Scaling Agile in Organizations

In today's highly competitive and technological world, customer requirements for a product/service are as high as ever. Moreover, the so-called "black swans" invade our reality from time to time: September 11, the 2008 crisis, the COVID-19 pandemic, and many others. Unfortunately, traditional approaches to project management are not always able to provide rapid response to changes and mobility to organizations. In part, these market challenges to business have given a sharp impetus to the development of flexible project management methodologies. The relevance of the research presented below is due to the fact that flexible project management methodologies have taken the field of project management by storm, in particular software development. The current trend is that flexible methodologies have mostly been applied to projects called "Agile sweet spot", which consist of small combined teams working on small, non-critical, internal software projects with stable architecture and simple management rules. The purpose of this work is to study flexible project management methodologies, in particular, scaling Agile in the organization and developing recommendations for adapting a scaled flexible project management system. The research object is the practice of applying flexible methodologies in project management in Sberbank. The subject of the research is the scaling of flexible methodologies in the organization and the effect. The advantages of a flexible operating model are well documented: greater customer focus, faster time to market, higher revenue growth, lower costs, and a more engaged workforce. This reflects the problem that many companies face when trying to capture the trend of flexibility and make it a reality: it is easy to start, but difficult to scale. Flexible transformation is exactly what helps the organization work in a new way. So what structural and cultural changes are needed to ensure flexibility not only within small teams, but also within entire organizations?