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Dissertao Proposal for /Project Trabalho Work de Projeto / Relatrio de Estgio Estgio apresentada(o) como requisito parcial para apresentada(o) como requisito parcial para obteno obteno do grau Mestre em Estatstica e Gesto do grau de Mestre emde Estatstica e Gesto de Informao
de Informao
ii
INDEX
1.
Introduction
................................................................................................................
1
1.1.
Problem
Identification
and
Contextualization
.....................................................
1
1.2.
Objectives
Definition
...........................................................................................
2
1.3.
The
Importance
of
the
Project
.............................................................................
3
2.
Theoretical
Framework
...............................................................................................
4
2.1.
Project
Management
Methodologies
..................................................................
4
2.2.
Business
Process
Management
...........................................................................
5
2.3.
Information
System
Implementation
..................................................................
6
3.
Methodology
Used
.....................................................................................................
7
3.1.
Initiating
...............................................................................................................
7
3.2.
Planning
...............................................................................................................
7
3.3.
Execution
.............................................................................................................
7
3.4.
Monitoring
and
controlling
..................................................................................
8
3.5.
Closing
.................................................................................................................
8
4.
Proposed
Timeline
......................................................................................................
9
5.
Bibliography
..............................................................................................................
10
iii
1. INTRODUCTION
The
primary
focus
of
the
project
is
the
analysis
of
several
issues
that
can
be
found
in
a
Portuguese
Small
and
Medium
Enterprise
(SME),
from
a
managerial
point
of
view.
After
the
identification
of
these
issues,
the
objective
is
to
find,
among
the
best
practices
of
project
management,
which
are
best
suited
for
the
company
in
study.
With
these
it
is
intended
to
develop
an
implementation
guide
to
design
business
process
workflows
related
with
the
area
of
project
management.
The
creation
of
guidelines
for
a
implementation
of
an
Information
System
(IS)
that
will
support
these
changes
is
also
an
objective.
It
is
intended
to
write
this
project
in
a
way
that,
while
focusing
on
the
issues
of
the
company
in
study,
it
may
serve
as
a
guideline,
after
the
necessary
adjustments,
for
other
SMEs.
There is not a common methodology to manage the projects. Each project manager has its own method, taking different steps in each project;
There is not a standard procedure to store the information related with the project. Presently, there are many programs available to be used for that purpose, but in some situations none is used. There is not a central system to store all the pertinent information that can be required for external audits, thus preventing dri from obtaining an ISO certification on project management;
The financial and commercial departments do not have a clear view of the actual status of the projects being worked on, preventing the financial department to issue on time payment requests and the commercial area to manage the expectations of upcoming customers;
In the operational area, the developers also suffer with the lack of information about the project because since they do not have a clear picture, there is the necessity of a repository of data about the project to be efficient and thus they cannot be assertive and comply with deadlines;
Since there is not a real tracking of the time spent on the tasks performed each day against prior estimations, there is not a way to ascertain if the estimations are correct or to obtain some statistical information about it.
Although dri is a company with solid and increasing revenue, the issues identified above reflect on the companys performance and many of the time and effort estimations made for the projects are incorrect, making the development process less effective in terms of time and resources. Also, since one of the objectives stated in the companys strategic plan is producing projects for high end customers, the involvement of several teams is a clear concern to the management requiring a good communication between teams. The improvement of these procedures for a better accountability for the clients and for the company itself is a necessity of the highest order.
Analysis of project management methodologies. It is necessary to employ a thorough analysis to determine what methodology is best suited for dri. It is imperative to evaluate if a proven methodology is sufficient for the company or the development of a hybrid methodology is necessary;
Design of the business processes related with project management, using a proven implementation framework on the guidelines and using a common Business Process Management (BPM) notation to model them. This way a visual and formal document can be created to help dri to better manage its projects with rigor, permitting, for example, later auditing for certifications;
Analysis of best practices for the deployment of an IS that will support these changes, since it is necessary to store all of this information to be accessible to all the departments that require it. These best practices will allow the involvement of the managerial staff with the IS development, resulting in a better acceptance.
2. THEORETICAL
FRAMEWORK
For
this
proposal
there
are
three
underlying
theoretical
subjects
which
are
intended
to
be
present
on
the
project:
Project
Management
Methodologies,
Business
Process
Management
Best
Practices
and
Information
System
Implementation
Critical
Factors.
For
all
of
these
subjects,
some
theoretical
information
was
researched
to
support
the
choices
presented
on
this
proposal,
depicted
in
the
next
sub-chapters.
these groups of processes tend to have equal points. By using a methodology, some of the problems identified above can be resolved. And as this company is relatively small, applying these changes can be somewhat easy (McHugh & Hogan, 2010), as opposed to larger companies. Since the company is having an increase of revenue and clients, it is expected that will grow in size. Because of this, now is the time of change.
3. METHODOLOGY
USED
Since
this
proposal
is
for
a
project,
it
is
fitting
that
the
methodology
described
in
chapter
2.1
for
project
management
is
used
here.
The
methodology
is
composed
by:
3.1. INITIATING
In
this
phase,
the
topics
that
will
be
discussed
on
the
project
are
generally
chosen
and
locked,
in
order
not
to
deviate
from
the
topics.
This
phase
corresponds
to
the
current
status
of
the
project,
in
which
the
proposal
for
the
theme
is
being
written,
although
some
changes
can
occur
between
the
end
of
the
proposal
and
the
start
of
the
project.
3.2. PLANNING
At
this
point
of
the
project,
a
thorough
plan
is
constructed,
taking
into
account
that,
to
perform
this
task,
it
may
be
necessary
to
research
some
additional
literature.
Another
task
is
to
design
the
interview
form
that
will
serve
to
obtain
the
current
status
of
the
project
management
processes
of
the
company.
3.3. EXECUTION
At
this
moment,
the
tasks
that
were
planned
are
put
in
motion.
All
the
theoretical
information
must
be
obtained
after
a
complete
review
of
the
literature
to
better
support
the
choices
made
on
the
project.
Subsequently,
it
is
necessary
to
obtain
the
current
status
of
project
management
processes
in
the
company.
This
data
will
be
obtained
through
interviews
to
the
management
staff
of
the
company,
as
stated
above.
Armed
with
the
theoretical
framework,
it
is
possible
to
start
the
construction
of
the
guidelines.
First
the
definition
of
the
project
management
methodology
will
be
addressed.
Afterwards
this
methodology
will
be
broken
down
into
processes
and
tasks
to
design
and
model
them.
Finally
it
will
be
aggregated
to
the
project
the
IS
implementation
guidelines
in
order
to
comply
with
the
goals.
Parallel
to
this,
all
the
documentation
written
will
be
constantly
sent
to
the
supervisor
for
reviewing.
Also,
as
best
practices
dictate,
the
management
staff
of
the
company
will
be
informed
of
the
progress
of
the
project,
as
their
input
is
also
very
important.
3.5. CLOSING
In
the
final
step
of
the
project,
the
documentation
(an
essential
part
of
any
kind
of
project)
must
be
delivered
in
a
draft
form
for
reviewing.
After
all
the
necessary
adjustments
are
made
to
the
document,
a
final
form
of
the
document
will
be
delivered.
4. PROPOSED TIMELINE
Figure
1
Proposed
Timeline
5. BIBLIOGRAPHY
Ariyachandra,
T.
R.,
&
Frolick,
M.
N.
(2008).
Critical
Success
Factors
in
Business
Performance
ManagementStriving
for
Success.
Information
Systems
Management,
25(2),
113-120.
doi:10.1080/10580530801941504
Canils,
M.
C.
J.,
&
Bakens,
R.
J.
J.
M.
(2012).
The
effects
of
Project
Management
Information
Systems
on
decision
making
in
a
multi
project
environment.
International
Journal
of
Project
Management,
30(2),
162-175.
Elsevier
Ltd.
doi:10.1016/j.ijproman.2011.05.005
INE.
(2010).
Estudos
sobre
Estatsticas
Estruturais
das
Empresas
Micro,
Pequenas
e
Mdias
Empresas
em
Portugal.
Lianying,
Z.,
Jing,
H.,
&
Xinxing,
Z.
(2012).
The
Project
Management
Maturity
Model
and
Application
Based
on
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Procedia
Engineering,
29(Sei
1994),
3691- 3697.
doi:10.1016/j.proeng.2012.01.554
Lim,
M.,
Griffiths,
G.,
&
Sambrook,
S.
(2010).
Organizational
Structure
for
the
Twenty
-
first
Century.
INFORMS
Annual
Meeting.
Livari,
J.,
&
Hirschheim,
R.
(1996).
Analyzing
Information
Systems
Development
-
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comparision
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analysis
of
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Development
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21(7),
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McHugh,
O.,
&
Hogan,
M.
(2010).
Investigating
the
rationale
for
adopting
an
internationally-recognised
project
management
methodology
in
Ireland:
The
view
of
the
project
manager.
International
Journal
of
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Management.
Subramanian,
G.
H.,
Jiang,
J.
J.,
&
Klein,
G.
(2007).
Software
quality
and
IS
project
performance
improvements
from
software
development
process
maturity
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IS
implementation
strategies.
Journal
of
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and
Software,
80(4),
616-627.
doi:10.1016/j.jss.2006.06.014
Trkman,
P.
(2010).
The
critical
success
factors
of
business
process
management.
International
Journal
of
Information
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30(2),
125-134.
doi:10.1016/j.ijinfomgt.2009.07.003
von
Wangenheim,
C.
G.,
Silva,
D.
A.
D.,
Buglione,
L.,
Scheidt,
R.,
&
Prikladnicki,
R.
(2010).
Best
practice
fusion
of
CMMI-DEV
v1.2
(PP,
PMC,
SAM)
and
PMBOK
2008.
Information
and
Software
Technology,
52(7),
749-757.
Elsevier
B.V.
doi:10.1016/j.infsof.2010.03.008
10