Banca de DEFESA: GILSON GOMES DA SILVA

Uma banca de DEFESA de DOUTORADO foi cadastrada pelo programa.
DISCENTE : GILSON GOMES DA SILVA
DATA : 30/07/2019
HORA: 10:00
LOCAL: NEPSA II
TÍTULO:

PERCEPTION OF MANAGERS ON GRC PRACTICES IN PUBLIC PROJECTS: THE CASE OF A HIGHER EDUCATION INSTITUTION

PALAVRAS-CHAVES:

Perception; GRC; Project management; Public sector.

PÁGINAS: 137
GRANDE ÁREA: Ciências Sociais Aplicadas
ÁREA: Administração
RESUMO:

This paper aims to understand how project managers perceive GRC practices in their projects, based on the perception of professionals who act or have acted, directly or indirectly, in projects linked to a public sector organization . From the literature, we first obtained a model presented in the theoretical framework that proposes in an integrated way the management of GRC within a holistic approach, that is, that seeks to understand the phenomena in their totality and globality. According to the authors, most organizations are managing their governance, risk and compliance initiatives in functional silos that do not communicate with each other. A theoretical framework was also obtained showing that PMO, GRC and organizational efficiency are interconnected; where the first two lead to the last. In this freelander, PMO's role is to ensure project management in individual projects and provide strategic management, relationship management and IT management. Semi-structured interviews were carried out with 3 managers who work on the projects of the Secretariat of Project Management. The analysis method consisted of content analysis (BARDIN, 2011), with the support of IRaMuTeQ software for systematization and description of the data. This thesis argued that the implementation of GRC in an organization will only be effective if there is GRC management within a holistic approach. That is, the initial assumption, built on the basis of the literature, conformed to the case study in a higher education institution. It has been shown that it is not possible to perceive GRC practices without first observing the differences in levels of implementation of the themes present in the GRC in isolation. What is identified in the present case is that "governance", "risk" and "compliance" are not at the same level of presence in the organization, which makes it difficult to fully utilize GRC in the organization's projects.

MEMBROS DA BANCA:
Presidente - 1149367 - MANOEL VERAS DE SOUSA NETO
Interno - 2668551 - ANDRE MORAIS GURGEL
Externo ao Programa - 2575537 - MARCOS FERNANDO MACHADO DE MEDEIROS
Externo à Instituição - JULIO CESAR FERRO DE GUIMARÃES
Externa à Instituição - LUCIA DE FATIMA LUCIO GOMES DA COSTA - IFRN