Schedule Management for Solar Tracking Structures Implementation Project

doi:10.22167/2675-6528-202602731

Article

September 30, 2026

Schedule Management for Solar Tracking Structures Implementation Project

Schedule Management for Solar Tracking Structures Implementation Project

Bruna Bonatto Buffon; Nadia Valério Possignolo Vitti

DOI: 10.22167/2675-6528-202602731

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

Photovoltaic solar energy has a growing position in the Brazilian electricity matrix, with solar tracking structures being an installation alternative that can be managed by a project with structured schedule premises. The objective was to describe the schedule management, according to the best practices of the PMBOK Guide, for a solar tracking structure implementation project. A descriptive, qualitative research was carried out, with a case study design. The process groups of Initiation, Planning, and Monitoring and Controlling in the Schedule Management Area were considered. The methods employed included the definition and sequencing of activities based on the Work Breakdown Structure (WBS), the determination of durations by the PERT method, the identification of the critical path and the construction of the Network Diagram, the elaboration of the Gantt Chart with the Project Libre® software, and the monitoring of progress through the S-Curve. 28 activities were identified, distributed in three main deliverables. The total estimated project duration was 113.90 days, with a standard deviation of 8.11 days and a safety margin of 13.34 days, with 95% confidence. Monitoring by the S-Curve showed a divergence between the planned and actual progress as early as the second week of the project. The structuring of schedule management proved to be fundamental for aligning expectations, identifying bottlenecks, and building a historical basis for future projects in the photovoltaic solar energy sector.

Keywords: critical path; S-curve; solar photovoltaic energy; PMBOK Guide; PERT.

1. Introduction

The consumption of energy, in its various forms, is intrinsic to the daily lives of millions of people, sustaining the convenience associated with the contemporary lifestyle. Whether for refrigerating food, using public transport, connecting to the internet, or turning on a light bulb, the need for electrical energy is the common thread that connects these activities.

In Brazil, the electricity generation matrix is predominantly composed of renewable sources, representing 86.8% of the total, with solar energy contributing 9.3% (EPE, 2025). This participation reflects the country’s vast availability of natural resources and aligns with clean energy generation commitments (Petrobras, 2025).

Photovoltaic solar energy, in particular, has gained familiarity, with the possibility of installing plants in residences (Brazil, 2022). In medium or large-scale installations, especially on the ground, solar tracking structures, known as “trackers”, are used. These systems allow the movement of the mounting structure on one or more axes to follow the sun’s movement throughout the day, maximizing energy generation (Sunne, 2023).

The implementation of these solar tracking structures is, by its nature, a project. Given the variety of terrain conditions and embedding methods, each solution is designed and produced specifically for each work. This process involves everything from technical alignment and drawing production, to manufacturing, logistics, pile fixing, team training, assembly, commissioning, and technical support.

Considering the finiteness and unique outcome of a project, its cohesive management aligned with objectives can lead to more satisfactory results (PMI, 2017). In this context, the methodologies and best practices of the Project Management Body of Knowledge (PMBOK) Guide are applicable, especially in Time Management, which is crucial for successful delivery.

Despite the complexity and the diverse elements that make up the supply of solar tracking solutions, the application of structured schedule management is not a common practice in the sector. Currently, the management of these supplies is often based on milestone schedules, which can lead to a perception of delays and high variability in project execution, as observed in previous experiences.

The absence of a standardized method for information collection and monitoring the progress of activities contributes to this unpredictability and hinders informed decision-making. The implementation of schedule management, according to PMBOK best practices, is fundamental for clearly defining objectives, synthesizing activities, documentation, and follow-up, allowing for continuous monitoring and improvement. This builds a valuable historical base for future projects, aligning expectations and proactively identifying bottlenecks.

Given this scenario, the present work is justified by the need to improve the predictability and efficiency in the implementation of solar tracking structures. The objective of the present work was to describe the schedule management, according to the best practices of the PMBOK Guide, for a project of implementation of solar tracking structures.

2. Material and Methods

The research conducted was characterized as descriptive, qualitative in nature, with a case study design. The focus was the report of reality without researcher interference, using observations, interrogations, collections, analyses, comparisons, and records to characterize the phenomenon studied (Campos, 2008). The aim was to understand the elements and their occurrence throughout the project, without the intention of quantification (Gil, 2002).

The case study design was adopted because it is based on an in-depth and detailed analysis of a specific macro-project, which served as the unit of analysis (Gil, 2017). The empirical object was the schedule management for the implementation of solar tracking structures, according to the best practices of the PMBOK Guide.

The project studied was the implementation of solar tracking structures at the Brasília Photovoltaic Solar Power Plant (UFV), located in the city of Brazlândia, in the Federal District. The company responsible for conducting the project is a multinational company specialized in solar tracking solutions. The scope of the research focused on the implementation sector, covering activities from the arrival of materials in the field to the completion of the installation and acceptance of the solution by the client.

The execution period of the complete project, from sale to completion of implementation, extended from July 15, 2022, to July 08, 2025. For the preparation of the schedule in the specific software, the start date considered was March 10, 2025, aligned with the actual start of the field structure implementation.

For the execution of the present work, the process groups of Initiation, Planning and Control and Monitoring were considered, according to the Knowledge Area of Schedule Management of the PMBOK Guide (PMI, 2017). The company’s data and information were used with formal consent, ensuring the ethical aspects of the research.

In the Initiating phase, information pertinent to the project was documented in a Project Charter (TAP). This document formalized the project, describing it, establishing its purpose, assumptions, justification, measurable objectives, success criteria, stakeholders, expected benefits, approval requirements, termination criteria, timeline, project constraints and limits, as well as identifying risks.

The Planning stage involved defining the scope, refining the objectives, and identifying the necessary actions to achieve them (PMI, 2017). Scope Management ensured that all the work required to complete the project was included, being formalized through a Scope Statement. This document detailed the project and its associated product, outlining its boundaries and acceptance criteria.

The Work Breakdown Structure (WBS) was used to resize the work into easily manageable components, providing a structured view of the deliverables needed for project completion (PMI, 2017). The WBS identified 28 activities distributed across three main deliverables, with some work packages being the client’s responsibility.

The definition of activities was based on the deliverables of the WBS (Work Breakdown Structure), identifying and documenting the actions to be performed (PMI, 2017). The sequencing of activities was carried out using the Precedence Diagramming Method (PDM), establishing the logic of the relationship between tasks and enabling a visual representation of the operational sequence.

The estimation of activity durations considered historical data from similar projects and applied the Three-Point Estimation (PERT), which evaluates optimistic, pessimistic, and most likely scenarios. The average duration of each activity (DE) was calculated by the formula (o + 4m + p) / 6, where ‘o’ is the optimistic estimate, ‘m’ the most likely, and ‘p’ the pessimistic.

The standard deviation (SD) of each activity was determined by (p – o) / 6, and the variance (Var) as SD². The total estimated project duration (Total ED) was the sum of the average durations of the activities on the critical path (∑ Avg ED CP). The total project variance (Total Var) corresponded to the sum of the variances of the activities on the critical path (∑ Var CP).

The total standard deviation of the project (Total SD) was obtained by the square root of the total variance. For the calculation of the safety margin, a safety factor for two deviations was considered, resulting in Total SD multiplied by 1.645, ensuring 95% confidence in the project’s completion within the established deadline.

The development of the schedule involved allocating activities to the calendar, aligning them with delivery expectations. For this purpose, the software ProjectLibre®, version 1.9.8, was used. This software allowed for the creation of the Gantt Chart, which visually represented the distribution of tasks over time, and the construction of the Network Diagram, which outlined the project’s critical path.

In the Controlling and Monitoring phase, the project’s situation was verified at defined intervals for schedule updates and change management (PMI, 2017). The monitoring of activity progress was carried out by constructing an S-Curve, which allowed for the comparison between the planned and actual cumulative progress of the project.

3. Results and Discussion

This section details the findings and interpretations arising from the application of the PMBOK Guide best practices to the schedule management of a solar tracking structure implementation project. The results obtained allowed for an in-depth understanding of the schedule’s structuring, from defining activities and estimating their durations to monitoring progress, highlighting both the effectiveness of the tools and the challenges inherent in managing complex projects in the photovoltaic energy sector. The analysis focused on the description of planning and control, as established in the objective.

The project initiation process was formalized through a Project Charter, which outlined the scope, measurable objectives, and success criteria. This document established the purpose of implementing tracking structures at the Brasília Photovoltaic Solar Power Plant to optimize energy potential, as well as providing for client team training and compliance with technical standards. Assumptions included the absence of significant delays due to rain or lack of concrete, quality supervision, and the expectation that no defects would be found during commissioning.

The project’s Scope Statement, in turn, detailed the measurable objectives, such as the deployment of autonomous structures operating within contractual deadlines and the confirmation of complete material receipt within fifteen days. Success criteria were also defined, such as formally accepted deliverables and milestones, signed critical documentation, and company labor-dependent activities completed on time. The project’s justification lies in the better utilization of solar energy, revenue generation, and consolidation of the company in the Brazilian market, according to project management literature (PMI, 2017).

The Work Breakdown Structure (WBS) was fundamental in breaking down the work into manageable components, organizing the deliverables necessary for project completion. Three main deliverables were identified: Training and Meetings, Installation and Assembly, and Commissioning. Within these deliverables, work packages were detailed, with packages 1.2.2 to 1.2.6, related to the assembly of the structure, identified as the client’s responsibility, which introduced a layer of complexity and risk to the overall schedule.

Schedule Management Planning

Definition of Activities

From the WBS (Work Breakdown Structure), it was possible to identify and list 28 distinct activities, each with its respective resources, essential for the delivery of each work package. For example, activities such as “Obtain contacts and execution schedule from the Client” (ID 4) and “Inspect all received material” (ID 7) were defined with specific resources, such as the Site Manager and the Client Warehouse Keeper. The allocation of resources, such as “Client Bricklayer and Helper” or “Client Assembler and Helper”, was planned in pairs for work packages 1.2.2 to 1.2.6, aiming for safety on uneven and difficult-to-access terrain, which directly impacts communication and task progress.

The role of the “Site Manager” as a single resource in various simultaneous activities was identified as a potential risk, as their eventual replacement in the field would consume time and could cause delays in critical project phases. The absence of a standardized method for collecting and storing information on activity progress, relying on informal reports from different “Site Managers” and clients, resulted in data dispersion and variation, hindering uniformity in progress reporting and the use of this data for future projects.

Sequencing and Duration of Activities

The sequencing of activities considered the logic of installation and commissioning, as well as the execution logistics. The Precedence Diagramming Method (PDM) was applied to establish the logical relationships between activities. The estimation of durations was carried out using the Three-Point Estimate (PERT), which considers optimistic, most likely, and pessimistic scenarios, allowing for a more precise determination of the time required for each task, according to the equations for calculating average duration, standard deviation, and variance.

The total estimated project duration was 113.90 days, with a standard deviation of 8.11 days and a total variance of 65.80 days². To ensure a high probability of completion within the deadline, a safety margin of 13.34 days was calculated, with 95% confidence. This margin is crucial for absorbing unforeseen events, especially in activities for which the client is responsible, which historically show greater variability and uncertainty.

A significant finding was the 89.8% difference between the estimated project duration (113.90 days) and the 60-day deadline set in the Project Charter for the implementation phase. This discrepancy indicates the company’s general perception that deadlines allocated for implementation are rarely met, which impacts stakeholder relationships and increases the risk of poor resource allocation even before activities begin.

The logical sequencing of activities was based on the project history and contractual premises. For example, the visual inspection of the installation activity (ID 36) depends on the completion of the installation and client request, with a contractual delay of seven days for displacement. The concreting of piles (ID 18) was planned to start three days after alignment (ID 17), allowing for the accumulation of piles for the order of a concrete mixer truck, a common practice in the activity.

The remote monitoring of the installation activity (ID 15), which spans 46.67 days, begins one day after schedule alignment (ID 4) and concludes with minimum quality verification (ID 32). This company-responsible activity aims to track the progress of the client’s activities, which are crucial for the project’s advancement. The duration of this activity in the schedule reflects the need to cover the entire period of the structure’s installation activities.

Schedule Development

The listing and sequencing of activities, along with resource allocation, were entered into the ProjectLibre® software, with the project start date of March 10, 2025. This effort resulted in the automation of the schedule, allowing for visualization and correction of errors. The Gantt Chart, generated by the software, visually outlined the project’s unfolding, its critical path, and the foreseen progress over time.

The Gantt Chart proved to be a valuable tool for visualizing the set of activities and their temporal distribution, with the critical path highlighted in red. Its main benefits include visualizing the connections between activities, making stakeholders aware of their role in the final delivery, communicating development expectations, and providing quick access to the schedule to identify critical activities and manage risks and resources. However, in very extensive or dynamic projects, the update effort may outweigh the benefits, and field conditions may hinder visual access to the tool.

The Network Diagram, in turn, facilitated the visualization of the logical chaining of the critical path, allowing the identification of tasks that, if delayed, immediately compromise deadlines. This feature, according to Mattos (2010), is essential for understanding the urgency of activities and supporting decision-making on action plans in case of delays. Both the Gantt Chart and the Network Diagram are dynamic tools that require constant monitoring and updating to reflect the real progress of the project and support the redirection of activities and team restructuring.

Schedule Control and Monitoring

The project progress monitoring was carried out using the S-Curve, which compared the planned and actual cumulative progress. In the first fourteen days, the S-Curve indicated an advancement of field activities, focused on cable pulling (activity 1.2.5.2). This advancement, although dependent on weather conditions and machinery availability, was possible without additional risks, even though the activity could not be fully completed without the installed tracking structure.

The baseline schedule predicted the completion of activities on June 26, 2025. However, the project was completed on July 08, 2025, resulting in a delay of 13.4 days. It is noteworthy that the calculated safety margin of 13.34 days, with 95% confidence, coincided with the actual project delay. By summing the planned duration (113.90 days), the standard deviation (8.11 days), and the safety margin (13.34 days), the total duration aligned with the most conservative expectations was 135.35 days, differing by only 0.65% from the actual execution duration (134.38 days), which suggests good predictability of the PERT methodology.

Despite the total delay, the acceptance criteria of the Scope Statement were met, as the activities exclusively the company’s responsibility were executed within the established deadline, even if reallocated to later dates. The delay was demonstrably associated with activities the client’s responsibility. This distinction is fundamental for the interpretation of the project’s success, reinforcing the importance of clearly defining the scope and responsibilities in the initiation phase.

However, monitoring by the S-Curve presented limitations, as the 28 activities were not valued according to their importance or criticality. This means that the tracked progress did not consider the weight of the critical path activities, which could distort the perception of real progress. Mattos (2010) suggests weighting the completion of activities based on hours worked or costs, which was not possible in this study due to the absence of consistent data and the lack of total control over client activities.

The monitoring process was also compromised by the client’s reliance on the “Site Manager” for feedback, resulting in weeks without updates on activity progress. The lack of a robust communication protocol and asynchronous tools for data collection contributed to this failure. Although the schedule’s structure was promising for planning, monitoring during execution highlighted the need to improve communication and standardized information gathering for more effective risk and deviation management.

In summary, applying the best practices of the PMBOK Guide to the schedule management of the solar tracking structures implementation project revealed the importance of formalizing the initiation and planning stages to establish a clear project vision. The use of tools such as the WBS (Work Breakdown Structure), PERT method, Gantt Chart, and Network Diagram allowed for the identification of 28 activities, estimation of a total duration of 113.90 days with a buffer of 13.34 days, and visualization of the critical path. Although monitoring by the S-Curve showed a delay of 13.4 days, which coincided with the buffer, the methodology’s predictability was confirmed, and the analysis highlighted the need to improve client communication and activity weighting in monitoring for future projects.

4. Conclusion

This study aimed to describe schedule management, according to the best practices of the PMBOK Guide, for a solar tracking structures implementation project. It was found that the application of these practices, from initiation, with the formalization of the Project Charter and Scope Statement, to detailed planning, was fundamental for structuring the project. Through the Work Breakdown Structure, 28 activities were identified, distributed across three main deliverables. The duration estimate using the PERT method indicated a total timeframe of 113.90 days, with a buffer of 13.34 days for 95% confidence, which contrasted significantly with the initial timeframe of 60 days. It was observed that tools such as the Gantt Chart and the Network Diagram facilitated the visualization of the critical path and the logical sequencing of tasks. Monitoring by the S-Curve showed a divergence between planned and actual progress as early as the second week, and the project was completed with a delay of 13.4 days, a value that aligned remarkably with the calculated buffer, confirming the predictability of the methodology. The main contribution lies in demonstrating that the structuring of schedule management is essential for aligning expectations, proactively identifying bottlenecks, and building a robust historical base for future ventures in the solar photovoltaic energy sector.

However, limitations were identified in the monitoring process, mainly due to the absence of consistent data for valuing the importance or criticality of each of the 28 activities in the S-Curve, which may have distorted the perception of real progress. The reliance on client feedback for activity progress also compromised the uniformity and frequency of monitoring, highlighting the fragility of existing communication protocols. For future studies, it is recommended to implement a weighting of activities in the S-Curve monitoring, considering their criticality and impact on the critical path. It is also suggested to develop a more robust communication protocol and adopt asynchronous tools for standardized data collection, aiming to improve risk and deviation management and strengthen predictability in subsequent projects.

Bibliographic References

Brasil. 2022. Lei14.300, de 06 de Janeiro de 2022. Institui o marco legal da microgeração e minigeração distribuída, o Sistema de Compensação de Energia Elétrica (SCEE) e o Programa de Energia Renovável Social (PERS); altera as Leis nºs 10.848, de 15 de março de 2004, e 9.427, de 26 de dezembro de 1996; e dá outras providências. Diário Oficial da União, Brasília, 07 jan. 2022. Seção 1, p. 4.

Campos, L. F. L. 2008. Métodos e Técnicas de Pesquisa em Psicologia. 4ed. Alínea, Campinas, SP, Brasil.

EPE – Empresa de Pesquisa Energética. 2025. Balanço Energético Nacional Relatório Síntese 2025. Disponível em: <https://www.epe.gov.br/sites-pt/publicacoes-dados-abertos/publicacoes/PublicacoesArquivos/publicacao-885/topico-767/BEN_S%C3%ADntese_2025_PT.pdf>.12, Outubro, 2025.

Gil, A. C. 2002. Como elaborar projetos de pesquisa. 4ed. Atlas, São Paulo, SP, Brasil.

Gil, A. C. 2017. Como Elaborar Projetos de Pesquisa. 6ed. Atlas, São Paulo, SP, Brasil.

Mattos, A. 2010. Caminho Crítico. p. 147 – 183. In: Mattos, A. 2010. Planejamento e Controle de Obras. 1º Edição, Editora Pini Ltda, São Paulo, SP, Brasil.

Petrobras – Petróleo Brasileiro S.A. 2025. Guia completo sobre Transição Energética. Disponível em: <https://nossaenergia.petrobras.com.br/w/transicao-energetica/tudo-sobre-transicao-energetica-o-que-e-qual-a-importancia-principais-beneficios-e-mais?gad_source=1&gad_campaignid=20943803028&gbraid=0AAAAAqvyogPob4gmB5D9z-sjsGIII6daC&gclid=Cj0KCQjwo63HBhCKARIsAHOHV_UpL_cMUR-kaWJquepHwGGjc4lv0H5IvS4vQ7_juAWrDG1JDphPR4aAur8EALw_wcB>.12, Outubro, 2025.

PMI – Project Management Institute. 2017. Um guia do conhecimento em gerenciamento de projetos (Guia PMBOK®). 6 ed. Project Management Institute, Newtown Square, PA, EUA. Tradução: Project Management Institute – Edição em português.

Sunne. 2023. Os tipos de usinas fotovoltaicas e suas vantagens e desvantagens. Disponível em: <https://sunne.com.br/blog/saiba-os-tipos-de-usinas-fotovoltaicas/>. 12 Outubro, 2025.

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October 19, 2026

End of the 6×1 scale: what do the numbers allow us to conclude?

Following the promulgation of the end of the 6×1 shift system, the debate on the shorter workday moves to implementation and requires distinguishing social benefits from economic costs. The end of the 6×1 shift system transitioned from legislative discussion to a constitutional change in Brazil. On October 16, 2026, the National Congress promulgated Constitutional Amendment No. 141/2026, originating from Proposal […]

Artificial Intelligence

October 16, 2026

Why study if AI exists?

When answers become easy, learning comes to mean more than just arriving at them. Why do I need to learn this if I can ask an artificial intelligence? This type of question has accompanied education for decades. Why learn an operation if a calculator exists? Why memorize information if it can be found […]

Tax Management

October 15, 2026

Pink tax and the gender of price

How different marketing treatments for men and women are incorporated by consumption taxation Imagine a shelf on which two razors of the same brand and intended for the same purpose are displayed side by side: one has dark packaging and promises strength, precision, and efficiency; the other comes in shades of pink or […]

Health

October 13, 2026

The missing link in health transformation

Why is innovation not enough to drive changes in organizations and health systems Digital transformation has become a strategic priority for health systems worldwide. Electronic health records, artificial intelligence, telemedicine, remote monitoring, and data analysis are now part of the strategic agenda of governments and health organizations. Paradoxically, […]

Marketing

October 09, 2026

Bitcoin or pets: what Artificial Intelligence would not see

A real-life consumer intelligence case shows what gets left out of the brief A few years ago, an American insurance company hired a specialized consumer intelligence firm to answer three questions: The insurer was also considering launching paid insurance in bitcoin. At the time, the consultancy’s workflow was as follows: the analyst created a query […]

School Management

October 06, 2026

The school is not a casino: when trading cards become currency in the playground

Why, for certain students, does school manage to offer so few experiences of achievement? The World Cup is over. Brazil left the competition, the school holidays came, the final was played and the football calendar moved on. It would be reasonable to imagine that, with the end of the tournament and the return to classes, […] would also begin

Energy Transition

September 30, 2026

Renewable energies: the Brazilian advantage

Brazil needs to invest in the capacity to transform natural resources into innovation, productivity, and development. Talking about energy is talking about development. Behind industry, transportation, services, cities, and increasingly artificial intelligence, there is an energy infrastructure that sustains the economy. Understanding a country’s energy matrix is understanding […]

Data Analysis

September 30, 2026

When the data changes, has reality changed?

An analysis of almost 20 million teaching positions-year between 2020 and 2025 shows how changes in population composition and record production can alter the interpretation of historical series Between 2020 and 2025, the number of formal teaching employment positions identified in RAIS (Annual Relation of Social Information), from the Ministry of Labor, […]

Artificial Intelligence

September 28, 2026

Artificial intelligence and the trends

Why do so many people join in on the fun with ChatGPT? I was never the trend person. I still am not. Some pass through my timeline, I see them, I find them interesting but not to the point of trying them out. This was the case, inclusive, with some recent waves of images made by artificial intelligence, like the 80s trend, the one that […]

Tax Management

September 01, 2026

Tax reform and estate planning in the countryside

Efficiency in managing taxes facilitates governance and allows for the organization of family succession. Rural wealth organization has become a strategic measure in light of the tax reform in Brazil, which came into effect this year. The planning of activities and rural wealth management, through tools such as the transition from an Individual to […]

Renata de Gaspari Valdejão Almeida

Artificial Intelligence

August 05, 2026

Inside the company and off the radar: the risks of Shadow AI

According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]