A maturidade em gerenciamento de projetos e sua contribuição para a seleção de projetos de acordo com a estratégia organizacional.

Abstract

The increasing use of project management as strategic differential in our market and, most recently, the search of formal and structured project management, as part of organizational competitive strategy, in association with the maturity concept popularization, justify the concept of project management maturity and the existence of project management maturity models. There are many maturity models at the market. Most of them are aligned with a project management body of knowledge, used as reference to the organizational maturity level evaluation, and classify the organizational maturity stage into five linear levels. The Organizational Project Management Maturity Model (OPM3®), developed under the stewardship of the Project Management Institute (2003), is different. Instead of being designed as a system of levels of maturity, it focuses on three basic elements (knowledge, assessment and improvement), through which the model assigns itself the capability of join organizational strategy and projects. This study aimed to evaluate the contribution of project management maturity into bridging strategy and individual projects. The research method used was the survey, and the measurement instrument was a web-based self-assessment questionnaire. The population frame was composed by Brazilian organizations that use project management; the research sample was composed by researcher networking professionals used to work at project management area. The 78 valid responses obtained through survey were analyzed by descriptive and statistical inference. Regarding the results, it was possible to prove that OPM3® model application in order to assess organizational maturity level acts on the project selection according to organizational strategy. It was not possible to prove that project selection according to organizational strategy depends on the formulation process of the strategy or the organizational maturity stage for each domain (project, program and portfolio). Among the study limitations, there was the small quantity of Brazilian companies that had used Self-Assessment tool provided in OPM3® and the collection of organizational view through the respondent perceptions (in some cases the questions requested a subjective answer). On the other hand, the main research contribution was the identification of helpful agents of project selection according to organizational strategy. As a secondary contribution, the growing in academical research using technological support to data collection, in this case, e-mail and web-based, might be mentioned. Other contributions refer to the theoretical model proposed to the study and the field research itself, this one allowing data collection about project management and the use of OPM3® model to maturity level assessment in Brazilian companies.