Avaliação do processo de desenvolvimento e gerenciamento de projetos de máquinas agrícolas de uma empresa de grande porte

Abstract

The Brazil has a key paper in world agricultural production, due to its capacity for agricultural expansion and the development of new agricultural production technologies, characteristics that may make it the largest agricultural exporter in the world in the coming years. Thus, in order to meet the growing demand for food production due to the constant increase in world population, the agricultural machinery industry has the challenge of developing products with different technology levels in ever-smaller periods. For this, it is important for companies to know their product development and management process. The aims is to evaluate the process of product development and management in a largesized national company, manufacturer of agricultural machines, against the reference models of the literature developed for the agricultural machinery sector. Firstly the case study company was defined, following for each activity of the product development and management process, the information of inputs, activities, tasks, domains, mechanisms, controls and outputs was collected from interviews applied to supervisors of various areas, following the organization of data collected in spreadsheets. Subsequently, the process practiced by the case study company was modeled using the generic and descriptive graphical representation of the Reference Model for the Process of Agricultural Machinery Development (MR-PDMA), and the Business Process Model and Notation (BPMN) representation. Post modeling an analysis was performed considering the number of activities and tasks in relation to the MR-PDMA and the Reference Model for the Process of Development of Agricultural Machines for Small and Medium Enterprises (MR-PDMAEPM). An evaluation was also performed considering the Project Management Process criteria established in the MR-PDMA. Therefore, it can be concluded that the graphical representation used allowed to explicit the current model practiced by the case study company and although the particular model presents a difference in the number of activities and tasks, it continues to develop and market its products, just as the value presented in relation to the Project Management criteria does not prevent the company from producing its products, but can directly influence the process management efficiency and the company's competitiveness. Therefore, it is up to the case study company, depending on its strategies and constraints, to determine the reference model it wants to approach to achieve an improved Development and Management Process.