Implementing Agile : A Qualitative Case Study About Agile Project Management at SEB

Abstract: Many organizations turn to agile methods and practices in their organization in order to retain competitiveness in today's rapidly changing environment and changing customer demands. Researchers claim agile practices, such as Agile Project Management to be most successful if implemented in the entire organization, in an all-or-nothing approach. However, as many traditional organizations are attempting to adopt agile principles such as APM, few studies have been made to what extent agile methods and practices can be successful in traditional organizations. This research investigates how a APM-team at SEB can function in accordance to agile philosophy, and further, if the legacy and traditional structures at SEB counteract the APM-team. The study is a single case study, investigating one APM-team at SEB through semi-structured interviews and organizational documents. In order to answer the research question, a model of analysis was derived in order to capture the important theoretical concepts. It was found that the investigated APM-team in SEB does not function fully in order with agile philosophies, and further that the traditional structures and legacy at SEB hinders the APMteam to work according to agile philosophies. It was also found that the APM-team experienced difficulties with the actual agile way of working, which could affect their ability to work in accordance with said practices. Further research is needed for a greater context to fully understand how traditional organizations can counteract agile initiatives.