In
project-based organizations knowledge is a critical resource used to develop
and deliver products and services with a high level of quality. Therefore, a
systematic and sustainable process is necessary to coordinate knowledge
management, project management and product lifecycle. This scenario
predominates in companies focused on the creation and maintenance of
information systems. This article presents an exploratory study based on a
framework that integrates cognitive, managerial, and operational processes in a
public Brazilian organization that provides services in the area of information
and communications technology, focusing on the construction and maintenance of
information systems. Those processes are operationalized by three management
models considering knowledge, project, and software development processes. Our
proposal aims to understand the relationships between those three management
models and their influence on the software development process in the
organization under study. Our premise is based on the principle that cognitive
management, project management, and software development management must be
integrated to fulfill the demands of product development and service provision.
The research data was composed of registers of working hours spent on software
development and maintenance projects involving 244 people allocated to 5064
projects in the period from 2007 to 2013. The study resulted in the
identification of the relationships among the three management models adopted
by the organization, with emphasis on knowledge management activities, which
were not directly identified, making it difficult to account for and measure
them. We established a set of activities connected to each one of the knowledge
management model phases. Since those activities were not visible before, our
approach contributed to build a systematic process to register and relate
activities linked to the dimensions of cognitive processes, project management,
and software construction.
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