scholarly journals Aplicação do Design Thinking como ferramenta de inovação na gestão de projetos no setor metalúrgico

2021 ◽  
Vol 10 (8) ◽  
pp. e43210817532
Author(s):  
Bruno Ribeiro de Carvalho ◽  
Rosinei Batista Ribeiro ◽  
Celi Langhi ◽  
Simone Pereira Taguchi Borges ◽  
Adriano José Sorbile de Souza ◽  
...  
Keyword(s):  
Project Management ◽  
Design Thinking ◽  
Project Management Institute

Este trabalho consiste em demonstrar como o Design Thinking, contribui na integração entre as pessoas e os resultados das organizações que utilizam essa metodologia. A pesquisa tem como objetivo avaliar o potential ganho da utlização de metodologias inovadoras, como o Design Thinking em gestão de projetos. A metodologia de pesquisa é do tipo exploratório-descritiva, de natureza qualitativa, com a experiência do autor que atua na área de pesquisa. Para atingir os objetivos pretendidos, o estudo se apoia em questionários aplicados aos profissionais que utilizam dessas ferramentas. Também foi considerado um workshop sobre Design Thinking e sua aplicação em projetos, por meio de consulta ao material bibliográfico do professor especialista do curso de MBA em gestão de projetos, que foi concluído com êxito pelo autor. Para a obtenção dos dados, foi realizada uma análise descritiva do treinamento “in company” numa empresa do setor automotivo, uma multinacional do setor metalúrgico, sediada em Taubaté-SP. Para isso, aplicou-se um treinamento de gestão de comunicação e projetos com a participação de 20 colaboradores, utilizando, nesse encontro, metodologias ativas de gestão de projetos. As etapas foram: brainstorming; análise dos problemas; conscientização e nivelamento de conceito; estudos de casos reais de sucesso e insucesso; e prática com ferramenta de inovação e metodologia ágil e atividades com base nos processos da empresa. Através de uma análise qualitativa e entrevista de diagnóstico com a liderança da empresa, foi identificado que a gestão de projetos de clientes estava carente de métodos inovadores, bem como de indicadores de gestão que pudesse melhorar os resultados esperados nos projetos contratados. Então, o foco foi trabalhar na melhoria dos processos de gestão de projetos, introduzindo ferramentas de inovação como Design Thinking, Canvas e metodologias fundamentadas nas melhores práticas de gestão de projetos do PMI (Project Management Institute). Conclui-se que metodologias ativas, apoiadas em um sistema robusto de gestão, possibilitam gerar inovações quando empregadas e disseminadas como prática de gestão e com envolvimento de pessoas dos diversos níveis organizacionais e, principalmente, gerar melhores resultados nos projetos conduzidos pela organização.

scholarly journals Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event

2021 ◽  
pp. bmjinnov-2020-000574
Author(s):  
Richard J Holden ◽  
Malaz A Boustani ◽  
Jose Azar
Keyword(s):  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Healthcare Delivery ◽  
Light Bulb ◽  
Innovation Development ◽  
Agile Project Management ◽  
Complex Adaptive ◽  
Behavioural Sciences

Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.

scholarly journals Design Thinking Project Management framework

2021 ◽  
Vol 29 (3) ◽  
Author(s):  
Daniel de Salles Canfield ◽  
Maurício Moreira e Silva Bernardes
Keyword(s):  
Project Management ◽  
Design Thinking ◽  
Management Framework

scholarly journals Rethinking Project Management Education: A Humanistic Approach based on Design Thinking

2017 ◽  
Vol 121 ◽  
pp. 503-510 ◽  
Author(s):  
Natalie Ewin ◽  
Jo Luck ◽  
Ritesh Chugh ◽  
Jacqueline Jarvis
Keyword(s):  
Project Management ◽  
Design Thinking ◽  
Management Education ◽  
Humanistic Approach

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

scholarly journals Identifying New Knowledge Areas to Strengthen the Project Management Institute (Pmi) Framework

2019 ◽  
Vol 11 (1) ◽  
pp. 1892-1903
Author(s):  
K. Chandrashekhar Iyer ◽  
Partha S. Banerjee
Keyword(s):  
Project Management ◽  
Qualitative Comparative Analysis ◽  
Theory Approach ◽  
Project Schedule ◽  
Performance Expectations ◽  
Domain Specific ◽  
Project Management Institute ◽  
Competing Demands ◽  
Remedial Actions ◽  
Case Data

Abstract In an increasingly volatile, uncertain, complex and ambiguous (VUCA) world, managers of capital pro­jects are under relentless pressure to consistently meet their performance expectations. At the execution stage, managers have to constantly orchestrate competing demands on scare resources and, simultaneously, manage project operations to meet time, costs and quality com­pliances. This calls for simple methods to distinguish factors that could cause execution stage delays and pri­oritise their remedial actions. The objective, therefore, was to propose and test a methodology through empiri­cal evidence, which could be useful for managers to focus on the distinguishing factors (rather than on all factors) to achieve execution excellence. We used a three-stage methodology leveraging the existing Project Management Institute (PMI) framework to define variables and then tested the methodology using case data generated from projects adopting a grounded theory approach. A set-theoretic, multi-value qualitative comparative analysis (QCA) tool helped appropriately configure this empirical case data and a subsequent Boolean minimisation tech­nique then identified the distinguishing factor(s) that explained superior project schedule performance. The results corroborated literature findings. Two contributions emerged from this study: (a) our methodology enabled a richer analysis of the case than what would have been possible by adopting a more conventional approach; and (b) there is a potential for a domain-specific extension of the PMI framework to cover technology transfer projects having their unique knowledge areas.

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