Gerenciamento de projetos: proposta de intervenção na Assembleia Legislativa do Rio Grande do Norte
Public administration develops in an increasingly dynamic scenario, and the demand for quality public services reinforces the importance of reinvention tools to the most diverse organizational structures. In this sense, project management appears as an alternative to traditional practices to cont...
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| Formato: | Dissertação |
| Idioma: | pt_BR |
| Publicado em: |
Brasil
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| Endereço do item: | https://repositorio.ufrn.br/jspui/handle/123456789/29257 |
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| Resumo: | Public administration develops in an increasingly dynamic scenario, and the demand
for quality public services reinforces the importance of reinvention tools to the most
diverse organizational structures. In this sense, project management appears as an
alternative to traditional practices to contribute to enhancing organizational results.
This intervention project aims to propose a model to simplify and optimize the
management of strategic projects of the Rio Grande do Norte State Assembly. To
support this work, based on the literature on planning in public management and
project management with emphasis on visual models based on canvas, it was
intended to perform an applied qualitative research-action of a qualitative nature.
From an exploratory-descriptive strategy, the proposal was divided into two phases:
the first one corresponds to the diagnosis of the main practices existing with regard
to the management of the agency's strategic projects; on the second, aims to test
LifeCycleCanvas® (LCC) in an infrastructure project and to determine its alignment
with other projects of the Institution. For the diagnosis of the current model,
documentary research and participant observation were defined as data collection
techniques, based on the propositions of Strategic Planning 2020-2023 meetings. In
model application, participant observation and focus group were used to manage the
entire life cycle of a real project. The results obtained showed the adherence of the
LCC in relation to the management of the life cycle of the project studied. In addition,
it was also possible to verify the dynamics and management of change, with changes
made in all phases, being possible to perceive the impacts that one factor would
have on the other and thus promote adjustments. The study also generated
managerial implications, such as the feasibility of replication, with proper adaptations,
of the model proposed in other Assembly’s projects, acting as an auxiliary tool by
planning advisory and opening up space for future research with new approaches. |
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