Gestão do conhecimento em projetos: um estudo de caso sobre o registro de lições aprendidas como diferencial estratégico em uma empresa do setor de energia elétrica

• Autor(a) principal: Diógenes Bráz Rocha
• Data de Publicação: 2017
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Institucional da UFMG
• Texto Completo: http://hdl.handle.net/1843/ECIP-AZQHVH
• topic: inteligência organizacional e competitiva; aprendizagem; organizacional; lições aprendidas; gestão de projetos; gestão do conhecimento; Aprendizagem organizacional; Gestão do conhecimento; Ciência da Informação; Administração de projetos

ROCHA, Diógenes Bráz. Project knowledge management: a case study on the recording of lessons learned as a strategic differential in a company in the electric power sector. 2018. 162p.Dissertation (Master in Management and Organization of Knowledge) - Escola de Ciência da Informação, Universidade Federal de Minas Gerais, Belo Horizonte, 2018.Knowledge Management has gained prominence in business practice, specifically in what concerns to Project Management. This is due to the fact that information and knowledge are considered as strategic inputs for the competitive organizational routine. One of the instruments used by Project Management for better use of information, knowledge and learning is the recording of Lessons Learned during the execution of projects. Studies point out that incorporating this practice into the execution of projects has resulted in significant savings in time and resources, so that actions and practices can be replicated and common problems avoided. Both the positive points of each project are recorded, as well as the problems and their respective solutions as well, in order to highlight and thus predict possible risks present in similar works. In a large energy company, this has an even greater weight, due to the large number of projects in progress. Even with obvious advantages ofusing these good practices, possible through the recording of Lessons Learned, it is noticed that not all institutions, together with their project managers, do not. The present research has a descriptive and exploratory nature, regarding the reasons for using (or not) Lessons Learned in a large national company. It is a case study, which uses the triangulation of methods with quantitative and qualitative analyzes, dataobtained from face-to-face interviews and an online questionnaire directed to project managers. It should be emphasized that we do not pretend to detail here what are and the ways of managing knowledge and design, but rather, to show reasons for using (or not) the Lessons Learned in the various managements, directories and superintendencies of the company based on the information obtained by the managers, among other sources, so that, from the use of this practice, they canproduce and manage internal knowledge for efficient Project Management, with consequent quality improvement in their services and products and competitive gain . The analysis of the collected data points to the understanding that the registration of the lessons learned is a differential to the good management of projects, as well as the management of the knowledge produced in this process is importantorganizational asset, which must be retained, shared and become a good practice . However, mainly due to the answers collected by the questionnaire, there was a departure from the best practices recommended by both the GC literature (through its methods of creation and knowledge management) and GP (through techniques andbest practices, (PMBOK), such as registration, use and sharing of LAs, provision of a database / bench of lessons learned and best practices