This article aims to identify the technological tools described in patents that present the relationship between Project Management (PM) and Digital Transformation (DT). The research is characterized as exploratory, with a qualitative approach, and investigates patents in public access bases. The research was carried out in the databases of the office of the World Intellectual Property Organization (WIPO) and the European Patent Office (EPO), bringing a set of 45 patents that addressed technological tools together with the relationship between PM and DT. The results show a great concentration in the patent classification groups G (Physics) and H (electricity), with predominance in the G group. The results also show that, in the context of DT and PM, individuals and teams capable of working with digital technologies and tools are more willing in scenarios of technological automation, process rationalization, agility, cost reduction, and value creation. This research contributes to expanding the knowledge in the use of technological tools in patents in a DT and PM context. In addition, evidence demonstrates that patents require technological capabilities with competent individuals to use technological tools and innovations.

Purpose: This article aims to investigate the relationship between project management (PM) and digital transformation (DT) in organizations. Originality/value: This article contributes to expanding the knowledge of the relationship between PM and DT, indicating that PM and its different approaches are used strategically to enable DT implementation in organizations. In addition, it is evidenced that DT demands individuals with technical and behavioral competencies to work in innovative and rapid organizational, cultural, and technological contexts arising from adopting new digital technologies. Design/methodology/approach: The research is characterized as exploratory with a qualitative approach. The methodology adopted was the systematic literature review and sought to understand the relationship and convergence between PM and DT. The research was carried out broadly, and the articles were selected on the Web of Science, Scopus, and Google Scholar bases, forming the analysis corpus with 104 articles published from 2015 to 2020. Findings: The results converged in the composition of four factors: competencies; strategy; digital technologies; and portfolio, programs, and projects, demonstrating the evolutionary and adaptive capacity of PM to support major changes such as DT.