Cultural fit na implementação de projetos ágeis

Abstract

A path to increase results and business effectiveness can be followed through practices implemented in a coercive way. Among the practices that promise significant results, there is the implementation of agile methods, based on the assumption that, by adapting the way of working to the conditions of a project, greater flexibility and speed in its execution can be guaranteed. Due to the difference in relation to conventional practice and the usual imposition in the search for effectiveness, the implementation of agile methods can lead to conflicts and resistance to the new practice, in a culturally dissonant environment and with a low degree of Cultural Fit. This work aims to analyze the degree of Cultural Fit, that is, adaptation of practices, when coercive and culturally dissonant, in the implementation of agile methods in the project management environment. The study was predominantly qualitative, that is, exploratory, initially supported by a systematic review of the literature on Cultural Fit, agile methods and organizational culture. Subsequently, an exploratory and descriptive research was carried out, based on interviews and documental research, in order to understand the adaptation of organizational practices and culture in the implementation of agile methods in the project management environment. Finally, the study explained, through Frameworks, how agile methods are implemented in a low-grade Cultural Fit environment, with common aspects, but in different contexts (top-down coercive and bottom-up non-coercive). The results of the work indicate that senior management and managers disseminate the objectives and motivations for adopting agile methods, considering the need for prior planning. Additionally, there was a need for caution in relation to coercive learning, in order to reduce rather than increase cultural resistance. However, the implementation of the agile method in project management is not exclusive, but should be considered complementary to traditional project management and in the challenge of implementing hybrid projects. Concluding the thesis, there is the contributory prescription for companies, through an Agile and Cultural Transformation Framework and its practical application in a real case.