To organize operational activities, HEIs have increasingly taken good management practices of the business environment, which has shown an evolution of educational administration. This research had the objective of proposing a model of adaptive project management practices applied to inter-institutional business administration programs aiming at its performance and attainment of the objectives proposed by CAPES. The analogy of the inter-institutional business administration programs studied to the theme of Project Management made it possible to understand them as temporary organizations of medium complexity coming from strategic partnerships signed between Universities and that are inserted in a regulatory environment with social costs. The qualitative approach was used through the multiple case study method. To explore the phenomenon, the academic and operational coordinators of the two cases were interviewed and the planning and evaluation documents of the programs involved in the partnerships were collected, triangulating data. The analysis of the textual data of the primary data and the tabulation of data of the secondary data served as input for the comparative analysis of the cases and the interpretation of the results under a positivist bias. The analysis and interpretation of the results confirmed that both cases were successful in executing their projects, and in one of the cases, the application of managerial practices analogous to those of project management resulted in efficient management and with better results. The proposition of an adaptive project management model applied to inter-institutional business administration doctoral programs originates from the interpretation of the analyzes. It is understood that this proposal can be broadly extended to other types of projects in other areas of knowledge. Keywords: Strategic Management of Graduate Studies. Inter-institutional Doctoral Programs. Adaptive Project Management. Project Management.

1. 1 PROJECT MANAGEMENT
DOCTORAL PROGRAM
ADAPTIVE PROJECT MANAGEMENT
PRACTICES APPLIED TO INTER-
INSTITUTIONAL BUSINESS
ADMINISTRATION DOCTORAL
PROGRAMS
André Luiz Barros Nery, PhD Candidate
Marcos Rogério Mazieri, PhD
Emerson Antonio Maccari, PhD
(UNINOVE University, Brazil)

2. 2
 CONTEXT
 THEORETICAL REVIEW
 Strategic Management of Graduate Studies
 Inter-institutional Doctoral Programs
 Adaptive Project Management
 METHOD
 RESULTS
 APPLYCATIONS
 CONCLUSION
AGENDA

3. 3
The differences between the Brazilian geographical regions are
severe as far as the socioeconomic-cultural aspect is concerned.
CONTEXT
When observed the phenomena of
innovation and technological-scientific
development in the more developed
regions compared to the conditions of
the less favored regions, that disparity
becomes latent.
Postgraduate programs distribute in Brazil
From 1 to 12
From 13 to 33
From 34 to 87
From 88 to 626
2005
Source: GeoCAPES (CAPES, 2018)

4. 4
In view of the Brazilian regional asymmetries, CAPES foundation
started to promote the offer of interinstitutional master’s and
interinstitutional doctorates’ projects.
CONTEXT
These projects consider that the Higher
Educational Institutes (HEIs) that already
have consolidated teaching and
research subsidize the sedimentation of
knowledge in other HEIs that do not
have resources at the same level
(Mezzaroba & Maccari, 2017). Postgraduate programs distribute in Brazil
From 1 to 40
From 41 to 102
From 103 to 167
From 167 to 899
2016
Source: GeoCAPES (CAPES, 2018)

5. 5
Due to the transparency of the criteria and evaluation items of the
CAPES Brazilian foundation and its widespread dissemination, the
process of quality certification became a normative influencer in
the postgraduate programs (Maccari et al., 2009).
This influence impacted the development of postgraduate
programs, reaching the point of becoming the main strategic driver
of the courses and stimulating the Brazilian HEIs to take good
practices applied in the business environment in response to this
pressures (Maccari et al., 2009).
CONTEXT

6. 6
For business organizations, project management has stood out as
an instrument for achieving results and, consequently, achieving
objectives in the implementation of strategies (Kendall & Rollins, 2003;
Shenhar & Dvir, 2007; Shenhar, 2011; Kerzner, 2017; PMI®, 2017, 2009).
Globally, same HEIs have adopted project management as a
instrument to manage P&D offices (Austin et al., 2013); to develop
research (Backlund, 2017; Lee & Miozo, 2014); to control thesis and
dissertations (Heldall et al., 2014); and to manage doctoral temporary
programs that come from alliances (Boyer et al., 2014; Leskosek & Matthies,
2016; Semigna et al., 2017).
CONTEXT

7. 7
But,
How it works when the adaptive approach is applied to
interinstitutional business administration doctoral
programs in the Brazilian context?
CONTEXT

8. 8
The evaluation systems put in place by government bodies exert
political influence in the postgraduate environment. In the USA this
influence is exerted by AACSB and in Brazil by CAPES (Maccari, Martins &
Almeida, 2015).
In the Brazilian situation, the CAPES says “what to do”, as a social
necessity, and “for what to do”, as objectives, but don’t says “how to
do” (CAPES, 2018).
THEORETICAL REVIEW
Strategic Management of Graduate Studies
What to do
(Necessity)
For what to do
Objectives
CAPES
HEI X1 + HEI Y1
DINTER
How to do
HEI X2 + HEI Y2
DINTER
How to do
HEI X3 + HEI Y3
DINTER
How to do

9. 9
The strategic alliances formed between HEIs provide opportunities
for both of HEIs, as well as opportunities to implement other
strategies through partnerships and cooperation (Morais & Zilber, 2015).
Once the interinstitutional doctoral programs are offer in regulated
environment (CAPES, 2018), four mandatory objectives are established:
1. CIES – academic cooperation
2. FGP – strengthening of research groups
3. ADP – teaching and research activities
4. NNP – nucleation of new programs
THEORETICAL REVIEW
Interinstitutional Doctoral Programs

10. 10
Unlike operations, which repeat activities routinely, projects are
unique in their essence (Shenhar & Dvir, 2007; PMI®, 2017).
In order to go beyond conventional management practices, one
must recognize the adaptive logic proposed by Shenhar & Dvir
which assumes that “one-size-does-not-fit” (Shenhar & Dvir, 2007).
Initially proposed in the Diamond Approach (Shenhar & Dvir, 2007),
nowadays, the adaptation of practices applied to projects are
worldwide recognized (PMI®, 2017).
THEORETICAL REVIEW
Adaptive Project Management

11. 11
METHOD
Theorical-managerial scheme Adopted
DINTER
project
performance
Adaptive
Project
Management
Practices
Objectives
Reached by
CAPES
Shenhar & Dvir (2007);
PMI® (2017)
Project's goal ●
project's plan ●
Planning ●
Managerial approach ●
Project’s Work ●
Environment effect ●
Control ●
Distinction ●
Management style ●
● CIES
● FGP
● ADP
● NNP
Shenhar & Dvir (2007);
PMI® (2017); Kerzner (2017)
CAPES (2018d)
Dimension “efficiency”
Shenhar & Dvir (2007)
Dimensions “impact”,
“directions” e “future”
Shenhar & Dvir (2007)

12. 12
METHOD
Quality Variables
DINTER
project
performance
Adaptive
Project
Management
Practices
Objectives
Reached by
CAPES
Project's goal ●
project's plan ●
Planning ●
Managerial approach ●
Project’s Work ●
Environment effect ●
Control ●
Distinction ●
Management style ●
Managerial practices classified
in group of dimensions
Efficiency Efficacy
Efficiency
Scope ●
Time ●
Cost ●
Quality ●
Management ●
Effectivity
Impact on
Custumer
Impact on
Team
Preparation
for Future
ADP
teaching and
research
activities
FGP
strengthenin
g of research
groups
ADP
teaching and
research
activities
NNP
nucleation of
new
programs
Business
Success
3 E’s
(Marinho & Façanha, 2001)
Project Dimensions
(Shenhar & Dvir, 2007)
Attributes
(Shenhar & Dvir, 2007;
PMI®, 2017; Kerzner,
2017)
(CAPES, 2018)

13. 13
METHOD
 Approach: Qualitative design (Creswell, 2014)
 Method: Multiple case study (Yin, 2014)
 Construct: Sequence to create new constructs (Eisenhardt, 1989)
 Cases Selected: 02 DINTER projects

14. 14
RESULTS
Adaptive
Project
Management
Practices
DINTER
project
performance

15. 15
RESULTS
Objectives
Reached by
CAPES

16. 16
P1 - The application of adaptive practices of project management in the
context of management of interinstitutional doctoral programs
contributes to its development.
P2 - The application of adaptive practices of project management in the
context of management of interinstitutional doctoral programs
contributes to the achievement of the objectives proposed by CAPES.
APPLICATIONS
P1 P2
DINTER
project
performance
Adaptive
Project
Management
Practices
Objectives
Reached by
CAPES
Shenhar & Dvir (2007);
PMI® (2017)
Project's goal ●
project's plan ●
Planning ●
Managerial approach ●
Project’s Work ●
Environment effect ●
Control ●
Distinction ●
Management style ●
● CIES
● FGP
● ADP
● NNP
Shenhar & Dvir (2007);
PMI® (2017); Kerzner (2017)
CAPES (2018d)
Dimension “efficiency”
Shenhar & Dvir (2007)
Dimensions “impact”,
“directions” e “future”
Shenhar & Dvir (2007)
Model Proposed

17. 17
Since the cases studied represent the
managerial issues of the DINTER
projects in management, we inferred
that there may be a gap to be filled that
can be filled by the application of
project management adaptive practices
for the purpose of improving the
efficiency of these types of projects, as
previously observed by Piotto (2016).
APPLICATIONS
Required Style
Actual Style
Dr = (De, LT, Sy, FC)
Da = (De, LT, As, Re)
NTCP classification’s proposed to DINTER project
Classification

18. 18
APPLICATIONS
ASSUMPTIONS OF THE FRAMEWORK
 NTCP model is necessary before
the practices definition;
 All practices defined have to be
classified in a dimension;
 All dimensions have to have, at
least, one practice; and
 The practices defined could be
used in more than one dimension.
Linha do tempo
Work ExecutionProject
Initiation
Organization
& Preparation
Project
Closure
• Project’s objective
• Distinction
• Management style
• Project’s plan
• Plannig
• Managerial approach
• Project’s work
• Environment effect
• Control
• Report
Adaptive DINTER project management practices
• Adaptive processes
• Specific knowledge
• Adaptive Tools & techniques
NTCP Dr = (De, LT, Sy, FC)
DINTER Project life cicle
Framework

19. 19
THIS RESEARCH
 Clarified the phases of the interinstitutional doctoral programs
(DINTER) as a project;
 Ratified that DINTER projects can be better managed;
 Proposed an adaptive PM model that can contribute with all the
3,472 PhD and 703 professional doctorate in Brazil; and
 Organized a set of possible tools and techniques that could be
used for all DINTER and similar projects.
CONCLUSIONS

20. 20
Austin, C., Browne, W., Haas, B., Kenyatta, E., & Zulueta, S. (2013). Application of Project
Management in Higher Education. Journal of Economic Development, Management, IT,
Finance and Marketing, 5(2), p. 75-99.
Mezzaroba, O., & Maccari, E. A. (2017). Strictu Sensu postgraduation in law: A look from
the 2010 and 2013 triennial assessment sheets on the intellectual production. Brazilian
Journal of Law, 17(7), p. 328-357.
Maccari, E. A., Almeida, M. I. R., Riccio, E. L., & Alejandro, T. B. (2014). Proposal of model
management graduate programs in business area from the evaluation systems of Brazil
(CAPES) and of the United States (AACSB). Revista de Administração, 49(2), p. 369-383.
PMI, Project Management Institute. A Guide to the Project Management Body of
Knowledge [PMBoK® Guide], 6ª ed. Newtown Square, USA: Author, p. 762, 2017.
Shenhar, A. J., & Dvir, D. (2007). Reinventing project management: the diamond approach
to successful growth and innovation. Boston, USA: Harvard Business School Press, p.
276.
REFERENCES

21. 21 PROJECT MANAGEMENT
DOCTORAL PROGRAM
ADAPTIVE PROJECT MANAGEMENT
PRACTICES APPLIED TO INTER-
INSTITUTIONAL BUSINESS
ADMINISTRATION DOCTORAL
PROGRAMS
André Luiz Barros Nery, PhD Candidate
Marcos Rogério Mazieri, PhD
Emerson Antonio Maccari, PhD
(UNINOVE University, Brazil)