Esta aula é voltada para executivos que desejam aprimorar seu inglês ao mesmo tempo em que desenvolvem conhecimentos em gestão de projetos. Através de uma simulação baseada em uma situação realista, exploramos como conceitos fundamentais da gestão de projetos e da negociação podem ser aplicados em contextos corporativos.
Triplo Restrição (Escopo, Tempo, Custo)
O "triângulo do projeto" ou Triplo Restrição, é um dos fundamentos mais importantes para o planejamento. Em projetos, o escopo, tempo e custo são variáveis interligadas: quando um desses fatores é alterado, os outros são diretamente afetados. Isso torna esse conceito essencial para a priorização de recursos e decisões estratégicas. Em projetos mais complexos, o triângulo pode ser expandido para incluir dimensões de "Qualidade" e "Risco", oferecendo uma visão mais completa das restrições e desafios envolvidos.
Ciclo de Vida do Projeto
O ciclo de vida do projeto é composto por cinco fases essenciais: Iniciação, Planejamento, Execução, Monitoramento e Controle, e Encerramento. Cada etapa desempenha um papel crucial para a organização e alinhamento do time ao longo do projeto, com processos e entregas específicas que garantem a conclusão com sucesso. No entanto, com o avanço das metodologias ágeis, como o Scrum, essa abordagem linear tem sido desafiada, dando lugar a ciclos curtos (sprints) que permitem maior flexibilidade e resposta rápida a mudanças, algo vital para empresas inovadoras como Learnify.
PMBOK e Processos de Gestão de Projetos
O PMBOK é um guia amplamente utilizado em gestão de projetos e define 49 processos distribuídos em 10 áreas de conhecimento essenciais, como escopo, tempo, custo, qualidade e riscos. Ele fornece uma estrutura padronizada que facilita o planejamento e o monitoramento dos projetos, promovendo consistência e controle em todas as fases. Para se adaptar a novas demandas de mercado, o PMBOK é atualizado periodicamente, incorporando práticas modernas, como metodologias ágeis e um foco maior nas interações humanas e na gestão de partes interessadas.
Essa aula combina teoria com prática, preparando executivos para negociar e planejar projetos em inglês, desde o orçamento até a alocação de equipe, desenvolvendo habilidades essenciais para liderar com confiança em ambientes corporativos globais.
Project Management English: Theory and Practice for Executives
This lesson is designed for executives who want to improve their English skills while deepening their understanding of project management. Using a realistic business scenario, we explore how key project management and negotiation concepts can be applied in corporate settings.
Triple Constraint (Scope, Time, Cost)
The "project triangle," or Triple Constraint, is a core concept in project planning. In projects, scope, time, and cost are interdependent variables: changing one factor directly affects the others. This makes the Triple Constraint essential for resource prioritization and strategic decision-making. In complex projects, the triangle may expand to include "Quality" and "Risk," providing a more comprehensive view of the limitations and challenges involved.
Project Life Cycle
The project life cycle consists of five essential phases: Initiation, Planning, Execution, Monitoring and Controlling, and Closing. Each phase plays a critical role in organizing and aligning the team throughout the project, with specific processes and deliverables that ensure successful completion. However, with the rise of agile methodologies, such as Scrum, this linear approach has been challenged by short, iterative cycles (sprints) that allow greater flexibility and quick responses to changes, a vital feature for innovative companies like Learnify.
PMBOK and Project Management Processes
The PMBOK is a widely used project management guide, defining 49 processes across 10 key knowledge areas, such as scope, time, cost, quality, and risks. It provides a standardized framework that makes project planning and monitoring more consistent and controlled across all phases. To keep up with market demands, the PMBOK is periodically updated to incorporate modern practices, such as agile methodologies and a stronger focus on human interactions and stakeholder management.
This lesson combines theory with practice, equipping executives to negotiate and plan projects in English, from budgeting to team allocation, and developing essential skills for leading confidently in global corporate environments.
Simulação de prática de negociação em gestão de projetos
Learnify is a well-funded startup that achieved considerable success with its initial launch—an ERP designed to streamline school management. This software is now utilized nationwide by over 100 schools, integrating functions such as teacher management, payroll, finance, services, and even taxation.
The CEO successfully persuaded investors to continue their support, and the consultants they hired have devised a business plan to launch an app that will engage students directly. This new venture promises to be highly profitable, offering synergies with the existing product and expanding usage to a broader student base.
The CTO, who spearheaded the development of the initial product, is highly skilled but faced significant stress during the process. The intense pressure led to the departure of two engineers for less demanding roles in larger corporations, and another engineer left seeking a better work-life balance.
Currently, the company plans to venture into educational gaming software to diversify its product line. The CEO is in discussions with the CTO to finalize terms. This negotiation is crucial as they prepare to propose the agreement to investors and face any ensuing outcomes.
The upcoming discussions between the CEO and CTO are expected to be challenging. They need to establish terms for the project that include a strict deadline, a tight budget, and limited personnel resources.
Chief Executive Officer (CEO)
Now, you are the CEO of Learnify.
It is crucial to understand the stakes involved. Failing to secure an agreement could lead to termination by the board. Losing your job would mean not only missing out on significant stock option gains but also severing a personal connection to the company you helped to found.
The board has authorized a budget of $70,000. However, you believe this figure is excessive and feel confident that you could effectively manage the project with $50,000, thereby saving the company money.
The timeline set for this project is 9 months. This duration is less feasible than it appears; any delay beyond this period means the app won’t be ready for the start of the new year, potentially costing millions in lost revenue. The board has made it clear that meeting this deadline is non-negotiable.
Your resource allocation is limited to 5 team members, as your other engineers are engaged with two other critical projects: a self-learning math app and a history teaching app that functions during sleep. Shifting staff from these teams will likely upset the other managers, negatively impact your evaluations, and jeopardize your chances for any bonuses. Remember, the board highly values morale and motivation among the teams. Anyway, you can find only one person to add to this team and build a team of 6 members. More than that would cause the resignation of other project leaders causing them to quit.
Chief Technology Officer (CTO)
Now, you are the CTO of Learnify, about to negotiate crucial terms with the CEO.
Your primary concern is the budget. You believe a minimum of $60,000 is essential to adequately fund the project, covering expenses like equipment, data systems, software licensing, participation in events, and team motivation activities. Ideally, you would operate with a budget of $80,000 to ensure all needs are comprehensively met. Accepting anything less than $60,000 risks the project's success and, consequently, your position.
Time is another critical factor. Realistically, you need 12 months to complete the project due to its complexity and scope. You expect the CEO to propose a 9-month deadline, which frustrates you given the previous delays in decision-making. While completing the project in 9 months is theoretically possible, it would require hiring three additional people to meet this ambitious timeline without compromising quality.
If only one additional person is allocated, completing the project in 9 months is still feasible, but this would put immense pressure on your team, likely harming morale. While this scenario might not lead to your termination, it would almost certainly cost you your bonus, given the increased stress and potential for burnout among your team members.
Solution
There are four potential outcomes in a negotiation: Win-Win, Win-Lose, Lose-Lose, and Compromise. In the proposed scenario, adhering strictly to the initial instructions from both sides will likely lead to a compromise. Here's an anticipated solution:
Budget: They settle on a budget within the range of $60,000 to $70,000. This flexibility allows for adjustments as agreed upon based on project needs and fiscal prudence.
Timeline: The project's deadline remains firm at 9 months, as per the board's directive. They plan a phased rollout with essential features launching first, allowing for additional updates later.
Team Allocation: They agree to incorporate one additional team member, increasing the total to six. Enhanced support measures and regular check-ins will be established to maintain morale and manage stress.
Some creative solutions:
Timeline: Instead of a fixed 9-month deadline for a complete rollout, they could introduce a beta launch for the core functionalities at the 9-month mark. This would be followed by iterative updates and expansions over the following three months, effectively extending the timeline indirectly. This phased rollout helps manage user expectations, allows for real-world testing and feedback, and alleviates pressure on the development team.
Team Allocation and Support: Introduce a cross-functional team approach, where members from other projects contribute part-time. This not only solves the resource constraint but also fosters a culture of collaboration and innovation within the company. Additionally, implement a "hackathon" or "innovation day" each month where team members can creatively explore solutions to project challenges in a supportive, low-stress environment. This could enhance motivation and potentially streamline problem-solving processes.
Resource Sharing and Flexible Workload: Encourage resource sharing between projects, such as sharing software licenses or tools, which could reduce overall project costs. Implement flexible workload options where team members can dynamically shift their focus based on project intensity, thus maintaining morale and preventing burnout.