Conclusions

In spite of the Capability Maturity Model (CMM) and Project Management Models (PMMM and PMBoK) being widely used in developed countries, in Brazil, only Case "C" (a global company) adopted these methods.

The studied cases suggested that these managerial IT practices are not in widespread use in Brazilian companies. On the other hand, the ISO standards are well known and adopted.

In Case "B," IT is a source of competitive advantage, and in the other cases, IT does not present the same strategic relevance. Case "B" efficiency and effectiveness of IT projects represents the possibility of gains in competitiveness, and so, this company would benefit with formal efficiency models. Thus, Case "B" should substitute ad hoc procedures by project management models like PMBoK and PMMM, in order to improve efficiency.

Case "A" presents a poor relationship between corporate IT and the business unit; and there is an important possibility of increasing IT outsourcing. Furthermore, there is a lack of alignment between IT and the business unit strategies. IT project management is still in a embryonic phase and it should be fostering a commitment by executive and line management.

Case "C" tends to drive the adoption of more detailed effectiveness evaluation systems, since this company has already demonstrated initiatives in using IT project efficiency procedures based on CMM and PMBoK.