This paper aims, through a longitudinal case study, to present and analyze the transitions in operational activities and the performance of a Project Management Office (PMO) in a technology-based company. The paper discusses functions, tensions, stakeholders' interfaces, performance and how they drove the major changes faced by the PMO. The changes in the PMO were mainly based on non-planned events rather than in a change of the management process. The results demonstrated that political tensions in the organization, rather than project management performance, explained the PMO transitions. Managers must look for identifying tensions in the project management environment, project performance and stakeholders' satisfaction in order to propose and direct PMO changes and the sustainability of project ongoing bestpractices. This study also contributes to the collection of evidences that corroborate previous literature appointments, as well as to question some results that need to be contextualized according contingencies for avoiding mimicry in the PMO implementation and transformation.

This article presents the scientific production over the last two decades concerning the terms Industry 4.0 and Maturity and introduces a conceptual framework for maturity evaluation based on the concept of industry 4.0 readiness. A bibliometric study based on the keywords Industry 4.0 and Maturity is conducted and main journals, authors, countries, and trends of maturity models are analyzed. Based on the analysis, a framework for measuring maturity to evaluate a company’s readiness for Industry 4.0 is introduced. The assessment enables companies to systematically increase the quality of their transformation by providing insights about their readiness level. The theoretical model suggests that the evaluation, when carried out with the detailed model, has the potential to allow companies to systematically increase the quality of their transformation by providing information on their level of readiness

Diante do contexto da quarta revolução industrial, ou Indústria 4.0, novos conceitos são criados, tornando fábricas inteligentes e alterando a forma como os produtos são manufaturados e processos são planejados, agregando mais valor ao produto e ao cliente. Considerando o impacto das tecnologias emergentes sobre toda a cadeia produtiva, diversos modelos de maturidade, capabilidade ou prontidão surgem com o objetivo de avaliar em que ponto a organização se encontra e quais passos são necessários para a melhoria de seus processos. Com isso, este trabalho visa analisar a evolução dos modelos de maturidade nos últimos anos, através de uma revisão bibliométrica, desde o CMM até o modelo desenvolvido para Indústria 4.0 pela Acatech.

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