Project Management Processes Used during the Development of

Software Projects in Home Office Format: A Field Research in

Multinational It Companies

Laura S. C. Claro, Ana Carolina D. Ferreira and Alessandra C. S. Dutra

School of Technology, Pontifícia Universidade Católica do RS (PUCRS), Porto Alegre, Brazil

Keywords: Project Management, Software Development, Teleworking, IT.

Abstract: Due to the consequences of the pandemic caused by the new coronavirus, home office has been adopted by

companies to enable the continuity of their activities in an emergency and preventive feature. A survey has

been conducted through interviews with ten project managers from multinational IT companies, in order to

analyse and understand how project management processes are performed during the development of software

projects in home office format. Impacts were identified in different aspects, positively and negatively, in the

project management processes. Concerning software development teams, it was possible to observe that the

greatest impact is related to communication and start using online tools for daily activities. We have also

learned that there are differences between the consequences of the home office and consequences of the

pandemic. And there are permanent changes and lessons learned during the management in pandemic.

1 INTRODUCTION

Project management shows historical evidence of

having started during the period of the Industrial

Revolution. In the last few years, a new approach to the

execution of projects presents a differentiated view,

mostly in the execution of software projects: agile

methodologies, where the iterative approach is ideal

when the final product is not well defined and evolves

over time, agile project management focuses on active

collaboration of customers and staff and allows

flexibility and better adaptation to changes during

project execution. For all agile methods, effective

communication is highly valued during the

management process: the work team receives constant

feedback from interested parties and is willing to

change and ensure continuous improvement of the

product, embracing the work performed in each

iteration cycle (Larson & Gray, 2016).

In remote work, technology is essential, both in

the activity definition to be performed at a distance

and in the way the manager deals with his

subordinates. Several organizations already operate

in a home office arrangement; the technology sector

is one of the pioneers in this adaptation, while other

sectors are still in the learning process. This year

2020, an emergency situation forced the population to

carry out social distance and in this context many

companies had to quickly adapt into a home office

implementation for all their employees.

The pandemic caused by the new Coronavirus

COVID-19 compelled governments to make

individuals to adhere to social distance, which

includes closing schools, business centers and event

cancellation with people crowding (Wilder-smith &

Freedman, 2020). From this temporary change in

social life, several changes in the organizations' work

methodology were required in order to adapt to the

context. One of the alternatives found by the

companies is to enable their employees to perform

their work routine remotely, through the home office

format.

It is important for managers to recognize which

processes could be impacted by and which

alternatives can be used to improve the effectiveness

of results. This work aims to identify and analyse the

project management processes used during the

development of software projects in home office

format, through field research in multinational IT

companies in a social distance context.

This work is structured in the following way: in

section 1, the theoretical basis used for the research

development. In section 2, the methodology used for

the field research phase is presented. The results found

Claro, L., Ferreira, A. and Dutra, A.

Project Management Processes Used during the Development of Software Projects in Home Ofﬁce Format: A Field Research in Multinational It Companies.

DOI: 10.5220/0010406401890196

In Proceedings of the 23rd International Conference on Enterprise Information Systems (ICEIS 2021) - Volume 2, pages 189-196

ISBN: 978-989-758-509-8

189

are commented and analysed in section 3. Finally, in

section 4, the conclusions of this study are presented.

2 THEORETICAL

BACKGROUND

2.1 Project Management

Project management comprehends a set of functions

to ensure the final objective is achieved. It comprises

management, organization and planning activities,

and it is essential to have techniques and use tools to

guarantee the control of all aspects involved in the

planning, execution and delivery of a project, in other

words, which are present in all its cycles. In the area

of software development, the project manager has the

responsibility to negotiate several changes during the

execution of the project. In order to apply the

processes that must be executed during a project, it is

recommended to use reference standards and present

their best practices for the project management

success. When implementing management methods,

it is possible to increase the project's level of success

(Sanchez et al, 2017). There are several standards

available, as PMBOK® Guide (PMI, 2018).

2.2 Agile Methodologies

Software development presents complex business

processes, and it is constantly updating. In 2001, the

Agile Manifesto was created, which states that the

ideal balance must be sought between the importance

given to documentation and processes and deliveries

of value and quick response to changes. This

manifesto is the basis for the implementation of agile

methodologies, which are widely applied and have

been showing good results in the project development

process (Prikladnicki et al, 2014).

Scrum is one of the most well-known and used

methodologies in the industry; one of its main

characteristics is to be iterative-incremental, aiming

at delivering value in the shortest possible time. As

specified in the Scrum Guide, Scrum is not a process

or a technique for building products, but a framework

in which it is possible to employ different processes

and techniques (Schwaber & Sutherland, 2013).

2.3 Home Office

Teleworking can be characterized by a set of

professional activities, without direct contact with

other people, who through the use of communication

tools are able to relate in work groups (Rafalski &

Andrade, 2015). For organizations, teleworking

reflects a continuous adaptation of work routines and

behaviors. In the current scenario, these changes in

the work format reflect a greater business

sustainability and with technological advances, it is

possible to offer the worker new skills to do his or her

work effectively and productively (Aderaldo et al,

2020).

The home office implementation requires changes

in the management form, control and work routine,

but with the pandemic advancing, the adoption of this

work format contributed to isolation, requiring that

companies change quickly. As an orientation directed

especially to the management of teams in remote

work, five points are presented as fundamental:

having a leadership team in remote work; producing

a reference manual and releasing it as the main source

of confidence to answer the main doubts and keeping

it always up to date; establishing communication

plans, keeping communication channels open and

honor transparency, more accessible leadership helps

in better team adaptation; reducing the number of

tools to a minimum, ensuring that everyone has easy

access and the instructions for use are clear, in

addition to guide communication and documentation;

and finally, recognizing that the transition to remote

work is a process and driving change at that moment

is fundamental, considering that a company's success

is based on trust, communication and support for

shared goals (Gitlab, 2020).

2.4 Pandemic and Social Distancing

COVID-19 is classified by the World Health

Organization as a transmissible and contagious

disease, which can cause everything from mild

symptoms to severe cases and death. In less than a

month since the discovery of the disease, the World

Health Organization determined that COVID-19 was

a worldwide public health emergency, in other words,

a pandemic: it is an epidemic that reaches worldwide

proportions, when there are excessive cases of

communicable and contagious diseases (CDC, 2020;

WHO, 2020; Bonita, 2010).

To control the disease spreading and contagion

reducing by the virus, the main measure of public

health prevention is social distancing, avoiding

crowding and quarantining those who show

suspicious symptoms or have been exposed to the

virus (WHO, 2020). Social distance means keeping a

minimum distance of 1 meter from other people. In

Brazil, the law No. 13,979, February 6th, 2020,

institutes isolation and quarantine as some of the

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measures to fight the Coronavirus (Brasil, 2020). The

CDC (2020) recommends that people work and study

from home and leave only when necessary. From

these determinations, the home office was the way

adopted by the companies to enable the continuity of

their activities in an emergency and preventive

character.

Papers related to this study have been searched.

The authors have searched for articles and scientific

papers that approach project management in a home

office context, using search tools such as

ScienceDirect. No materials that presented this

subject have been found, but they have found

researches that address these themes individually:

agile project management, project management,

home office practice and its relationship to the

COVID-19 pandemic.

3 RESEARCH METHODOLOGY

This research has a basic, exploratory, qualitative and

semi-structured nature. The procedure adopted was a

field research, through bibliographic investigation

and data collection by semi-structured interview. The

field research is made through a bibliographic

investigation and data collection procedure with

people. Semi-structured interviews are applied based

on a previously prepared script and usually contain

open questions (Fonseca, 2002; Manzini, 2004).

The research subjects were professionals from

multinational IT companies who work in the areas of

project management and who are in a remote work

situation. The sample was ten professionals from

multinational IT companies who exercise the role of

project manager. They were invited by the authors

and the only criteria for the selection was to work on

multinational IT companies as a project manager.

An interview script was developed with ten

different questions about project management in the

home office context, caused by the pandemic. The

interview was guided and applied by the authors

remotely, using the video tool called Zoom.

After all the interviews were accomplished, each

of them was transcribed and the data collected were

organized. The data underwent a qualitative analysis,

in order to organize, analyse and interpret the data.

Then, the data obtained through the interviews were

categorized. Ten categories were defined with

subcategories.

Ethical aspects were handled by obtaining

informed consent and ensuring the privacy

preservation of the interviewees', without

discrimination in selection of those.

4 RESULTS

In this section, the field research results are presented,

according to the objectives of this work. The

interviewed managers’ profile is shown in Table 1.

Table 1: Demographic information of the interviewed.

Respondents

Age

20 - 30 1

31 - 40 4

41 - 50 3

> 50 2

Sex

Female 5

Male 5

Current Position

Project Manager 7

Software Research and

Development Manager

Software Development

Manager

IT Development Manager 1

Experience time in years

1 - 5 3

6 - 10 4

11 - 20 2

> 21 1

4.1 Obtained Results Analysis

This is a qualitative analysis, and it characterizes the

content found in the interview phase. Ten categories

were defined (with subcategories) following a

categorization methodology. The topics specified

below present the analysis from the raised categories.

4.2 Methods

The methods used by all the managers interviewed,

during the home office context, are Scrum and

Kanban, along with the use of a combination of both

methods by one of the managers. These were not

affected by the change from the face-to-face to the

Project Management Processes Used during the Development of Software Projects in Home Ofﬁce Format: A Field Research in

Multinational It Companies

191

remote context: the only change was the way to use

and apply the techniques and methods, which became

entirely online. Following Scrum, managers cited the

performance of all ceremonies. The Kanban started to

be used with an open scope and with continuous

deliveries. Some techniques started to be applied

completely online: Design Thinking for discoveries,

war room for problem solving, Lean tools and

methodologies for root cause analysis, such as

fishbone diagram.

4.3 Tools

The use of tools before and during the pandemic has

changed, although both project teams and managers

have used many of them previously. The main change

mentioned was related to the intensity and frequency

use of these. According to the interviewees, the most

used tool in the face-to-face context that was lost in

changing the work format is the whiteboard, used to

perform group actions and monitor the development

teamwork.

Table 3: Tools that had their use affected by the pandemic.

Use purpose Tools

Dynamics and

actions group

FunRetro, Mural, Miro

Communication

Zoom, Webex,

Microsoft Teams,

Microsoft Outlook

Organization and

planning, team work

Jira, Rally, Microsoft

Planner, Trello,

Microsoft Project

Documentation

Confluence, Microsoft

Word, Microsoft

PowerPoint, OneNote

People Management

StandOut,

Microsoft Excel

CRM Siebel

Data and business

analysis

Microsoft PowerBI

Document and file

repository

Google Drive, Microsoft

SharePoint

The white board was mentioned in 6 of the 10

interviews as the most affected tool by remote work.

The meetings did not stop happening: in person, no

specific tools were used, but after the beginning of the

remote work, the use of videoconferencing

applications was reported. The interviews mentioned

the tools that were affected by the pandemic and are

listed in Table 3.

Managers reported significant learnings for

improving processes regarding the use of online tools.

According to a report by one of the interviewees: “[...]

things that were very difficult, perhaps one would be

waiting to solved in person with the client and with

the people on the team. Since we do not have this

option, we learn and look for other alternatives to

accomplish them remotely, both the way of talking,

connecting, as well as searching for digital tools that

before were always sought for an in-person

alternative”. It has been identified learning with tools

has been identified to improve the communication of

the team and stakeholders, bringing transparency to

the management. Managers also started learning

about virtual tools, with presentation and conference

protocols, security, types of tools best suited to each

situation, online courses and training. Interviewed

pointed the replacement of face-to-face tools with

digital tools as a permanent adaptation to the

companies' project management, especially for teams

distributed in different locations.

4.4 Communication

The point which was most addressed by the

interviewees was communication during the home

office. It was necessary for a quick and effective

manager’s adaptation with the team and with the form

of management, so that the communication could be

maintained with quality and efficiency. Although in a

smaller quantity, some points were reported in which

the home office brought advantages in

communication, with the convenience in

communication that was necessary, since the agendas

became busier and time needed to be optimized.

There was a communication restructuring in order

to be more objective and more comprehensive. The

concept of non-violent communication was

fomented, which consists in a communication

approach that aims to speak and listen with

compassion (Rosenberg, 2006). According to one of

the managers: “The effort to better communicate with

others has generated a more careful behavior with

communication, [...] to be clearer, to check if the

other is understanding what is being said and agreed.

This is one of the lessons learned from the pandemic

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that I think will last forever”. As a disadvantage, the

lack of proximity to the managed was raised, as

reported below: “It is more difficult to understand

what the other person is going through. The

relationship between people has been lost, there is no

way of knowing if the person we are talking to is

really well or not”. This change in the relationship

format reflected in the way the managers work. They

felt the need to increase the frequency of private

conversations with each member of the team. The

formation of new teams made it difficult to get closer

to the members of the newly formed team. Beyond

that, there is a difficulty in guaranteeing the

motivation and engagement of the team. One of the

managers narrates: “I'm not sure if people are really

engaged and dedicated to what they need right now,

as I can't see the difficulties closely”. Another

disadvantage was the increased frequency of

information transmission, resulting in a greater

number of meetings, e-mails and messages. Because

of this, the team members forget the aligned

processes, and it became necessary to prepare

meeting minutes and formalize decisions and

agreements made.

4.5 Productivity

Productivity was related to factors such as the work

environment, adaptability, focus and distractions. For

most managers, teams were able to adapt quickly to

the new reality in this regard, and in some cases,

productivity increased. The performance of software

developers has grown proportionately: many of them

have reported to managers that they have started to

focus more on their day-to-day activities when they

are working from home. However, for some

managers, productivity remained similar to the face-

to-face format.

4.5.1 Focus

The focus was responsible for increasing the

productivity of some employees. This is because

virtual meetings decrease the scope for interruptions,

delays, informal conversations and other situations

that cause distractions; people spend more time on the

same task in virtual mode than in person. According

to the managers, the distractions experienced in the

company office decreased significantly with remote

work, giving people greater concentration on their

tasks. This reduction was pointed out as one of the

advantages in the home office context: "[...] in the

office I was frequently interrupted, I started doing an

activity and someone called me, that often happened

and in remote work, you can actually work on what is

in your schedule. "The following points were

indicated as responsible for increasing the focus:

reduction of informal conversations; meetings are

virtual; option to use "do not disturb" features in

communication tools; less travel time to devote to

other tasks.

4.5.2 Work Environment

Work environment was also addressed as a decisive

factor for home office productivity: many employees

do not have an appropriate workstation, which

directly affects the employee's productivity, since

they lack the comfort offered by the company in the

office. The report translates this reality: “At home, in

an emergency situation like the one we have been

through, not everyone was able to prepare properly.

As far as the pandemic period was being

extended, things became less improvised, but not

necessarily everyone on the team has an ideal home

office structure. “Plus, there is the environment itself:

children and family members close to the work

environment, making it difficult to focus on activities.

However, despite the presence of that reality in

the daily lives of many employees today, this scenario

does not originate from teleworking, but from the

pandemic, which forces distance and, consequently,

distances children from schools and family members

from their respective workspaces.

4.6 Personal Organization

Personal organization has been mentioned numerous

times. In remote work, personal organization was

necessary so that the management activities (and

other employees) were properly fulfilled, regardless

of the operating environment. Thanks to the need for

greater agendas and schedules control, it was possible

for some managers to follow a previously defined

task plan in order to fulfil the expected day-to-day

activities. This context favored the managers and

employees' personal organization. According to one

of the managers: “Self-organization has become

much more demanded, and not everyone is able to be

self-organized and self-managed”. Some of the

managers interviewed report that, at the beginning of

the pandemic, discipline in the home office was less;

over time, this self-organization has increased, in

some cases, including in personal activities. A work

routine started to be established as in the face-to-face

context, with meeting and work schedules and rest,

lunch and leisure times.

Project Management Processes Used during the Development of Software Projects in Home Ofﬁce Format: A Field Research in

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193

4.7 Working Day Tracking

Managers are responsible for managing not only

projects, but people who make them happen.

Monitoring the development of the team members of

the managers interviewed was affected by the home

office in different aspects, from communication to

direct people management. Relaxation moments were

excluded from work routine and this reality directly

interfered in the relationship between managers and

their respective teams. It was necessary to increase

the frequency of private meetings with the

employees, since there are no more casual meetings

for the natural development of conversations.

Managers began to monitor people's feelings, tone

of voice, and non-verbal language more closely, as

there is no visual and face-to-face contact to capture

key points for personnel management. Some of the

interviewees started managing new teams in a

completely remote way, relating only through virtual

communication tools. “[...] I lost feeling of how the

day-to-day life is, how the team's energy is, the

progress of the work. I spend many moments without

talking to them and without feeling how things are

going”. There is no one-off help from collaborator to

collaborator, when they are blocked or having

trouble. The relationship of trust and proximity

between managers and employees has become more

challenging, since there are no gaps for building

bonds and empathies in the same way as in the face-

to-face context. “[...] it is much more natural to focus

more on what has to be done and not on the people

who are working with us”.

4.8 Flexibilization

Work flexibility was mentioned, on several occasions

in the interviews, as an advantage and a learning

experience for the home office, and is considered a

permanent change in companies, even after the end of

the pandemic context.

4.8.1 Schedule Flexibilization

An advantage mentioned was the schedule's

flexibility: as examples, one can mention the

possibility of scheduling online meetings, which

eliminate travel time and can avoid delays. In

addition, by viewing online calendars, it is easier to

find compatible schedules for everyone involved. The

option of not responding instantly to messages

received by chat also contributes to the focus on the

execution of activities and the flexibility of work

shifts.

4.8.2 Place Flexibilization

The workplace flexibility is directly related to the

possibility found by the managers and their team to

perform their activities in places other than the

physical office. This was a learning experience

presented by a manager who, before the pandemic,

worked in person with his team and, even with the

possibility of opting for working days in the home

office model, he believed that being present in the

office brought more benefits for the execution of his

tasks. Currently, he identified that the activities

developed in a virtual way have the same expected

result. The client and stakeholders' relationship also

had a positive impact. As access to people became

more flexible, there is no longer a need to travel and

the communication channels (e-mails, chat,

videoconferences) become more accessible, besides

the permanent flexibility of hours worked in the home

office: before the pandemic, some companies limited

the hours that employees could join the home office.

After the forced change of context, some

companies started to allow people to work entirely in

home office format, even after returning to the office.

4.8.3 Hiring Flexibilization

Hiring has become more flexible for companies, since

the pandemic has allowed people from different

locations and offices to be included in the same team.

Previously, managers reported that, when joining a

team together, they were limited to professionals

located in the same region, which would be an

advantage to expand the possibilities of finding

people with the best profile to form work teams and

was considered as a possible permanent change in the

company.

4.9 Infrastructure

Different situations related to infrastructure were

mentioned.

4.9.1 Digital Infrastructure

The change in the way of working has increased the

use of online tools. Access to these tools must be

guaranteed for all team members, but at the beginning

of teleworking, there was a need to adapt to the new

format, which is currently stabilized. This situation

allowed a greater perception of the manager in the

process of starting a new team: “[...] we have to

ensure that everyone has access and that everyone has

a license to access the standard tools”. The possible

lack of connection was considered a new risk,

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because in the space provided by the company, people

have a standardized structure, designed for

performance and usage time. With little time to adapt

to remote work in their homes, some employees have

connection problems as they do not have the same

connection conditions as in the office and, for these

reasons, the quality of work or communication may

be compromised.

4.9.2 Physical Infrastructure

Despite the initial period of adaptation to the new

work format, currently the teams are already adjusted

to the new structure and routine. Project managers

recognized the greatest need to ensure that all people

have the necessary equipment to do the job, such as a

suitable computer, camera and microphone, as well as

an ergonomic and comfortable environment.

However, the physical structure presents a greater

challenge when it needs adjustments, especially in an

emergency. In an effort to reduce the difficulty of

adaptation, managers needed to provide accessories,

table and chair for employees. This new process is

even being included in the stage of forming new

teams and hiring new employees. In response to this

new scenario, the gradual reopening of some offices

is being considered by some companies soon, and it

will bring new processes and rules to ensure the

health of all employees.

4.10 Delivering

Managers answered questions about the influences of

the work situation on delivering value and measuring

results.

4.10.1 Delivering Value

Part of the interviewees noticed small improvements

in the teams' value delivery, but almost insignificant

when compared to the face-to-face work model: “The

fear of remote work having too much impact on

deliveries was demystified by the pandemic, which

forced a movement that was slowing down”. The

following is an account of the improvements

identified in the delivery of teams' value: “Most

managed to adapt well and had increased

productivity, mainly the developers, who reported

being able to focus much more when they are at

home”. Managers who saw no improvement noticed

that their team's delivery speed dropped at the start of

the pandemic, during the adaptation period. Other

managers reported not noticing differences in their

teams' value delivery. One report cited the balance

between people who adapted better to the remote

work situation and others who did not, balancing the

result of delivering value. The following quote

presents a reflection on the adaptation of the work:

“We had an organizational climate survey that ran in

June of this year and the result this year was even

better than last year. In other words, if the pandemic

had generated a very bad feeling in relation to the

business execution, in which the processes had not

been working, the deliveries would not been

happening, or if the quality had fallen, certainly this

research would have shown”.

4.10.2 Results Measurement

When questioning the managers about the way of

measuring and precision of the results, all of them

replied that there were no differences caused by the

change in the way of working. The metrics and tools

used have remained the same. Report sending on the

project changed during the pandemic: before, it was

sent only to the client, but it started to be sent to

everyone on the team, so that everyone remains

informed about the results of the metrics and progress

of the project.

5 CONCLUSION

It was possible to raise considerations about the

project management processes used during the

development of software projects in the context of the

home office. Other points related to software

development teams were also affected by the context

of social distance. The manager's communication

with employees and customers has undergone

significant changes. The tools were divided between

new tools adopted and tools that were already used in

the face-to-face context, but which had their use

intensified. Some scenarios are consequences of

different origins, between consequences of the

pandemic and consequences caused by the home

office. Many learnings and new working ways will be

applied in project management after the pandemic

and in general, companies continue to discuss

permanent changes to be applied. Results delivery as

well as how to obtain team metrics have not changed

significantly.

This work presented limitations, such as the

researchers' bias and the pandemic context, which

brought some adversities: difficulty in contacting the

interviewees for an invitation to participate and delay

in their return. This reduced the numbers of

interviewed and the time foreseen for the analysis of

results, since the realization of private individuals

Project Management Processes Used during the Development of Software Projects in Home Ofﬁce Format: A Field Research in

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195

depended on the availability of managers. In addition,

the interviews were conducted via the Zoom video

conferencing tool, and unforeseen circumstances

such as a lack of connection delayed the progress of

some of the scheduled interviews.

There has been difficulty in identifying in the

scientific literature works similar to this one.

Authors believe that new research can be

developed considering the changing work context

during pandemic. It is possible to accomplish

comparative research after the pandemic, studies

dedicated to the consequence of the pandemic in

communication and its effects and research dedicated

to the use of new tools for project management in the

home office.

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