Abstract Paper aims Although many researchers have identified important factors for project success, there is no consensus with regard to all the factors that influence project success. This work aims to assess organizational factors that influence project success in automotive firms. Originality Few studies have analyzed the integrated relationship between organizational factors and project success. Research method The study carries out a quantitative survey on a sample of 72 companies. Data were analyzed through confirmatory factor analysis. Main findings The results show that the variable that most influences project success is ‘organizational culture’, followed by ‘change management’, and ‘top management support’. The results also indicate that a culture of flexibility and a climate that supports innovation tend to positively influence project performance. Implications for theory and practice The findings suggest that it is relevant to focus attention on human resource development, empowerment, and teamwork within the context of project management.

Abstract Paper aims This article aims to identify and analyze the main studies, practices, and challenges for the adoption of open innovation (OI) presented in recent Brazilian literature. Originality Although many studies have already been carried out in Brazil in the area of OI, there is a lack of theoretical research which analyzes the Brazilian research in this field. Research method Firstly, we identified the articles on OI in important Brazilian journals. Secondly, we carried out a qualitative analysis of these publications. Main findings The focus of research in the area can be divided into three main areas: (i) university–company collaboration; (ii) public support for innovation; and, (iii) integration in new product development. Implications for theory and practice This study presents a synthesis of results of research on OI in the Brazilian scenario. Furthermore, we present practices and difficulties for the adoption of OI identified by the Brazilian studies.

Resumo: Apesar de existirem muitos trabalhos sobre sustentabilidade ambiental, por um lado, e sobre gestão de portfólio de projetos, por outro, não há pesquisas que analisem esses temas de maneira integrada. Assim, as duas áreas seguem separadas e com apenas raras interfaces teórico-empíricas. Seguindo uma estratégia de estudo de caso em uma das maiores firmas europeias de energia, que se destaca mundialmente na produção de energias renováveis, este artigo tem como principal objetivo analisar e compreender as práticas adotadas para a integração das duas componentes, sustentabilidade ambiental e gestão de portfólio. Entre os principais resultados obtidos observou-se que os aspectos ambientais e sociais são indissociáveis nos principais projetos da empresa. A boa comunicação com stakeholders e, especialmente, com as comunidades locais e as diretamente afetadas pelos projetos também foi destacada como prática de gestão que pode ser empregada para melhorar o desempenho de projetos. Notou-se também que a lógica para a análise e aprovação de projetos na empresa, admissão de projetos para o portfólio empresarial também se pauta pelas análises das externalidades ambientais e sociais previstas pelos próprios projetos.

Abstract: Although international and relevant research on environmental sustainability and project portfolio management is quite developed, there are few studies integrating the two areas. We could only identify research on each of the areas and very few interfaces between them, either in empirical or theoretical terms. In constructing a case study, our choice was to study of the existing European largest firms of energy production and supply, and one that is globally recognized in the area of renewable energy. This article aims to analyze and enable understanding of the policies and practices for integrating environmental sustainability and project portfolio management. Among the main results we observed that the environmental and social aspects of portfolio projects are inseparable for this organization. Good communication and active negotiation with stakeholders, especially with the local communities in the vicinity of projects, was highlighted as a management practice that may be used to improve project management performance. Furthermore, it was noted that logic in relation to identification, analysis and approval of new projects in the firm is also guided by the same environmental and social concerns.

Resumo Pesquisas recentes em gestão do processo de desenvolvimento de produtos têm apresentado resultados divergentes sobre a necessidade de esforços de integração interfuncional. Estudos demonstram que aspectos contingenciais e o grau de inovação incorporado aos projetos de produtos são elementos que devem ser considerados nesses esforços de integração. O objetivo deste trabalho foi analisar como ocorrem os esforços de integração em projetos de inovação incremental e radical no desenvolvimento de novos produtos. Realizou-se estudo de caso único em empresa que desenvolve continuamente tecnologias e produtos baseados na biodiversidade brasileira. Dentre os principais resultados, notou-se que, devido a sua maior complexidade tecnológica, os projetos de inovação radical demandam intensa integração interfuncional, e que a distância física do departamento de P&D também demonstrou ser prática que gera resultados positivos para o desenvolvimento desse tipo de projeto. Por outro lado, observou-se que a co-localização é benéfica à interação entre as equipes no caso dos projetos de inovação incremental. Outro resultado observado foi a aplicação de tecnologias de informação, tais como o sistema Customer Relationship Management, como mecanismos formais de auxílio à integração interfuncional em projetos de inovação radical e incremental.

Abstract Recent research on new product development (NPD) has presented divergent results on the need for interfunctional integration efforts. Studies have shown that contingent ascpects and the level of innovation incorporated into product projects are elements that should be considered in these integration efforts. This study aimed to analyze how integration efforts occur in incremental and radical NPD projects. A case study was conducted in a company that continuously develops technologies and products based on Brazilian biodiversity. Among the main results, we noted that due to their greater technological complexity, the radical innovation projects require more intense integration. The physical distance from the R&D department was also shown to be a situation that generates positive results for the development of these types of projects. On the other hand, we observed that co-location is beneficial for interaction between the teams in the case of incremental innovation projects. The application of information technologies, such as Customer Relationship Management Systems as formal support mechanisms for integration in radical and incremental innovation projects was also observed.

Resumo Apesar de existirem muitos trabalhos sobre escritório de projetos e gestão de portfólio de produtos, são poucas as investigações que analisam esses elementos de maneira conjunta. Este artigo tem como objetivo identificar como o escritório de projetos pode contribuir com a gestão do portfólio de produtos. A pesquisa foi desenvolvida por meio de estudo de caso único em empresa de base tecnológica que renova seu portfólio de produtos com alta frequência e que possui a estrutura de escritório de projetos bem consolidada. Dentre os principais resultados, notou-se que é maior a participação do escritório de projetos nas decisões de revisão de portfólio do que naquelas relacionadas ao planejamento estratégico de produtos e que essa estrutura presta apoio à alta administração e às equipes de projeto para a aplicação dos métodos financeiros, de mapeamento e de avaliação de fases ao longo das atividades de gestão do portfólio de produtos.

Abstract Although many studies have investigated the project management office, and substantial research has also examined product portfolio management, few studies have analyzed these elements together. This paper aims to identify how the project management office can contribute to product portfolio management. The research consists of a case study at a high-tech company where the product portfolio is continuously renewed and that features a well-established project management office. Among the main results, it was observed that the project management office's participation is greater during portfolio review decisions than during decisions related to the strategic planning of products. Furthermore, the project management office supports top management and the project teams in applying financial methods and in the mapping and evaluation phases during product portfolio management activities.

La gestión del portafolio de productos es una de las principales tendencias en estrategia de innovación y gestión de I+D. Este artículo tiene como objetivo presentar y analizar métodos que empresas de los sectores de productos electrónicos y de computadores adoptan para la toma de decisión de sus portafolios. Fue realizada una investigación tipo survey, la cual recolectó datos en 71 empresas que actúan en Brasil. Se notó que a pesar de que los métodos financieros, de investigación de mercado y de mapiamento son empleados por parte de las empresas para la toma de decisión en portafolio de productos, la mayoría de ellas se basa en las decisiones informales y de la alta gerencia. De esta manera, los resultados de esta investigación indican que además de los métodos formales, los aspectos de influencia de líderes y de poder también deben ser considerados al analizar y proponer prácticas de gestión relacionadas al portafolio de productos.

Product portfolio management is one of the leading contemporary trends in innovation strategy and R&D management. This paper aims to present and analyze methods that companies from the electronics and computer sectors adopt for decision making in their portfolios. A survey that collected information from 71 companies operating in Brazil was carried out, and it was noted that despite the financial methods, market research, and mapping being employed by some firms to base decision making on their product portfolios, most of them rely upon the informal decisions of senior management. In this way, the results of this survey indicate that, in addition to the formal methods, aspects of the influence and bargaining power of leaders must also be considered when analyzing and proposing management practices related to product portfolios.

A padronização tem sido vista como um importante instrumento para a melhoria da qualidade e do desempenho de processos produtivos. Este trabalho apresenta e analisa a proposta de padronização de processos produtivos do Propan (Programa de Apoio à Panificação) implantada em cinco empresas panificadoras localizadas no interior do estado de São Paulo. Para a realização destes estudos de casos foram utilizados os seguintes instrumentos de coleta de dados: entrevista semiestruturada, análise de documentos e visitas in loco. Dentre os principais resultados destaca-se que além de auxiliar na sistematização de processos de empresas de micro e pequeno porte, a implantação deste programa proporciona benefícios como o maior controle de custos, diminuição do desperdício de matérias-primas, elevação do nível de satisfação de colaboradores e aumento da produtividade. No entanto, foram observadas algumas dificuldades na implantação dos novos procedimentos, como o pouco comprometimento da alta administração e resistência de alguns colaboradores em modificar hábitos de trabalho já consolidados.

An important tool for organizational change is the standardization of procedures for developing standards so that companies have greater control, thus providing a broad view of their processes and needs. This paper presents and analyzes a model of standard processes developed by the bakeries in PROPAN (Support Programme Bakery), detailing each stage of deployment to evaluate both its benefits for companies and employees and its shortcomings, to make proposals for improvements. Five bakeries were selected for this multi-case study, whose methodology consists of qualitative research using semi-structured interviews, on-site observations and document analysis. The main positive points of the model are the possibility of standardized recipes and procedures, a large decrease in wasted raw material and a significant increase in worker productivity. The main challenges are the lack of employee and owner commitment to the project, the lack of materials needed for deployment and the resistance of employees to change.

The aim of this study is to characterize the relationships in innovation and business clustering processes in the productive chain of small and medium enterprises (SME) of Brazil. The object of study are SMEs the local procuctive cluster of the shoes in Franca, State of São Paulo. The conceptual model developed is based on the following constructs: vertical integration, innovation and characteristics of the cluster, and it is focused on identifying the agents that act predominantly in product innovation processes in the cluster. A survey was conducted. It was found that there is cooperation between the companies in the productive arrangement studied, and that shoe manufacturers are those who, predominantly, stimulate innovation within the cluster.

Studies on innovation and technology management have emphasized the importance of integration between the research and development (R&D) department and others involved with the product development process (PDP) as a relevant practice for the good performance of technological innovation of product activities. This study addresses the topic of transfers of technologies to new product projects and also integration practices between the R&D department and others involved with the PDP. A qualitative study was conducted that was operationalized through two case studies at large high-tech companies: One is Brazilian and the other is a multinational subsidiary in Brazil. Among its main result, this paper represents and analyzes management practices that are favorable to integration in product development projects that demand development and transfer of technologies, such as: participation of R&D personnel in market activities, the adoption of virtual interaction mechanisms, and the application of methods such as technology roadmaps.

Proficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, particularly for high-tech industrial firms, which benefit from the important competitiveness factor of launching products with a differentiated technological content. This paper’s objective was to identify, through case study, practices for integration between the roles of R & D with others involved in product development in a large Brazilian company of industrial automation. The results suggest some management practices to improve the integration in new products development, such as the use of employees from marketing with knowledge and experience previously gained from R & D activities and uses the heavyweight product manager to solve synchronization problems between product and technology development.

A excelência na gestão do processo de desenvolvimento de produtos (PDP) é fonte de vantagem competitiva para as empresas, especialmente para as de base tecnológica, que têm no lançamento de produtos com conteúdo tecnológico diferenciado importante fator de competitividade. O objetivo deste artigo é analisar práticas e fatores de sucesso relativos à gestão do PDP em empresas de base tecnológica de pequeno e médio porte do setor de automação de controle de processos. Para tanto, foram analisados fatores de gestão que influenciam o desempenho desse processo. O método de pesquisa adotado foi o survey, e os resultados enfatizam que o gerenciamento do PDP nas EBTs pesquisadas deve contemplar ações que valorizem as atividades de pré-desenvolvimento, tais como: a integração dos projetos de novos produtos com a estratégia da empresa, as características técnicas e econômicas que os produtos terão e o desenvolvimento das habilidades do gerente de projeto.

Proficiency in management activities undertaken in product development processes is regarded as a key competitive advantage for companies, particularly for small and medium sized technology-based firms that have the offering of high-tech products as their main market differential factor. The present study aims to promote an analysis of the practices carried out in the management of product development processes of small and medium sized technology-based companies of process control automation. The data was obtained through a survey, among the main results observed, it was verified that the management techniques incorporated in the project and pre-development phases, especially those implemented to obtain the product characteristics, the synchrony between the company strategy and projects, technical and economic characteristics those products will have, and the development of the project manager managerial skills.

As empresas de base tecnológica (EBTs) estão associadas à inovação tecnológica, principalmente de produto, o que torna o desenvolvimento de produto um processo crítico para tais empresas. O desempenho deste processo pode ser avaliado em função dos resultados, em termos de sucesso ou não sucesso, do produto desenvolvido. E o grau deste sucesso depende de fatores de gestão praticados durante o desenvolvimento do projeto. Este artigo tem por objetivo identificar e analisar os fatores críticos de sucesso no gerenciamento de projetos de desenvolvimento de novos produtos em EBTs de pequeno e médio portes. Foram analisados projetos desenvolvidos por empresas dos setores de equipamentos médico-hospitalares (EMH) e de automação de controle de processos (EACP), localizadas no Estado de São Paulo. Como método foi realizada uma pesquisa de levantamento (survey), aplicando-se um questionário estruturado em visitas realizadas às empresas. Foram levantados dados em 62 empresas, sendo 30 do setor de EMH e 32 do setor EACP. As unidades de análise foram projetos já concluídos por tais empresas. Os resultados demonstram que o gerenciamento de projetos de novos produtos de EBTs deve contemplar ações que valorizem mais as atividades de pré-desenvolvimento, tais como a avaliação do potencial de mercado do novo produto, a compreensão efetiva das necessidades do mercado e a sinergia do novo produto/projeto com outros produtos/projetos da empresa. Os resultados também enfatizam a importância do aprimoramento de habilidades gerenciais e de relacionamento interpessoal dos gerentes (ou líderes) dos projetos. Normalmente cabe a esses gerentes (ou líderes) suprirem, durante o desenvolvimento, as deficiências gerenciais e organizacionais da empresa.

Technology based companies (TBCs) are associated with technological innovation, mainly of products, what makes product development a critical process for them. This process can be evaluated using the product developed considering its success or failure. Furthermore, the degree of such success depends on managerial factors applied during the project development. The objective of this article is to identify and analyze critical success factors in the project management of new products development in small and medium size TBCs. The developed projects analyzed were carried out by medical and hospital equipment companies (MHE) or by process control automation (PCA) sectors, both located in the State of São Paulo. The research method was based on a mapping survey applying a structured questionnaire to some companies. The data were collected from 62 companies, namely 30 in the MHE sector and 32 in the PCA sector, which have been carrying out those projects already. The results show that new products project management in TBCs should involve actions adding more value to the pre-development activities such as the assessment of the new product market potential, effective understanding of the market needs and synergy between the new product/project, and other company's products/projects. Besides, the results also increase the importance of improving managerial skills and project managers (or leaders) interpersonal relationship. Generally, during the product development, these managers (or leaders) should overcome the company's managerial and organizational deficiencies.