The transition and first steps
My transition from SAP Consultant to Project Manager was marked by a change in mindset. From being a technical executor, I became responsible for strategic planning, risk management, communication between stakeholders, and leadership of multidisciplinary teams. With the support of Luiz Eduardo, a project management specialist, I immersed myself in tools such as MS Project, Burnup Charts, Minute by Minute, Jira, and Management Status Reports, which became essential for ensuring visibility and control of deliveries.
The first phase of the project involved the implementation of more than 20 critical SAP Notes. Managing this delivery required impact analysis, simulations in a quality environment, validation with business areas, and secure execution in production. It was an exercise in precision and alignment between technical and operational teams.
Planning and MVP1: Scope and Integration Management
With the technical foundation consolidated, we moved on to MVP1, which involved the integration between SAP ECC, Next (the system responsible for the management and sale of voice services) and the creation of a new commissioning model. The complexity increased: three different systems, multiple suppliers, stores geographically distributed throughout Brazil and a new connectivity architecture. The solution validated with the AKAMAI interface was the result of two weeks of testing, technical meetings and collaborative knowledge management.
Scope management was critical. We mapped the entire store creation process — the famous End-to-End — and clearly defined the roles, timelines and movements of each area involved. This stage was a milestone in the integration between IT and business, promoting synergy and eliminating rework.
Execution and Scalability: Time and Resource Management
January 2025 marked the success of the first pilot. From there, we designed the store transformation flow and created War Rooms with multidisciplinary teams. Human resource management was essential: we involved GTM (Go to Marketing), GSE (ERP Systems Governance), Workplace, Access Management, Partner and Area Managers, as well as the Franchises themselves.
With the addition of Meire Ladeira as Project Manager in the store creation line, we were able to accelerate parameterisation and cutover. While she led the operational front, I provided technical support and knowledge management, ensuring that the Franchises were trained to operate in the new model.
Scope change and replanning: Risk management and communication
In March, the project underwent a drastic change: the delivery scheduled for three years was brought forward to October 2025. This decision required complete replanning, schedule review, renegotiation with suppliers, and process redesign.
We reduced the GMUD (Change Management) time from five days to just one, reaching the milestone of 20 stores parameterised per day. This achievement was only possible thanks to proactive risk management, assertive communication with stakeholders, and collaborative leadership.
Knowledge management and innovation
One of the project’s differentiators was the application of artificial intelligence. I developed an agent in Copilot that supported the writing of epics and stories in JIRA, SPTI maturity validations, and functional requirements analysis. This innovation brought efficiency to backlog management, demand prioritisation, and delivery quality control.
In addition, we redesigned the partner machine installation process with clear and objective manuals. With the support of Alexandre Silveira, we coordinated the installation of more than 6,500 machines at more than 50 partners, ensuring alignment between planning and execution.
Lessons Learned: People Management and Culture of Collaboration
Over 14 months, I learned that IT project management goes far beyond schedules and technical deliveries. It involves empathetic leadership, active listening, conflict management, constant adaptation, and valuing people.
Each store launched in the Advanced Stock model was a collective victory. Each challenge overcome was the result of collaboration between areas, mutual trust, and commitment to the purpose. I learned that when everyone rows in the same direction, the impossible becomes possible.
Closing and gratitude
In September 2025, there were just over 150 stores left to configure. The project was in its final phase, but the lessons learned will remain forever. I take with me an expanded view of VIVO’s processes, an enriched experience in project management, and the certainty that technology is only part of the transformation — the real driving force is people.
I am grateful to Deborah Cristina (my former manager) for the opportunity, to Luiz Felipe (my current manager) for his constant support, and to the project partners who were with me from the beginning. Each one contributed in a unique way to making this journey a reality.
