Determinantes da Gestão do Portfólio de Projetos (PPM) para a agilidade organizacional: proposta de um modelo conceitual

Myrian Teixeira Moura; Rodrigo Baroni Carvalho; Cláudio Luís Carvalho Larieira; Cristina Dai Prá Martens; Humberto Elias Garcia Lopes; Maria Elisa Brandão Bernardes

doi:10.5585/gep.v13i1.21101

Authors

Myrian Teixeira Moura Pontifícia Universidade Católica de Minas Gerais - PUC Minas. BH, MG. https://orcid.org/0000-0002-4996-2898
Rodrigo Baroni Carvalho Pontifícia Universidade Católica de Minas Gerais | PPGA PUC Minas. BH, MG. https://orcid.org/0000-0003-3716-0879
Cláudio Luís Carvalho Larieira Escola de Administração de Empresas de São Paulo da Fundação Getúlio Vargas (EAESP/FGV). https://orcid.org/0000-0001-7674-6093
Cristina Dai Prá Martens Universidade Nove de Julho (Uninove). https://orcid.org/0000-0003-0955-9786
Humberto Elias Garcia Lopes Pontifícia Universidade Católica de Minas Gerais | PPGA PUC Minas. BH, MG. https://orcid.org/0000-0002-6207-2726
Maria Elisa Brandão Bernardes Fundação Dom Cabral | FDC. Nova Lima, MG. https://orcid.org/0000-0003-3821-3397

DOI:

https://doi.org/10.5585/gep.v13i1.21101

Keywords:

Project Portfolio Management (PPM), Project portfolio performance, Organizational gility, Agility capabilities.

Abstract

The organization's response to changes in its environment is often accomplished by decomposing strategies into a portfolio of projects. Project Portfolio Management affects the speed and flexibility of project execution and and strategic execution as well. The need to generate results in increasingly shorter cycles highlights the purpose and puts pressure on PPM's contribution to agility in organizational dynamics. However, the literature does not clearly detail how this management integrates the different perceptions and relationships triggered by strategic work and incorporates them into its processes, amplifying or restricting agility. The objective of this study is to develop an integrative review to support the proposal of a conceptual model that associates determinants of structuring and conducting the project portfolio management for organizational agility. The modeling considered the follwoing four theoretical perspectives on the project portfolio: optimization, strategic, decision-making and organizational. Keywords and theoretical categories were organized in a two-level modeling, integrating multiple determinants, whose applicability was corroborated by peers. The model highlights determinants that impact agility in organizational response as follows: strategic clarity, decision quality, intensity of control and integrative complexity. Although the framework still requires empirical validation, combining determinants for agility in different PPM perspectives, at the definition and execution level, the proposed model makes portfolio management more practical and robust, offering references for a configuration oriented to the organization's value priorities.

Author Biographies

Myrian Teixeira Moura, Pontifícia Universidade Católica de Minas Gerais - PUC Minas. BH, MG.

Doutoranda em Administração

Rodrigo Baroni Carvalho, Pontifícia Universidade Católica de Minas Gerais | PPGA PUC Minas. BH, MG.

Doutor em Ciência da Informação (UFMG / University of Toronto)

Cláudio Luís Carvalho Larieira, Escola de Administração de Empresas de São Paulo da Fundação Getúlio Vargas (EAESP/FGV).

Doutor em Administração de Empresas pela EAESP/FGV, Mestre em Engenharia de Computação pelo IPT/SP e Bacharel em Administração pela Universidade Presbiteriana Mackenzie. Professor do Departamento de Tecnologia e Ciência de Dados (TDS) da EAESP/FGV e da Universidade Presbiteriana Mackenzie. Coordenou e lecionou em cursos de graduação, pós-graduação, MBA e Mestrado (IPT/SP, FGV, FIA, Fundação Dom Cabral, IBMEC, Insper, UNICSUL, FASP, FIAP, Mackenzie e IBTA). Acumula mais de 30 anos de experiência em gerenciamento de projetos e melhoria de processos em vários tipos de organizações. Atualmente, realiza estágio de pós-doutoramento no Instituto Superior de Economia e Gestão (ISEG) da Universidade de Lisboa, investigando temas relacionados a gestão de projetos e transformação digital.

Cristina Dai Prá Martens, Universidade Nove de Julho (Uninove).

Doutorado em Administração, na área de Sistemas de Informação e de Apoio à Decisão, pelo PPGA/EA/UFRGS (2009), com tese sobre Orientação Empreendedora; Pós-doutorado no CERAG/UPMF-Université Pierre Mendès-France (Grenoble-França - 2010), na área de Empreendedorismo e Estratégia. Possui Mestrado em Administração, com ênfase em Sistemas de Informação e de Apoio à Decisão, pelo PPGA/EA/UFRGS (2001); Especialização em Gestão Universitária, pelo Centro Universitário UNIVATES (2006); Graduação em Administração pela UPF-Universidade de Passo Fundo (1994)

Humberto Elias Garcia Lopes, Pontifícia Universidade Católica de Minas Gerais | PPGA PUC Minas. BH, MG.

Doutor em Administração (UFMG)

Maria Elisa Brandão Bernardes, Fundação Dom Cabral | FDC. Nova Lima, MG.

Doutora em Estratégia e Gestão de PME pelo doutorado conjunto da HEC - Montréal, McGill e Concordia (Canadá). Administradora e Mestre em Administração, ambos pela Universidade Federal de Minas Gerais (UFMG). Atualmente é professora e pesquisadora colaboradora do mestrado profissional da Fundação Dom Cabral. Tem experiência na área de Administração, com ênfase em Administração de Pequena Empresa, atuando principalmente no tema de Estratégia - Planejamento e Execução.

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