Abstract
Purpose: This article aims to investigate how project governance, project portfolio management and best practices are related in a company in the Brazilian electricity sector, considering the gaps identified in the management of its projects and the results of them. Methodology/Approach: In order to subsidize this study, in theoretical terms, the study is supported by a systematic survey of the literature and, in empirical terms, it conducts an investigation with 18 key employees of the organization through the application of a questionnaire, with a view to confronting the perception of respondents with the relevant concepts found in the literature. Findings: In the empirical research, on the other hand, made it possible to investigate the perception of respondents from different groups in relation to the organization's adherence to the proposed themes. Research Limitation/implication: The studies were not carried out outside the environment of the selected company, nor are extrapolations made to other organizational realities, although it recognizes that this study can contribute to influencing companies in the same or different segment to deepen into the above theme. Originality/Value of paper: The proposed research is applicable in all organizations or sectors that are strategically project oriented.
Highlights
With the promotion of the restructuring of the Brazilian Electric System in the late 1990s, the concession model in the electricity transmission segment became competitive, allowing private and state companies, with national or foreign capital, in the form of consortium or not, could dispute the concession of this public service (Cazzaro, 2017)
The opening of the transmission market has provided a new dynamic to the sector since : i) the expansion of the transmission system leveraged the demand for projects in the segment, which are the main means for companies to achieve their strategic goals; and ii) in order to execute multiple projects, it is relevant to establish practices and processes for project management in order to create and manage organizational knowledge, whether for regulatory, technical or strategic reasons, given the competitiveness imposed by the market
This article aims to investigate how project governance, project portfolio management and best practices are related in a company in the Brazilian electricity sector, considering the gaps identified in the management of its projects and the results of them, and how the 03 themes apply in the organization and to propose solutions for their improvement through the identified problems
Summary
With the promotion of the restructuring of the Brazilian Electric System in the late 1990s, the concession model in the electricity transmission segment became competitive, allowing private and state companies, with national or foreign capital, in the form of consortium or not, could dispute the concession of this public service (Cazzaro, 2017). In 2020, the extension of available transmission lines was 145.600 kilometers, with plans to reach the extension of 184.054 kilometers by the year 2025 These numbers indicate that in the last 20 years, the available infrastructure has more than doubled in size through the auctions, with the prospect of being close to tripling its capacity by 2025. For this reason, the opening of the transmission market has provided a new dynamic to the sector since : i) the expansion of the transmission system leveraged the demand for projects in the segment, which are the main means for companies to achieve their strategic goals; and ii) in order to execute multiple projects, it is relevant to establish practices and processes for project management in order to create and manage organizational knowledge, whether for regulatory, technical or strategic reasons, given the competitiveness imposed by the market
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