Purpose: The new production paradigm, Industry 4.0 or the Fourth Industrial Revolution, has aroused scientific interest with a view to the possibility of improving the flexibility and productivity of companies in a world with many changes. The challenge is that implementing Industry 4.0 is complex and subject to risks, and few companies are succeeding in this process. Although many maturity and readiness models have been developed to assess companies in projects of implementation, few models propose a path for this process. This study proposes the Four-Layer (FLY) model to guide companies in Industry 4.0 technology implementation projects. Design/methodology/approach: This study used Design Science Research to structure the model and the Delphi method to develop and validate it. Findings: The FLY model considers the business model, the formulation of the competitive business strategy, the technologies to be implemented, the company’s adaptation to changes and organizational support for the implementation of new technologies for a broader analysis of the company. Originality/value: The theoretical relevance and originality of this study lie in the proposition of an implementation model developed on a scientific basis, supported by experts, when there is a need and scarcity of these implementation models. The practical contribution is to guide entrepreneurs, executives and everyone involved in the Industry 4.0 implementation projects, reducing the complexity and risk of the enterprise, supporting solid management decisions and thus cooperating to advance the current body of knowledge about Industry 4.0.

The objective of this study is to analyze the relationship between organizational transformation and transformational project, and to propose a model for this relationship, as a synthesis of the literature, and as a model for practitioners. Transformational projects allow companies to adjust to new market needs and internal challenges, remaining relevant and sustainable in terms of operationalizing new ideas. The method used was literature review, when it was possible to identify that despite the scarcity of theoretical references, there is a certain convergence on understanding that transformational projects generates a positive impact on society, stimulating innovation, promoting adaptation, improving efficiency, developing skills, and stimulating cultural changing. The relevance of this study lies in proposing a model, cooperating to advance studies on transformational project, increasing its theoretical foundation, and guiding project management professionals, and even management professionals in general in transformational projects.

The technical report describes the team building experience creating trust and integration of the project team and other stakeholders, enhancing interaction, collaboration, co-creation and successful delivery of a project. The perceived degree of trust was developed in three dimensions (emotional, technical and ethical competence), establishing a different mindset and converging to the successful delivery of the project. The project itself provided a new approach to interacting between teams and delivering valuable projects Conforme PMI (2021), ambientes inclusivos e colaborativos, onde há troca de conhecimentos e experiências de forma mais livre, favorecem melhores resultados do projeto. Este relato descreve o acompanhamento e observação de equipe de projeto na interação para co-criação na solução para problemas organizacionais, em uma empresa do setor financeiro. Discorre sobre a dinâmica do projeto, a utilização de práticas abertas, à luz da metodologia ágil e a criação do espírito de equipe. Trata dos processos de comunicação, gestão das partes interessadas, integração e estabelecimento de visão compartilhada, bem como o estabelecimento de ambiente de confiança intuitiva contribuindo para o sucesso do projeto. Do resultado observado, é possível identificar a ocorrência de fatores, descritos na literatura, que sinalizam a convergência de entendimento de que o estabelecimento de uma ambiente de confiança no ambiente potencializa o sucesso do projeto.

Purpose: This study aims to develop and empirically evaluate a conceptual framework that investigates the impact of organizational transformation on transformational projects, with mediating effects of transformational approach, focus and barriers. Design/methodology/approach: Drawing on a sample of project professionals, this study leverages structural equation modelling, mediation analysis and necessary conditions analysis to uncover the complex interplay between organizational transformation, transformational projects and their key mediating factors. Findings: The findings of this study reveal that transformational focus serves as a full mediator in the occurrence of transformational projects, while approach and barriers function as partial mediators and organizational transformation and all as necessary conditions at varying levels, shaping transformation projects and implementation dynamics. Research limitations/implications: This study presents a novel approach to measuring transformational projects, addressing a critical gap in the literature by introducing a more comprehensive model that integrates additional key variables. Practical implications: The proposed framework provides practitioners with a structured approach to managing transformational projects by identifying critical factors and necessary conditions at different stages, enabling more effective decision-making and implementation strategies. Originality/value: This study offers a novel framework for measuring and understanding transformational projects, bridging a critical gap in the literature by integrating multiple influencing factors and conditions to provide a more comprehensive analytical perspective.