Conflito do gerenciamento de projetos com a sustentação de TI: um estudo de caso

Abstract

The market is changed and consequently companies too, the existence of IT systems to support the business is increasingly a reality. Based on this scenario companies have been looking to integrate their systems, either with customized solutions or frameworks from large suppliers. In this context start to appear companies like the Empresa Anônima (EA) specialized in making the integration of these systems. This activity is complex and requires capacity to overcome challenges, since the systems have often been conceived by different suppliers, with totally antagonistic concepts and technologies. Thus, the points discussed in this paper emerge, since every integrated or developed system needs an IT Support. Most of the time the project team closes the cycle and transfers, after go-live, this new tool for the IT Support area, without proper care, generating disruptions throughout the organization. The best project management practices make it clear that these transition activities must occur according to company policies, seeking to define the incentives and policies that can be offered to the PMO and Sustainability teams in the search for operational alignments. During the observations in the EA Company the discontinuity between the two processes was verified, motivating to look for alternatives to improve the performance of the teams and to increase the satisfaction of the client.