Abstract: this article discusses two opposing project management methodologies – traditional and flexible (adaptive). Of course, today these methodologies are the most popular in the field of products development, services or amenities. It is important, at the beginning of the project, to determine which of the methodologies is best applicable to a particular project. It is worth noting that due to the rapid successful development of the IT company, large organizations with a traditional project management approach are beginning to lose their target audience, whose needs are changing every day. In this regard, the transition to a new flexible methodology for managing IT projects has become very popular not only abroad but also in Russia, especially this topic is very relevant for banks, as the demand for remote digital channel services is growing every year. This article discusses the experience of switching to a flexible Agile methodology of a business unit of a large Russian company Sberbank. Namely, the work analyzes the transition to Agile of the bank’s project team, which is developing the Sberbank Online mobile application (SBON), which is popular in Russia. The article presents a comparative analysis of the traditional and new flexible approaches to project management, reveals the difference in approaches, considers the positive and negative sides of each of the methods. The article provides a schematic representation of a traditional and flexible project management approach. Also, on the example of the Sberbank Online product, the work of the SBON project team under the traditional (Waterfall) and modern (Agile) methodology was analyzed, their advantages and disadvantages were identified.

Keywords: project management, development model, flexible development model, Agile, traditional development model, Waterfall