Management of information systems projects in virtual environments and distributed teams

doi: 10.56294/sctconf2024676

Category: Finance, Business, Management, Economics and Accounting

ORIGINAL

Management of information systems projects in virtual environments and distributed teams

Gestión de proyectos de sistemas de información en entornos virtuales y equipos distribuidos

Carolina Torres-Sipión¹, Franz Brito-Trujillo¹, Néstor Felix-Brisolesse¹, Moises Solis-Pozo¹, Julio Evangelista-Azañero¹, Camila Morales-Susanibar¹, Paul Mallqui-Rivera¹, Víctor Linares-Cabrera¹, Felix Caro-Soto¹, Damaris Medina-Palma¹*

¹Universidad Nacional José Faustino Sánchez Carrión, Huacho. Lima, Perú.

Cite as: Torres-Sipión C, Brito-Trujillo F, Brisolesse NF, Solis-Pozo M, Evangelista-Azañero J, Morales-Susanibar C, Mallqui-Rivera P, Linares-Cabrera V, Caro-Soto F, Medina-Palma D. Management of information systems projects in virtual environments and distributed teams. Salud, Ciencia y Tecnología - Serie de Conferencias. 2024;3:676. https://doi.org/10.56294/sctconf2024676

Submitted: 01-12-2023 Revised: 19-02-2024 Accepted: 27-03-2024 Published: 28-03-2024

Editor: Dr. William Castillo-González

ABSTRACT

In today’s business environment, effective information systems project management has evolved with the increasing adoption of virtual environments and distributed teams. This article addresses the challenges and best practices in managing information systems projects in virtual contexts, where teams work remotely and collaborate through digital tools. It highlights the advantages and pitfalls of this modality, as well as strategies to maximize efficiency and communication in this type of projects.

Keywords: Project Management; Information Systems; Virtual Environments; Distributed Teams.

RESUMEN

En el entorno empresarial actual, la gestión eficaz de proyectos de sistemas de información ha evolucionado con la creciente adopción de entornos virtuales y equipos distribuidos. Este artículo aborda los retos y las mejores prácticas en la gestión de proyectos de sistemas de información en contextos virtuales, donde los equipos trabajan a distancia y colaboran mediante herramientas digitales. Destaca las ventajas y los escollos de esta modalidad, así como las estrategias para maximizar la eficiencia y la comunicación en este tipo de proyectos.

En este contexto, el artículo aborda los retos y las mejores prácticas en la gestión de proyectos de sistemas de información en entornos virtuales y con equipos distribuidos. A través de una revisión exhaustiva de la literatura actual y del análisis de casos relevantes, se explorarán las estrategias clave para optimizar la comunicación, la coordinación y el éxito en este tipo de proyectos.

Palabras clave: Gestión de Proyectos; Sistemas de Información; Entornos Virtuales; Equipos Distribuidos; Colaboración Remota.

INTRODUCTION

The rapid evolution of technology has transformed the way organizations manage their information systems projects. Virtual environments and distributed teams give companies access to global talent and advanced collaboration tools. However, they also present unique challenges in terms of communication, coordination, and project tracking.⁽¹⁾

In today's business landscape, characterized by rapid technological evolution and globalization of operations, information systems project management has undergone a significant transformation. The increasing adoption of virtual environments and distributed teams has resulted in a paradigm shift in the way organizations plan, execute and control their projects. This transformation has not only altered the way challenges are addressed, but has also expanded opportunities and expectations in terms of efficiency and collaboration.⁽²⁾

The rationale for the importance and growing relevance of this topic is evident in several aspects. First, the globalization of markets and the availability of talent around the world have led to an increase in the formation of multidisciplinary and multiculturally diverse teams. This has resulted in the need to coordinate projects among members who may be in different time zones and geographic locations. In this context, effective management becomes essential to ensure synchronization of activities and achievement of objectives.⁽³⁾

Second, the demand for flexibility and adaptability in project management has led to the adoption of agile methodologies and iterative approaches. These methodologies integrate naturally with collaboration in virtual environments and distributed teams, as they allow continuous adjustments and fluid communication between team members, regardless of their physical location.⁽⁴⁾

In addition, the global pandemic of COVID-19 has further accelerated the need to understand and implement effective approaches to project management in virtual environments. The constraints imposed by the healthcare crisis have forced many organizations to adopt remote work models, which has highlighted the importance of digital tools and online collaboration strategies.⁽⁵⁾

In this context, the article addresses the challenges and best practices in managing information systems projects in virtual environments and with distributed teams. Through a comprehensive review of the current literature and the analysis of relevant cases, key strategies to optimize communication, coordination and success in this type of projects will be explored. Ultimately, this research will contribute to enriching the knowledge and tools available to organizations seeking to maximize efficiency and effectiveness in their information systems projects in an ever-changing business environment.⁽⁶⁾

Content (literature review)

Advantages and challenges

Advantages:

· Access to global talent: Distributed teams allow organizations to access talent from around the world, which provides a greater diversity of skills and perspectives, and can increase the capacity for innovation.

· Reduced infrastructure costs: By not requiring a common physical space, distributed teams can save on rental costs, office maintenance and other infrastructure-related expenses.

· Flexibility and work-life balance: Team members can adapt their schedules to achieve a better work-life balance, which can increase satisfaction and productivity.⁽⁷⁾

Challenges:

· Effective coordination and communication: Distance and electronic communication can make coordination and team alignment difficult. It is important to establish clear communication channels and use effective collaboration tools.

· Time management: Time management can be a challenge, especially in teams with different time zones. It is essential to set clear deadlines and maintain constant communication to ensure that the project moves forward efficiently.

· Team trust and cohesion: Lack of face-to-face interaction can affect team trust and cohesion. It is essential to foster an environment of trust and establish activities to strengthen the relationship between team members.

· Cultural and linguistic aspects: Cultural and linguistic diversity in distributed teams may require careful understanding and adaptation to avoid misunderstandings and conflicts.⁽⁸⁾

In general, managing information systems projects in virtual environments and with distributed teams offers unique opportunities and challenges. With proper planning, the use of efficient technology tools, and team management focused on communication and collaboration, it is possible to achieve success in complex, globally connected projects.

Figure 1. Management of virtual work teams⁽⁹⁾

Collaboration and management tools

Project management software

It is an essential tool for planning, organizing and controlling tasks, resources and deadlines in a project. In virtual environments and distributed teams, these tools are even more crucial to facilitate collaboration and coordination among team members who may be located in different places. Some of the main features that these softwares usually offer are:

· Task creation and assignment: Allows you to define the tasks required to complete the project and assign them to specific team members.

· Planning and scheduling: Facilitates the creation of a detailed schedule with start and end dates of tasks, as well as dependencies between them.

· Resource management: Allocate resources, such as people, equipment and materials, to specific tasks and ensure that resources are available when needed.

· Progress tracking: Provides tools to monitor project progress in real time and make adjustments if necessary.

· Online collaboration: Facilitates communication and collaboration among team members through features such as chat, task comments and document sharing.

· Document management: Allows you to store and share relevant project documents so that all team members have access to up-to-date information.

· Reporting and analysis: Generates project status reports such as Gantt charts, milestone tracking and performance metrics.

Some popular examples of information systems project management software include:

· Asana: It is a project management platform that allows teams to organize their work, collaborate on tasks and keep up with project progress. It offers an intuitive interface and features such as Kanban boards, task lists, Gantt charts and time tracking.

· Trello: Trello is a project management tool based on Kanban boards. It allows teams to create cards to represent tasks and move them between columns to indicate their status. It is a popular choice for collaboration and workflow visualization.

· Microsoft Project: A more advanced project management solution that offers a wide range of planning, scheduling, tracking and control functions. It is ideal for complex projects and large teams that need a complete project management tool.

· Jira: Initially designed for software development, it is also widely used for project and task management in other domains. It offers features for agile planning, issue tracking, task management, and team collaboration.⁽¹⁰⁾

Communication and collaboration platforms

In virtual environments and distributed teams, effective communication and collaboration are critical to project success. There are several platforms that facilitate interaction between team members, allowing real-time communication, collaboration on shared documents and the organization of virtual meetings. Some of the main tools in this category are:

· Microsoft Teams: It is a communication and collaboration platform that combines chat, video conferencing, calls and file storage in one place. It facilitates real-time collaboration and joint work on Microsoft Office documents.

· Zoom: A popular videoconferencing tool that enables virtual meetings with participants from all over the world. It offers features such as screen sharing and session recording.

· Google Workspace (formerly G Suite): Includes applications such as Google Meet for video calls, Google Drive for document storage and collaboration, and Gmail for email communication.

· Microsoft 365 (formerly Office 365): Offers applications such as Microsoft Teams for communication, OneDrive for document storage and collaboration, and Outlook for email.

· Discord: Although primarily known as a communication platform for gaming communities, it is also widely used for team collaboration.⁽¹¹⁾

Tools for progress monitoring and control

In virtual environments and distributed teams, it is essential to have tools that allow effective tracking and control of project progress. These tools make it easier to monitor ongoing tasks, identify potential delays and make informed decisions to keep the project on track. Some of the main tools for tracking and controlling progress are:

· Kanban Boards: These visual boards show tasks in different stages of progress, such as "To Do", "In Progress" and "Completed". Tools such as Trello and Jira allow the creation of Kanban boards to organize and monitor the team's workflow.

· Gantt charts: These charts show tasks and their duration on a calendar. Project management tools such as Microsoft Project, Asana and Monday.com offer Gantt charts to visualize project planning and task progress.

· Task lists and assignments: Simple to-do list applications such as Todoist, Wunderlist or Microsoft To Do can be useful for individual tracking of assigned tasks and their progress.

· Version control tools: In software development or design projects, using version control systems such as Git allows tracking changes made to code or files and facilitates collaborative work in a distributed environment.⁽¹²⁾

Time and task management tools

Efficient time and task management is crucial in projects in virtual environments and distributed teams, as it helps to maintain productivity, meet deadlines and coordinate teamwork effectively. Examples of tools:

· Todoist: A task management tool that allows users to create to-do lists and organize them into projects and labels. It is a popular choice for personal task management, but also offers collaborative functionalities for teams. Users can set due dates, add reminders and priorities, and share tasks with other team members.

· Toggl: A time tracking tool that helps teams track how much time they spend on specific tasks and projects. Team members can start and stop the timer to record time spent on a particular task. This tool provides reports and graphs that enable analysis of how time is being used and facilitates billing on projects based on hours worked.

· ClickUp: A complete project management platform that integrates time and task management functions. It allows teams to create tasks, assign them to specific members and set due dates. In addition, it offers Kanban views, lists and dashboards to organize and monitor work progress. It also includes time tracking options and tools for collaborating on documents and notes.⁽¹³⁾

Strategies for effective management

Managing information systems projects in virtual environments and distributed teams requires specific approaches to overcome the challenges inherent in geographic distance and online collaboration. The following are key strategies for effective management in this context:

Clear and constant communication:

Communication is a fundamental pillar of project management in virtual environments. Establishing effective and clear communication channels is essential to keep all team members aligned and up-to-date. Real-time communication tools, such as chats and videoconferencing, should be used to address urgent issues and encourage greater interaction.⁽¹⁴⁾

Definition of roles and responsibilities:

In distributed teams, it is crucial to have well-defined roles and responsibilities for each member. This avoids duplication of effort and ensures that everyone knows what is expected of them. Detailed job descriptions and clear task assignments facilitate collaboration and progress tracking.

Adaptation of agile methodologies:

Agile methodologies, such as Scrum or Kanban, are particularly suitable for distributed teams. These methodologies promote collaboration, flexibility and continuous iteration. Planning short sprints and holding daily follow-up meetings can keep teams focused and adapt quickly to changes.⁽¹⁵⁾

Use of project management tools:

Online project management tools are essential for coordinating and tracking activities. Software such as Microsoft Project, Trello or Asana allows you to plan tasks, assign resources, set deadlines and track progress. These tools centralize information and provide a clear view of project status.⁽¹⁵⁾

Establishment of Key Performance Indicators (KPIs):

Defining relevant KPIs is essential to measure the success of the project and evaluate the efficiency of the team. KPIs can include deadlines met, quality of work delivered, customer satisfaction and other relevant factors. These indicators provide an objective view of progress and allow informed decisions to be made.

Fostering trust and relationship building:

In virtual environments, trust among team members is essential. Fostering trust through transparency, accountability and mutual support helps reduce uncertainty and communication barriers. Videoconferencing and regular face-to-face meetings can help strengthen interpersonal relationships.⁽¹⁶⁾

Time and time zone management:

Time zone differences can be a challenge in distributed teams. Establishing overlapping work schedules and agreeing on times for meetings and updates can facilitate collaboration. Using global scheduling tools can help coordinate activities in different regions.⁽¹⁷⁾

Culture of responsibility and self-management:

Fostering a culture of accountability and self-management empowers team members to make decisions and solve problems independently. This is especially important in distributed teams, where constant supervision can be difficult. Confidence in each member's skills and judgment is essential.⁽¹⁷⁾

Implementing these strategies effectively can improve collaboration, efficiency and, ultimately, project success. Each strategy addresses a key aspect of management in this context, and their careful implementation can lead to greater cohesion and positive results.

Emerging challenges and current trends

In the constantly evolving environment of project management in distributed teams and virtual environments, new challenges emerge that require attention and innovative solutions. These emerging challenges have a significant impact on how projects are planned, executed and delivered in these types of environments. Below are some of the most relevant challenges and current trends that are shaping virtual project management.

Emerging challenges

· Data security and privacy: Project management in virtual environments involves the transfer and storage of a large amount of sensitive data through online platforms and tools. The protection of this data becomes crucial to avoid security breaches and possible loss of confidential information. The implementation of adequate security measures and awareness of good security practices are essential to protect the integrity of projects and the privacy of those involved.⁽¹⁸⁾

· Remote work management: The growing trend towards remote work and labor flexibility has led to significant changes in the way projects are managed. Effective coordination, clear communication and expectation setting are critical to ensure productivity and goal achievement in a dispersed work environment. Project leaders must develop skills to manage remote teams effectively and motivate team members to maintain high levels of commitment and performance.⁽¹⁸⁾

· Integration of multicultural teams: Distributed teams may be composed of members coming from different countries, cultures and business backgrounds. Managing cultural diversity and inclusion becomes essential to promote a harmonious and productive work environment. Project leaders must be aware of cultural differences and adopt approaches that foster collaboration and mutual respect.⁽¹⁸⁾

Current trends

· Artificial intelligence and automation: The use of artificial intelligence (AI) and automation is transforming virtual project management. AI can help in planning, resource allocation, risk forecasting and overall optimization of the management process. Automating repetitive tasks and administrative processes allows teams to focus on more strategic and creative activities.⁽¹⁹⁾

· Virtual Reality (VR): Virtual reality is a technology that creates an immersive experience in a simulated environment through the use of devices such as VR goggles or headsets. In the context of project management, virtual reality offers a number of benefits and applications:⁽²⁰⁾

§ Remote collaboration: VR allows team members to work together in a shared virtual space, even if they are in different geographic locations. This facilitates real-time communication and decision-making, which is especially useful in distributed projects.⁽²¹⁾

§ Project visualization: VR allows the creation of three-dimensional representations of projects under development, facilitating the understanding of complex concepts and the early identification of potential problems.⁽²²⁾

§ Training and simulation: VR can be used to train team members on specific project situations, which helps improve readiness to face real challenges.⁽²³⁾

§ Site inspection: In construction projects, VR allows managers and contractors to conduct virtual site inspections, which can save time and travel costs.⁽²⁴⁾

Figure 2. Mixed Reality or (MR)⁽²⁵⁾

· Blockchain in project management: Blockchain is a distributed ledger technology that provides a secure, transparent and immutable database. While it is best known for its application in cryptocurrencies such as Bitcoin, it is also beginning to gain relevance in project management for the following reasons:

§ Supply chain management: Blockchain makes it possible to track and verify the provenance and flow of supplies throughout the project supply chain. This helps ensure the quality and authenticity of the materials used.⁽²⁶⁾

§ Smart contracts: Smart contracts are self-executing computer programs that are automatically triggered when certain preset conditions are met. These contracts can be used to automate payments, release funds, and ensure compliance with agreements in project management.⁽²⁷⁾

§ Document registration and authentication: Blockchain can be used to maintain a secure and verifiable record of important documents, such as contracts, permits, and licenses.⁽²⁸⁾

§ Identity management and security: Blockchain technology can help ensure the authenticity of team members and protect confidential information through cryptographic authentication systems.⁽²⁹⁾

It is important to note that these are emerging trends in virtual project management and are still in the process of widespread adoption. However, these technologies are expected to continue to evolve and play an increasingly important role in improving the efficiency and effectiveness of project management in virtual environments and distributed teams. Project leaders should stay informed about these trends and evaluate how they can be effectively implemented in their projects to gain competitive advantages and better results.⁽³⁰⁾

DISCUSSION

The discussion focuses on how organizations can leverage the benefits of managing in virtual environments, such as flexibility and access to diverse talent, while addressing potential problems, such as disconnection among team members and lack of alignment. The following is a discussion of key issues that emerged from the exploration of strategies for effective management in this context.

Collaboration and Communication:

One of the most prominent challenges in distributed teams is the lack of in-person interaction. Constant and effective communication proves to be a critical element for success. The availability of technological tools, such as chat rooms, video conferencing and online collaboration platforms, has enabled teams to overcome this limitation. However, it is essential that organizations promote a culture of open communication and establish clear guidelines for frequency and channels of communication.⁽¹⁴⁾

Adaptation of Agile Methodologies:

The adaptation of agile methodologies, such as Scrum and Kanban, in distributed teams has proven to be highly beneficial. These approaches promote flexibility, collaboration and constant adaptation to change. Planning short sprints and holding daily follow-up meetings help maintain alignment and resolve issues quickly. However, successful implementation of agile methodologies requires a thorough understanding of their principles and the ability to adapt them to the specific circumstances of the team.⁽¹⁵⁾

Trust and Interpersonal Relationship Management:

Trust is essential in distributed teams where face-to-face interaction is limited. Building and maintaining strong interpersonal relationships is critical to building trust. While videoconferencing and regular face-to-face meetings can help establish personal connections, trust is also built through team cohesion and individual accountability. Leaders must foster a culture of accountability and mutual support to cultivate an environment of trust.⁽¹⁶⁾

Time Management and Time Zones:

The difference in time zones can be a significant barrier to effective collaboration. Time management requires careful consideration of overlapping work schedules to facilitate communication and coordination. Global scheduling tools can be a solution to establish meeting and task schedules that are convenient for all team members.⁽¹⁷⁾

Culture of Responsibility and Self-Management:

In distributed teams, self-management and individual responsibility become especially important. Empowering team members to make decisions and solve problems on their own can increase agility and efficiency. However, this self-management must be balanced with an adequate support and supervision structure to avoid lack of direction.⁽¹⁷⁾

CONCLUSIONS

Managing information systems projects in virtual environments and distributed teams is an inescapable reality in today's business world that organizations must address strategically. Although it presents significant challenges, organizations can adopt successful approaches by prioritizing transparent communication, choosing the right tools, and establishing effective management practices. By understanding and addressing the inherent challenges, companies can achieve successful projects and maximize the benefits of global collaboration.

Managing projects in virtual environments and with distributed teams requires a strategic approach and continuous adaptation to maximize opportunities and overcome obstacles. Through the application of the strategies discussed in this article, it is possible to overcome the challenges associated with geographic distance and online collaboration. Effective communication, adapting agile methodologies, building relationships and fostering trust are crucial elements for success in this environment.

As companies continue to adopt more flexible and globalized work models, effective management in these contexts becomes a differentiating factor in the successful execution of information systems projects.

REFERENCES

1. T. l. d. reservados, «Factores que influyen en el éxito del proyecto: el impacto de la gestión de recursos humanos ", Revista Internacional de Gestión de Proyectos, vol. 22, nº 1, pp. 1-11, 2004.

2. T. L. Dov Dvir, «Los planes no son nada, cambiar los planes lo es todo: el impacto de los cambios en el éxito del proyecto,» Política de investigación, vol. 33, nº 1, pp. 1-15, 2004.

3. J. A. E. C. K. P. Jonathon N Cummings, «Cruzando fronteras espaciales y temporales en proyectos distribuidos globalmente: un modelo relacional de retraso de coordinación,» Investigación de Sistemas de Información, vol. 20, nº 3, pp. 420-439, 2009.

4. J. N. C. J. M. W. B. M. P. J Alberto Espinosa, «Problemas de límites de equipo en varias empresas globales,» Revista de sistemas de información de gestión, vol. 19, nº 4, pp. 157-190, 2003.

5. W. D. G. L. J Alberto Espinosa, «Límites globales, procesos de tareas y éxito de proyectos de SI: un estudio de campo,» Tecnología de la información y personas, vol. 19, nº 4, pp. 345-370, 2006.

6. N. N. E. C. J Alberto Espinosa, «Distancia temporal, patrones de comunicación y desempeño de tareas en equipos,» Revista de sistemas de información de gestión, vol. 32, nº 1, pp. 151-191, 2015.

7. J. Bindé, Hacia las sociedades del conocimiento: informe mundial de la UNESCO, UNESCO, 2019.

8. G. P. R. G. Isabel Cristina Naranjo Bermúdez, La comunicación con los pacientes, Universidad de Antioquia - Facultad de Enfermería, 2021.

9. T. l. d. reservados, «Managing Virtual Teams, » Ricaris Have a nice day SL, 09 Julio 2022. [En línea]. Available: https://managing-virtual-teams.com/es/guias-practicas/gesti%C3%B3n-de-equipos-de-trabajo-virtuales. [Último acceso: 21 Agosto 2023].

10. J. Bindé, Hacia las sociedades del conocimiento: informe mundial de la UNESCO, UNESCO, 2020.

11. E. Oz, Administración de los Sistemas de Información - Quinta edición, CENGAGE Learning, 2020.

12. T. L. D. s. Reservados, Procesos con Learning Analytics en la transformación educativa y Universitaria (Educación Disruptiva vs Inteligencia Artificial), https://juandomingofarnos.wordpress.com/, 2023.

13. J. Bindé, Hacia las sociedades del conocimiento: informe mundial de la UNESCO, UNESCO, 2019.

14. J. Flores y R. Rivas, «¿Control de gestión o gestión de control?", Contabilidad y negocios, vol. 7, nº 14, pp. 69-80, 2023.

15. J. L. Pinzón Rincón y A. Remolina Millan, «Evaluación de herramientas para la gerencia de proyectos de construcción basados en los principios del PMI y la experiencia,» Prospectiva, vol. 15, nº 2, pp. 51-59, 2020.

16. L. Castro, L. Fossi, W. Guerrero y L. Vera, «Competencias gerenciales y gestión de los proyectos educativos» Orbis. Revista Científica Ciencias Humanas, vol. 9, nº 25, pp. 91-108, 2023.

17. D. P. Espinosa y T. Kelen, «Aplicación de los lineamientos del PMBOK en la gestión del tiempo y las comunicaciones en un proyecto inmobiliario,» 2021. [En línea]. Available: https://repositorio.urp.edu.pe/handle/20.500.14138/2186.

18. H. Digón, P. Mazzaro, J. M. A. Daud y P. R. G. Táboas, «El Teletrabajo ¿Nueva modalidad de trabajo o nueva forma de vida?", Tecnología y sociedad, vol. 1, nº 9, pp. 95-124, 2020.

19. H. Sánchez Gonzales, «Transformación digital y audiencia. Tendencias y uso de la inteligencia artificial en medios verificadores,» Ámbitos: revista internacional de comunicación, vol. 56, pp. 9-20, 2022.

20. F. Tabash-Pérez y A. M. Sandoval-Poveda, «La realidad virtual (RV) es una opción innovadora ", Revista Innovaciones Educativas, vol. 23, pp. 120-132, 2021.

21. E. Y. D. DE, «Este trabajo se centra en los problemas jurídicos que se han planteado en el campo de los derechos de propiedad intelectual cuando las obras plásticas (cuadro, escultura, pintura) se utilizan como materiales educativos,» Aprendiendo en el nuevo espacio educativo superior, p. 163, 2021.

22. L. NEIRA TOVAR, E. S. FLORES y J. M. Flores Lomeli, «Realidad Virtual En La Enseñanza Técnica Médica, Un Panorama General,» Daena: International Journal of Good Conscience, vol. 16, nº 1, pp. 1-17, 2021.

23. R. M. MARTÍN-SABARÍS y G. BROSSY-SCARINGI, «La realidad aumentada aplicada al aprendizaje en personas con Síndrome de Down: un estudio exploratorio ", revista latina de comunicación social, nº 72, pp. 737-750, 2023.

24. C. Caballero Gil, N. ALVAREZ DIAZ y M. YUNG, «Sistema de Votación Electrónica basado en Blockchain con Encriptación Homomórfica,» XVII Reunión española sobre criptología y seguridad de la información, vol. 265, p. 50, 2022.

25. E. Vegas, «emiliusvgs.com,» 03 febrero 2019. [En línea]. Available: https://emiliusvgs.com/diferencia-realidad-virtual-aumentada-mixta/. [Último acceso: 19 Julio 2023].

26. M. S. Moreno, «Asesoramiento en la universidad. Poniendo a trabajar a la experiencia,» Profesorado, Revista de currículum y formación del profesorado, vol. 12, nº 1, p. 19, 2018.

27. P. Cardona Tobón, «Línea de I+ D en Informática Educativa: 30 años de innovación,» Revista Universidad EAFIT, vol. 51, nº 168, pp. 52-59, 2021.

28. J. Ibáñez Jiménez, «Blockchain: primeras cuestiones en el ordenamiento español,» Blockchain, pp. 1-192, 2018.

29. A. Legerén Molina, «Los contratos inteligentes en España (La disciplina de los smart contracts)/Smart contracts in Spain; the regulation of smart contracts,» Revista de Derecho civil, vol. 5, nº 2, pp. 193-241, 2018.

30. J. E. Torres Castro y P. V. Marín Agudelo, «Las tendencias en el uso del blockchain en el área de la cadena de suministro,» 2023. [En línea]. Available: https://repositorio.unbosque.edu.co/handle/20.500.12495/10594.

ACKNOWLEDGMENTS

To the Professional School of Systems Engineering. Faculty of Industrial, Systems and Computer Engineering.

FINANCING

None.

CONFLICT OF INTEREST

The authors declare no conflicts of interest.

AUTHORSHIP CONTRIBUTION

Conceptualization: Carolina Torres-Sipión, Franz Brito-Trujillo, Néstor Felix-Brisolesse, Moises Solis-Pozo, Julio Evangelista-Azañero, Camila Morales-Susanibar, Paul Mallqui-Rivera, Víctor Linares-Cabrera, Felix Caro-Soto, Damaris Medina-Palma.

Research: Carolina Torres-Sipión, Franz Brito-Trujillo, Néstor Felix-Brisolesse, Moises Solis-Pozo, Julio Evangelista-Azañero, Camila Morales-Susanibar, Paul Mallqui-Rivera, Víctor Linares-Cabrera, Felix Caro-Soto, Damaris Medina-Palma.

Writing - initial draft: Carolina Torres-Sipión, Franz Brito-Trujillo, Néstor Felix-Brisolesse, Moises Solis-Pozo, Julio Evangelista-Azañero, Camila Morales-Susanibar, Paul Mallqui-Rivera, Víctor Linares-Cabrera, Felix Caro-Soto, Damaris Medina-Palma.

Writing - proofreading and editing: Carolina Torres-Sipión, Franz Brito-Trujillo, Néstor Felix-Brisolesse, Moises Solis-Pozo, Julio Evangelista-Azañero, Camila Morales-Susanibar, Paul Mallqui-Rivera, Víctor Linares-Cabrera, Felix Caro-Soto, Damaris Medina-Palma.