Large-scale digital transformation depends on much more than technology. It requires strong governance, careful planning, coordinated execution, and the ability to align public institutions, private partners, suppliers and communities around shared objectives.

This is the environment in which Seja Digital has been operating. Over the past decade, the organisation has played a central role in one of Brazil’s most significant digital transformation efforts — from completing the analogue television switch-off to expanding broadband access, supporting underserved communities and contributing to the future of digital broadcasting.

As its portfolio evolved, Seja Digital also sought to strengthen the way its increasingly complex projects were governed and delivered. The organisation found an effective framework in PM², the project management methodology developed by the European Commission .

A national mission with lasting impact

Seja Digital — whose motto “tudo está conectado”, or “everything is connected”, reflects its broader purpose — was established in 2015 by the four winning bidders of Brazil’s 4G 700 MHz LTE spectrum auction: Claro, Vivo, TIM and Algar Telecom.

Together, they invested approximately US$1 billion to establish a dedicated organisation responsible for fulfilling the obligations associated with the auction.

Its activities are overseen by GIRED, a governance structure bringing together Agência Nacional de Telecomunicações – ANATEL (Brazilian Telecommunications Regulatory Agency), Ministério das Comunicações – MCOM (Ministry of Communications), ABERT, ABRATEL, ASTRAL and EBC to define operational guidelines and ensure compliance.

Under the auction terms, Seja Digital was entrusted with four major responsibilities:

• completing the Analogue Switch-Off (ASO) in 1,379 targeted cities;
• refarming 1,034 analogue and digital television channels ;
• releasing the 700 MHz spectrum for LTE/4G mobile services in all 5,570 municipalities in Brazil ; and
• mitigating interference between television broadcasting and mobile communications.

By December 2019, Seja Digital had distributed more than 12.4 million digital television kits to vulnerable families , refarmed all 1,034 targeted channels and completed the analogue switch-off in 1,379 cities, impacting approximately 128 million people.

Expanding beyond spectrum clearing

Seja Digital’s work did not stop with the initial analogue switch-off. Its activities expanded significantly during the following phase.

By December 2023, the organisation had installed 1,563 digital TV relay stations, licensed 6,281 new channels and extended the analogue switch-off to another 2,944 cities, reaching approximately 151 million inhabitants.

The organisation’s activities also expanded beyond broadcasting infrastructure. Seja Digital deployed 1,070 kilometres of underwater fibre-optic cable and 11 modular data centres, extending broadband connectivity to approximately 3 million people, 132 schools and 11 hospitals .

By December 2025, Seja Digital contributed to the completion of the analogue switch-off across all 5,570 Brazilian cities , impacting approximately 206 million inhabitants.

Season 3: a broader digital future

Seja Digital is now advancing through Season 3 (2024–2027), a new stage comprising five parallel initiatives.

Together, these projects extend Seja Digital’s mandate beyond spectrum clearing. They position the organisation as an important contributor to the modernisation of Brazil’s telecommunications and broadcasting ecosystem while reinforcing its role in advancing digital inclusion.

Managing complexity across organisations, regions and stakeholders

The scale of Seja Digital’s portfolio presents substantial project management challenges. Its initiatives involve public authorities, telecommunications companies, broadcasters, suppliers, local communities and other institutional stakeholders.

Operating simultaneously across different parts of a country the size of Brazil also creates considerable regulatory, technical and operational complexity .

Although established project management practices were already in place, Seja Digital recognised opportunities to further strengthen:

• governance and decision-making structures;
• clarity around roles and responsibilities;
• coordination among diverse stakeholder groups;
• consistency across project management processes;
• risk and change management;
• performance monitoring;
• decision traceability; and
• a shared project management language.

Why PM²?

Seja Digital selected PM² because the methodology combines a robust governance framework with an approach that is also practical, flexible and adaptable.

This balance was particularly important. The methodology provides sufficient structure for strategic initiatives while remaining practical enough for projects with a strong operational focus.

PM²’s emphasis on projects involving multiple organisations also closely reflects Seja Digital’s environment, where collaboration between public authorities, private partners, suppliers and beneficiary communities is an essential part of delivery.

Strengthening governance, planning and control

The adoption of PM² has helped Seja Digital establish clearer definitions of roles, responsibilities and decision-making processes , strengthening governance across its project portfolio.

From a planning perspective, the methodology has supported the structured definition of project objectives, deliverables, schedules and performance indicators.

Stakeholder coordination has also benefited from the approach. With several organisations involved in delivery, PM² provides mechanisms for improving communication, transparency and alignment throughout the project lifecycle.

Monitoring and control have been strengthened particularly through more structured change management and systematic project-delivery tracking , helping teams make faster and better-informed decisions.

Tailoring PM² to Brazil’s operational reality

An important advantage of PM² is its ability to be tailored while preserving the methodology’s underlying principles — an approach Seja Digital has actively applied.

Specific PM² artefacts have been adapted to accommodate Brazilian regulatory requirements and internal corporate governance processes.

Seja Digital has also integrated PM² with operational performance indicators, enhanced territorial monitoring mechanisms and digital tools already used by its teams, including:

• agile project management practices ;
• Asana for task and workflow management;
• Business Intelligence solutions for performance monitoring and reporting; and
• AI-powered agents/assistants supporting the understanding, practical application and documentation of PM².

AI-supported tools are helping teams accelerate the preparation, standardisation and quality assurance of key project documents and artefacts. Rather than replacing project management practice, technology is being used to make the application of the methodology more efficient and consistent.

Building a common project management language

The benefits observed by Seja Digital extend beyond individual processes and documents. One of the most important outcomes has been the creation of a common project management language across different areas of the organisation and among external stakeholders.

Greater clarity around responsibilities has improved collaboration, while structured governance has increased visibility and confidence in project decision-making. In addition, more consistent planning and monitoring practices have strengthened control over project schedules and costs, enabling earlier identification of deviations and more timely corrective actions.

External stakeholders can also more easily understand how projects are organised, how implementation is monitored and how decisions are taken throughout the lifecycle — increasing transparency, engagement and confidence in the overall management approach.

Lessons for organisations considering PM²

Seja Digital’s experience reinforces an important principle: successful implementation is not simply a matter of adopting templates or procedures.

Leadership commitment and active team engagement are essential.

The organisation recommends introducing PM² progressively, beginning with strategic projects where its value can be clearly demonstrated and ensuring that the professionals involved receive appropriate training.

Tailoring is equally important. Artefacts and processes should support the organisation rather than create unnecessary bureaucracy, while the methodology’s core governance principles should remain intact.

The potential of PM² in Brazil

Seja Digital believes the relevance of PM² extends well beyond its own project portfolio.

Brazil is delivering increasingly complex initiatives across public policy, infrastructure, digital transformation, technology and sustainability . Many depend on collaboration among public institutions, private-sector organisations, research bodies and communities.

Such environments require transparency, accountability and strong institutional coordination — areas in which a common project management framework can provide significant value.

Wider adoption of PM² could therefore contribute not only to stronger individual projects, but also to the development of professional project management capability and stronger institutions across Brazil .

There is also considerable potential within Brazil’s research, development and innovation ecosystem . Seja Digital sees an opportunity for research and innovation funding agencies to adopt PM² as a standardised approach supporting proposal submission, project implementation, monitoring, reporting and accountability throughout the project lifecycle.