Proposta de modelo baseado em elementos e práticas de gerenciamento de projetos de transformação digital para suportar o business agility

Abstract

In recent years, organizations have been facing the constant need to seek agility and flexibility to face the constant challenges of a volatile business environment marked by the incorporation of digital technology resources. In the context of the adoption of digital technologies, Digital Transformation projects propose to bring new solutions and innovative initiatives, aligned with the use of new disruptive technologies with the aim of developing products and services that provide a better experience to increasingly demanding customers. To respond more flexibly to new demands, it is observed by organizations the adoption of agile project management practices to evolve and renew their business models, with the incorporation of more digital business processes. This transition could take organizations to a new level of efficiency, with the incorporation of Business Agility, supported by the management of Digital Transformation projects. In this context, the objective of this dissertation was to present a conceptual model contemplating the elements and practices of managing Digital Transformation projects to support Business Agility. To achieve the objective, this research was developed in two phases. In the first phase, a systematic literature review was carried out from 120 articles, where it was possible to identify the elements and practices of managing Digital Transformation projects that support the Business Agility process in organizations. Five categories were identified that contribute to the relationship between Digital Transformation projects and Business Agility: Organizational Agility, Business Processes, Digital Technologies, Project Management and Operational Impact. From these five categories, the link between the existing elements and practices in the management of Digital Transformation projects and Business Agility was established, in addition to the internal components that are related to the management practices in an organization in an environment of Digital Transformation projects. In the second phase, field research was carried out with the application of interviews and focus groups with the objective of validating the five categories resulting from the RSL and the link between them and the proposed conceptual model. In this way, based on the results and information from the mapped experiences of the interviewees, it was possible to describe which elements and agile practices of managing Digital Transformation projects that organizations should consider in the possible changes in their business processes related to the execution of Digital Transformation projects that support Business Agility. Therefore, based on the observed results, it was possible to present a conceptual model that represents the elements and practices of managing Digital Transformation projects to support Business Agility in organizations. Still regarding the practical contributions, the presentation of the model that will be able to support project management professionals in the strategy during the life cycle of the DT projects was highlighted. As for theoretical contributions, the results obtained from the systematic literature review confronted with empirical research allowed advancing discussions on the phenomenon of Digital Transformation and Business Agility. This research is aligned with research line 2 “Project Management”, linked to the Graduate Program in Project Management – PPGP UNINOVE. The present dissertation is also in line with other researches of his supervisor linked to the axis project “Agile and Hybrid Projects”.