Information and Communication Technology (ICT) Governance is increasingly necessary and present in organizations aiming to improve the maturity of their ICT processes. This paper presents an analysis of the ICT Governance processes of a Brazilian Federal Public Administration agency. To assess the maturity of the ICT Governance processes, we surveyed and diagnosed the processes performed by the agency and organized a series of meetings/discussions to assist in the improvement and modeling of the processes related to the ICT Contract Planning process. As a result, we proposed improvements and identified the maturity level of the existing ICT processes, also assessing the awareness of employees of the General Coordination of Information Technology regarding these processes. Our findings reveal that the agency still needs to implement the following processes: (1) ICT People Management; (2) Business Process Modeling (Automated/to Automate); (3) Change Management; (4) Execution Monitoring of the ICT Projects and Services Portfolio; and (5) ICT Service Continuity Management. We also identified several artifacts that need to be implemented by the agency in different processes and collected survey participants’ suggestions about new processes to improve the maturity in ICT Governance.

The urban population is increasing worldwide. This demographic shift generates great pressure over public services, especially those related to health-care. One of the most expensive health-care services is surgery, and in order to contain this growing cost of providing better services, the efficiency of surgical centers must be improved. This work proposes an integer linear programming model (ILP) considering the case-mix planning (CMP) and the master surgical scheduling (MSS) problems. The case-mix planning problem deals with the planning of the number of operating rooms to be assigned to surgical specialties. The master surgical scheduling is related to when to assign the rooms to the different specialties. The developed model uses a data set from a hospital of the city of Turin, Italy. The results are very promising, showing a reduction from 240 weeks to 144 weeks to empty the surgical waiting list (WL). Moreover, if changes to the hospital situation are implemented, including the introduction of two new surgical teams into one of the hospital’s specialties, the time to empty the surgical WL could decrease to 79 weeks.