Hibridismo na Gestão de Projetos: Desafios organizacionais na tomada de decisão, governança e institucionalização

This article explores the foundational elements of project and business management, identifying three core disciplines: project management, general management, and corporate project management. Project management is characterized as a temporary and goal-oriented process distinct from ongoing operations, aimed at delivering unique results within constraints such as time, scope, and budget. Traditional models, such as the classical phase-based approach, are contrasted with modern methodologies like Critical Chain Project Management, Lean Management, Extreme Project Management, and Benefits Realization Management. Each offers specific tools and strategies to address complexity, uncertainty, and stakeholder value. The article also examines management as a broader concept, discussing various interpretations that range from general governance theory to unique managerial practices. Management methods, administrative, legal, economic, and motivational are analysed as tools for organisational control and effectiveness. The article is dedicated to corporate project management, designed for large-scale, strategically oriented, and often international projects. This methodology emphasises openness, continuous communication, integration with organisational structures, and a formalised, flexible governance framework. Effective corporate project management ensures alignment with organizational mission, stakeholder needs, and evolving environmental conditions. The article concludes that while many organisations avoid specialised govsrnance structures for specialized projects due to cost concerns, the most successful corporate projects are those supported by dedicated management mechanisms that balance innovation, strategic impact, and accountability. This structured, process-based approach is particularly suited for organizations managing multiple, overlapping projects that are critical to strategic growth. It facilitates the alignment of project activities with corporate policies and long-term objectives, while also enhancing transparency and stakeholder confidence. Key features include project schedules, collaborative management tools, defined roles, and adaptive governance that evolves with the project’s life cycle. As projects mature, governance ensures their continuity and mission alignment. The article highlights two leadership models, internal and external, each with distinct benefits depending on organizational context and project complexity. The internal model leverages existing knowledge of corporate strategy, while the external model benefits from fresh perspectives guided by strategic look from professionals. Additionally, the need for ongoing monitoring and institutionalized updates is emphasized to maintain relevance in dynamic environments. The paper argues for the necessity of a dedicated corporate project management mechanism as a strategic asset. It asserts that such a system not only enhances the probability of project success but also fosters sustainable innovation and value creation. When properly implemented, it reduces founder dependency, attracts external support, and enables projects to scale while preserving strategic coherence. The authors highlight that the integration of Artificial Intelligence into Corporate Project Management offers transformative benefits by automating routine tasks, enhancing decision-making, and improving overall efficiency. AI supports every stage of the project life cycle and enables predictive analytics that help identify and mitigate risks before they escalate.

Project Management Practices for Collaborative University-Industry R&D: A Hybrid Approach

Improving Project Success: A Case Study Using Benefits and Project Management

The research scope of the Strategic Highway Research Program (SHRP 2) Renewal Project R10, Project Management Strategies for Complex Projects, involved the development of this guide, as well as a companion report, surveys, case studies, training, and technical tools, to address the challenges of managing modern infrastructure projects that are considerably more complex than traditional projects. These products facilitate the use of effective strategies in managing complex projects of any size and type. Acceptance and use of this guidance should improve the state of the practice by focusing on practical tools and techniques that are designed to be immediately beneficial to transportation professionals. Infrastructure needs within the United States have changed from building new facilities to replacing, expanding, and renewing existing facilities. The project management issues involved with infrastructure renewal differ from the project management issues for new construction. Correspondingly, new project management approaches must be integrated into mainstream practices for all sizes and types of projects to accelerate project delivery, reduce project costs, and minimize project disputes. The difficulties of renewal project complexity have been exacerbated by years of underfunded maintenance and replacement programs. As a result, many renewal projects have become even more challenging because of the need to avert major traffic disruptions and, in some cases, infrastructure failures. Project complexity is introduced by many factors: project types, engineering complexity, size, modality, jurisdictional control, financing approach, contract type, and delivery method. Each project calls for a distinct project management style and approach. The five-dimensional project management (5DPM) approach for complex projects is not new. However, it is extensively developed, outlined, and clearly mapped for acceptance and integration within the R10 project. The five dimensions are (1) cost, (2) schedule, (3) technical, (4) context, and (5) finance. Successful use of the 5DPM approach involves five methods that are unique for each project: define critical project success factors by each dimension, as required; assemble project team; select project arrangements; prepare early cost model and finance plan; and develop project action plans. Although a number of additional research ideas have been identified during the project, the most pressing next steps are the implementation of the material on actual complex projects and the integration of the philosophy and tools within existing agency program and project management policies and procedures. The integration will be accomplished through demonstration projects, training, and change-management assistance.

Mixed Agile/Traditional Project Management Methodology – Reality or Illusion?

Managing people is like herding cats: by Warren Bennis. Provo, Utah: Executive Excellence Publishing, 1997, 236p. $24.95. ISBN 0-9634917-5-X

The Western project management (PM) approach requires the use of not only PM technology but also PM values/beliefs. This research is concerned with the likely cultural barriers for Chinese enterprises to use the PM approach. The literature review reveals the four cultural barriers of the Doctrine of the Mean, Strong Hierarchy, Family Consciousness, and Boss Orientation. Then, through a questionnaire survey at Yunnan province, this research provides some empirical evidence about the actual status of the four cultural barriers. In general, the Chinese traditional values/beliefs of Strong Hierarchy, Family Consciousness, and Boss Orientation are empirically major cultural barriers, and the Doctrine of the Mean is not. In addition, this research empirically reveals the differences in the cultural barriers among different types of enterprises and that appropriate PM training is very important to overcome the cultural barriers. Limitations of this research are also discussed.

Purpose Research, development and innovation (RD&I) projects involving nanotechnology are complex, requiring an agile mindset and approaches capable of adapting to new discoveries, yet alternative project management (PM) approaches are still mainly limited to software development. This study aims to fill part of this gap by developing and evaluating the use of an adaptive planning model to contribute to PM in nanotechnology. Design/methodology/approach The approaches of “process tracing” and complexity dimensions were combined in an in-depth case study to identify events and build a real-time map of the complexities of a collaborative RD&I project involving nanotechnology, prominent in the national context. Findings The systematization of the case in question resulted in the proposal of an adaptive and replicable model with implementation guidelines capable of contributing in real time to managers' understanding of complexities and decision-making in complex projects. Research limitations/implications This study’s limitations included the limited number of informants and the focus on a single case. However, this can serve as a starting point for further investigation aiming to advance the application of adaptive approaches to PM in RD&I projects involving nanotechnology. Originality/value The study fills a knowledge gap in the field of adaptive planning for environments beyond software development and creates an opportunity for discussions on PM approaches in hard science contexts.

Firms are seeking to gain greater understanding of and insights into more and more massive quantities of data collected and stored in disparate public and private databases. To effectively and efficiently deploy project resources to the data science search activity and to consequently build and evaluate innovative artifacts, firms are finding that a Design Science Research (DSR) approach can extend into the Data Science (DS) project domain through an iterative, evaluative project management method for the diagnosing, design, implementation, and evolution of data science artifacts. Importantly, DSR also provides a guided, emergent search paradigm that can be integral to finding hidden insights in massive data where the problem and solution domains are both frequently poorly understood at the outset of the DS inquiry. This article examines a case for using the elaborated action design research (eADR) method to inform the DS project management (PM) approach in situ with a Fortune 100 Global Manufacturer. The innovative DS PM approach resulted in multiple innovative DS solution artifacts built and evaluated by a dozen DS PM teams at the firm over the first two years of the DS PM deployment.

Specifics of the Agile Approach and Methods in Project Management and its Use in Transport

The article analyzes project management methodologies and standards (in particular, PMBOK, P2M, Agile) in the context of models and methods that can be used to create a “green” project management approach. On the other hand, the concept of "green" entrepreneurship and its principles were analyzed. On this basis, 7 principles of “green” project management were proposed for the further development of the “green entrepreneurship” approach (projects should create environmentally friendly products, goods and services; ensure the maximum possible use of environmentally friendly materials and adhere to the desire to gradually increase the environmental friendliness of products; the implementation of project activities contributes to the creation and development of a “green economy” in the state; project-oriented companies mainly implement socially responsible projects with a trend towards increasing their share in the company's project portfolio; social responsibility should be both corporate and personal). Energy efficiency improvement projects are defined as a special case of “green” projects and as an object of scientific research. A classification model for energy efficiency projects is proposed for the further development of such classifications in the form of 11 classification features and project types within each feature (by project product, by use of artificial intelligence, by field of application, by use of “green” entrepreneurship principles, by project management methodology, by complexity, by type of project management team, by energy efficiency models, by degree of innovation, by geographical distribution, by scalability). 4 clusters of development of “green” project management are also identified, within which it is proposed to implement further research: “green” projects, “green” project management methodologies, “green” teams, “green” management tools. Each such cluster is characterized. A model of supplementing the classification model of project management systems (in its further development) is proposed, in which additional features of the classification of “green” project management systems are formulated - in the form of 5 additional features and types of projects within each classification feature. A model of the components of “green” project management is proposed, which contains four components: classic project management, flexible (Agile) project management, the concept of Lean production and “Green” community. As well as a multiple model of the “green” project management system in the form of a formal seven. A SWOT analysis of the formulated “green” project management approach is conducted, its strengths and weaknesses are highlighted, as well as opportunities and threats that may arise when using it. A conclusion is made regarding the potential effectiveness of such an approach. Areas of further research in the chosen direction are formulated. Conclusions from the conducted research are formulated.

Quite often over the last decade, heavy equipment manufacturers are trying to improve their project management performance with the use of effective project management methods. However, the challenges encountered aren’t isolated problems and a systemic approach is required. This paper exemplifies how a systemic approach can be applied to heavy equipment manufacturing project (HEMP) management, through of a multifaceted vision. The findings present in the paper are based on a two-year case study in a metallurgic equipment manufacturing enterprise in China. Based on the analysis of HEMP management problems and the contributions on systemic approach application in project management, the paper enriches existing theory by: (1) interpreting the HEMP management system with the top-down disassembly method; (2) developing the collaborative project management approach with a systems view highlighting the project characteristics management and inter-departmental collaboration; (3) making suggestions for systemic approach application in project management. For practitioners and researchers, the findings are particularly meaningful for manufacturing project management and systemic approach application.

Due to poor performances in construction projects, there is a necessity to apply novel project management approaches instead of traditional ones. Recently, although new project management methods have emerged and applied in different industries, the construction industry has stayed behind in implementing these techniques. The agile Project Management (APM) approach is one of these methods, and it has been highly discussed recently. As developing countries considerably suffer from poor performance in construction projects, applying new project management methods has gained more importance in these territories. Even though different studies attempted to understand the applicability of the APM, it is also necessary to explore the potential benefits of the agile methods for the construction industry. For this purpose, we surveyed 140 construction experts for the prioritization of factors and received responses on the potential advantages of the APM regarding team and project performance in construction. The results achieved from the Iraq field study demonstrate that the APM could be feasible for the construction industry and could effectively bring solutions to the project performance issues. We also concluded that the adverse effects of poor project performance, such as quality defects, schedule variances, cost overruns, and low productivity, could be eliminated especially in the construction industry of developing countries, through APM approaches.

Non-formal education in Indonesia plays an important role in the development of human resources who are able to adapt to changing times. Project management in non-formal education is key to increasing the effectiveness and efficiency of the educational programs offered. However, there are challenges in the application of conventional project management methods due to the dynamics and specific needs of non-formal education that often change. This paper aims to analyze the methods and approaches in project management used in non-formal education in Indonesia, as well as identify strategies that can improve the effectiveness and efficiency of non-formal education programs. The method used is a literature review, where data is collected from Scopus standard journals, related books, and policy documents. The analysis is carried out through the organization, categorization, and interpretation of relevant information to evaluate the effectiveness of existing project management methods. The findings show that the Critical Chain Project Management (CCPM) method is more adaptive and flexible compared to the Critical Path Method (CPM) and Waterfall methods, which tend to be rigid and linear. CCPM allows for more efficient resource management and realistic scheduling, in line with the dynamic needs of non-formal education. This study implies that non-formal educational institutions in Indonesia need to adopt more flexible and adaptive project management methods. The novelty of this study lies in the comparative analysis between conventional and adaptive project management methods, as well as strategic recommendations for the implementation of CCPM in the context of non-formal education. The contribution of this research is to provide new insights into the application of project management in non-formal education and to offer a framework that educational project managers can use to improve the effectiveness of their programs. This study also provides recommendations for the development of project management training that is in accordance with the needs of non-formal education in Indonesia.

This article highlights and discusses the critical role of leadership for effectively managing and achieving project results. As opposed to the conventional and once dominating thinking of project management which linked project success to project technicalities, this article considers project leadership a central issue for project success or failure. The article stipulates that, despite the strategic importance of robust project management techniques in effectively controlling and executing activities, at the absence of proper project leadership skills approaches may render a project to leadership related failures. To appreciate the role of leadership towards project success, this article highlights and discusses different elements of project leadership and management—including blueprint and adaptive approaches, similarities and differences between management and leadership—and how they interact towards effective project management; leadership theories, styles and skills required for effective project leadership and management. The article concludes that generally project leadership is a critical factor towards project success without undermining the importance of conventional project management methodologies, tools and software. Such understanding demonstrates clearly that, to be successful, project managers are obliged to employ holistic and integrative methodologies and approaches necessary for making their projects more relevant and sustainable; taking into account that there is no one single project management and leadership approach or style that is superior to the rest. Last but not least, as it is the case with management aspect, project leadership needs to be a continuous process to be employed at different stages of the project cycle management.