Integração das abordagens tradicional e ágil: um modelo híbrido para gerenciamento de portfólio de projetos

Abstract

In an environment marked by increasing competitiveness and rapid technological evolution, organizations demand greater precision in executing their strategies. In this regard projects have become the primary means of translating strategy into results, with project portfolio management (PPM) serving as a critical mechanism for selecting, prioritizing, and coordinating multiple initiatives to ensure strategic alignment. However, the coexistence of traditional (predictive) and agile (adaptative) project methodologies within the same organization, and thus, the simultaneous use of traditional PPM and agile portfolio management (APM), introduces major challenges. These challenges are particularly evident in the consolidation of performance data, project selection and prioritization, and resource allocation, especially human resources. Such complexities can lead to inefficiencies, including resource misallocation, schedule and budget overruns, and failures in value delivery, ultimately jeopardizing strategic outcomes. This study aims to explore how different portfolio management approaches can be integrated within a hybrid context in Information Technology (IT) organizations to enhance strategic alignment and maximize value delivery. The central research question driving this investigation is: “What challenges and opportunities exist in the integration process between traditional and agile practices in the context of hybrid project portfolio management?”. To address this question, a systematic literature review was conducted to identify the key challenges associated with PPM and APM, and to map the differences between these approaches. This was followed by sem-structured interviews to uncover integration opportunities. Finally, content analysis was employed to develop a model that supports hybrid project portfolio management. The practical contribution of this research lies in its potential to assist practitioners in integrating PPM and APM, thereby improving information consolidation, project selection, and resource allocation. The theoretical contribution includes an analysis of the challenges and characteristics of hybrid portfolio management, along with a replicable model for integrating traditional and agile practices. Furthermore, the research aligns with the United Nations Sustainable Development Goal (SDG) 8, Decent Work and Economic Growth, by promoting resource optimization. This work is part of Research Line 2: Advanced Management of Projects, Programs, and Portfolios, within the Graduate Program in Project Management (PPGP) at UNINOVE, and is aligned with ongoing research by the advisor in the “Agile and Hybrid Projects” core project.