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| Author(s): |
Manoel Otelino da Cunha Peixoto
Total Authors: 1
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| Document type: | Doctoral Thesis |
| Press: | São Carlos. |
| Institution: | Universidade de São Paulo (USP). Escola de Engenharia de São Carlos (EESC/SBD) |
| Defense date: | 2003-11-10 |
| Examining board members: |
Luiz Cesar Ribeiro Carpinetti;
Daniel Capaldo Amaral;
Paulo Tadeu de Mello Lourenção;
Paulo Augusto Cauchick Miguel;
José Carlos de Toledo
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| Advisor: | Luiz Cesar Ribeiro Carpinetti |
| Abstract | |
Integration of the product development process is one of the factors determining the efficiency and effectiveness of such a process, of great importance for those companies for which product development is a factor of competitiveness. Integration is defined as the symbiotic interrelation of the entities involved in this business process. It: preserves individual orientations of the specialized groups and results from the division of activities and the existence of efforts to obtain unit of actions/compatibilities of results. These efforts are characterized by four elements: information sharing, coordination, collaboration and compatibility. However, integration only happens when managerial action is undertaken. The present work presents information management as such a managerial action, unfolding it in three components: management of activities and flow of information, management of conflicts and management of memory. Starting from this context, it proposes a conceptual model for projects of aggregation of new functionalities or customization of products that synthesizes as each component of information management contributes to render each element of integration. For verification of this model, it presents a unique case study, accomplished in the Brazilian unit of a global manufacturer of electric equipments. It concludes that the three components of information management contribute to the accomplishment of coordination, attitude of collaboration and compatibility. It also concludes that sharing of information is only supported by the management of activities and flow of information and management of memory. Its also concludes that the process model should be described in the format of a project-model of modular configuration, which allows combining the activities in agreement with the product/project type to be executed, and that planning of a project should correspond to the choice of the activities, resources and procedures, among those foreseen in the project-model, that will be executed and used in the particular project. (AU) | |