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The Follow-Up of an Extensive Portfolio

[+] Author Affiliations
Jose Eduardo Modica, Edison Martins Braun

Transpetro S.A., Rio de Janeiro, RJ, Brazil

Marcelo Ramos Martins

Universidade de São Paulo, São Paulo, SP, Brazil

Roque Rabechini, Jr.

Universidade Nove de Julho, São Paulo, SP, Brazil

Paper No. IPC2010-31513, pp. 49-54; 6 pages
  • 2010 8th International Pipeline Conference
  • 2010 8th International Pipeline Conference, Volume 3
  • Calgary, Alberta, Canada, September 27–October 1, 2010
  • Conference Sponsors: International Petroleum Technology Institute and the Pipeline Division
  • ISBN: 978-0-7918-4422-9 | eISBN: 978-0-7918-3885-3
  • Copyright © 2010 by ASME


The speed of the changes that have occurred in the world have forced organizations to adapt themselves and offer new products to the consumers in increasingly shorter timeframes, or risk being overtaken by the competition. The cycle of project life is being reduced, making the management increasingly complex both for the projects and portfolios of projects. Included in this scenario are companies from the oil sector that act to develop management systems that manage to aggregate greater chances of success for its projects as well as the capacity to manage multiple projects simultaneously. The concept of success itself is controversial, because on the one hand it is one of the most researched topics, on the other there is still no consensus among those interested. It becomes necessary then to understand the concept of success for projects, and to establish ways of measuring it, and try to identify the critical factors of success and the critical factors of failure, so that organizations can manage their own projects adequately. Companies with extensive project portfolios confront greater challenges, because they have to develop efficient methodologies to manage and maintain their portfolios, in addition to having to develop competences to accompany the management of multiple projects, identifying possible corrective actions for the deviations identified in time. One efficient manner of pro-actively controlling extensive portfolios of projects being executed simultaneously at different geographical locations is the utilization of a tool via web that integrates all the management activities. This tool must have as a basic premise its utility for the work of the management team, and not only be a communication tool, since in this case it would call for an effort by the management team that adds no value to the project. This article has the objective of showing the results of research carried out to identify how Transpetro, the largest logistics company in South America, which operates a fleet of 55 ships with transport capacity of 2.9 million deadweight tons, 7,033 km of oil pipelines and 3,600 km of gas pipelines, 20 land-based terminals and 26 water-based terminals, controls its engineering projects, directing its efforts in an attempt to achieve greater chances of success so as to comply with its strategic planning.

Copyright © 2010 by ASME



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