Product: Management and Development
Product: Management and Development
Original Article

The challenges of implementing agile project management practices in an enterprise of the Brazilian automotive sector

Michael Jordan Bianchi, Carolina Reigado, Ligia Maria Moura Madeira, Rogério Nakamura, Daniel Capaldo Amara

Downloads: 9
Views: 3502


Currently there are different approaches to project management such as agile and warterfall ones. One way to improve management is by selecting practices that are more favorable to each project and there are diagnostic tools that seek to characterize projects and facilitate this adaptation. The objective of this research is to comprehend the diagnosis process of the project management practices utilized by an enterprise of the Brazilian automotive sector, contrasting with the recommendations found in the literature. The study presents three cases of visual project management practices adaptation, from agile management, in distinct areas of the same company, leader in the auto parts sector. It is described how the professionals of the company identified their needs of visual management and how they proceeded in the implantation. It was identified the absence of a systematic process for the project management practices diagnosis, and the barriers and challenges faced. Good practices are also identified, such as the use of other diagnostic tools and the involvement of the whole team in the definition and elaboration of visual management boards.


project management, agile project management, diagnostic tools, project management practices, hybrid project management.


BARLOW, J. B. et al. Overview and guidance on agile development in large organizations. Communications of the Association for Information Systems (CAIS), v. 29, p. 25-44, 2011.

BATRA, D. et al. Balancing agile and structured development approaches to successfully manage large distributed software projects: a case study from the cruise line industry. Communications of the Association for Information Systems (CAIS), v. 27, p. 379-394, 2010.

BIANCHI, M. J. ; CONFORTO, E. C.; AMARAL, D. C. Diagnostic Techniques in Project Management. In: ISPE INC. INTERNATIONAL CONFERENCE ON TRANSDISCIPLINARY (FORMERLY: CONCURRENT) ENGINEERING, 23., 2016, Curitiba. Proceedings… Amsterdã: IOS Press, 2016. p. 747-757.

BINDER, J.; AILLAUD, L. I.; SCHILLI, L. The project management cocktail model: an approach for balancing agile and ISO 21500. Procedia: Social and Behavioral Sciences, v. 119, p. 182-191, 2014.

BOEHM, B.; TURNER, R. Using risk to balance agile and plan-driven methods. Computer, v. 36, p. 57-66, 2003. BUSHE, G. R.; MARSHAK, R. J. Revisioning organization development: diagnostic and dialogic premises and patterns of practice. The Journal of Applied Behavioral Science, v. 45, n. 3, p. 348-368, 2009.

CARVALHO, B. V.; MELLO, C. H. P. Scrum agile product development method – literature review, analysis and classification. Product: Management & Development, v. 9, n. 1, p. 39-49, 2011.

CONFORTO, E. C. A framework and tool for the project management agility assessment. 2013. 376 f. Thesis (Doctorate degree in Production Engineering)-Escola de Engenharia de São Carlos, Universidade de São Paulo, São Carlos, 2013.

CONFORTO, E. C.; AMARAL, D. C. Evaluating an agile method for planning and controlling innovative projects. Project Management Journal, v. 41, n. 2, p. 73-80, 2010.

CONFORTO, E. C.; SALUM, F.; AMARAL, D. C.; SILVA, S. L.; ALMEIDA, L. F. M. Can agile project management be adopted by industries other than software development? Project Management Journal, v. 45, n. 3, p. 21-34, 2014.

CONFORTO, E. C.; SILVA, F. B.; AMARAL, D.; REBENTISCH, E. Modelos híbridos unindo complexidade, agilidade e inovação. Revista Mundo PM, v. 70, n. 2, p. 10-57, 2015.

KENNEDY, D.; PHILBIN, S. Diagnostic framework and health check tool for engineering and technology projects. Journal of Industrial Engineering and Management, v. 44, p. 1-832, 2014.

LOCH, C. H.; SOLT, M. E.; BAILEY, E. M. Diagnosing unforeseeable uncertainty in a new venture. Journal of Product Innovation Management, v. 25, p. 28-46, 2008.

MALHOTRA, N. Pesquisa de marketing: uma orientação aplicada. 4. ed. Porto Alegre: Bookman, 2006.

MCCULLOCH, A.; CRONSHAW, S. F. Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, v. 26, n. 4, p. 89-103, 2008.

PATAH, L. A.; CARVALHO, M. M. The value of project management methodology: a case study. Product: Management & Development, v. 7, n. 2, p. 177-182, 2009.

PROJECT MANAGEMENT INSTITUTE – PMI. A guide to the project management body of knowledge (PMBOK® guide). 5th ed. Newtown Square, 2013.

RUSSO, R. F. S. M.; SBRAGIA, R. Incerteza imprevisível em projetos inovadores: criando sentido com a gestão de projetos. Revista de Gestão e Projetos, v. 5, n. 2, p. 24-39, 2014.

SHENHAR, A.; DVIR, D. Reinventing Project Management: the diamond approach to successful growth and innovation. Boston: Harvard Business School Press, 2007.

TYAGI, S. et al. Value stream mapping to reduce the lead-time of a product development process. International Journal of Production Economics, v. 160, p. 202-212, 2015.

VIEIRA. S. Como elaborar questionários. São Paulo: Atlas, 2009.

VINEKAR, V.; SLINKMAN, C. W.; NERUR, S. Can agile and traditional systems development approaches coexist? An ambidextrous view. Information Systems Management, v. 23, n. 3, p. 31-42, 2006.

WYSOCKI, R. K. Effective software project management. Hoboken: Wiley Publishing, Inc., 2006.

YIN, R. Case study research: design and methods. Thousand Oaks: Sage Publications, 2003.

59a989870e88251417862ca8 pmd Articles
Links & Downloads


Share this page
Page Sections