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Currently, the corporate environment, regardless of the nature of the business and management mode (public or private), organizations are starting to realize the growing importance of Information and Communication Technology - ICT as a driving and catalyst factor of changes, renewal and achieving aspects of its business aims. In this context, institutions have increased their awareness of how ICT and its consequences have become strategic factors in increasing their market competitiveness for the achievement of its institutional mission (EUROCOM, 2006).
However, for the consolidation of this strategic plan, a structured process is necessary to manage and control ICT initiatives in organizations in order to ensure the return on investments and improvements in organizational processes. In this context, the term Governance in ICT is used as a means of gaining control and knowledge in ICT, ensuring greater transparency in strategic management (KOSHINO, 2004).
In this way, many proposed methodologies, reference guides, sets of good practice and frameworks have emerged and thrived in recent years. This has allowed the development of ICT Governance in organizations, the rationalization of investment in ICT and metrics for assessing results in which we can highlight ITGI (2008): COBIT (ISACA, 2007) and ITIL (ITIL, 2007). However, the adoption of ICT Governance using these models, which are here called "conventional” or “traditional", does not happen without problems. Generally, these are slow processes that require high investments, which are also limited by the difficulty that organizations have understanding how to start its implementation (MAGALHÃES and PINHEIRO, 2007; MENDEL and PARKER, 2005; FRY, 2004; FARINHA, 2005; PEGG and KAYES, 2005).
On the other hand, Agile Methodologies have spread and added increasingly competitive and dynamic approach to software development processes in Software Engineering. In this environment, independently of the business area (LUNA et al., 2008), we see that more and more methods for specification and software development are being gradually replaced or upgraded by the principles and values announced in the Agile Manifesto (BECK et al., 2001). This occurs with the aim of obtaining results faster, and these agile methods can "add value" to business organizations, through a process in which the principles of communication and collaboration are essential (FRUHLING et al., 2008).
Under that view, the positive experience of organizations working in Engineering Software business was examined through a process of Systematic Reviews (SAMPAIO and MANCINI, 2007) supported by Bibliometrics and Scientometrics methods and techniques (VANTI, 2002; GLÄNZEL, 2003) . These organizations have discovered evidence of progressive and significant contributions that the Agile methods for software development processes have made (FERREIRA and LIMA, 2006; DOBBS, 2007; AMBLER, 2007; LUNA et al., 2008). Based on this analysis, this paper argues for the assumption that the agile principles, values and good practices, once adapted to the context of Governance in ICT, can bring even more significant results in organizational management. Their benefits can be perceived through the increase of the speed of decision making, the insurance of business processes and the increase of organizational competitiveness and other aspects. Thus, this proposal for Agile Governance in ICT has emerged, which provides the implementation of the principles and values of the Agile Methods to the traditional processes in ICT Governance. In a previous analysis the possibility of maximizing the potential of the critical success factors of ICT in governance through the application of the principles and values of agile methods was identified (FERNÁNDEZ, 2008), but a positive relationship in the use of an agile approach with the projects in ICT Governance is believed to be possible. This second proposal will be developed in future works.