Search

In the last years a type of financial institution has emerged, named fintechs, with reduced capital structure, no physical bank agencies and offering more agile functionalities, without the majority of fees and the typical bureaucracy of the traditional banks. In order to extend the credit offers possibilities, the Brazilian Economic and Social Development Bank (BNDES) sought the fintechs as partners, causing the Bank to adapt to a more agile business model. Such a process was characterized as an organizational culture change put into practice through its digital transformation. At the same time, the world has been impacted by the COVID-19 pandemic, which was a trigger to accelerate the process. This article presents a case study that describes the adaptation process of BNDES to the agile methodology of the fintechs, during the period of 2019 to 2021, as a vector of the bank's digital transformation. The results of this article aligned the main topics of the case study to the theoretical references, thus allowing the identification of the convergence points between theory and practice. Amongst the main results, one highlights the effort made to disseminate the agile methodology by forming multidisciplinary squads with the delivery of incremental minimum viable products, the integration of data bases and systems for real time collaboration, and the importance of the senior management to sponsor BNDES successful digital transformation process. [ABSTRACT FROM AUTHOR]

The manages software development projects, in constantly changing environments demand the use of flexible methods of project management. Agile methods have emerged as an alternative to traditional approaches to project management, being based on a series of twelve principles is premised on rapid response to development, leaving documentation and nonessential planning in the background. This change in vision popularized different frameworks, all seeking development with quality and speed. Scrum stands out among the agile project managers to have clear language and defined steps of implementation and may be used alone or in conjunction with other methods. In this sense the present study seeks to compare the compatibility between Scrum and two project management methods: PMBOK and PRINCE2. Both methods are originated from the empirical knowledge of numerous project managers, and are intended to be guides to good practice for all kinds of projects, but have quirks that imprison development in the area of information technology. The research has mainly focused on agile management of software development, Scrum being the focal point of analysis. [ABSTRACT FROM AUTHOR]