Desafios às práticas ágeis de gestão de projetos de software no contexto da pandemia da COVID-19

Santos, Renata Bittencourt Mendonça dos; Figueiredo, Paulo Soares; Marques, Felipe Tumenas

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ORIGINAL ARTICLE • Gest. Prod. 30 • 2023 • https://doi.org/10.1590/1806-9649-2022v29e9722 copiar

Desafios às práticas ágeis de gestão de projetos de software no contexto da pandemia da COVID-19

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo:

A abordagem ágil é focada nos indivíduos e na satisfação do cliente, fundamentada no trabalho dinâmico e simplificado de uma equipe capaz de se adaptar e adequar o projeto às mudanças de cenários e de demandas. Contudo, em meio à pandemia da COVID-19, equipes ágeis habituadas à comunicação face a face se depararam com a implantação do home office. O objetivo central desta pesquisa é analisar os desafios gerados pelo contexto de pandemia e do consequente distanciamento social para o desenvolvimento de projetos de software que aplicam as abordagens ágeis em uma empresa estatal de grande porte e os impactos identificados no decorrer e nos resultados dos projetos. A pesquisa teve cunho qualitativo e ocorreu a partir de duas etapas diagnósticas exploratórias. Os achados mostram que não houve impactos negativos de relevância nas entregas do projeto. Indicaram por um lado perdas na socialização, nas trocas espontâneas de conhecimento e na interação entre equipes, assim como exigência de um maior engajamento dos profissionais. Além disso, foram reveladas limitações para discussões mais complexas e na gestão do conhecimento. O estudo aponta soluções encontradas e/ou sugeridas para alguns problemas, contribuindo para a literatura de melhores práticas para a abordagem ágil, com um recorte em um contexto inédito da pandemia da COVID-19 e pode contribuir para outras empresas com perfil similar que atuem com projetos com abordagem ágil, além de contribuir para a construção de diálogo entre os ambientes acadêmico e empresarial.

Palavras-chave:
Abordagens ágeis; Gestão de projetos; Desenvolvimento de Software; Pandemia da COVID-19; Home office

Project	Members	Beginning	End
1	2 Product owners	Jan/20	Sept/2021
	4 developers
	1 scrum master
2	1 Product owner	Apr/19	Dec/21
	4 developers
	1 story designer
	1 solution designer
3	1 Product owner	Oct/2020	Dec/21
	4 developers
	1 story designer
	1 solution designer
	1 Assistant PO
4	1 Product owner	Apr/20	Jul/20
	5 developers
	1 scrum master
5	1 Product owner4 developers	Jun/21	in progress
	1 scrum master
	1 solution designer

Encoding	Sub-coding
Traditional Project Ma na gement Methodology	Basic Concepts
	Cascade Model of Project Management
	Indication and contraindication for implementing the traditional model
Agile Approaches	Basic concepts of the approach and the Agile Manifesto; the obstacles and benefits of adoption
	Tools of the agile approach
	Team profile
	Agile approach in software development projects
The Covid-19 pandemic context	Introduction to the Covid-19 topic
	Constraints, adaptations, and challenges brought by the pandemic to Project Management
	Remote work concepts, advantages, and disadvantages
	Pandemic context and home office in the use of agile methodologies for software development project management
	Post pandemic Project management
Research methodology
Findings from the study with the team of Agile projects in the context of the pandemic

Interviewee	Gender	Age	Training	Marital Status	Children at home	Residents in household
PO (Product Owner)1	M	39	History and Accounting	Married	1	3
PO2	F	34	Business Administration	Single	0	2
PO3	M	35	Electrical Engineering	Single	0	3
PO4	M	33	Production Engineering	Married	0	2
PO5	M	52	Petroleum engineering	Single	0	2
Developer 1	M	34	System Analysis	Married	0	2
Developer 2	M	32	System Analysis	Single	0	2
Developer 3	M	35	Administration	Married	0	2
Developer 4	M	37	Computer Engineering	Single	1	3
Developer 5	M	34	Computer Engineering	Married	0	2
Developer 6	F	40	Business Administration	Married	1	3
Developer 7	M	36	System Analysis	Married	0	2

Challenge Found	Principle, value, or Agile practice affected	Main Reason	Solution found or suggestion
Motivational Aspects	Principle: Build projects around motivated individuals. Give them the necessary environment and support and trust them to do the job.	Lack of alignment of everyone on the project deliverables	Leadership must invest in the alignment of goals throughout the team and create an environment of spontaneous and respectful exchange, in order to value the performance of each one to promote autonomy and self-organization.
Remote Communication	Principle: The most efficient and effective method of transmitting information to and between a development team is face-to-face conversation.	Technological dependence, remote work deficiency, lack of spontaneity, loss of synergy	Training, invest in adapting remote work and in spontaneous and continuous communication. Promote small conversations to improve team spirit. Stay connected in a meeting room, after daily tasks (to simulate the spontaneity and exchanges common in a face-to-face work room). Make the workday more flexible.
Difficulty w/ high turnover and entrance of new team members	Indirectly related to the principles: Build projects around motivated individuals. Give them the necessary environment and support and trust them to do the work. Business people and developers should work together daily for the entire project.	Service delegations and team adjustments are compromised.	Reduce turnover, increase interaction among team members, and intensify retrospective meetings and explanatory meetings among the team, in order to integrate new members that have arrived during the course of the project.
Problems in the initial phase of projects	Principle: Business people and developers should work together daily for the entire project.	Uncertainties and lack of previous relationship, in a new team	Establish contact with the customer and perform integration dynamics with the team in order to improve the environment and motivation.
Less interaction among projects	N/A	The spontaneous and creative exchange ceases to happen, with other teams in the startup, whose diverse experiences can collaborate in the growth of the other teams and improvements in the processes and projects.	Resume scheduled team interactions with other Agile software development projects in the company.

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Authors contribution

Renata Bittencourt Mendonça dos Santos was responsible for designing, planning, performing data collection and writing and revising this study. Paulo Soares Figueiredo was responsible for designing, planning, writing and revising this study.Felipe Tumenas Marques was responsible for designing, planning, writing and revising this study.