Project management: The competitiveness of traditional banks that use agile practices in project development

Abstract

This study aims to investigate and compare the transition of project management methodologies in a banking organization, incorporating agile practices. It is understood in this study that banks that are already born in a digital structure would have competitive advantages in the implementation of new methodologies, compared to banks considered traditional that are sometimes in the transition from predictive project methodologies to more agile proposals. The phenomenon researched is easily observed in project management practices, in digital channels that evolve in line with customer needs in an increasingly technological world. Through qualitative and quantitative research, in the form of a case study, this research was divided into two phases that used: (1) semi-structured interviews with project managers and (2) questionnaires with project developers. We observed the use of practices that give traditional banks more speed, adaptability and competitiveness when incorporating mobile technologies. The research shows that the bank studied uses agile practices mixed with predictive methodologies. However, their use differs between the group of developers and the group of managers, characterizing a hybrid project management model.