This paper presents a practical model for monitoring ICT infrastructure capacity and performance in municipal governments, based on ITIL 4 principles. While ITIL is widely recognized in private organizations, its structured application in city halls, especially for capacity and performance management, remains underexplored. The proposed workflow model was developed and tailored to the specific needs and maturity level of a medium-sized Brazilian city with over 120,000 residents. It integrates open-source tools (Zabbix, GLPi, LogAnalyzer) to support data-driven decision-making, resource optimization, and service continuity. Designed to align ICT management with strategic public administration goals, the model aims to enhance governance, improve responsiveness, and support the modernization of digital public services. This work addresses a gap in the literature and offers a replicable framework for other public entities seeking to strengthen their ICT service management practices.

Nowadays society has transformed performancerelated issues into situations that are merely focused on goals and competitiveness, which generates, in IT professionals, the feeling of being under constant pressure due to the need for immediate delivery of results.For this reason, Human Performance Management has become an increasingly essential process inside organizations, through which it is possible to improve, among other things, efficiency, productivity and satisfaction of employees.Its benefits are even more evident in areas such as Information Technology (IT), where evolution, complexity and uncertainty are ever-present factors.Based on this scenario, this study proposes a performance management model for IT professionals, linked to the philosophical current of Humanism and addressing aspects such as equality, respect, participation, competency and personal development.Thus, this research intends to have a positive effect on IT performance (individual/team/organizational), humanizing the relationship between IT employees and their organizations.

To deliver quality software continuously is a challenge for many organizations.It is due to factors such as configuration management, source code control, peer-review, delivery planning, audits, compliance, continuous integration, testing, deployments, dependency management, databases migration, creation and management of testing and production environments, traceability and data post-fact, integrated management, process standardization, among others.To overcome these challenges, this paper presents a continuous delivery process that promotes artefacts produced by developers, in a managed fashion, to production environment, allowing bidirectional traceability between requirements and executables, and integrating all activities of software development using the concepts of Application Lifecycle Management.As a result, we obtained an ecosystem of tools and techniques put into production in order to support this process 1 .

With the current growth of software development, plan and manage well the development practices become vital for effective coordination of a software project. Within this context, the estimation process presents as basis for achieving a good planning and control of these projects. So, more accurate estimates mean a better planning, and with this the project will take less risks. On the other hand, bad or inaccurate estimates increase the risks which the planning takes on and this may lead to large losses for the project or until its cancellation. However, there are few sources which provide guidelines on how to perform and manage the estimation process, further hindering their use. Then, in order to fill this gap, this work proposes a Framework called GAIA Estimation aiming support the management of the software estimation process through maturity levels and services. Thus establishing a gradually and incrementally way to implement and assess the software estimation practices inside the organizations.

Today on the world market companies who work with software development are surrounded of risks and challenges. Risks about the time cost labor and especially maintaining a skilled workforce. And challenges always presenting a quality product and competitive market. To accomplish this management lessons learned no longer just an option for quality and becoming an ally in the day-to-day. Based on this, this project aims to present the model called GAIA L.A. which aims to increase the company's knowledge, making knowledge not only remain employees and it becomes an asset belonging to the organization. The project developed demonstrates all the necessary infrastructure to implement the same since the initial process until knowledge management always seeking the highest level of management lessons learned.

In the last years the software development industry has faced a lot of challenges to create solutions of quality which fit to the market volatility and the constant technology improvements. Thus, the high number of uncertainties leads to high levels of risk, making necessary incorporate, to the software development process, efficient methodologies to manage the risks. In order to make the adoption of these activities simple, this study presents a framework, called GAIA Risks. This framework aims to quantify the risk management within a software development process and, through maturity levels, services and a well-defined deployment process, provide paths for its improvement. To validate the GAIA Risks framework the deployment process was applied into an organization until the risk management activities reach the highest maturity level.

With the expansion of information technology the number and the flow of information generated increased. Whit this, the demand for mechanisms to management these data also increased. This article attempts to synthesize this study inside a software factory. The mechanism used for this was a corporate portal, which is an environment capable of providing an aggregated view of information and codified. With this study, together withal the management of knowledge were described eight tools to manage this knowledge, among these, is the tool GAIA lessons learned which was developed and applied at the factory. Withal this knowledge comes to be stored inside the system, creating a historical database of high level.