Maturidade em gerenciamento de projetos: avaliação em um setor de instituição financeira no Brasil

• Autor(a) principal: Leite, Arthur Cardoso
• Data de Publicação: 2022
• Tipo de documento: Trabalho de conclusão de curso
• Idioma: por
• Título da fonte: Repositório Institucional da UNESP
• Texto Completo: http://hdl.handle.net/11449/234540
• topic: Project Management; Maturity level; Project management in the financial sector; Gestão de projetos; OPM3; Nível de maturidade; Gestão de projetos no setor financeiro; Administração de projetos; Administração de empresas; Administração de risco; Planejamento da comunicação

Several factors related to the commerce today contribute to a more rigorous demand profile, in which the personalization and agility of the offers are highly considered in the buying process in most commercial sectors. This aspect promotes a dynamic culture, benefiting companies capables to transform or create new products and services and to offer it faster to the market. Banks are among the companies impacted by this change, having to adapt to the new needs of their customers. This transformation is evident with the digital development, in which the finance system was intensely changed with the entry of different virtual competitors, which guarantee less bureaucratic operations and lower fees to consumers in addition to reduced operating costs when compared to traditional banks. However, adapting to a new context means implementing different projects to offer new products and services for the market or improvements in organizational efficiency. Project management is relevant to ensure effectiveness in implementations and, then, to keep the company competitive in the market. Therefore, the present study evaluated the maturity of project management in the internal consulting department of a brazilian bank through the application of the PMI OPM3 model. Evaluating the results obtained by the application of the model, the organizational improvement points were verified to obtain a greater maturity in the domain, even though the department has presented a good level of maturity in the domain. Defining a prioritizing of these points, the groups of processes of communication and risk management were selected and an action plan was created, addressing technical, behavioral and structural aspects, based on the good practices presented by the PMI, aiming at a development of the maturity in project management.