Agile transformation process in a brazilian Telecom Company
The objective of this article is to identify the processes of managing the knowledge in projects, the objectives, and the facilitators of the adoption of agile methods in the context of digital transformation in a Brazilian Telecom company. The company decided to change its project management model...
| Autores: | , , , |
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| Tipo de documento: | artigo |
| Estado: | Versão publicada |
| Data de publicação: | 2021 |
| País: | Brasil |
| Recursos: | Universidade Nove de Julho (UNINOVE) |
| Repositório: | Revista Gestão e Projetos (GeP) |
| Idioma: | português |
| OAI Identifier: | oai:https://periodicos.uninove.br:article/17801 |
| Acesso em linha: | https://periodicos.uninove.br/gep/article/view/17801 |
| Access Level: | Acceso aberto |
| Palavra-chave: | Agile transformation; Agile project management; Traditional project management; Hybrid project management; Hybrid frameworks. Transformação ágil; Gerenciamento ágil de projetos; Gerenciamento tradicional de projetos; Gerenciamento híbrido de projetos; Frameworks híbridos. |
| Resumo: | The objective of this article is to identify the processes of managing the knowledge in projects, the objectives, and the facilitators of the adoption of agile methods in the context of digital transformation in a Brazilian Telecom company. The company decided to change its project management model to suit market needs, adopting a management framework and agile tools. The analysis unit was the IT infrastructure department. The data were collected through documentary research, interviews, and participant observation. The results showed the transition stage between the traditional model and the agile model, characterized as a hybrid project management. The processes of the execution phase, with partitioned deliveries, are adapted to agile practices and metrics. In the other phases, the traditional model still applies, linked to mandatory processes and documentation requirements. Facilitating factors and barriers to the agile transformation process were identified. It was found that the hybrid project management framework adopted is adherent to the V-Model, described in the literature. Although limited to a specific area of a company, the study contributes with knowledge about the coexistence of managerial approaches in agile transformation, and as a source of lessons learned for other companies. |
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