PMBOK

Talvez a parte mais difícil do processo de gerenciamento e planejamento seja o momento em que estamos iniciando um projeto. Vencer essa inércia é certamente o primeiro obstáculo a superar.  Muitas pessoas tem essa dúvida: Como iniciar um projeto.

A causa principal é a falta de um roteiro de trabalho para iniciar o processo e desenvolver o plano.

SCRUM framework is an agile technique that is widely used by development teams in order deliver incremental value to customers and dynamically react to project needs. SCRUM framework might be adapted to conform the development team specificities. In the context of an industry project, we have found that an inexperienced development team frequently faced difficulties with estimating the time needed to complete tasks, which led to missed deadlines in most of the projects. Such problem hampers the risk management and degrades the relationship with the customer. Upon closer analysis, it was identified that the main reason to this issue was the team's inability to breaking down a larger task into smaller sub-tasks and associate a realistic workload to each part. Then, based on traditional techniques, a structured approach to workload estimation was introduced in the SCRUM planning meeting to leverage the team's estimation skill. This approach was implemented in two development projects and increased the accuracy in the estimate defined by the team, yielding realistic schedules and increasing technical visibility.

Infelizmente muitas empresas preferem procurar culpados e até demitir, ao invés de aplicar o Diagrama de Causa e Efeito, estudando as causas dos problemas e não conformidades da empresa, dos clientes ou dos fornecedores para adotar ações corretivas e assim evitar a reincidência dos problemas e não conformidades.

Depois estas empresas não sabem porque estão perdendo os clientes, perdendo bons funcionários, porque o clima organizacional é ruim, porque o número elevado de acidentes, refugos, retrabalhos, absenteísmo, turnover e porque a empresa não dá lucro. 

Se a sua empresa possui uma gestão moderna e não procura culpados e sim a solução, o diagrama de causa e efeito (Ishikawa) é uma ótima ferramenta.

Utilizada juntamente com o ciclo PDCA vai ajudar a empresa a eliminar problemas, não conformidades, eliminar desperdícios, reduzir custos e implementar melhorias.

O presente estudo objetiva identificar nos modelos de inovação para desenvolvimento de novos produtos, as etapas, recursos e fatores envolvidos, estruturando as informações num modelo de EAP (Estrutura Analítica de Projeto) para implantação da gestão da inovação, tangibilizando e dando melhor entendimento do trabalho a ser desenvolvido para quem deseja operacionalizar a inovação como processo sistematizado e evolutivo.
Para tanto, foi realizado uma pesquisa bibliográfica e exploratória para proporcionar maiores informações sobre a estratégia e gestão da inovação, bem como de gestão de projetos para apoio metodológico na criação de um modelo estruturado com base no PMBOK (Project Management Body of Knowledge). Esse estudo aborda vários fatores que influenciam no sucesso da implantação do processo de inovação, bem como indica as fases e recursos necessários para sua operacionalização, todos relacionados como requisitos de projeto para posterior criação da EAP.

Terjemahan dari: A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK) SIXTH EDITION PAGE 482-491 (Pembahasan lebih fokus pada CONDUCT PROCUREMENTS) PENDAHULUAN Manajemen Pengadaan Proyek mencakup proses yang diperlukan untuk membeli atau memperoleh produk, layanan, atau hasil yang diperlukan dari luar tim proyek. Manajemen Pengadaan Proyek mencakup proses manajemen dan kontrol yang diperlukan untuk mengembangkan dan mengelola perjanjian seperti kontrak, pesanan pembelian, nota kesepakatan (MOA), atau perjanjian tingkat layanan internal (SLA). Personel yang berwenang untuk mendapatkan barang dan / atau layanan yang diperlukan untuk proyek dapat menjadi anggota tim proyek, manajemen, atau bagian dari departemen pembelian organisasi jika berlaku. Proses Manajemen Pengadaan Proyek meliputi: 12.1 Plan Procurement Management (Perencanaan Manajemen Pengadaan)-Proses mendokumentasikan keputusan pengadaan proyek, menentukan pendekatan, dan mengidentifikasi penjual potensial. 12.2 Conduct Procurements (Pelaksanaan Pengadaan)-Proses mendapatkan tanggapan penjual, memilih penjual, dan memberikan kontrak. 12.3 Control Procurements (Pengendalian Pengadaan-Proses mengelola hubungan pengadaan, memantau kinerja kontrak, membuat perubahan dan koreksi seperlunya, dan menutup kontrak. Proses pengadaan disajikan sebagai proses terpisah dengan antarmuka yang ditentukan. Dalam praktiknya, proses pengadaan dapat menjadi rumit dan dapat berinteraksi satu sama lain dan dengan proses di Area Pengetahuan lainnya dengan cara yang tidak dapat dirinci sepenuhnya dalam Panduan PMBOK®. Proses yang dijelaskan dalam bagian ini ditulis dari sudut pandang di mana barang atau jasa diperoleh dari luar proyek. Gambar 12-1 memberikan gambaran umum tentang proses Manajemen Pengadaan Proyek. Proses Manajemen Pengadaan Proyek disajikan sebagai proses terpisah dengan antarmuka yang ditentukan sementara, dalam praktiknya, mereka tumpang tindih dan berinteraksi dengan cara-cara yang tidak dapat sepenuhnya terperinci dalam PMBOK®

Most Home Staging organizations IT strategy aren’t equipped to handle multiple projects and how to govern these new projects into operations after completion.  In fact, small businesses don’t have processes in the organization that provide the benefits of improving efficiencies such as processes and resource.  This research paper will explain how the Project Management Body of Knowledge and ITIL framework can be combined to deliver IT solutions to a Home Staging organization’s (or any organization) operations and continue the support of the project life cycle even after it’s fully completed in the Project Management stage.

پم‌باک معروف‌ترین استاندارد جهانی در مدیریت پروژه است و رایج‌ترین معیار برای شکل‌دهی و ارزیابی سیستم‌های مدیریت پروژه به شمار می‌رود. بسیاری از رایج‌ترین تعاریف، اصطلاح‌ها و طبقه‌بندی‌هایی که امروزه در مدیریت پروژه به کار می‌روند از این استاندارد برداشت شده‌اند. به عبارت دیگر، پم‌باک زبان مشترکی جهانی در مدیریت پروژه است.
عبارت پم‌باک (PMBOK) مخفف Project Management Body Of Knowledge است و در فارسی به گستره دانش مدیریت پروژه، پیکره دانش مدیریت پروژه یا به صورت ساده‌تر به دانش مدیریت پروژه ترجمه شده است. منظور از Body Of Knowledge مجموعه‌ای جامع از اطلاعات و مهارت‌هاست که یک حرفه را شکل می‌دهند.

Trabalho apresentado à Faculdade Unyleya como requisito parcial para a obtenção do Título de Especialista em Gerenciamento de Projetos. Orientador: César Augusto Leitão.

The purpose of this case study is to present the risk management process of Piwik’s free and open source software from the State Department of Education of Distrito Federal - SEEDF, Brazil.
This case study intends to define SEEDF’s internal and external context, define risk criteria, risk scope, risk methodologies, techniques and tools to be used in order to risk identification, analysis and evaluation of Piwik’s application; and finally risk treatment and monitoring and review of them.
This descriptive and bibliographical research aims to define the model for risk treatment of Piwik application using the PMBOK Risk Management knowledge area and the ABNT ISO/IEC 27005:2011 Standard.
Keywords: free software, risk management, public organizations risk management, PM-BOK.

The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK), coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.

The article examines the implementation of the new trends in the Project Integration Management in construction. The authors demonstrate how the knowledge from the latest editions of the PMBOK ® and its Construction Extension may be used to manage complex projects with several related FIDIC contracts for design, construction, supervision, supply chain. The modern multi-party partnering form, called the "Framework Alliance Contract FAC-1", can integrate all related two-party FIDIC contracts between the participants in the investment process. Practical examples demonstrate how several FIDIC contracts can be managed more efficiently under the umbrella of FAC-1. FAC-1 enables collaboration, BIM, lean practices and the transfer of knowledge.

Occasionally we come across a project that has been planned and executed in a sublime way, without any setbacks, essentially in terms of budget, time and quality. Moreover, it is not easy to preserve a pleasant and professional cooperation with customers. Although no project is completely perfect, few of them can come to an end with the least amount of trouble, and despite the odds, many successfully complete.

The film "The Lost Kingdom" is a major project in London, England, by a renowned architect, who, due to consecutive failures, did not get the expected result.

Steven had won the bid to design an ear-shaped 100,000 (one hundred mill) seat amphitheater to be launched until the new millennium in London's Hyde Park and opened with a musical performance.

During the execution of the project a problem was encountered: "A single zero has been overlooked in the ride and lift specifications." Instead of transporting 100,000 (one hundred thousand) people per hour, ready-made equipment was only designed for one tenth of that number (ten thousand), so it would take 10 hours to accommodate the audience before the show.

This report aims to elucidate the flaws that occurred in the project management presented in the film.

Managing human capital continues to be the challenge of small and large corporations since the industrial era, which has formed the basis of traditional people management and continues to be applied by human resources departments. Particularly in technology companies, where the essence of work is knowledge and not force or repetition, agile methods turn to the human being in order to find sustainable ways, involving employees and clients, to deliver quality products and to maintain the teams Healthy. In this context, a study will be presented on traditional and agile methods with focus on people and a case study where Scrum and XP were applied in people management.

Este trabalho promove uma reflexão sobre o briefing e sua função no projeto de design. Resgata seu caráter de documento de planejamento e propõe sua utilização como ferramenta de controle e monitoramento ao longo do desenvolvimento do projeto. Para tal, propõe as seguintes premissas: que haja um processo de trabalho definido; que haja um responsável pela elaboração do briefing junto ao cliente e pela condução do projeto e que este contenha informações suficientes para dar suporte ao processo inteiro. O artigo desenvolve essas premissas partindo de um processo de design convencionado como padrão. Acredita-se que a ampliação da reflexão sobre este artefato promova aproximação de modelos teóricos e pesquisa acadêmica a prática profissional e contribua na melhoria da gestão dos processos de projeto de design.

Neste trabalho foram desenvolvidos fluxogramas dos processos de planejamento e controle de obra, antes e após melhorias serem implementadas, em uma reforma e ampliação de uma residência unifamiliar no Rio de Janeiro, sendo este contrato de construção feito na modalidade de obra por administração. Complementarmente, apresenta um roteiro de planejamento e controle de obra com o foco no controle de custos de uma obra por administração, obtidos através de pesquisa bibliográfica e do estudo de caso. A revisão bibliográfica foi baseada nas diretrizes, conceitos, processos, ferramentas e técnicas, aplicadas ao gerenciamento de projetos, descritos no Guia PMBOK – Um Guia de Conhecimentos em Gerenciamento de Projetos, sendo estes “amplamente reconhecidos como boas práticas” (PMBOK,2013), e também em outros renomados autores da área de planejamento e controle de obras. Por se tratar de uma obra por administração, e sendo esta custeada pelo seu próprio adquirente, foi essencial a elaboração de autêntico cronograma físico-financeiro. A respeito do controle de obra, foi identificado que os processos aplicados atenderam ao fim que se destina, que é gerar relatórios de acompanhamento do resultado financeiro da obra. Porém, nestes processos de controle, não foram respeitadas e atendidas algumas de suas principais características, como gerar dados para realimentar o planejamento e demora no apontamento do avanço físico. O objetivo do presente trabalho foi apresentar uma situação real na qual as boas práticas descritas no PMBOK (2013) foram desenvolvidas e aplicadas, com o foco em uma obra por administração.

Palavra-chave: Planejamento e controle de obras. Gerenciamento de obras. Controle de custos. Obra por administração.


The present project contains flowcharts of construction control planning processes, before and after the improvements implementations, on a renovation and enlargement of a single-household house in Rio de Janeiro, considering this construction contract modality set up as cost plus fixed percentage contract. It also presents a planning plot and construction control focusing on the cost control of a cost plus fixed percentage contract, collected from a literature review and case study. The literature review was based on directives, concepts, processes tools and techniques, applied to project management, described on Guide PMBOK – A Guide To The Project Management Body of Knowledge, considered “widely recognized as good practices” (PMBOK, 2013), as well as other reputed authors in construction planning and control. Regarding a cost plus fixed percentage contract funded by the owner it was essential the elaboration of an authentic physical-financial schedule. In observation the construction control, the goals were achieved: to generate reports of the construction’s financial result follow up. However, this control processes were not accomplished, such as generating data to fill up the planning and delay on the physical development report. The aim of the present project was to show a real-life situation where the good practices described in PMBOK (2013) were developed and applied focusing on a cost plus fixed percentage contract.

Keywords: Planning and control works. Construction management. Costs control. Cost plus fixed percentage contract.

La administración de procesos es un proceso que consiste en generar un plan de trabajo que permita desarrollar todos los pasos necesarios para poder después trabajar para lograr el cumplimiento de ese plan. Esto se logra mediante la planeación, organización, coordinación, dirección y control de los recursos que se tienen que asignar buscando siempre el cumplimiento de los objetivos propuestos. En este documento se analizan las fases del proceso de la administración de proyectos: Inicio, Planeación, Ejecución, Seguimiento-Control y Cierre.

This bibliographical research of exploratory nature aims to present an application model of Lean Construction principles for vertical constructions associated with the use of tools and project management techniques. The theoretical framework presented in this study provides a brief context of the Toyota Production System based by the principles of lean thinking, a sustainable business strategy based on customer satisfaction, delivering products and services as determined necessary, eliminating waste and standby time . Therefore, its main concepts and tools are presented. The survey also covers the concepts and principles of Business Process Management; about fundamentals, knowledge areas and project management tools; and finally, about the concepts, principles and tools that support the philosophy of Lean Construction. The research presents an application model of the 11 principles of Lean Construction associated with the use of project management tools and finally draws concluding remarks on the importance of the use of management tools to optimize and improve the vertical work processes in construction. With a proposal of continuous improvement, the study indicates factors to be added in the application of the model, including knowledge of business strategies and the production process, with the prior identification of processes and activities related to it and aiming the performance improvement, quality, time and cost. In addition to these, the study also concludes, on a project and process management perspective, about the need for investment in new construction technologies, the use of management systems, planning and control, introduction of management concepts aimed at guiding managers and teams, and a strong investment in human resources and communication.

The growing use of project management as a strategy for organizations to develop their intents is a tendency present
in the last decades that gained power in the late 2000’s. However, this subject is not totally covered by scholarly
research. This study aims to measure the recent scenario of the project management success field as a way to better
understand this field of research. A bibliometric study was developed with a portfolio of 64 papers about “project
management success” collected at the Web of Science (ISI) database, covering the evolution of this topic over the last
five years (from 2000 to 2014). Articles were analyzed by journal, most cited keywords, citations, co-citations,
journals’ impact factors and abstract analysis. Conclusions pointed out significant authors and journals, and also a
significant cluster of papers written by Aaron Shenhar, as a relevant source of information to the project management
success field. These information may be used by other authors to spur other studies about the project management
success subject, not covered by this research.

There has been an increased need with web development as technology pushes software towards the cloud.  Software-as-a-service (SaaS), or basically hosted web applications, are more in demand as the delivery of software can easily be distributed across web browsers.  This means that there is more web development opportunity for programmers.  The problem that programmers face, however, is not utilizing the benefits of project management to mitigate the problems of scope, budgeting, communication, and time.  Project Management Book of Knowledge offers knowledge areas that will help in all aspects of a projects life cycle (such as Project Human Resource Management or Project Time Management).  For the executing aspect of PMBoK, Scrum will be explained on how that can help with the coding aspect of the project so that the iterative processes can formulate a working example of each project phase (Sprint).

Proje yönetimi gerek teorik ve pratik uygulamalar, gerekse yazılımlar ve karar destek sistemleriyle ilişkileri bakımından başlı başına bir çalışma alanı oluşturmaktadır. Bu alan, akademisyenlerin yanı sıra, proje ekiplerinde ve yönetiminde yer alan ve farklı disiplinlerde öğrenim görmüş profesyonellerin de ilgisini çekmektedir. Bu yönelimler doğrultusunda kitabın ana amacı proje yönetiminin temel tanım, kavram ve yöntemlerini anlatmak ve bunu yaparken analitik model ve yaklaşımları vurgulamaktır.

www.projeanalitik.com

O gerenciamento de projetos já não é mais um sonho e sim uma realidade no mundo empresarial e no setor público. Surge no mercado a crescente demanda das empresas por adquirir conhecimentos a respeito da disciplina de gerência de projetos, dessa maneira, os PMOs (Project Management Office), ou Escritório de Projetos, aparecem como uma estrutura de grande importância dentro de uma organização. Este artigo visa mostrar de forma direta as características, vantagens e os tipos de PMOs, como planejar a sua implantação e os resultados do PMO no setor público.

A Gestão Estratégica de Custos está diretamente ligada ao aumento na lucratividade de todas as empresas, e na Implantação Civil de um projeto de fabrica de cimentos não é diferente. Sendo assim, buscou-se apresentar embasamentos teóricos e avalições do contrato da empreiteira civil, visando identificar algumas falhas e possíveis riscos na implantação deste Projeto e na Gestão de Risco. Com isto, questiona-se qual seria a real contribuição da Gestão Estratégica de Custos e Riscos na gestão do contrato da empreiteira Civil na concepção de uma fábrica de cimentos? Como objetivo principal tem-se a aplicação dos conceitos da Gestão Estratégica de Custos e Riscos no contrato com a intenção apresentar soluções para melhorar o desempenho financeiro do mesmo. Apresentaremos a metodologia FEL, que indica alinhar todas as possíveis hipóteses antes do inicio do contrato,  detalhando a melhor maneira possível as premissas do projeto, para realizar uma boa orçamentação e realizar a melhor contratação dos produtos/serviços. Neste projeto não conseguiremos dar uma solução utilizando a metodologia FEL, visto que o mesmo já está em andamento. No entanto, conseguimos avaliar o estágio atual do contrato, indicando que, caso a empreiteira não aumente sua Mão de obra, o mesmo não conseguirá cumprir seu prazo atual de contrato. Além disto, promovemos uma análise de alguns itens contratuais, que podem apresentar risco ao bom andamento do contrato.

PALAVRAS-CHAVE: Método FEL na análise financeira de um Projeto, Avaliação financeira de um contrato, Gerenciamento Estratégico de Custos e Riscos em um Projeto.

The growing use of project management as a strategy for organizations to develop their intents is a tendency present in the last decades that gained power in the late 2000’s. However, this subject is not totally covered by scholarly research. This study aims to measure the recent scenario of the project management success field as a way to better understand this field of research. A bibliometric study was developed with a portfolio of 64 papers about “project management success” collected at the Web of Science (ISI) database, covering the evolution of this topic over the last five years (from 2000 to 2014). Articles were analyzed by journal, most cited keywords, citations, co-citations, journals’ impact factors and abstract analysis. Conclusions pointed out significant authors and journals, and also a significant cluster of papers written by Aaron Shenhar, as a relevant source of information to the project management success field. These information may be used by other authors to s...

The purpose of this study is to analyze and prove the effect of project management knowledge (PMBOK5th) in improving manager competence and construction project performance. The location of research data collection was carried out in the city of Surabaya and surrounding areas (Indonesia). The study population consisted of 35 large and medium-sized qualification contractor companies that were carrying out 62 construction projects in the city of Surabaya. Projects currently underway include projects: Apartments, office buildings, roads, bridges, housing and others. While the research respondents were site managers and project manager's as many as 135 respondents who were determined by purposive sampling. Data collection tools use nominal scale questionnaires (Likert 1-5). Data analysis using SPSS and AMOS 22.0. The results of the study concluded that project management knowledge according to PMBOK5th had a positive and significant effect on improving manager competency and construction project performance. There are different levels of importance for the priority implementation of project management knowledge for medium qualification contractors and large qualifications.