O empreendimento modular como ferramenta de gerenciamento de projetos estratégicos da MB: possibilidades e limitações

Abstract

The Brazil ian Navy adopted, preferably, the tool called "Modular Enterprise " to facilitate the management of their large and complex projects . The strategic projects of the Force, as defined in the Navy Strategic Planning, characterized by large size and complexity, so it may be in theory, managed by Modular Enterprises , however, the application of this tool for project management presents possibilities and limitations. In parallel, the discipline called Project Management achieved great developm ent nowa day s , incorporating tools and techniques recognized as good practice that are able to increase the project‟s probability of success. This work aims to analyze the possibilities and limitations of Modular Enterprise in the light of best practices for project management, particularly those outlined in the “A Guide o f Project Management Body of Knowledge ” (PMBOK ® Guide), with the backdrop of budget constraints, ever - present threat in project management in any organization . Therefore, the research applies the deductive method and a qualitative approach, containing the first part, a bibliographical exploration focused on institutes of the General Theory of Administration that best characterize the Modular Enterprise , namely, the matrix structure, project management and governance projects. In the second part, through documentary research, describes the Navy‟s regulatory publications that conceptualize the Modular Enterprise , delimiting the approach in the process of obtaining large systems , as well as the Navy‟s “Plano Diretor” s ystem. In the third part, the research presents its results, identifying the possibilities and limitations of Modular Enterprise for the management of Brazilian Navy‟s strategic projects, by comparing the theoretical framework discussed and studied standards. Finally, the conclusion emphasizes the complementary nature of Modular Enterprise for managing strategic projects, since this tool is part of a larger structu re of governance adopted by the Brazil ian Navy to manage its large and complex projects. In this sense, considering all its governance structure for the project management, the institution adopts largely good practice in project management, as advocated in the PMBOK ® Guide, however, research s uggests improvement opportunities for the improvement of Modular Enterprise as strategic project management tool. Such opportunities include the definition of the appropriate organizational structure for the project management; the development of a method for project management that takes into account the Navy‟s culture and the peculiarities; the adoption of best practices in project management in planning, execution and control; the training of managers and staff to make the administrative structure of Mod ular Enterprise; and, finally, improving the governance of strategic projects within the Brazilian Navy. .