Introduction to Agile Project Management in Banking
Prior to 2001, bank project management consisted of “handshake” agreements between the sponsoring business group and the technology group, both agreeing to a set of business requirements, technological development, and deliverable timeframe. That was about it. There was no project charter, risk plan, communication plan, or any other type of project governance or administration. That is not to say project frameworks and tools did not exist as they most certainly did; it was just that American banks largely had not embraced them. The project management process loosely followed a “waterfall” approach and “Agile” was nothing more than a word in the dictionary.
This chapter will focus on ...
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