Q1 |
I notice that sometimes the BANK's software development projects are not executed according to the BSDM formally defined by the IT area. |
Q2 |
For urgent projects, the knowledge of what and how the software was developed can be documented partially, as the team analysts will be able to maintain it. |
Q3 |
I know BSDM well. |
Q4 |
I think the BANK's software development process, formalized in the BSDM, is very good, well-standardized and I don't see the need to change it. |
Q5 |
When we receive an urgent demand, our managers agree to develop the software without complying with all the BSDM stages and requirements in effect. |
Q6 |
I assess that my work colleagues know BSDM well. |
Q7 |
If necessary, using the instructions from BSDM I feel capable of guiding any IT professional in how to develop software in the BANK. |
Q8 |
In the BANK, for project success, I consider it necessary to have permanent participation of clients during practically all the software development stages. |
Q9 |
I notice that for the urgent project, after the delivery of the new functionality or new software in production, IT documents what was done. |
Q10 |
All our software development projects, even the urgent ones, must be developed following traditional software engineering forms, i.e., one stage after the other. |
Q11 |
I notice that for the demands that our IT receives, the projects are initiated without the client having completely defined the software requirements to be adapted or developed. |
Q12 |
I judge that there are few success cases of software development in the BANK when the BSDM rules are not followed. |
Q13 |
I believe that many of the BANK's software development projects could result in more success if the production delivery were made gradually, in an incremental manner. |
Q14 |
I assess that in the BANK we develop our own software projects with good productivity and we deliver within the necessary deadlines, even the urgent ones. |
Q15 |
I think there is no waste of time at the BANK in the initial stages of the software projects, as the clients always manage to say what they want from IT. |
Q16 |
I notice that there is no difficulty in the effective participation of our main clients in the projects due to work schedule problems or physical distance. |
Q17 |
The business performed by the BANK depends very much on software. |
Q18 |
I notice in the projects where I participate that our clients always accept the work schedules we present to them to address their demands. |
Q19 |
I think the BANK is too big and complex to have software projects being developed in it quickly, in an informal manner and with little systematization. |
Q20 |
Our processes and software are frequently audited and we need to observe and follow many regulations and laws to develop them. |
Q21 |
When necessary, the managers of several IT areas agree with the formation of multidisciplinary teams for the development of software projects to address the new business. |
Q22 |
Our IT promotes frequent training and provides clear guidance on the software development processes that we adopt. |
Q23 |
When necessary, IT clients collaborate, show motivation and are available to participate at any moment in all the software project stages. |
Q24 |
I see our IT professionals as well-disposed and motivated to learn and work with new technologies and new work processes. |
Q25 |
I have no doubt that our IT professionals agree and believe that the documentation of software development is very important. |
Q26 |
I believe that the way services are distributed in the different IT teams at the bank for software development is adequate. |
Q27 |
I believe that developing software is an art and that the IT analyst must have freedom to develop it in the way he believes is most appropriate. |
Q28 |
IT analysts can participate in development projects for any BANK software, without needing to have prior knowledge of processes and businesses that the software must automate and control. |
Q29 |
IT analysts are able to take on responsibilities in the software projects to decide on sequencing of the work and to make decisions with the clients without involving IT managers. |
Q30 |
For the success of projects, I believe it is better for IT teams to be specialized in certain technologies, IT processes, the banking market segment or an internal BANK process. |