Efeitos dos mecanismos de coordenação baseados em padronização no desempenho de projetos

Moura, Ralf Luis de; Carneiro, Teresa Cristina Janes; Dias, Taciana Lemos

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Sumário

ORIGINAL ARTICLE • Gest. Prod. 28 (3) • 2021 • https://doi.org/10.1590/1806-9649-2021v28e5257 copiar

Efeitos dos mecanismos de coordenação baseados em padronização no desempenho de projetos

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo:

Dentre os mecanismos de coordenação presentes em uma organização definidos por Mintzberg, estão os mecanismos baseados na padronização de processos, de habilidades e das saídas ou resultados. Este estudo propõe-se a investigar, por meio de uma abordagem exploratória e quantitativa, a relação entre os mecanismos de coordenação baseados em padronização, considerados essenciais para o cumprimento dos objetivos do projeto e o desempenho de projetos. Adicionalmente propõe-se investigar se o tamanho do projeto, o poder do gerente do projeto, a complexidade do sistema técnico e a estabilidade do ambiente externo alteram a relação entre mecanismos de padronização e desempenho do projeto. Para testar o modelo estrutural proposto foi utilizada a técnica de modelagem de equações estruturais em uma pesquisa empírica com 216 profissionais que atuam em projetos. Os resultados mostraram que a padronização de processos de trabalho tem efeito significativo no desempenho dos projetos e que sua efetividade é maior em projetos menores, quando o gerente de projetos tem maior poder de ação, quando o ambiente externo é estável e o sistema técnico pouco complexo. Este estudo ainda mostrou evidências de que o uso adequado dos mecanismos de coordenação baseados em padronização pode ter seus efeitos potencializados se forem levados em consideração os fatores contingenciais.

Palavras-chave:
Mecanismos de coordenação baseados em padronização; Fatores Contingenciais; Desempenho de Projetos

Indicador	Referências
Scope	Agarwal & Rathod (2006); PMI (2017); Procaccino & Verner (2006); Toor & Ogunlana (2010); Wallace et al. (2004); Wateridge (1998)
Time	Agarwal & Rathod (2006); Kerzner (2017); Belassi & Tukel (1996); Lim & Mohamed (1999); PMI (2017); Procaccino & Verner (2006); Toor & Ogunlana (2010); Wateridge (1998)
Cost	Agarwal & Rathod (2006); Belassi & Tukel (1996); Kerzner (2017); Lim & Mohamed (1999); PMI (2017); Procaccino & Verner (2006); Toor & Ogunlana (2010)
Quality	Agarwal & Rathod (2006); Belassi & Tukel (1996); Kerzner (2016); Lim & Mohamed (1999); PMI (2017); Procaccino & Verner (2006); Toor & Ogunlana (2010); Wallace et al. (2004); Wateridge (1998)
Efficiency (in the use of resources)	Kerzner (2016); Lim & Mohamed (1999); Toor & Ogunlana (2010); Wateridge (1998)
Stakeholders’ satisfaction/expectations	Kerzner (2017); Lim & Mohamed (1999); Savolainen et al. (2012); Toor & Ogunlana (2010); Wallace et al. (2004); Wateridge (1998)

Code	Hypothesis
H1	The standardization of results positively impacts the performance of projects.
H2	The standardization of work processes positively impacts the performance of projects.
H3	The standardization of skills positively impacts the performance of projects.

H4 - Contingency factors have a moderating effect between coordination mechanisms based on standardization and project performance
H4.1	The size of the project has a moderating effect on the relationship between coordination mechanisms based on standardization and the performance of the project.
H4.2	The power of the project manager has a moderating effect on the relationship between coordination mechanisms based on standardization and project performance.
H4.3	The environment has a moderating effect on the relationship between coordination mechanisms based on standardization and project performance.
H4.4	The technical system has a moderating effect on the relationship between coordination mechanisms based on standardization and project performance.

Name	Description	Question
CF_T	Technical system	The technological sophistication of products / services in this project is changing rapidly.
		It is very difficult to forecast where the technology in our project will be in the next 2 to 3 years.
		Technological change provides big opportunities in your project.
		Many new product / services ideas have been made possible by technological advances in our project.
CF_S	Size	How many people did work on your project?
CF_E	Environment	Change occurs in organizational management during the project.
		Corporate politics with effect occurs during the project.
		The organizational environment was unstable
		The organization was in an undergoing restructuring
CF_P	Project Manager Power	I was dependent for materials, means, information from other organization areas in order to carry out my work adequately.

Name	Description	Question
PP_S	Scope	The client perceive that the Project meets intended requirements
PP_T	Time	The Project was completed within schedule
PP_Q	Quality	The overall quality of the Project deliveries is high
PP_CS	Customer satisfaction	The Project deliveries met the client expectation
PP_C	Cost	The Project was completed within budget
PP_E	Efficiency in the use of resources	There was quality in the project's resource planning

Name	Description	Question
CM_SO	Standardization of Outputs	Standardization of output was the primary coordinating mechanism in project
CM_SO	Standardization of Outputs	Communications in the project was regulated along formal lines
CM_SW	Standardization of Work Processes	Standardization of tasks was a primary coordinating mechanism in project
		Decision-making in the project was guided by standard procedures
		Decision-making in the project was guided by action-planning (planned activities)
CM_SS	Standardization of Skills	Standardization of skills was a primary coordinating mechanism in the project
CM_SS	Standardization of Skills	Employees skills were an important resource for the project

Construct	Indicator	Loads	Converging Validity	Composite Reliability	HTMT Fornell-Larcker Cross Loads
Construct	Indicator	>0.6	> 0.5	entre 0.6 e 0.9	HTMT Fornell-Larcker Cross Loads
Standardization of Work Processes	CM_SW_01	0.821	0.649	0.631	ok
	CM_SW_02	0.812
	CM_SW_03	0.865
Standardization of Skills	CM_SS_01	0.813	0.622	0.659	ok
Standardization of Skills	CM_SS_02	0.799	0.622	0.659	ok
Standardization of Output	CM_SO_01	0.729	0.694	0.774	ok
Standardization of Output	CM_SO_02	0.845	0.694	0.774	ok

Path	Coefficients	p-Value
SO → PP	0.128	0.175
SW→ PP	0.355	0.002
SS → PP	0.234	0.127

Hypothesis		Results
H1	The standardization of results positively impacts the performance of projects.	Not supported
H2	The standardization of work processes positively impacts the performance of projects.	Supported
H3	The standardization of skills positively impacts the performance of projects	Not supported

Path	Coefficients	p-Value
SW → PP	0.563	0.000

Moderator	Path	Coefficient Group 1	Coefficient Group 2
Size	SW → PP	0.588	0.579
Environment	SW → PP	0.682	0.540
Manager power	SW → PP	0.721	0.517
Technical system	SW → PP	0.651	0.514

Hypothesis		Results
H4.1	The size of the project has a moderating effect on the relationship between coordination mechanisms and project performance.	Supported
H4.2	The power of the project manager has a moderating effect on the relationship between coordination mechanisms and project performance.	Supported
H4.3	The environment has a moderating effect on the relationship between coordination mechanisms and project performance.	Supported
H4.4	The technical system has a moderating effect on the relationship between coordination mechanisms and project performance.	Supported

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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