Practices and barriers for big data projects: A case study on a large insurance company

Marco Alexandre Terlizzi; Felippe Eiji Tashiro de Oliveira; Eduardo de Rezende Francisco

doi:10.5585/gep.v15i1.24673

Autores

Marco Alexandre Terlizzi Escola de Administração de Empresas de São Paulo – FGV EAESP https://orcid.org/0000-0002-6306-5704
Felippe Eiji Tashiro de Oliveira Escola de Administração de Empresas de São Paulo – FGV EAESP https://orcid.org/0009-0005-5600-7716
Eduardo de Rezende Francisco Escola de Administração de Empresas de São Paulo – FGV EAESP https://orcid.org/0000-0001-8895-2089

DOI:

https://doi.org/10.5585/gep.v15i1.24673

Palavras-chave:

Gerenciamento de projetos, Projetos de tecnologia, Plataforma de big data, Indústria de seguros

Resumo

A adoção do big data pelas organizações continua em expansão, exigindo investimentos em novos projetos, tecnologias, arquiteturas e processos que permitam a integração das novas plataformas de big data aos sistemas legados; entretanto, muitas organizações ainda não conseguiram integrar de forma eficaz o big data aos seus processos de tomada de decisão nem capturar de forma adequada seus benefícios. Este estudo tem como objetivo demonstrar as práticas e barreiras relacionadas à implementação de uma plataforma de big data e sugerir melhorias para projetos futuros. Realizamos um estudo de caso em uma das maiores seguradoras do Brasil por meio de análise documental e entrevistas com dez profissionais envolvidos no projeto (técnicos, gestores e executivos). O estudo expande a literatura atual com duas novas descobertas: uma nova prática que pode ser utilizada em uma plataforma de big data (alertas de escalonamento automático), bem como uma barreira que pode inibir sua adoção adequada (complexidade ao acessar fontes de dados multicloud). O estudo também corrobora práticas e barreiras identificadas anteriormente: quatro práticas (uso de ferramentas especializadas de big data, integração da nova plataforma aos sistemas legados, atendimento a legislação de privacidade, e uso de modelagem de processos na documentação técnica), e três barreiras (alto consumo de energia para processar dados não estruturados, não atendimento às necessidades do negócio no momento certo, e atraso no projeto causado por processos burocráticos interdepartamentais). Por fim, como contribuição prática, propomos um plano de ação para remover as principais barreiras que podem impactar o sucesso do escopo do projeto. O projeto gerou excelentes resultados pós-implantação, estimulando mais inovações e avanços.

Biografia do Autor

Marco Alexandre Terlizzi, Escola de Administração de Empresas de São Paulo – FGV EAESP

Doutor em Administração

Felippe Eiji Tashiro de Oliveira, Escola de Administração de Empresas de São Paulo – FGV EAESP

Mestre em Administração

Eduardo de Rezende Francisco, Escola de Administração de Empresas de São Paulo – FGV EAESP

Doutor em Administração

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