Browsing by Author "Nunes, Marco"
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- Análise de risco em organizações: caso de estudoPublication . Nunes, Marco; Abreu, António João Pina da Costa FelicianoA análise do risco em organizações é um exercício de elevada importância, para de alguma forma garantir o futuro de uma organização. Em função do tipo de risco que se pretende identificar, é necessário recorrer a técnicas adequadas, que permitam efectuar um diagnóstico o mais concreto possível, para atempadamente, detectar riscos, ou a probabilidade de esses virem a existir. A análise de redes sociais é uma técnica que permite identificar e quantificar riscos, ou futuros riscos quer, por exemplo, ao nível da comunicação e gestão e partilha do conhecimento, entre elementos de uma organização. A análise de redes sociais é uma técnica muito utilizada, em várias áreas que vão desde as ciências sociais, economia, engenharia da produção, medicina, entre outras. Uma das principais vantagens deste tipo de análise é que, esta foca-se essencialmente na relação que existe entre entidades, que interagem entre si, o que permite tirar uma fotografia em tempo real da dinâmica de uma organização. O objectivo deste trabalho é ilustrar um pequeno resumo das técnicas mais utilizadas e conhecidas, para a análise do risco em organizações e aplicar a análise de redes sociais que é considerada uma técnica de diagnóstico e de apoio á decisão e tem por base, três essenciais ramos da matemática; teoria dos grafos, probabilidade e estatística e modelos algébricos, para determinar possíveis riscos de comunicação e gestão e partilha de conhecimento numa organização real, pois os resultados obtidos com esta técnica de análise são extremamente reveladores da dinâmica de uma organização, e estão fortemente documentados e comprovados por vários investigadores da área.
- Applying social network analysis to identify project critical success factorsPublication . Nunes, Marco; Abreu, AntónioA key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. Inthiswork,aheuristictwo-partmodel,supportedwiththreescientificfields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factos regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) team work efficiency) by analyzing delivered projects, and second, using those identified critical success factos to provide guidance in upcoming projects regarding the five project collaboration types.
- Applying social network analysis to identify project critical success factorsPublication . Nunes, Marco; Abreu, AntónioA key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factos regarding five general project collaboration types((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) team work efficiency) by analyzing delivered projects, and second, using those identified critical success factos to provide guidance in upcoming projects regarding the five project collaboration types.
- Applying social network analysis to support the management of cooperative project's behavioral risksPublication . Nunes, Marco; Abreu, AntónioAccording to several literature sources and bodies of practices, effective cooperation between organizations in the deliver of projects is a critical success factor for project successful outcome. Nevertheless, it seems that organizations are still reluctant to engage in cooperative networks more than it would be expected. The major reason for this - according to several literature sources - is due to a lack of efficient models to support organizational cooperative networks. This work introduces a model that contributes to the management of organizational cooperative networks, by adressing behavioral risks that usually emerge as organizations engage in cooperative networks to deliver projects. The proposed model was developed based on four key pillars ((1) project management, (2) risk management, (3) cooperative networks, and (4) social network analysis centrality metrics), and will analyze how four critical organizational cooperative informal networks ((1) trust, (2) problem-solving, (3) advice, and (4) communication), emerge and evolve throughout the different phases of a generic project lifecycle. The development and implementation of the proposed model is supported by a case study.
- A comunicação digital em ambiente de incerteza: a crise pandémica como fator de aproximação dos candidatos ao ensino superiorPublication . Silva, Clara Santos; Redondo, Linda; Nunes, Marco; Glória, VanessaA crise pandémica do SARS-CoV-2, que colocou Portugal, em março de 2020, em estado de emergência, trouxe mudanças e desafios ao quotidiano de todos, a vários níveis. Em resposta às novas circunstâncias, as instituições de ensino superior adaptaram-se a esta realidade com a definição de novas estratégias de captação de candidatos ao ensino superior e divulgação da oferta formativa, nos meios digitais. As atividades destinadas aos estudantes do ensino secundário, inicialmente planeadas para meios físicos, por exemplo, a Futurália, foram transpostas para o mundo virtual. Este artigo divide-se em duas partes. A primeira parte contextualiza o uso das novas tecnologias na estratégia de comunicação, com o objetivo de aproximar as instituições de ensino superior dos principais stakeholders. Na segunda parte, apresenta-se a iniciativa “IPL Open Days”, do Gabinete de Comunicação e Imagem do Politécnico de Lisboa, campanha online nas redes sociais facebook e instagram, com o propósito de divulgar a oferta formativa da instituição e dar a conhecer as 6 escolas e 2 institutos superiores. Durante quatro semanas, os candidatos participaram em sessões interativas, com professores e estudantes, visitas virtuais às escolas, vídeos de testemunhos de estudantes sobre várias temáticas, jogos, com direito a prémios, sob o mote #FicaEmCasa.
- A comunicação estratégica como fator de aproximação entre instituições de ensino superior e a sociedade: a experiência do Gabinete de Comunicação e Imagem do Politécnico de LisboaPublication . Glória, Vanessa; Silva, Clara Santos; Redondo, Linda; Nunes, MarcoNos últimos anos assistimos à alteração do modelo de gestão das Instituições de Ensino Superior (IES), com destaque para o desenvolvimento e relevância do papel da comunicação. A adaptação à nova realidade, mais competitiva e exigente, marcada pela massificação do ensino, leva à adoção de um modelo de gestão mais empresarial. A missão das IES, inicialmente muito centrada na produção e difusão do conhecimento, passou a privilegiar também a formação integral do indivíduo, a promoção da cidadania e da relação ativa das IES com a sociedade. A comunicação estratégica é uma aliada no cumprimento deste novo desafio. Deste modo, as ações de comunicação são planeadas e implementadas não só de acordo com os princípios de ensino, investigação, mas também cada vez mais na relação com a comunidade. Neste contexto, os profissionais de comunicação assumem-se nas IES como importantes facilitadores na relação entre a organização e os seus diferentes públicos. Este artigo divide-se em duas partes. A primeira parte contextualiza a comunicação estratégica nas IES e o uso das novas tecnologias. Na segunda parte, apresentam-se algumas das iniciativas do Gabinete de Comunicação e Imagem do IPL, na estratégia de comunicação com as IES, com enfoque nos Países e Regiões de Língua Portuguesa e com a sociedade. Conferências internacionais coorganizadas, o vídeo institucional, o website e as redes sociais, são exemplos da comunicação entre IE’S. A plataforma digital “Agenda Cultural”, mostra de eventos de iniciativa própria, ou em parceria, que integra as escolas e institutos superiores do IPL, sobretudo as de artes; e a relação com a UNISBEN – Universidade Intergeracional de Benfica, através do acolhimento e divulgação dos trabalhos artísticos, desenvolvidos por seniores locais, são alguns dos veículos de aproximação e envolvimento com a comunidade local, que fazem do Politécnico de Lisboa, um importante agente cultural da cidade de Lisboa.
- Identifying project corporate behavioral risks to support long-term sustainable cooperative partnershipsPublication . Nunes, Marco; Abreu, António; Saraiva, CéliaProjects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application.
- Managing open innovation project risks based on a social network analysis perspectivePublication . Nunes, Marco; Abreu, AntónioIn today’s business environment, it is often argued, that if organizations want to achieve a sustainable competitive advantage, they must be able to innovate, so that they can meet complex market demands as they deliver products, solutions, or services. However, organizations alone do not always have the necessary resources (brilliant minds, technologies, know-how, and so on) to match those market demands. To overcome this constraint, organizations usually engage in collaborative network models—such as the open innovation model—with other business partners, public institutions, universities, and development centers. Nonetheless, it is frequently argued that the lack of models that support such collaborative models is still perceived as a major constraint for organizations to more frequently engage in it. In this work, a heuristic model is proposed, to provide support in managing open innovation projects, by, first, identifying project collaborative critical success factors (CSFs) analyzing four interactive collaborative dimensions (4-ICD) that usually occur in such projects—(1) key project organization communication and insight degree, (2) organizational control degree, (3) project information dependency degree, (3) and (4) feedback readiness degree— and, second, using those identified CSFs to estimate the outcome likelihood (success, or failure) of ongoing open innovation projects.
- Measuring project performance by applying social network analysesPublication . Nunes, Marco; Abreu, António; Bagnjuk, Jelena; Tiedtke, JörnIt is often argued that the core of organizational success is efficient collaboration. Some authors even posit that efficient collaboration is more important to organizational innovation and performance than individual skills or expertise. However, the lack of efficient models to manage collaboration properly is a major constraint for organizations to profit from internal and external collaborative initiatives. Currently, much of the collaboration in organizations occurs through virtual network channels, such as e-mail, Yammer, Jabber, Microsoft Teams, Skype, and Zoom. These are even more important in situations where different time zones and even threats of a pandemic constrain face-to-face human interactions. This work introduces a multidisciplinary heuristic model developed based on project risk management and social network analysis centrality metrics graph-theory to quantitatively measure dynamic organizational collaboration in the project environment. A case study illustrates the proposed model's implementation and application in a real virtual project organizational context. The major benefit of applying this proposed model is that it enables organizations to quantitatively measure different collaborative, organizational, and dynamic behavioral patterns, which can later correlate with organizational outcomes. The model analyzes three collaborative project dimensions: network collaboration cohesion evolution, network collaboration degree evolution, and network team set variability evolution. This provides organizations an innovative approach to understand and manage possible collaborative project risks that may emerge as projects are delivered. Organizations can use the proposed model to identify projects' critical success factors by comparing successful and unsuccessful delivered projects' dynamic behaviors if a substantial number of both project types are analyzed. The proposed model also enables organizations to make decisions with more information regarding the support for changes in observed collaborative patterns as demonstrated by statistical models in general, and linear regressions in particular. Further, the proposed model provides organizations with a completely bias-free data-collection process that eliminates organizational downtime. Finally, applying the proposed model in organizations will reduce or eliminate the risks associated with virtual collaborative dynamics, leading to the optimized use of resources; this will transform organizations to become more lean-oriented and significantly contribute to economic, social, and environmental global sustainability.
- Model to estimate the project outcome´s likelihood based on social networks analysisPublication . Abreu, António; Nunes, MarcoOne of the Key Challenges in the área of Project Management, is definitely, how to se up the best Project Team, regarding several key areasm such as: team experience, flexibility, engagement, know-how, and intra and cross-collaboration, so that Project Success Outcome can be achieved. Such best Project Team is definitely very difficult, if not extremely hard to define, especially when it comes to intra and cross-collaboration matters, where in projects environment, implies an extreme dynamic interaction between project people, throughout all the phases of a project lifecycle. Forecasting, to the possible extent, how that people dynamic´s interaction is a critical factor that can contribute to dictate how a project outcome will look like, is becoming a major concern for Risk Management, in Project Magagement. In this line of thought, the presente work aims to further contribute to this particular área of Risk Management, in Project Management, by exploring a new analysis approach, where it points out its focus towards project People, and how the dynamic interaction of project people, that delivers a project, acres its lifecycle, influences or not, a certain project outcome type (failure or success). To provide answer to this question, a heuristic model based on three scientific field pillars (Project Management, Risk Management, and Social Network Analysis Theory), is proposed in this work, which aims to identify a set of critical factors, regarding hoe people dynamically interact across the diferente phases of a project lifecycle, that are to be associated with project success, and project failure outcome.