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1. Introduction
Adopting Agile Project Portfolio Management (APPM) increases change achievement, communication and team organization. Strategic management focused on the operation process is a precondition for aligning a project portfolio to companies' strategies (Meskendahl, 2010; Kaiser et al., 2015). The relevance in identifying and evaluating the strategic and non-commercial value in the project portfolios was observed (Martinsuo and Killen, 2014; Green and Sergeeva, 2018). Therefore, if the project portfolio management (PPM) strategies focused on change accommodation, efficient communication and team restructuring linked with agility, it creates APPM strategies with best deliveries results on projects.
Although the organization's capability to innovate is one of the significant ways for success (Eisenhardt and Martin, 2000; Wheelwright and Clark, 1992; Kock et al., 2016), portfolio management objectives align the projects with the organization's strategies (Martinsuo and Lehtonen, 2007; Teller, 2013), improving the value of the portfolio (Kopmann et al., 2017; Ahmadi-Javid et al., 2019). The literature defines that success is multidimensional (Cooper et al., 2001; Müller et al., 2008; Meskendahl, 2010; Kock and Gemünden, 2019), and the maximal value reflects the organization's strategic business priorities (Cooper et al., 2001; Kock and Gemünden, 2019). The project portfolios vary according to the companies' strategic objectives (Wu et al., 2019). There is a high degree of interaction with the PPM process and structure (Patanakul, 2020).
Our substantive theory proposes a breakthrough that relates categories by adopting Agile and project portfolio management objectives. Substantive is specific to the intersection between PPM strategies objectives and Agile adoption by information technology (IT) departments, not generalizing beyond these areas. Accordingly, our goal is to present an empirical framework for changes, communication and team restructuring that explain our substantive theory.
Comparison with results obtained by other theories of related fields occurred (Charmaz, 2006; Eisenhardt, 1989) in this kind of research. A conceptual Agile strategic management for project portfolio model was created to elucidate the propositions. This necessary structure is usually employed in qualitative studies.
To accomplish the results, theories that underlie the propositions will be identified. A holistic view of their interrelations will be present. Wherefore, this model focused on agility and responses to structural changes in Brazilian organizations will improve the flow of information that culminates in efficient...