Abstract
The goal of this study is to analyze the adoption of the Front-End Planning method by Brazilian companies which is applied in megaprojects management. For this reason, a survey was conducted with Brazilian companies of different sectors related to Engineering and Construction in order to perceive the adequacy and the frequency of the use of the Front-End Planning method and compare the theory with the market practices. From the eight topics raised to compare the theoretical reference with the organizational practices, only two topics presented relevant differences that need to be investigated in future researches. Among these differences between what is considered in the literature and what is practiced by the companies, it is possible to point out the variations in the project budgets in contrast with the methodology proposal to increase the cost predictability.
Highlights
Despite the development of numerous project management and governance techniques, most large enterprises still fail to meet all their expected results
This paper intends to contribute to knowledge in the field of Front-End Planning with emphasis in Brazil, offering the following general research objective: to analyze the adoption of the method of Front-End Planning applied in the management of megaprojects related to Engineering and Construction by Brazilian companies
Respondents were divided regarding the achievement of general goals such as, the time, cost, quality and customer satisfaction
Summary
Despite the development of numerous project management and governance techniques, most large enterprises still fail to meet all their expected results. PricewaterhouseCoopers (PWC) [1] conducted a study in 2005 looking at the large capital projects in the world’s mining industry. The study found that, when evaluated on their scope, cost, schedule, and business benefits, only 2.5% of them could be defined as successful projects. How to cite this paper: Motta, O.M., Quelhas, O.L.G., de Farias Filho, J.R., França, S. and Meiriño, M. American Journal of Industrial and Business Management, 4, 401-412. In the oil and gas industry, the results are not so different. It is estimated that about 30% to 40% of the projects have cost and/or implementation overruns that exceed 10% (Mckenna, Vanderschee & Wilczynski, 2011) [2]
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