222 publications from this institution
The Portuguese Project Management Observatory (PPMO) aims to promote and give credibility to Project Management and support professionals and organizations whose activity is developed in this area. This initiative is focused on developing and disseminating scientific knowledge in the context of project management, contributing to improving good project management organizational practices. Business process-driven management is critical for organizations, allowing them to improve their processes and, consequently, improve their organizational performance, given that this management capacity directly influences the value of products and/or services that the organization makes available to the final customer. The PPMO, to better fulfill its mission, intends to adopt a business process-driven management based on a BPM Life Cycle approach. This study reports the process and results achieved during the four phases of that approach.
The methodology of project management has been widespread in organizations of different functions and sizes. In this context, we address the issue of optimal resource allocation, and more specifically, the analysis of complementarity of resources (primary resource and supportive resource) in a project. We develop a conceptual system capable of determining the ideal timing, and the ideal mixture of resources allocated to the activities of a project, such that the project is completed on time, if not earlier, with minimal cost. In this paper we present new computational results of a Genetic Algorithm, based in a random keys alphabet to optimize the process to reach better results.
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An optimal resource allocation approach to stochastic multimodal projects had been previously developed by applying a Dynamic Programming Model, which proved to be very demanding computationally. A new approach, the Electromagnetism Algorithm had also been adapted and implemented, with better results than the Dynamic Programming Model. This paper presents another philosophy for solving the same problem, based on an Evolutionary Algorithm. This approach was implemented using an Object Oriented language, Java, and its results were compared to the Electromagnetism Algorithm. A distributed version was also developed, to be run in a computer network, in order to take advantage of available computational resources.
This study aims to help academics and practitioners to realise the benefits resulting from collaborative university-industry research and development (R&D), by identifying the most critical factors for benefits' realisation. A literature review was conducted allowing us to compile a list of 33 most acknowledged benefits resulting from university-industry R&D collaborations, and a list of 66 critical factors for the realisation of the most acknowledged benefits identified. A benefit breakdown structure and a critical factors breakdown structure were developed to provide a better description of the 'variables' that are involved in managing benefits. A two-stage Delphi survey method, involving data analysis from seven invited experts, was conducted to identify the critical factors that should be leveraged in order to realise the most acknowledged benefits from collaborative university-industry R&D. The most common types of critical factors that contribute to benefits realisation in general are: 'strategic', 'inter-relational' and 'cultural'.
This paper presents three basic approximations developed to solve the Adaptive Stochastic Multimodal Resource Allocation Problem. Two of them are based on the DP model introduced in earlier papers ([23], [24]). The other one uses NLP to solve this problem. The approximations developed consist in considering the Work Content of some or all the activities of the project as represented by their mean values. These approximations were applied to a set of examples, and results were obtained and commented. As expected, running times were reduced, compared to the original model, but the total cost was underestimated, due to the use of means instead of the complete distribution.
1 , 2 , 3 , 4 Abstract The competitiveness scenario in the textile and clothing is always changing with the entrance of new players and changes in the rules of trade. This can be observed by looking at the developments that took place around the world in the last decade. This study finds how things are changing in this chain and how players are positioning themselves in this new competitive scenario. One such player of the chain is focused for study and its strategic position was analyzed and directions for improving competitiveness were identified. The focus is taken to more depth by considering the tactical issues for the competitive options already identified.
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A “multi-modal” activity is one which can be performed in several modes, or levels, of resource(s) allocation. In this paper we assume that the activities are multi-modal, and each activity may require several resources for its execution. We also assume that the resources may be constrained on their availability over time, and that each activity has its own work contents as a continuous random variable for each of its required resources. We are concerned with establishing a suitable strategy that will focus on the universe of activity modes, selecting only those that will be relevant for the most probable overall project cost. In other words, we choose the most probable modes of activity execution among the theoretical continuum of modes; and propagate the consequences of that choice throughout the project. The proposed approach relies on the partitioning of the work content domains into classes. Using these classes, we address different probabilities for each feasible allocation.
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This paper presents a systematic literature review about traditional, Agile and Lean Project Management methodologies. A general overview on the methodologies was also made, either on the perspective of the traditional based methodologies or the Lean and Agile methodologies. SLR results revealed more than 3500 papers. After filtering and applying exclusion criteria, just 80 were analysed. Main findings were that, in spite of some reserves, project management methodologies based on Lean are used. Nevertheless, Agile methodologies are the most used.
