Pim 1 unip getão ti 2011

Introdução Muitos gestores e dirigentes consideram que sucesso de projetos de TI é cumprir prazos, expectativas dos clientes (qualidade) e orçamentos. Como qualquer outra tomada de decisões, a execução de projetos também envolve fatores de risco que podem interferir no sucesso do projeto. Para isso, é necessário o planejamento, a análise de riscos, a correta execução dos processos e atividades. Mesmo assim, muitos projetos não cumprem suas metas e objetivos, conforme o texto retirado de um artigo da consultoria Gartner: “With 57 percent of application development projects completed on-time, and 67 percent of projects delivered on-budget, many IT organizations attribute their inability to meet project schedule to poor initial scope, project scope creep and resource constraints. Many of these factors are unforeseen to the sponsoring business unit without clear communication on the impact of a change order after a project has begun. While on-time and on-budget metrics provide insight into how well the application projects teams are meeting the business schedule requirements, often times they are not considered in tandem with the number and scope of change orders or the level of partnership achieved with the business through a mature governance process. By establishing a partnership with the business unit and maintaining regular communication, projects are more likely to achieve quality and functionality requirements through continuous dialogue with the stakes holders