Model of Integrated Practices for the Management of Social Projects in the Judiciary
Project management; governance; tailoring; organizational technology; judicial policies.
The expansion of national judicial policies in the Brazilian Judiciary has reinforced the importance of institutional projects as mechanisms for strategy execution and the generation of public value. However, the management of social projects linked to these policies occurs in an organizational context marked by a high volume of demands and the limited availability of teams dedicated exclusively to project management, which imposes challenges to the adoption of methodological approaches compatible with this context.
Therefore, this research aims to develop an organizational technology to systematize social project management practices focused on their implementation.
A qualitative approach, of an applied nature, was adopted, with a single case study design, supported by participant observation, document analysis, and comparison with the literature on project management. The empirical investigation allowed the identification of tailoring practices in the management of social projects. Based on the systematization of these practices, a hybrid project management framework was developed, combining structured practices and adaptive approaches, guided by the PMBOK process groups and integrated with organizational process modeling. As a result, the proposed organizational technology contributes to expanding the institutional capacity for implementing judicial policies and to strengthening the sustainability of the results generated.