JavaScript is disabled for your browser. Some features of this site may not work without it.
dc.contributor.author
Stevkovska, Vaska
en
dc.date.accessioned
2015-06-06T13:30:20Z
dc.date.available
2015-09-27T05:56:52Z
dc.date.issued
2015-06-06
dc.identifier.uri
https://repository.ihu.edu.gr//xmlui/handle/11544/223
dc.rights
Default License
dc.title
The crucial role and value of project portfolio management and business process management for organizations and the importance of their implementation in Stopanska Banka
en
heal.type
masterThesis
heal.keyword
Portfolio management--Case studies
en
heal.keyword
Project management--Case studies
en
heal.keyword
Banks and banking
en
heal.keyword
Banks and banking--Developing countries
en
heal.keyword
Banks and banking--Case studies
en
heal.keyword
Dissertations, Academic
en
heal.language
en
heal.access
free
el
heal.license
http://creativecommons.org/licenses/by-nc/4.0
heal.recordProvider
School of Economics, Business Administration and Legal Studies, Executive MBA
heal.publicationDate
2013
heal.bibliographicCitation
Stevkovska Vaska, 2013, The crucial role and value of project portfolio management and business process management for organizations and the importance of their implementation in Stopanska Banka, Master's dissertation, International Hellenic University
en
heal.abstract
The main focus of this work is to present the importance of introducing Project Portfolio Management and Business Process Management practices in different organizations while focusing on the value and benefit for Stopanska Banka.
Project Portfolio Management is an organized approach with methodology dedicated to support selecting, prioritizing and managing right projects in alignment with the business strategy. The aim of PPM is through successful project delivery, to support organizations to achieve their business objectives and reap many long-term benefits.
Business Process Management is considered as a best practice that will provide organizations many advantages. Implementation of BPM will increase the ability to accurately design and efficiently execute processes, deliver superior quality of products and services, quicker and at minimum cost.
Both, PPM and BPM are supported by wide range of software tools offered on the market that have been developed to assist and automate the portfolio management and process management.
Stopanska Banka as a leading bank in the country is continuously striving to introduce innovative and consumer focused financial products and services, as well as to keep the good performance. The Bank as a main priority always considers introducing new practices, methodologies and technology that will ensure its strong position in the future, too. Stopanska Banka is implementing Project Portfolio Management and Business Process Management practices, first among its competitors in the country. In the organizational structure a new functional unit is added – Business Processes and Organization Division, consisting of two departments/functions – Project Management and Business Process Management.
BPO division through its involvement within all business activities within the bank, according to predefined role and responsibilities, will contribute significantly Stopanska Banka to remain the leader, to increase the profitability, more efficiently to control the costs and successfully manage the risks.
en
heal.tableOfContents
1. Introduction ..................................................................................................... 1
2. Literature Review ............................................................................................ 3
2.1 Project Management ............................................................................. 5
2.1.1 Project Portfolio Management ....................................................... 5
2.1.2 Project Management .................................................................... 11
2.1.3 PM and research findings ............................................................ 14
2.2 Business Process Management ........................................................... 17
2.2.1 Why organizations need BPM ..................................................... 17
2.2.2 BPM and research findings .......................................................... 22
3. Introducing PM and BPM in Stopanska Banka............................................. 26
3.1 PPM initiative in Stopanska Banka..................................................... 30
3.1.1 PPM in Stopanska Banka ............................................................. 30
3.1.2 Guidance to PPM implementation in Stopanska Banka .............. 37
3.2 BPM initiative in Stopanska Banka .................................................... 41
3.2.1 Why is BPM important for Stopanska Banka? ............................ 41
3.2.2 BPM in Stopanska Banka - How to initiate it? ............................ 44
4. Conclusion ..................................................................................................... 50
5. References ..................................................................................................... 52
en
heal.advisorName
Aletras, Vasileios
en
heal.committeeMemberName
Aletras, Vasileios
en
heal.committeeMemberName
Gotsi, Manto
en
heal.committeeMemberName
Vlachos, Dimitrios
en
heal.academicPublisher
School of Economics and Business Administration, Executive MBA programme
en
heal.academicPublisherID
ihu
heal.numberOfPages
58
heal.fullTextAvailability
true
Files in this item
| Files | Size | Format | View |
|---|---|---|---|
|
There are no files associated with this item. |
|||
This item appears in the following Collection(s)
Related Items
Browse
-
All of IHU Repository
-
This Collection
My Account
Statistics
©International Hellenic University.
