Abstract
The world is indeed changing its ways of communicating and connecting, and the same goes for the banking sector. Proposed changes in the banking sector are usually implemented using project management (PM) methodologies. Managers can choose either traditional project management (TPM) or Agile project management (APM) methodology to implement changes and very frequently, the choice of methodology can make or break the success of project implementation. This study explores the critical success factors associated with implementing an Agile project management (APM) process for employees in a leading bank (hereafter referred to as Focal Bank).
A qualitative approach was adopted to investigate the success factors and perceptions. Research participants were selected using a targeted sampling strategy. A thematic framework approach was used to analyse data. The concepts guiding this study are TPM, APM and the Dynamic Capabilities theory (DCT). Results showed critical factors affecting the implementation of APM methods at Focal Bank as adoption speed, sensitized practitioners, internal and external knowledge sharing and customer focus.
Recommendations made to improve the adoption of Agile methods within the Focal Bank include - improve management support, in-service training, effective change management processes and sufficient communication of the vision. This study contributed to the existing knowledge on the adoption of APM processes within the banking world. Further research recommended to include other banks to compare and share knowledge on adoption of APM methods in the banking sector.