Por Julio Cezar Piccaro, O Brasil nunca teve tanto dinheiro disponível para inovação quanto agora. Apenas entre janeiro e setembro de 2025, o Banco Nacional de Desenvolvimento Econômico e Social (BNDES) e a Financiadora de Estudos e Projetos (FINEP) aprovaram R$ 14 bilhões em crédito para projetos inovadores, volume eq…
Por Julio Cezar Piccaro, O Brasil nunca teve tanto dinheiro disponível para inovação quanto agora. Apenas entre janeiro e setembro de 2025, o Banco Nacional de Desenvolvimento Econômico e Social (BNDES) e a Financiadora de Estudos e Projetos (FINEP) aprovaram R$ 14 bilhões em crédito para projetos inovadores, volume eq…
Em contexto
- Tema: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Fonte: IT Forum
- Publicado: 16/09/2026
Continuar lendo na fonte original →
Trecho publicado automaticamente pelo radar do site. O texto completo pertence ao veículo e está vinculado acima.
Why it matters
A project management office is worth the decisions it makes possible, not the reports it produces. Once the PMO becomes the function chasing status updates, it has already lost: the team learns to fill in the template and the real information goes back to travelling through the corridors.
What I look at first in a case like this is not the plan, it is how often it gets corrected. A project that replans every month with fresh data lands far closer than one that spends a year defending the baseline it signed when it knew least.
What usually goes wrong
What I see fail most is the absent sponsor. They sign the kick-off, appear in the photo, and do not come back until there is a problem. Without somebody with real authority clearing obstacles every fortnight, the project manager ends up negotiating as an equal with areas that do not report to them, and loses.
What to watch
- Which risks are identified, who owns each one, and when they were last reviewed.
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
How I read this entry
If this landed on my desk, the first thing I would ask for is not percentage complete: it is the list of pending decisions with a name and a date. A percentage can be dressed up; a decision stuck for three weeks with an identified owner cannot be argued with, and it explains the delay far better.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
Comments
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
