Project Blue Spider Essay

7184 words - 29 pages

ESTUDO DE CASO: O PROJETO DE BLUE SPIDER
"Isso é impossível! Não dá para acreditar! Dez meses atrás, que eu estava sentado no topo do mundo. A alta administração considerava-me um dos melhores, se não o melhor engenheiro desta fábrica. Agora olhe para mim! Eu estou cheio de olheiras, depois de seis meses sem uma noite de sono decente, e não consigo acreditar que só me resta limpar a minha mesa e ir-me embora. Congratulo-me, com certeza, por voltar para o meu antigo emprego em engenharia. O problema é que nada disso teria aconteciddo se não fosse a promoção a gerente de projeto."

História
Gary Anderson tinha aceitado trabalhar na Park Corporation recémsaído da faculdade. Com um PhD em ...view middle of the document...

Cada projecto tinha um gerente de programa que informava o director de gestão do programa. Cada projecto também manteve um gerente de projecto do assistente (normalmente um engenheiro de projecto) que se dirigia directamente ao gerente de projecto e indirectamente ao director de engenharia. O gerente de projecto investia a maior parte do seu tempo a lidar com problemas de custos e prazos, ficando a cargo do gerente adjunto as questões referentes ao desempenho técnico. Com o mercado de trabalho para os engenheiros a diminuir, Gary e muitos dos seus colegas começaram a fazer cursos de mestrado noutras áreas, pensando na possibilidade de uma deterioração completa do mercado de trabalho para os engenheiros. Em 1975, com o DoD a voltar a aumentar os seus gastos, a Parks teve que mudar a sua estratégia corporativa. A Parks passou os últimos sete anos a competir para ganhar alguma coisa na fase de produção dos grandes

programas. Mas agora, com os novos critérios de avaliação estabelecidos para a concessão do contrato, as empresas mais qualificadas e com sectores fortes de I&D tinham uma vantagem definitiva sobre a concessão de grandes contractos de produção, principalmente aqueles que geravam mais lucro. De acordo com esta nova estratégia, a Parks começou a reforçar a sua equipa de engenharia e de I&D. Em 1978, a Parks já tinha aumentado o número de funcionários para 2.700. O aumento verificou-se principalmente na área de engenharia. Com os salários que a Parks oferecia era difícil despertar o interesse de pessoal com maior experiência em I&D. Mesmo assim, a Parks foi capaz de atrair alguns bons funcionários da concorrência, mas continuou a depender basicamente de engenheiros inexperientes, recém-formados pela faculdade. Com a adopção desta estratégia corporativa, a Parks Corporation implementou um plano de encargos e salários que incluía ascensão profissional. O Gary foi promovido a cientista sénior, sendo responsável por todas as atividades de I&D realizadas no departamento de engenharia mecânica. O Gary tinha-se distinguido como um excelente engenheiro de produção durante os últimos anos, e a administração sentiu que essa sua experiência poderia ser estendida para o sector de I&D. Em Janeiro de 1978, a Parks Corporation decidiu concorrer à fase I do projecto Blue Spider, um empreendimento de I&D que, se bem sucedida, poderia resultar num alicerce de um programa de US $500 milhões por mais de vinte anos. O projecto blue spider foi uma tentativa de melhorar as capacidades estruturais do míssil Spartan, um míssil tático de curto alcance usado pelo exército dos EUA. Após seis anos de campo, o míssil Spartan estava a apresentar problemas de fadiga estrutural. As especificações do projecto original previam que tal fadiga só acontecesse três anos mais tarde. O exército queria novos materiais capazes de originar uma vida mais longa para o míssil Spartan. A parte maior do projecto ficaria a cargo da Lord industries. A Parks Corporation trabalharia para a...

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