Percorrer por autor "Fernandes, Gabriela"
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- Addressing the Challenges of Integrating Artificial Intelligence in Project ManagementPublication . Almeida, Pedro; Freitas, Filipa; Fernandes, Gabriela; Santos, José M.R.C.A.; Moniz, SamuelIn recent years, Artificial Intelligence (AI) has been transforming various fields, including Project Management (PM). While AI offers significant benefits to PM, its implementation also presents several challenges. This paper explores some of the main barriers faced by organizations when integrating AI into PM practice. Through a review of current literature, this study identifies major challenges, such as the creation of unemployment, the need for upskilled project managers, erosion capabilities of project managers, ethical issues, high initial investment, security and data privacy concerns, and data availability. By analyzing these challenges, this paper provides insights into strategic approaches for overcoming them, emphasizing the importance of change management strategies, investment in training, development of clear ethical regulations, and the highlighting the need for Project managers to develop a versatile skills set that balances technical proficiency with human-centric skills like empathy, adaptability, collaborative mindset, and emotional intelligence. These findings help to equip PM professionals with the necessary knowledge to navigate through the complexities of AI implementation effectively, while also guides scholars for future research on this emergent field.
- Artificial intelligence tools for project management: A knowledge-based perspectivePublication . Almeida, Pedro M.; Fernandes, Gabriela; Santos, José M.R.C.A.The rapid evolution of artificial intelligence is pressing the need to understand how organisations can integrate it into namely project management to enhance performance and outcomes. Through a systematic literature review, this paper explores artificial intelligence's potential use in project management. The thematic analysis of relevant literature identified key project management knowledge areas, such as integration, scope, communication, risk and stakeholder management, were as domains where artificial intelligence holds significant potential. The study further investigates the relationship between these knowledge areas and the most suitable types of artificial intelligence tools, such as generative artificial intelligence, and machine learning algorithms for optimisation and automation, based on the dominant knowledge type each knowledge area requires, namely formal, data-driven, or tacit knowledge. Based on the main findings, the study proposes a conceptual framework for the integration of artificial intelligence tools in project management, offering valuable insights for scholars and practitioners. Moreover, guidelines for future research to accelerate the wide adoption of artificial intelligence in the field are proposed.
- Critical success factors of University-Industry R&D collaborationsPublication . Fernandes, Gabriela; Santos, José M.R.C.A.; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; O'Sullivan, David; Barroso, Daniela; Pinto, Eduardo B.University-industry R&D collaborations (UICs) play a vital role in stimulating open innovation that leads to new products, processes, and services that creates value for customers and broader societal impact. UICs, however, commonly fail to meet these stakeholders’ benefits. This study identifies thirty-four critical success factors (CSFs) for improving UIC success. The study includes a systematic literature review and a longitudinal UIC case study between Bosch Car Multimedia in Portugal and University of Minho, a multi-million Euro R&D collaboration from 2013 to 2021. The importance of the CSFs is discussed in the context of the UIC lifecycle. A survey among researchers and industry practitioners involved in R&D collaborative projects was completed to confirm the analysis of the empirical results. This paper provides UIC managers with CSFs, which, when addressed competently, can provide a basis for successful UIC projects and sustainable university-industry collaborations
- Fostering success of collaborative research, development, and innovation projects through project management officesPublication . Santos, José M.R.C.A.; Fernandes, Gabriela; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; Barroso, Daniela; Pinto, Eduardo B.Publicly funded collaborative research, development, and innovation (CRDI) projects are increasingly promoted to tackle key societal challenges. However, the success of these projects is difficult to appraise, and the role of project management offices (PMOs) to potentiate the project success is not well understood. This study contributes to the debate about the effectiveness of projects in research and innovation by elucidating the relationship between the existence of a PMO and the success of CRDI projects, and the role that project management practices play in this regard. Using the lens of Ika and Pinto’s project success theoretical framework it was found that PMOs contribute to the success of CRDI projects by facilitating the use of relevant project management practices. From a practical point of view, organizations involved in CRDI projects can gain insights into how a PMO can foster project benefits, stakeholder alignment and knowledge management.
- Key Project Management Practices in Collaborative R&D&I Projects Across Activity SectorsPublication . Santos, José M.R.C.A.; Fernandes, Gabriela; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; Barroso, Daniela; Pinto, Eduardo B.Collaborative Research and Development and Innovation (R&D&I) projects provide special challenges in understanding and expressing the value of project management (PM) practices to deliver stakeholders’ expected benefits. This study aimed to contribute to understanding the relevance of PM practices on collaborative R&D&I projects’ success from the perspective of firms, higher education institutions, and other research-performing organizations. It used exploratory factor analysis (EFA) to categorize the surveyed key PM practices initially grouped according to the typical project lifecycle (initiation, planning, execution, monitoring/controlling & replanning, and closure). EFA resulted in the identification of four underlying factors, designated by ‘must have’ practices that cover the whole PM lifecycle: ‘initiation’ practices; ‘planning’ practices; and ‘execution, monitoring/controlling & replanning’ practices. Significant variance in using key PM practices by respondents from different activity sectors is observed. For example, respondents from Interface Centers use more ‘must have’ practices than those from firms and use more ‘planning’ practices than those from firms and higher education institutions. This might be influenced by the reported existence of project management offices, beyond their administrative roles, in the vast majority of Interface Centers, as opposed to other activity sectors. The results suggest that this specific type of project would benefit from team capacity-building programs in PM practices tailored to the identified sector-specific needs of firms and research-performing organizations.
- Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovationPublication . Fernandes, Gabriela; Tassari, Guilherme; Rocha, Lucas; Santos, José M.R.C.A.; Ferreira, Luís Miguel D.F.; Ribeiro, Pedro; O'Sullivan, DavidThis paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.
- Prioritizing stakeholders in collaborative research and innovation projects toward sustainabilityPublication . Santos, José M.R.C.A.; Fernandes, GabrielaStakeholder engagement in collaborative research and innovation projects poses significant challenges, particularly in complex, multistakeholder settings addressing sustainability concerns. This study proposes a novel method for stakeholder prioritization in such projects, combining the analytic network process (ANP) tool with the sustainability categories of the P5 standard for sustainability in project management. Its applicability and usefulness are demonstrated through a case study project, using the new stakeholder theory (NST) lens. The ANP-P5 method can assist project managers in effectively aligning stakeholder management with both sustainability and NST principles.
- Prioritizing stakeholders to boost collaborative R&I projects benefits: an analytic network process approachPublication . Santos, José M.R.C.A.; Fernandes, GabrielaA methodology was developed to prioritize stakeholders of a collaborative research and innovation (R&I) project in the circular bioeconomy area, towards enhancing its benefits from a multi-perspective point of view. The concept of R&I project benefits was broken down into criteria, evaluating different attributes related to the project outputs and outcomes, to the project management processes, and to the social, environmental and economic dimensions. The devised methodology was based on a combination of the analytic network process multicriteria decision making method and the key benefit categories from the P5 standard for sustainability in project management. The P5 standard has been shown to adequately frame the benefits to stakeholders of R&I projects in the topic of circular bioeconomy. Key benefits identified by the experts relate to the categories “society and costumers” and “consumption”. The following stakeholders should have priority in the development of the project stakeholder management plan: research team members, leaders at the consortium organizations, project management team members and environmental NGOs. Future research will include a longitudinal study of the perceived stakeholder and benefit categories priority over time.
- Sustainability in project management practice: a literature reviewPublication . Soares, Inês N.; Fernandes, Gabriela; Santos, José M.R.C.A.The intersection between sustainability and project management has received significant attention in literature. Organizations have come to acknowledge the importance of incorporating sustainable practices in their business operations, particularly through their projects. However, integrating sustainability concerns poses challenges, that require the development of methods, tools, and techniques to assess sustainability at the project level. To assist project managers in this endeavor, a comprehensive literature review was conducted. The review aims to answer two main questions: (1) What motivates project managers and their teams to incorporate sustainability in project management practice? (2) Which key project management practices and frameworks/models can be used to ensure sustainability in projects? The findings of this review provide valuable insights for project managers seeking to integrate sustainability practices throughout the entire project management life cycle.
- Sustainability in Project Management PracticesPublication . Soares, Inês; Fernandes, Gabriela; Santos, José M.R.C.A.The intersection between sustainability and project management has received significant attention as organizations recognize the criticality of incorporating sustainability practices into their projects. However, incorporating sustainability considerations presents some challenges, requiring the development and adoption of methods, tools and techniques tailored to address sustainability at the project level. Against this backdrop, this study endeavors to develop an understanding of the effective incorporation of sustainability within projects through the micro-level perspective of practices. An online survey was developed based on a comprehensive literature review of which a total of 107 valid responses were collected and analyzed. The results show the most useful sustainable project management practices perceived by experienced project professionals, including ‘Sustainability team management’, ‘Lessons learned towards sustainability’ and ‘Sustainability risk register’, among others. However, a data analysis reveals a prevailing trend marked by the limited perceived usefulness of sustainability practices in the context of project management. Furthermore, through exploratory factor analysis, a clear classification of sustainable project management practices was identified, according to the specific phases of the common project management lifecycle: ‘Initiation and planning’, ‘Execution, monitoring, controlling and replanning’ and ‘Closure’. By providing a set of sustainable project management practices and identifying the underlying factors that elucidate the incorporation of sustainable project management practices across the project management lifecycle, this study extends a guiding hand to practitioners in pursuing successful sustainability integration in their projects. It vividly illustrates that sustainability can be readily incorporated into project-management processes, delivering sustainable products and/or services in a sustainable way, combining both the ‘sustainability of the project’ and ‘sustainability by the project’ perspectives.