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A tomada de decisão é uma atividade fulcral na gestão de projetos. Decidir bem aumenta as probabilidades de sucesso do projeto, o que, consequentemente, se traduz em benefícios para as empresas, nomeadamente através do aumento dos lucros ou do crescimento num determinado mercado. No processo de tomada de decisão, a gestão do risco assume-se como um pilar fundamental. Sendo este um tema atual e de elevada relevância, tanto no meio académico como empresarial, o presente trabalho aborda a implementação da gestão do risco na gestão de projetos. O principal objetivo consiste em criar um modelo de gestão do risco que auxilie a equipa de projeto em contextos de incerteza, numa empresa que implementa projetos de eletricidade e instrumentação industrial, colmatando as lacunas identificadas através da formulação de um estudo de caso. A metodologia adotada baseou-se numa revisão da literatura e na análise de um estudo de caso, permitindo desenvolver o modelo e aplicá-lo ao contexto identificado. O modelo proposto, assente numa abordagem híbrida entre a Failure Mode and Effects Analysis (FMEA) e métodos de decisão multicritério (Fuzzy AHP e CoCoSo), possibilitou uma avaliação qualitativa dos principais riscos dos projetos, procedendo à sua priorização. Para além disso, permitiu uma análise quantitativa através do método BowTie, estimando níveis de risco atuais e futuros com base em potenciais respostas, oferecendo à equipa de projeto maior detalhe na análise e mais informação no processo de decisão. Em termos globais, o trabalho realizado fornece um modelo híbrido de gestão do risco, robusto e adaptável a diferentes projetos e contextos industriais, apresentando-se como um contributo efetivo para a gestão de projetos.
Abstract Decision-making is a key activity in project management. Making sound decisions increases the likelihood of project success, which, in turn, translates into benefits for companies, namely through profit growth or expansion within specific markets. In the decision-making process, risk management serves as a fundamental pillar. As this is a current and highly relevant topic in both academic and business contexts, the present study addresses the implementation of risk management in project management. The main objective is to develop a risk management model that supports the project team in uncertain contexts, within a company that carries out electrical and industrial instrumentation projects, thereby addressing the gaps identified through the formulation of a case study. The methodology adopted was based on a literature review and case study analysis, allowing for the development of the model and its application to the identified context. The proposed model, grounded in a hybrid approach combining Failure Mode and Effects Analysis (FMEA) and multi-criteria decision-making methods (Fuzzy AHP and CoCoSo), enabled a qualitative assessment of the main project risks, leading to their prioritization. Furthermore, it allowed for a quantitative analysis using the BowTie method, estimating current and future risk levels, based on potential responses, providing the project team with greater analytical detail and more information to support decision-making. Overall, the work carried out provides a hybrid risk management model that is robust and adaptable to different projects and industrial contexts, presenting itself as an effective contribution to project management.
Abstract Decision-making is a key activity in project management. Making sound decisions increases the likelihood of project success, which, in turn, translates into benefits for companies, namely through profit growth or expansion within specific markets. In the decision-making process, risk management serves as a fundamental pillar. As this is a current and highly relevant topic in both academic and business contexts, the present study addresses the implementation of risk management in project management. The main objective is to develop a risk management model that supports the project team in uncertain contexts, within a company that carries out electrical and industrial instrumentation projects, thereby addressing the gaps identified through the formulation of a case study. The methodology adopted was based on a literature review and case study analysis, allowing for the development of the model and its application to the identified context. The proposed model, grounded in a hybrid approach combining Failure Mode and Effects Analysis (FMEA) and multi-criteria decision-making methods (Fuzzy AHP and CoCoSo), enabled a qualitative assessment of the main project risks, leading to their prioritization. Furthermore, it allowed for a quantitative analysis using the BowTie method, estimating current and future risk levels, based on potential responses, providing the project team with greater analytical detail and more information to support decision-making. Overall, the work carried out provides a hybrid risk management model that is robust and adaptable to different projects and industrial contexts, presenting itself as an effective contribution to project management.
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Gestão de projetos Gestão do risco Avaliação do risco FMEA Análise de decisão multicritério (Fuzzy AHP e CoCoSo) Método BowTie Project management Risk management Risk assessment Multi-criteria decision analysis (Fuzzy AHP and CoCoSo) BowTie method