A contribuição de um modelo para estimativa de atividades em projetos de software com base nas lições aprendidas

Abstract

Organizations of Information Technologies (IT) projects are faced with the challenge of developing projects of activity duration estimates, due to the presence of diverse and complex scenarios that raise the levels of uncertainty and insecurity. The lack of parameters, how to get project information already completed (positive or negative) and share knowledge among the project team, hinders the work of project professionals for the development schedule and budget. Studies show that the absorption of the knowledge acquired during the life cycle of the project and the shared experience among the professionals involved can be stored and shared through methods and models, which are appointed by the theoretical framework as a leveraging factor for the projects, consequently, for organizations. Thus, this study aims to "offer knowledge capture model for software projects based on lessons learned. To this end, qualitative research of descriptive character by applying a single case study in a leading IT company in the solutions market to support customer experience management will be adopted, active in Latin America and Spain and situated among the 25 multinationals in its class. The company was selected for having high volume of software development projects, this volume, on average 33% of projects have change activity estimates, often resulting in cost variances and / or time limits for the company. To achieve robustness in the result that is intended to determine, They were carried out semi-structured interviews with professionals working as managers and project managers who experience the use of the estimated duration of the software project activities. The collection of various sources of evidence (primary and secondary), and internal tools (SharePoint), documentation (Excel, Word and e-mails), and the interviews were used for triangulation of data. The results of this study demonstrated the negligence on the part of the organization in not giving due importance on information that is generated during the lifecycle of a project. This scenario occurs because of the existence of cultural problems, the high volume of projects and the constant re-prioritization of the company's activities.