Abstract
Proposed changes in the banking sector are usually implemented using project management and we explored the critical factors that made implementing Agile project management successful at a South African bank that intended to digitize to improve customer centricity. Using qualitative investigation, we interviewed 14 managers and non-managers at this bank. We found the critical factors to be adoption speed and internal and external knowledge sharing. Participants suggest there is potential for better cross-functional team collaboration, a culture of embracing change and innovation and truthfully sensing, seizing and reconfiguring internal resources as a way of optimising the benefits of agile project management.