approach to PM makes an important contribution in the analyses of the practices and factors
that most contributed to project success.
organizational capabilities. However, the promised benefits of these investments have been difficult
to monitor, implement and account for. Benefits Management (BM) is becoming an increasingly
important approach for projects which implement IS/IT investments. The authors’ motivation was
answer to the following research question: How BM can help organizations obtain the Dynamic
Capabilities (DC) required to meet the growing market challenges? This paper proposes a framework
for assisting organizations identify and monitor the benefits of IS/IT investments, and for leveraging
through IS/IT the internal changes necessary to quickly respond to the demands presented by the
dynamic business environment. The authors’ research approach explored an enriched single case
study. They conducted an in-depth and multi-faceted exploration, collecting and using data from
documentation, archival records, interviews, direct and participant observations.
portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors
propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable
framework to help organizations enhance their knowledge, mitigating the risk of
investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.
organizações. Tem vindo a registar-se um crescimento muito significativo na adoção das suas práticas para a realização de iniciativas em inúmeros setores e indústrias, com impactos económicos consideráveis (Turner et al, 2010; Winter et al, 2006; Winter & Szczepanek, 2008). A gestão de projetos promove, nas organizações, um conjunto de processos temporários que induzem mudanças, gerando benefícios e valor (Gomes & Romão 2016; Ingason & Jónasson, 2009; Williams & Samset, 2010; Winter et al., 2006). Todavia, para a sua correta execução, a gestão de projetos carece de um conjunto multidimensional de capacidades organizacionais e competências profissionais (Hodgson, 2002; Kerzner, 2013). O valor gerado pela gestão de projetos depende de variados fatores, dos quais se realça o alinhamento entre os drivers estratégicos da organização e as características particulares dos processos internos de gestão de projetos (Cooke-Davies et al., 2009). Na atualidade as organizações recorrem frequentemente a estruturas internas mais ligeiras e flexíveis, como forma de responderem de forma mais célere às exigências do mercado. Sabe-se que boa parte destas respostas organizacionais resultam da implementação de projetos (Gomes & Romão, 2014). Por outro lado, o ambiente empresarial que se vive é cada vez mais dinâmico, complexo e competitivo, sendo necessário garantir, desde logo, que os resultados bem-sucedidos de um projeto possam ser replicados em futuras
iniciativas e investimentos, através de procedimentos internos padronizados.
Os projetos tornaram-se ferramentas para organizar e estruturar o trabalho (Bakker, 2010), constituindo um dos desenvolvimentos organizacionais mais importantes das últimas décadas (Winter et al., 2006). Uma das principais razões para esta difusão está no conceito de projeto, que é percecionado como uma forma de trabalho específica, limitada no tempo, com mecanismos de controlo que permitem evitar os problemas clássicos com que a maioria das organizações se debatem na atualidade, nomeadamente, a falta de flexibilidade e a burocracia (Cicmil et al., 2009; Packendorff, 1995; Hodgson, 2004). A utilização de projetos para lidar com tarefas complexas e renovação criativa em organizações contemporâneas tem, na literatura académica seguidores, que chamam a esta vertente a “projetificação” (Midler, 1995; Ekstedt et al, 1999; Blomquist e Lundin, 2010). Nessa visão estreita da projetificação - o que Maylor et al (2006) também apelidou “projetificação organizacional” - a pesquisa é focada principalmente para as consequências das iniciativas de reestruturação organizacionais dando a primazia aos projetos no seio das organizações.
Jensen et al (2016) propõem uma compreensão alternativa de projeto, para além das práticas organizacionais, projeto como condição humana. Esta condição humana surge quando existe uma mudança de uma sociedade disciplinar para uma sociedade de projeto. Guiados pelos conceitos filosóficos de atividade, tempo, espaço e relações, descreve-se a sociedade do projeto como o tipo ideal, em oposição à sociedade disciplinar.
A gestão de projetos coordena um conjunto de competências, capacidades e áreas de conhecimento, realiza e monitoriza atividades pré-estabelecidas para avaliar o progresso dos projetos (Kerzner, 2013; Kronbichel, et al., 2009). A gestão de projetos cria também valor ao fornecer informações relevantes para ajudar as organizações a responder aos seus clientes de forma mais rápida e eficaz, melhorando, dessa forma, o seu próprio desempenho (PMI, 2015; Zwikael & Smyrk, 2011).
A base para alcançar a excelência em gestão de projetos é avaliada através de modelos de maturidade. Estes estabelecem níveis e definem as práticas, sistemas e processos que são, por natureza, repetitivos, e que devem garantir uma alta probabilidade de sucesso (Kerzner, 2005). A maturidade em gestão de projetos representa o grau de capacitação da empresa para gerir e implementar adequadamente os seus projetos (Andersen & Jessen, 2003). A gestão de projetos é cada vez mais considerada como uma peça fundamentaldas práticas gerais da gestão organizacional, semelhante a outras que decorrem internamente nas áreas financeira, marketing ou recursos humanos (Kenny, 2003).
O interesse pela pesquisa na gestão de projetos teve um incremento
significativo nos últimos anos, levando a um acréscimo sustentado na
diversidade dos estudos, domínios e métodos utilizados (Söderlund, 2004b; Hall, 2012; Turner et al., 2013). Generalizou-se também o interesse dos diferentes setores da economia pela gestão de projetos (Besner & Hobbs, 2006; Jacques, Garger & Thomas, 2008; Shim & Lee, 2001; Söderlund, 2005; Turner & Müller, 2005) e Portugal parece não ter fugido à regra.
Apesar da grande diversidade e vitalidade da pesquisa em gestão de projetos, subsistem ainda duas áreas-chave onde os diversos autores procuram um alargado consenso;
• Na procura de explicações sobre o desempenho do projeto com base nos fatores de sucesso (Cooke-Davies, 2002; Jugdev & Müller, 2005; Ika, 2009; Müller & Jugdev, 2012; Jugdev et al., 2013; Nelson, 2007; Pinto & Slevin, 1988; Yeo, 2002);
• Na fundação teórica da disciplina da gestão de projetos e na emergência de propostas para uma nova agenda de investigação (Cicmil et al., 2006; Shenhar,2001; Smyth & Morris, 2007; Söderlund, 2004a; Whitty & Maylor, 2009; Morris2010).
of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing
highly contributes for a successful execution of projects.
The main objective of this study is to analyse the degree of dissemination of the project management
(PM) practices and their contribution to projects success. A survey performed to project managers
aims to identify the extent to which the different knowledge areas and their respective PM practices
are implemented and linked to projects success. The results achieved underlines that the practices
related with cost, time, and scope management are the most well stablished. Furthermore, the study
highlighted that other knowledge areas had an effect on projects success. Moreover, the project
managers pointed out other less immediately reachable criteria for project success like end-customers
and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional
analytical approach to PM makes an important contribution in the analyses of the practices and factors
that most contributed to project success.
organizational capabilities. However, the promised benefits of these investments have been difficult
to monitor, implement and account for. Benefits Management (BM) is becoming an increasingly
important approach for projects which implement IS/IT investments. The authors’ motivation was
answer to the following research question: How BM can help organizations obtain the Dynamic
Capabilities (DC) required to meet the growing market challenges? This paper proposes a framework
for assisting organizations identify and monitor the benefits of IS/IT investments, and for leveraging
through IS/IT the internal changes necessary to quickly respond to the demands presented by the
dynamic business environment. The authors’ research approach explored an enriched single case
study. They conducted an in-depth and multi-faceted exploration, collecting and using data from
documentation, archival records, interviews, direct and participant observations.
portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors
propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable
framework to help organizations enhance their knowledge, mitigating the risk of
investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
The objective of this article is to understand how BM can be applied in IS/IT investments in the Public Administration (PA) and help to leverage the benefits of these investments. A case study was conducted using an e-Government project in the Portuguese PA. The study showed how a BM approach can be applied in this environment and also identified some difficulties that must be considered. Several benefits, that were not foreseen, were identified and evaluated, or proposed some criteria for their evaluation, highlighting, this way, the true contribution of IS/IT investments in delivering services to citizens and increasing public organizations performance.