Conceitos da gestão de mudança organizacional aplicados à efetividade do gerenciamento de projetos: um estudo com gerentes seniores

Abstract

The disciplines of organizational change management (CM) and project management (PM) have been developed to support organizational change processes. Although directed to the same purpose, they have different origins, concepts and focuses. While organizational change management originated in the areas of psychology and social sciences, developing its body of knowledge and maintaining its focus on the human factor, project management was born in the engineering and exact sciences environment, developing itself in areas of knowledge such as deadlines, costs and scope, paying little attention to the human issues of the projects. Nowadays, some authors, both academic and practitioners, have been arguing about the need to apply CM concepts to the PM in order to develop better ways of dealing with human issues in projects, generating greater effectiveness in deliveries of the enterprise. Aiming to contribute to this argument, the present study investigated how senior project managers apply CM concepts for this purpose. The data obtained from semi-structured interviews with project managers were decomposed into categories consistent with the research objectives, through an inductive approach. These categories, using a correspondence approach, were compared to the theoretical basis built in the study, generating a broader sense for the answers obtained and forming three large groups of analysis and application of the concepts: Level of Importance Attributed to Knowledge Areas in Project Management; Influence of Stakeholders in Project Management; Fields of Application of Change Management Concepts to Project Management. The results showed that the influence of the stakeholders determines the success or even failure of a project, even so, the human factor still receives little attention, compared to what is dispensed to other areas of knowledge in project management. Also, according to the results obtained, the application of CM concepts in PM allows the development of skills and techniques to identify and analyze stakeholders, motivate and engage project teams, build administrative coalitions, develop skills needed to deal with people, as well as to develop and / or use specific CM methodologies applied to PMs that support stakeholder management during the project life cycle. These practices minimize the anxieties and resistances of stakeholders, increasing the possibilities of success of the enterprise