{"id":{"repo_id":"pretoria","oai_identifier":"oai:repository.up.ac.za:2263/107751"},"canonical_url":"https://search.dev.ndltd.org/etd/pretoria/oai:repository.up.ac.za:2263/107751","repository":{"repo_id":"pretoria","name":"University of Pretoria","base_url":"https://repository.up.ac.za/server/oai/request"},"display":{"title":"A model for the application of the Scaled Agile Framework (SAFe) and its influence on project management practices in South Africa’s tier one financial institutions","abstract":"Agile methodologies have transformed the global technology landscape by enhancing organisational efficiency, fostering collaboration, and improving product quality, signifying a significant shift in project management practices. Initially designed for small, co-located teams, Agile is now widely adopted by large organisations seeking to respond swiftly to dynamic customer needs, drive innovation, and maintain competitiveness. The Scaled Agile Framework (SAFe) is a leading approach for scaling Agile in complex, organisation-wide settings. However, South Africa’s tier-one financial institutions face unique challenges in applying SAFe, including fragmented adoption patterns and limited practical guidance. Furthermore, there is a lack of empirical research on the influence of SAFe on project management practices within the financial services industry. This study examines the factors influencing the application of SAFe and its influence on project management practices within South Africa’s tier-one financial institutions. Grounded in the unified theory of acceptance and use of technology (UTAUT) and the diffusion of innovations (DOI) theory, the study adopts an interpretivist paradigm and a qualitative methodology. Semi-structured interviews were conducted with 25 purposively selected participants across various SAFe-related roles. Data were thematically analysed using ATLAS.ti. Key findings indicate that SAFe is implemented as a strategic framework to drive organisation-wide transformation, enhance delivery efficiency, and align requirements with broader business objectives. However, several barriers hinder its effectiveness. These include misaligned performance metrics between business and IT, inconsistent interpretations of SAFe, a lack of standardised governance, and a persistent reliance on traditional reporting structures. These factors collectively undermine cross-functional collaboration and obstruct meaningful Agile transformation. This study proposed a SAFe application model, which was tested and validated through a focus group approach. The framework incorporates constructs that participants identified as appropriate and relevant for practically applying SAFe within tier-one financial institutions in South Africa. In doing so, the study contributes to the growing body of Agile scholarship in developing economies and offers practical, context-specific recommendations for improving SAFe implementation. It further underscores the importance of a coordinated transformation strategy that aligns structural and cultural realities with Agile principles to drive sustainable and meaningful change.","abstract_html":"Agile methodologies have transformed the global technology landscape by enhancing organisational efficiency, fostering collaboration, and improving product quality, signifying a significant shift in project management practices. Initially designed for small, co-located teams, Agile is now widely adopted by large organisations seeking to respond swiftly to dynamic customer needs, drive innovation, and maintain competitiveness. The Scaled Agile Framework (SAFe) is a leading approach for scaling Agile in complex, organisation-wide settings. However, South Africa’s tier-one financial institutions face unique challenges in applying SAFe, including fragmented adoption patterns and limited practical guidance. Furthermore, there is a lack of empirical research on the influence of SAFe on project management practices within the financial services industry. This study examines the factors influencing the application of SAFe and its influence on project management practices within South Africa’s tier-one financial institutions. Grounded in the unified theory of acceptance and use of technology (UTAUT) and the diffusion of innovations (DOI) theory, the study adopts an interpretivist paradigm and a qualitative methodology. Semi-structured interviews were conducted with 25 purposively selected participants across various SAFe-related roles. Data were thematically analysed using ATLAS.ti. Key findings indicate that SAFe is implemented as a strategic framework to drive organisation-wide transformation, enhance delivery efficiency, and align requirements with broader business objectives. However, several barriers hinder its effectiveness. These include misaligned performance metrics between business and IT, inconsistent interpretations of SAFe, a lack of standardised governance, and a persistent reliance on traditional reporting structures. These factors collectively undermine cross-functional collaboration and obstruct meaningful Agile transformation. This study proposed a SAFe application model, which was tested and validated through a focus group approach. The framework incorporates constructs that participants identified as appropriate and relevant for practically applying SAFe within tier-one financial institutions in South Africa. In doing so, the study contributes to the growing body of Agile scholarship in developing economies and offers practical, context-specific recommendations for improving SAFe implementation. It further underscores the importance of a coordinated transformation strategy that aligns structural and cultural realities with Agile principles to drive sustainable and meaningful change.","abstract_has_math":false,"creators":[],"institution":"University of Pretoria","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Steyn, Adriana Aletta (Riana)"],"committee_chairs":[],"committee_members":[],"year":2026,"date_issued":"2026-01-20","date_published":"2026-01-20","updated_at":"2026-07-24T03:52:45Z","subjects":["UCTD","Sustainable Development Goals (SDGs)","Scaled Agile Framework (SAFe)","Agile transformation","Project management","Tier-One","South African financial institutions"],"languages":["en"],"rights":["© 2024 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. 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Initially designed for small, co-located teams, Agile is now widely adopted by large organisations seeking to respond swiftly to dynamic customer needs, drive innovation, and maintain competitiveness. The Scaled Agile Framework (SAFe) is a leading approach for scaling Agile in complex, organisation-wide settings. However, South Africa’s tier-one financial institutions face unique challenges in applying SAFe, including fragmented adoption patterns and limited practical guidance. Furthermore, there is a lack of empirical research on the influence of SAFe on project management practices within the financial services industry. This study examines the factors influencing the application of SAFe and its influence on project management practices within South Africa’s tier-one financial institutions. Grounded in the unified theory of acceptance and use of technology (UTAUT) and the diffusion of innovations (DOI) theory, the study adopts an interpretivist paradigm and a qualitative methodology. Semi-structured interviews were conducted with 25 purposively selected participants across various SAFe-related roles. Data were thematically analysed using ATLAS.ti. Key findings indicate that SAFe is implemented as a strategic framework to drive organisation-wide transformation, enhance delivery efficiency, and align requirements with broader business objectives. However, several barriers hinder its effectiveness. These include misaligned performance metrics between business and IT, inconsistent interpretations of SAFe, a lack of standardised governance, and a persistent reliance on traditional reporting structures. These factors collectively undermine cross-functional collaboration and obstruct meaningful Agile transformation. This study proposed a SAFe application model, which was tested and validated through a focus group approach. The framework incorporates constructs that participants identified as appropriate and relevant for practically applying SAFe within tier-one financial institutions in South Africa. In doing so, the study contributes to the growing body of Agile scholarship in developing economies and offers practical, context-specific recommendations for improving SAFe implementation. 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Grounded in the unified theory of acceptance and use of technology (UTAUT) and the diffusion of innovations (DOI) theory, the study adopts an interpretivist paradigm and a qualitative methodology. Semi-structured interviews were conducted with 25 purposively selected participants across various SAFe-related roles. Data were thematically analysed using ATLAS.ti. Key findings indicate that SAFe is implemented as a strategic framework to drive organisation-wide transformation, enhance delivery efficiency, and align requirements with broader business objectives. However, several barriers hinder its effectiveness. These include misaligned performance metrics between business and IT, inconsistent interpretations of SAFe, a lack of standardised governance, and a persistent reliance on traditional reporting structures. These factors collectively undermine cross-functional collaboration and obstruct meaningful Agile transformation. This study proposed a SAFe application model, which was tested and validated through a focus group approach. The framework incorporates constructs that participants identified as appropriate and relevant for practically applying SAFe within tier-one financial institutions in South Africa. In doing so, the study contributes to the growing body of Agile scholarship in developing economies and offers practical, context-specific recommendations for improving SAFe implementation. It further underscores the importance of a coordinated transformation strategy that aligns structural and cultural realities with Agile principles to drive sustainable and meaningful change."],"dc:description.degree":["PhD (Information Systems)"],"dc:identifier.doi":["10.25403/UPresearchdata.31208509"],"dc:identifier.other":["A2026"],"dc:identifier.uri":["http://hdl.handle.net/2263/107751"],"dc:language.iso":["en"],"dc:publisher":["University of Pretoria"],"dc:rights":["© 2024 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria."],"dc:subject":["UCTD","Sustainable Development Goals (SDGs)","Scaled Agile Framework (SAFe)","Agile transformation","Project management","Tier-One","South African financial institutions"],"dc:title":["A model for the application of the Scaled Agile Framework (SAFe) and its influence on project management practices in South Africa’s tier one financial institutions"],"dc:type":["Thesis"]},"updated_at":"2026-07-24T03:52:45Z"}