Life Cycle Canvas (LCC): A Visual Model for the Project Life Cycle Management
Within a current organizational context of uncertainty, dynamism and constant changes, some studies have been critical of traditional project management practices. In parallel, the emergence of visual models as alternatives to traditional management is observed. These models include the Life Cycle C...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2018 |
| País: | Brasil |
| Institución: | Universidade Nove de Julho (UNINOVE) |
| Repositorio: | Revista Gestão e Projetos (GeP) |
| Idioma: | portugués |
| OAI Identifier: | oai:https://periodicos.uninove.br:article/9684 |
| Acceso en línea: | https://periodicos.uninove.br/gep/article/view/9684 |
| Access Level: | acceso abierto |
| Palabra clave: | Project Management. Life Cycle Canvas (LCC). Life Cycle Management. Gestão de Projetos. Life Cycle Canvas (LCC). Gestão do Ciclo de Vida. |
| Sumario: | Within a current organizational context of uncertainty, dynamism and constant changes, some studies have been critical of traditional project management practices. In parallel, the emergence of visual models as alternatives to traditional management is observed. These models include the Life Cycle Canvas (LCC), which suggests the management of project life cycle, without disregarding the recommendations proposed by the practices already recognized in this field. The purpose of this study is to verify the effectiveness and implications of the LCC model for the management of project life cycle. The research becomes important in order to explore a model not yet investigated, when it comes to the application of project life cycle management. For this, it was used as a focus of analysis the qualitative approach, through the research-action method related to the construction of a real project in a public company. The results obtained demonstrated the adherence of the LCC model, considering its proposal to promote management in all its management stages, with emphasis on the management of the change, through which support tools were used that provided for adjustments and correction actions during the execution. The study also generated managerial implications, such as the feasibility of applying and generating the final product of the project, as well as feasibility of applying the LCC model in other projects with similar simplicity of scope, opening up space for future research on the application of the model. |
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