Desafios às práticas ágeis de gestão de projetos de software no contexto da pandemia e do isolamento social: um estudo em uma empresa estatal brasileira

Abstract

The agile methodology is focused on individuals and customer satisfaction, based on the dynamic and simplified work of a team capable of adapting and adapting the project to changes in scenarios and demands. However, in the midst of the COVID- 19 pandemic, agile teams used to face-to-face communication faced the implementation of the home office. This scenario motivated the following research question: What are the challenges of the pandemic and social distancing encountered by teams that apply the agile methodology and its premises in the development of software projects, in a Brazilian state-owned company? Based on this, the main objective of the research is to analyze the challenges generated by the pandemic context and the consequent social distance for the development of software projects that apply agile methodologies in a large state-owned company and the impacts identified in the course and in project results. The study makes a theoretical contribution, even though through an empirical analysis, since it makes a cut in an unprecedented context of the COVID-19 pandemic and its impacts on a Brazilian state-owned company, unprepared for such a transformation. Its results can contribute to the management of the company itself, as well as to others with a similar profile that work with agile projects, in addition to contributing to the construction of dialogue between the academic and business environments. The research had a qualitative nature and took place from two exploratory diagnostic stages: the first through the company's website and various materials, and the second through semi-structured interviews with product owners and developers of these agile projects. As a result, it was found that the group adapted its routines and processes from the agile project methodology to the home office and the need to communicate and carry out teamwork through virtual tools, without negative impacts of relevance on the project. The findings indicated, on the one hand, losses in socialization, in the spontaneous exchange of knowledge and in the interaction between teams, as well as requiring greater engagement from professionals. On the other hand, the results pointed to easier communication with customers and gains with the record of written communication. In addition, limitations were revealed for more complex discussions and knowledge management in teams. The conclusion of the research recommends attention from the teams and projects leadership, especially in the emotional bias, given the possibility of maintaining the home office in the long term, as well as alerting to the limitations of the research and indicating the need for an expanded exploration of the topic, possibly with a quantitative approach.