Análise da eficácia do modelo de escritório integrado de projetos de uma construtora de grande porte

Abstract

The management of ventures in the construction industry faces significant challenges, including delays, budget overruns, and customer dissatisfaction, as highlighted by recent studies. In light of this scenario, construction companies have been seeking to develop internal management systems that integrate various areas, promoting communication that is more effective and collaborative. This study focuses on analyzing the workflow of a large construction company, traditionally dedicated only to the development and construction of lower complexity products, which is now also working on more complex products, due to the acquisition of two real estate developers with different customer profiles. The research aimed to analyze the effectiveness of the project office, with an emphasis on the application of simultaneous engineering, 3D BIM modeling, and the proposition of improvements to increase reliability in the project stages. To achieve this goal, a systematic literature review was conducted; document analysis of workflow processes; interviews with company professionals to identify the evolution of the office's structure and processes over time. Additionally, an on-site monitoring of processes and workflow activities was performed, along with a proposal for improvements through the application of advanced management concepts. The new workflow developed for managing more complex products involved centralizing planning and execution processes, organizing architecture, engineering, landscaping, and installations into a collaborative model. The change provided greater integration between teams, reducing communication failures and rework. Furthermore, the adoption of methodologies such as BIM and Simultaneous Engineering strengthened the reliability of deliveries and the quality of projects. The analyses identified challenges such as the lack of initial alignment between teams and the need for more experienced professionals to handle complex projects. The structuring of a global cloud repository and the proposal for a corporate governance model emerged as solutions to ensure greater control and efficiency in the processes. It was possible to conclude that the transition to an integrated model brought significant advances in project management, enabling better adaptation to market demands. However, the importance of the continuous evolution of organizational practices is emphasized, focusing on professional qualification and the implementation of innovative strategies to ensure efficiency and competitiveness in the construction sector.