The literature mentions the significant loss of resources in the case of projects that do not contribute to the firm's main objectives, mainly because they are not aligned with its strategy. The lack of project strategic fit ends up having thus a negative impact on the performance and competitiveness of the firm. This article shares the results of a study on project management (PM) at the Brazilian state-owned firm Eletronuclear, created in 1997 to build and operate nuclear power plants in the country. The study's objective was to assess the strategic fit of PM at this firm and identify factors that contribute to the achievement of the desired fit, as well as those that hinder it. The case study method was adopted, collecting data from various sources and by way of different means - documental investigation, structured questionnaires and interviews - in order to ensure their consistency. The results indicated a number of weaknesses in PM, namely in terms of inconsistencies with the company's strategy, making evident the lack of strategic PM fit. They highlighted resources - precisely inadequate allocation and quality - and the difficulty to change to a culture of GP with a strategic vision, as the main problems. At the same time, they revealed recent initiatives, pertinent to the adoption of project mediation processes, at the strategic level, and project portfolio planning, that, if translated into concrete actions, could indeed contribute to a better strategic fit of PM at Eletronuclear. The study thus brought insights for other firms seeking to improve their project management.
strategy; project management; strategic fit; strategic alignment; management of project portfolio; nuclear energy; nuclear power plants
