Analysis of the research propositions
| Proposition | Confirmation of the proposition | Highlights |
|---|---|---|
| P1) The commitment of senior management/sponsor contributes to the project’s success | Yes | Collaborates with the resolution of problems, definitions and themes related to the project’s costs in a consumption model |
| P2) The organizational environment contributes to the project’s success | Yes | Highlights for freedom to err, collaboration and positive environment |
| P3) The team’s organizational environment contributes to the project’s success | Yes | Willingness to learn, freedom of expression, collaboration and multidisciplinary |
| P4) The team’s capacity contributes to the project’s success | Yes | Cloud has non-traditional solutions; adaptation and flexibility help the cloud model adhere |
| P5) Customer engagement contributes to the project’s success | Yes | Minimizes project risks; needs to participate in decisions and prioritizations; customer satisfaction is achieved faster, which can improve this relationship with the customer |
| P6) The team’s technical knowledge is a differential to the project’s success | Yes | It is critical in cloud; knowledge needs to be acquired; difficult to have cloud teams formed; technical knowledge helps to make good decisions |
| P7) The PM’s knowledge in managing conflicts of interest contributes to the project’s success | Yes | It mediates the issue of costs and deadlines and communicates between areas involved in the project |
| P8) Process management contributes to the project’s success | Yes | Absence of processes for the cloud model; different processes for cloud and on-premise that have diverse ways of deploying solutions |
| P9) The delivery strategy contributes to the project’s success | Not necessarily | Making partial deliveries is possible because today there are more modern software engineering tools that manage partial deploys that can be automated by DEVOPS |
| P10) Agile software techniques contribute to the project’s success | Not necessarily | PM’s techniques can collaborate with the success of cloud projects, especially agile techniques |
| P11) The nature of the project contributes to the project’s success | Not necessarily | Nature depends on organizational strategy and contract |
| P12) The type of project contributes to the project’s success | Not necessarily | The type of project is linked to the drive (prioritization, time, visibility) that the project will have within the company |
| P13) The project schedule contributes to the project’s success | Not necessarily | Controls and directs the project, manages expectations, but needs constant review and may not adapt to the reality of the project |
| P14) The items negotiated in the contract between customer and provider (agreed service level, access restriction, cost, prioritization of services) contribute to the project’s success | Yes. | Govern how cloud services will be made available and consumed; need to be reviewed so as not to interfere with the project’s progress |
| P15) The knowledge of the PM in contract management contributes to the project’s success | Not necessarily | It helps to understand the deadlines and constraints that can influence the project’s progress; several organizations have a specific area that assists the PM with contractual ones |
| P16) Proper risk management contributes to the project’s success | Yes | Minimizes project risks, whether because of ignorance of the cloud or anticipation of problems that differ from the on-premise model |
| P17) Proper change management contributes to the project’s success | Yes | Teams have the autonomy to manage change; rigid change processes hinder the agility of deliveries made possible by the cloud |
| P18) Effective communication contributes to the project’s success | Yes | Communication is used to talk about both deliveries and difficulties; it is important to talk about costs because this variable changes in the cloud model |
| Proposition | Confirmation of the proposition | Highlights |
|---|---|---|
| P1) The commitment of senior management/sponsor contributes to the project’s success | Yes | Collaborates with the resolution of problems, definitions and themes related to the project’s costs in a consumption model |
| P2) The organizational environment contributes to the project’s success | Yes | Highlights for freedom to err, collaboration and positive environment |
| P3) The team’s organizational environment contributes to the project’s success | Yes | Willingness to learn, freedom of expression, collaboration and multidisciplinary |
| P4) The team’s capacity contributes to the project’s success | Yes | Cloud has non-traditional solutions; adaptation and flexibility help the cloud model adhere |
| P5) Customer engagement contributes to the project’s success | Yes | Minimizes project risks; needs to participate in decisions and prioritizations; customer satisfaction is achieved faster, which can improve this relationship with the customer |
| P6) The team’s technical knowledge is a differential to the project’s success | Yes | It is critical in cloud; knowledge needs to be acquired; difficult to have cloud teams formed; technical knowledge helps to make good decisions |
| P7) The PM’s knowledge in managing conflicts of interest contributes to the project’s success | Yes | It mediates the issue of costs and deadlines and communicates between areas involved in the project |
| P8) Process management contributes to the project’s success | Yes | Absence of processes for the cloud model; different processes for cloud and on-premise that have diverse ways of deploying solutions |
| P9) The delivery strategy contributes to the project’s success | Not necessarily | Making partial deliveries is possible because today there are more modern software engineering tools that manage partial deploys that can be automated by DEVOPS |
| P10) Agile software techniques contribute to the project’s success | Not necessarily | PM’s techniques can collaborate with the success of cloud projects, especially agile techniques |
| P11) The nature of the project contributes to the project’s success | Not necessarily | Nature depends on organizational strategy and contract |
| P12) The type of project contributes to the project’s success | Not necessarily | The type of project is linked to the drive (prioritization, time, visibility) that the project will have within the company |
| P13) The project schedule contributes to the project’s success | Not necessarily | Controls and directs the project, manages expectations, but needs constant review and may not adapt to the reality of the project |
| P14) The items negotiated in the contract between customer and provider (agreed service level, access restriction, cost, prioritization of services) contribute to the project’s success | Yes. | Govern how cloud services will be made available and consumed; need to be reviewed so as not to interfere with the project’s progress |
| P15) The knowledge of the PM in contract management contributes to the project’s success | Not necessarily | It helps to understand the deadlines and constraints that can influence the project’s progress; several organizations have a specific area that assists the PM with contractual ones |
| P16) Proper risk management contributes to the project’s success | Yes | Minimizes project risks, whether because of ignorance of the cloud or anticipation of problems that differ from the on-premise model |
| P17) Proper change management contributes to the project’s success | Yes | Teams have the autonomy to manage change; rigid change processes hinder the agility of deliveries made possible by the cloud |
| P18) Effective communication contributes to the project’s success | Yes | Communication is used to talk about both deliveries and difficulties; it is important to talk about costs because this variable changes in the cloud model |