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Megaprojects Front-End Planning: The Case of Brazilian Organizations of Engineering and Construction
Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
- 1 Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
- 2 Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
- 3 Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
- 4 Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
- 5 Department of Production Engineering, Laboratory of Technology, Business Management and Environment, Fluminense Federal University, Rio de Janeiro, Brazil
American Journal of Industrial and Business Management·Volume 04 (2014)·Pages 401–412·Published 4 August 2014·DOI10.4236/ajibm.2014.48049
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Abstract
The goal of this study is to analyze the adoption of the Front-End Planning method by Brazilian companies which is applied in megaprojects management. For this reason, a survey was conducted with Brazilian companies of different sectors related to Engineering and Construction in order to perceive the adequacy and the frequency of the use of the Front-End Planning method and compare the theory with the market practices. From the eight topics raised to compare the theoretical reference with the organizational practices, only two topics presented relevant differences that need to be investigated in future researches. Among these differences between what is considered in the literature and what is practiced by the companies, it is possible to point out the variations in the project budgets in contrast with the methodology proposal to increase the cost predictability.
KeywordsProject ManagementOrganizational StrategyFront-End Planning
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