Práticas adaptativas de gerenciamento de projetos aplicadas a doutorados interinstitucionais

• Ano de defesa: 2019
• Autor(a) principal: Nery, André Luiz Barros
• Orientador(a): Maccari, Emerson Antonio
• Banca de defesa: Maccari, Emerson Antonio, Mazieri, Marcos Rogerio, Kniess, Cláudia Terezinha, Biancolino, César Augusto
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Nove de Julho
• Programa de Pós-Graduação: Programa de Pós-Graduação em Gestão de Projetos
• Departamento: Administração
• País: Brasil
• Palavras-chave em Português: gestão estratégica da pós-graduação; Doutorado Interinstitucional (DINTER); gestão de projetos; gerenciamento adaptativo de projetos
• Palavras-chave em Inglês: strategic management of postgraduate studies; inter-institutional doctoral programs; project management; adaptive project management
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://bibliotecatede.uninove.br/handle/tede/2066

To organize operational activities, Higher Educational Institutes (HEIs) have increasingly taken good management practices of the business environment, which has shown an evolution of educational administration. This research had the objective of proposing a model of adaptive project management practices applied to inter-institutional business administration programs aiming at its performance and attainment of the objectives proposed by CAPES. The analogy of the inter-institutional business administration programs studied to the theme of Project Management made it possible to understand them as temporary organizations of medium complexity coming from strategic partnerships signed between Universities and that are inserted in a regulatory environment with social costs. The qualitative approach was used through the multiple case study method. To explore the phenomenon, the academic and operational coordinators were interviewed, and the planning and evaluation documents of the programs involved in the partnerships of two cases were collected, which allowed the triangulation of the data. The analysis of the textual data of the primary data and the tabulation of data of the secondary data served as input for the comparative analysis of the cases and the interpretation of the results under a positivist bias. The analysis and interpretation of the results confirmed that both cases were successful in executing their projects, and in one of the cases, the application of managerial practices analogous to those of project management resulted in efficient management and with better results. The proposition of an adaptive project management model applied to inter-institutional business administration doctoral programs originates from the interpretation of the analyzes. It is understood that this proposal can be extended to other types of projects in other areas of knowledge.