Avaliação da resiliência em uma organização orientada a projetos: Um estudo de caso exploratório usando o <i>Resilience Analysis Grid</i>

Bigogno-Costa, Vinícius; Cardoso Junior, Moacyr Machado

doi:10.1590/1678-6971/eRAMR250011

home Sumário navigate_before Anterior Atual Seguinte navigate_next

home Sumário

Knowledge, Strategy and Innovation • RAM, Rev. Adm. Mackenzie 26 (5) • 2025 • https://doi.org/10.1590/1678-6971/eRAMR250011 linkcopiar

Avaliação da resiliência em uma organização orientada a projetos: Um estudo de caso exploratório usando o Resilience Analysis Grid

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

Objetivo: O estudo propõe um framework para avaliar a resiliência organizacional utilizando o Resilience Analysis Grid (RAG), uma ferramenta baseada em um questionário, em uma organização orientada a projetos. O método proposto é avaliado em um estudo de caso, a fim de identificar fatores de risco sistêmicos e individuais para o potencial de performance resiliente em uma organização pública de desenvolvimento de tecnologia.

Originalidade/valor: O estudo apoia-se em uma nova perspectiva de resiliência, emprestada do campo de gestão da segurança, aplicada em um contexto de gestão de projetos. Apresenta, ainda, a primeira aplicação do RAG no contexto de pesquisa em gestão, propondo a exaptação da ferramenta.

Design/metodologia/abordagem: A transposição do RAG é apoiada no paradigma do design science research. No estudo de caso, o questionário é construído de maneira participativa pelos stakeholders e é aplicado a todos os projetos do portfólio organizacional. Os resultados são agregados através de uma estrutura hierárquica analítica (AHP) e processados a fim de evidenciar aspectos singulares e sistêmicos referentes aos projetos na organização. Por fim, são propostas ações para mitigar riscos identificados.

Resultados: O design metodológico mostrou-se adequado, conforme perspectiva dos stakeholders e dos gerentes de projeto participantes do estudo. Através da instanciação no estudo de caso, foram a identificação de fatores de risco como dificuldade organizacional em lidar com o aprendizado e a priorização de tarefas e alocação de recursos, entre outros, subsidiando a proposição de ações estratégicas de intervenção no sistema.

Palavras-chave:
resiliência; engenharia de resiliência; gestão de projetos; Resilience Analysis Grid ; RAG

Participants		Stages of involvement
Title	Role	Step 0	RAG phase							Post-RAG
Title	Role	Step 0	1	2A	2B	2C	2D	3	4	Post-RAG
Organizational focal point	Establishes the aim of the assessment, considering the current status of the organization and its strategic goals, and manages the benefits of the research outcomes	x	x	i	i	i	i	i	i	i
Subject-matter experts (SME’s)	Aid the development of the research instrument (questionnaire) and should be sourced both from the governance structure (blunt-end) and from the ongoing project management teams (sharp-end)	o		x	x	x	x		*
Project managers or project management team members	Key subject of the study, provides the information of the ongoing situation of the projects in the organization by responding to the questionnaire. In the end, they are informed of the results of the assessment.							x		i

CF ID	Contributing factor	Item ID	Item rationale
Responding (15/42)
R.1	Standards and procedures for project management	R.1.1	Roles of PM and others involved in the project governance structure
R.1	Standards and procedures for project management	R.1.7	Documents and artifacts to be produced by the project as a function of the project lifecycle
R.2	Management of key project aspects	R.2.1	Scope implementation
		R.2.2	Schedule and time allocation
		R.2.3	Cost and budget allocation
R.3	Communication and stakeholder management	R.3.4	Responding to information demands
R.4	Decision-making in the project environment	R.4.2	Dependency on decisions beyond the PM’s scope, and time for this decision-making
R.5	PM and project team maturity, experience and capabilities	R.5.5	Previous experience in project management or project environments
R.6	Change management	R.6.1	Having a clear process for categorizing, deciding upon, and implementing changes in the project
R.7	Risk management	R.7.2	Risk response: triggers and contingency plans
R.8	Resources management	R.8.1	Allocation of human resources
R.8	Resources management	R.8.3	Allocation of physical resources (materials, equipment, infrastructure) external to the organization
R.9	R.9.4	Organizational assets	Tool for quick internal communications
R.10	Organizational aspects	R.10.1	Adequation and burden of the governance structure
R.10	Organizational aspects	R.10.3	Prioritizing project-related activities over non-project-related activities
Monitoring (14/32)
M.1	Project data and indicators	M.1.1	Ability to collect representative data from the project
M.2	Standards and procedures for project management	M.2.1	Comprehensive activities list for PM’s on how to monitor and control a project
M.3	Communication and stakeholder management	M.3.1	Ability to communicate the most up-to-date information on both expected and unexpected demands
M.4	Management of key project aspects	M.4.1	Monitoring the scope implementation
		M.4.2	Monitoring the project schedule
		M.4.3	Monitoring the project costs
		M.4.4	Tracking the project objectives
M.5	PM and project team maturity, experience and capabilities	M.5.3	Keeping track of the status of the team
M.7	Risk management	M.7.1	Risk monitoring: monitoring of identified risks
M.7	Risk management	M.7.2	Risk monitoring: monitoring of risk triggers
M.8	Resources management	M.8.3	Monitoring availability of physical resources in the organization
M.9	Organizational assets	M.9.1	Integrated enterprise governance system for keeping project data and information
M.10	Organizational aspects	M.10.1	Organizational follow-up of project status
M.10	Organizational aspects	M.10.4	Organizational follow-up of its own status (stocks, knowledge resources, etc).
Anticipating (15/36)
A.1	Management of key project aspects (Planning project lifecycle)	A.1.4	Periodically revisiting the project objectives
A.2	Standards and procedures for project management	A.2.3	Tools for planning and performing status forecast
A.3	Lessons notes and reports	A.3.1	Reviewing other projects documentation and learned lessons
A.4	Project data and indicators	A.4.2	Forecasting project scenarios based on performance indicators
A.5	PM and project team maturity, experience and capabilities	A.5.2	Tracking team expectations and future plans
A.6	Communication and stakeholder management	A.6.1	Stakeholder identification and analysis
A.7	Risk management	A.7.1.1	Risk identification: broadness of risk identification throughout the project scope
		A.7.2.2	Risk assessment: providing a clear risk prioritization
		A.7.3.1	Risk response planning: planning proactive responses to identified and prioritized risks
A.8	Resources management	A.8.1	Projecting future project human resources demands in time
A.8	Resources management	A.8.2	Projecting future project physical resources demands in time
A.10	Organizational assets	A.10.2	Organizational strategic plan
A.11	Organizational aspects	A.11.1	Revisiting organizational strategic objectives
		A.11.2	Incentives and support to risk management culture
		A.11.5	Organizational efforts to train and prepare current and future personnel in project management
Learning (8/20)
L.1	Standards and procedures for project management	L.1.2	Standardizing documentation for registering, keeping, and sharing lessons learned
L.2	Management of project lessons learned	L.2.2	Time allocated for collecting learned lessons
L.3	Sharing and disseminating knowledge across the projects and the organization	L.3.3	Time between learning a lesson and its effective implementation
L.5	Organizational assets	L.5.1	Organizational database of learned lessons in current and previous projects
L.6	Organizational aspects	L.6.1	Organizational structure for supporting learned lessons activities and book-keeping
		L.6.2	Activities and culture related to lessons learned
		L.6.5	Efforts for sharing and disseminating knowledge and learned lessons across different projects
		L.6.6	Openness to error

	P.1	P.2	I.1	I.2	I.3	I.4	I.5	No. +1	No. -1	Sum
R.1	+1	0	-1	-1	-1	+1	-1	2	4	6
R.2	+1	-1	0	-1	-1	-1	-1	1	5	6
R.3	+1	-1	-1	+1	+1	+1	-1	4	3	7
R.4	0	-1	0	-1	+1	-1	0	1	3	4
R.5	0	0	0	0	0	0	0	0	0	0
R.6	0	+1	-1	-1	-1	0	0	1	3	4
R.7	+1	+1	-1	-1	-1	+1	-1	3	4	7
R.8	0	0	-1	-1	-1	+1	0	1	3	4
R.9	+1	-1	-1	-1	+1	+1	-1	3	4	7
R.10	+1	0	0	0	0	0	0	1	0	1
M.1	+1	0	0	-1	-1	0	+1	2	2	4
M.2	0	0	+1	-1	+1	0	0	2	1	3
M.3	+1	0	-1	0	0	0	0	1	1	2
M.4	0	0	0	0	-1	0	0	0	1	1
M.5	0	0	-1	0	-1	0	0	0	2	2
M.7	0	0	0	-1	0	-1	+1	1	2	3
M.8	0	0	-1	0	-1	0	0	0	2	2
M.9	0	0	0	0	0	0	0	0	0	0
M.10	0	0	0	0	-1	+1	0	1	1	2
A.1	+1	-1	-1	-1	0	0	0	1	3	4
A.2	0	0	0	0	0	0	0	0	0	0
A.3	+1	0	0	0	-1	0	+1	2	1	3
A.4	0	0	0	0	0	0	0	0	0	0
A.5	+1	+1	-1	-1	-1	+1	+1	4	3	7
A.6	+1	+1	0	-1	-1	-1	+1	3	3	6
A.7	0	+1	-1	-1	0	0	0	1	2	3
A.8	+1	-1	0	+1	-1	-1	-1	2	4	6
A.10	0	0	0	-1	0	-1	-1	0	3	3
A.11	+1	0	0	0	+1	-1	0	2	1	3
L.1	0	0	0	0	0	+1	0	1	0	1
L.2	0	+1	-1	-1	-1	-1	+1	2	4	6
L.3	+1	+1	-1	-1	-1	-1	-1	2	5	7
L.5	+1	0	0	0	-1	-1	-1	1	3	4
L.6	0	0	0	-1	0	0	0	0	1	1
	P1	P2	I1	I2	I3	I4	I5		Sum color code:
No. +1	16	7	1	2	5	8	6		Systemic
No. -1	0	6	14	18	17	10	9		One stands out
Differential	16	1	-13	-16	-12	-2	-3		Non-systemic

vertical_align_top show_chart

more_horiz close
- image
- translate
- link
- article
- vertical_align_top
- file_download
- show_chart
- image
- translate
- link
- article

location_on

Editora Mackenzie; Universidade Presbiteriana Mackenzie Rua da Consolação, 896, Edifício Rev. Modesto Carvalhosa, Térreo - Coordenação da RAM, Consolação - São Paulo - SP - Brasil - cep 01302-907 - São Paulo - SP - Brazil
E-mail: revista.adm@mackenzie.br

rss_feed Acompanhe os números deste periódico no seu leitor de RSS

[TFN1] Note: x = effective engagement in the stage and contributes towards its objective; o = optional engagement; i = informed about the ongoing situation of the research and its outcomes; * = in the particular case of the pre-test cycle, SME’s are informed about the results of the questionnaire administration and shall determine that it is ready for the final administration.