Curious about what other organizations in the financial sector are doing in the low-code/no-code space? We’ve rounded up some really interesting real-life examples for financial services.
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How can the incumbent banks and financial services reimagine their businesses, products and services in the image and likeness of the fintech disruptors?
While applying her experience in the banking industry to a home expansion project, the author learned some key lessons: Project management skills are transferable between sectors and project managers should not be afraid to take on projects in areas where they have little or no industry knowledge.
Research Results: What IT Project Managers Think About Financial Investment Firms Pursuing Straight-Through Processing With Agile and Workflow Management Systemsby
Changes in the financial services sector have made achieving straight-through processing—a dedicated commitment to settle a securities transaction within 24 hours and minimize risk—a monumental effort. Can agile software development and workflow management systems have a positive impact on addressing straight-through processing?
We have risk registers, risk workshops and other options. Yet many projects are still derailed by risks that result in delays, loss and public criticism. Big Data—a term that took off in the 2000s—is part of the answer.
The financial planning of projects contemplates the use of one’s own capital, the capital of third parties and also funding. This is an analysis of the application of resources in projects.
There is no reason to suggest that financial technology companies are a real threat to the future of large financial corporations. But how has FinTech driven the future of the financial sector—and how have traditional and established corporations responded to these threats?
A fledging PMO helped a financial processing firm come back from behind.
The world's largest credit union launched a PMO to bring order to its IT portfolio—and gave U.S. military members better access to their money, from anywhere in the world.
The future of banking is digital. Yet despite the rapidly growing demand for online products and services, many U.S. and European retail banks have struggled to fund the projects necessary to modernize all front- and back-office operations. It’s not just about digitizing loan applications to speed up the approval process. Transitioning from legacy systems at individual bank branches to one digital system spanning the entire organization has proven especially difficult.