Abstract
Team resilience is a critically essential contributor to team effectiveness. However, the impact of team resilience on project management success has been little studied. This article aims to investigate the influence of team resilience on project management success in the context of information system projects. Using a quantitative study, we show that there is a significant positive relationship between project team resilience and project management success. As a result of this finding, we stress the importance of developing actions to promote team resilience to increase the likelihood of project management success, particularly in unstable environments.

Abstract
This work was developed to improve the costing process of new products within the Product Development Department of a furniture manufacturer. It consisted of creating a parametric cost estimation model based on applying simple and multiple linear regressions, considering the existing data of the products produced and their respective costs. The proposed model considers the cost estimation of creating a product that covers the materials and operations costs. The suitability of the different independent variables was studied by applying simple and multiple linear regressions. A set of functions that return an estimate of the cost as a function of these predictor variables was obtained. The model built with the functions obtained provides the materials and operations cost estimation. The results indicated that 75% of the tests performed show an estimation error of less than 2% in the total cost of a product. Incorporating this model in a tool with the purpose of cost estimation brings the ability to predict prices faster, improving the internal process of obtaining costing and enhancing the analytical capacity of the team in the relentless pursuit of cost minimization and value creation.

Abstract
The process of learning is emphasised in all organisations as a way to improve performance, to more effectively manage projects, processes, and activities, and thus, it is of extreme importance to the business in general, because it enables sustainable competitive advantage. However, organisations do not seem to learn from their mistakes, rarely exploring the reasons for their projects' success or failure, and very rarely applying those lessons learned to the business management. In fact, there is little or no point in learning unless management adapts its behavior accordingly. Our proposal is aimed at creating an organisational framework for managing the knowledge produced, as well as incorporating the lessons learned in the daily organisational routines. The purpose is to better respond to the problems that may occur and therefore, strategically realign the organisation towards efficiency and results improvement. © 2012, IGI Global.

Abstract
Despite all the differences on markets, cultural environment, and organizational objectives, some changes are modifying the way business occurs, turning competitive advantages difficult to accomplish. In a global marketplace scenario, changes are constant and with variable amplitude. Organizations need to be alert to all movements to counter-answer and re-align themselves with the new market conditions. Thus, it is wise to develop a flexible strategy, where it is possible to monitor the market conditions and the overall performance of the organization. We propose a project portfolio management and evaluation framework which gathers important concepts and tools from different areas, like Organizational Strategy, Organizational Learning, Decision Support Systems (DSS), Project Portfolio Management and Organizational Maturity, fundamental for acquiring and developing competitive advantages, and, therefore, for increasing the organization's overall performance.

Abstract
This paper seeks to give a general idea of the universe of project portfolio management, from its multidisciplinary nature, to the many challenges it raises, passing through the different techniques, models and tools used to solve the multiple problems known. It is intended to contribute to the clarification, with great depth, of the impacts and relationships involved in managing the projects' portfolio. It aims at proposing a technique for the project alignment with the organisational strategy, in order to select projects that later on will be considered in the analysis and selection of the portfolio. We consider the development of a methodology for assessing the project alignment index very relevant in the global market scenario. It can help organisations to gain a greater awareness of market dynamics, speed up the decision process and increase its consistency, thus enabling the strategic alignment and the improvement of the organisational performance.

Abstract