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In recent years, changes have been made in the development of information systems software for a more agile way of working. Agile teams are responsible for obtaining requirements in a multidisciplinary set, where the business part and the development part are represented in a single project. DevOps is a new movement that tries to improve agility in service delivery. It encourages greater collaboration and communication between development teams and operations and prevents problems and operational needs from being exposed in the project, affecting software quality. For large and cross-platform businesses, it is essential to consider the mainframe in these tool chains because data and mainframe applications are among their strategic digital assets. The ideal architecture for mainframe inclusion harmoniously combines the specificity of the well-integrated mainframe / task platform (DevOps) into the broader environment of the development and operations chain. Inclusive tooling chains generate a significant competitive advantage by enabling you to have quality information from the mainframe code, making the platform much more accessible to DevOps equipment. Thus, the main problem of the work is: what are the main benefits that would lead a company's IT area to invest in the implementation of bimodal IT with DevOps, aiming to optimize processes? [ABSTRACT FROM AUTHOR]

In the last years a type of financial institution has emerged, named fintechs, with reduced capital structure, no physical bank agencies and offering more agile functionalities, without the majority of fees and the typical bureaucracy of the traditional banks. In order to extend the credit offers possibilities, the Brazilian Economic and Social Development Bank (BNDES) sought the fintechs as partners, causing the Bank to adapt to a more agile business model. Such a process was characterized as an organizational culture change put into practice through its digital transformation. At the same time, the world has been impacted by the COVID-19 pandemic, which was a trigger to accelerate the process. This article presents a case study that describes the adaptation process of BNDES to the agile methodology of the fintechs, during the period of 2019 to 2021, as a vector of the bank's digital transformation. The results of this article aligned the main topics of the case study to the theoretical references, thus allowing the identification of the convergence points between theory and practice. Amongst the main results, one highlights the effort made to disseminate the agile methodology by forming multidisciplinary squads with the delivery of incremental minimum viable products, the integration of data bases and systems for real time collaboration, and the importance of the senior management to sponsor BNDES successful digital transformation process. [ABSTRACT FROM AUTHOR]

This study aims to show how the use of agile methodology unfolds within the scope of Project management in the automotive industrial segment in scientific literature. This work is a Systematic Literature Review, where procedures were applied in the selection of articles from the Scopus and Web of Science databases, for the identification and interpretation of the main publications on the subject in the scientific literature, seeking to understand its relevance and evolution. The findings of this research will contribute to the understanding of how the use of agile methodologies can contribute to maximize the success of the negotiations practiced in projects in the automotive industrial segment. In addition, due to the particular characteristics of agile methodologies, focus on management efficiency and focus on results. This work contributes to an improvement in the understanding of the benefits of applying agile methodologies in project management in the automotive industrial segment. This research addresses two main, current and quite comprehensive themes - agile methodologies and project management - involving several complementary disciplines found in the collected works (Automotive Industry; Impact; Implementation; Management; Model; Performance; Process Engineering; Process Monitoring; Six Sigma; Six Sigma methodology; Work Simplification), which support the identification of how these themes relate to the presence and use of agile methodologies in project management in the automotive industrial segment. [ABSTRACT FROM AUTHOR]

The manages software development projects, in constantly changing environments demand the use of flexible methods of project management. Agile methods have emerged as an alternative to traditional approaches to project management, being based on a series of twelve principles is premised on rapid response to development, leaving documentation and nonessential planning in the background. This change in vision popularized different frameworks, all seeking development with quality and speed. Scrum stands out among the agile project managers to have clear language and defined steps of implementation and may be used alone or in conjunction with other methods. In this sense the present study seeks to compare the compatibility between Scrum and two project management methods: PMBOK and PRINCE2. Both methods are originated from the empirical knowledge of numerous project managers, and are intended to be guides to good practice for all kinds of projects, but have quirks that imprison development in the area of information technology. The research has mainly focused on agile management of software development, Scrum being the focal point of analysis. [ABSTRACT FROM AUTHOR]