Master Degree Entrepreneurship – The transition process of organizations to the Agile Model in software development project management
Adviser: Prof. Dr. Alvair Silveira Torres Jr.
Comission: Profs. Drs. Antônio Geraldo da Rocha Vidal, Alceu Salles Camargo Junior and Cristiane Debres Pedron
Link YouTube: https://youtu.be/oztfcU3fXsY
Currently, in the midst of Digital Transformation, innovation is a survival issue for all organizations, even for the non-technological ones, as they must develop digital products and services to meet the demands of this new market. In order to remain competitive, launching innovative products and services in the shortest time-to-market, it is essential that they adopt agile project management models for software development. Consolidated organizations, which use traditional project management models, face the great challenge of transitioning to the agile model, which necessarily involves transforming not only their processes, but also their culture. In this context, the main objective of this research was to develop a set of practical recommendations to be adopted by the organizations to facilitate this transition from the traditional to the agile model in software development project management. For that, an Exploratory Qualitative Research was carried out, using secondary sources, by means of a Systematic Literature Review (SLR), seeking to identify the main challenges to be faced by the organizations, as well as the proposed recommendations. For analysis purposes, they were categorized as: Process, People, Management and Organization. Subsequently, primary sources were used for data collection, by means of semi-structured interviews with ten employees from eight national and multinational organizations from different segments, such as IT, Financial sector and others, which have already participated in the transition process to the agile model. These data were then compiled, so that it was possible to identify, among the practices recommended by the literature in question, which of them were being applied by these organizations and in which of them the transition process would be facilitated. The comparative analysis allowed us to conclude that the transition to the agile model causes great impact on people and, for this reason, the main practices to be adopted are related to the need to reduce the resistance of the teams, both at the operational and executive levels, due to changes in roles and responsibilities; in the new agile values of collaboration; and in the decentralized decision-making process. In addition, it was also found that, before starting the transition, it is important that the organization clearly defines which level of agile maturity it wants to achieve, adapted to its context and to its culture, and that it obtains the support of executives. It is also necessary that the transition be an initiative of the organization as a whole and not just of some of its areas.
*Abstract provided by the author