DOI: 10.11606/t.12.2004.tde-14072004-154749
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Condicionantes de desempenho dos projetos de software e a influência da maturidade em gestão de projetos.

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Cited by 10 publications
(16 citation statements)
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References 9 publications
(16 reference statements)
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“…The sample characteristics not allow the generalization of results founded, and must be analyzed under this perspective. These results, which showed to be very consistently with project management's literature, presented maturity in project management as an intervening variable from the relation between project performance and condition elements of its performance, according previously suggested already (MORAES, 2004;MORAES, 2004;MORAES;KRUGLIANKAS, 2005MORAES;PEREIRA, 2006). The study enabled a better understanding of the way in which maturity can contribute with the performance of IT projects.…”
Section: Final Considerationssupporting
confidence: 87%
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“…The sample characteristics not allow the generalization of results founded, and must be analyzed under this perspective. These results, which showed to be very consistently with project management's literature, presented maturity in project management as an intervening variable from the relation between project performance and condition elements of its performance, according previously suggested already (MORAES, 2004;MORAES, 2004;MORAES;KRUGLIANKAS, 2005MORAES;PEREIRA, 2006). The study enabled a better understanding of the way in which maturity can contribute with the performance of IT projects.…”
Section: Final Considerationssupporting
confidence: 87%
“…The second dimension -Impact on the Clients -is attached to the way that the result of project affects the environment where it will be used. Regarding the maturity of projects management, its measuring resulted in the formalization degree of some management projects described in PMBoK (MORAES, 2004). Two dimensions of this maturity were taken into account: the maturity in the management of third parties, which refers to process related to management of PMBoK acquirements, and maturity of internal management that refers to other processes of project management.…”
Section: Discussionmentioning
confidence: 99%
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“…O conceito e a percepção de projeto de sucesso mudam de autor para autor e principalmente de cliente para cliente e há diversos fatores que são considerados como seus condicionantes (MORAES, 2004). Verzuh (2000), define o sucesso de um projeto como sendo a entrega de um determinado produto dentro do prazo, orçamento e com alta qualidade, onde este último item é composto por dois componentes, a funcionalidade e o desempenho.…”
Section: Sucesso De Um Projetounclassified
“…Parasuramam et al (1990) • a interação deve ser boa na primeira oportunidade, pois a recuperação pode custar muito caro ou ser impossível de ocorrer;…”
Section: Outras Consideraçõesunclassified