- •National Research University
- •Chapter 1. A bank. Nature of activity, main business-processes and organizational structure
- •Chapter 2. Definitions of the project and project management. The project life cycle
- •Chapter 3. Management of development projects in a bank
- •1. Beginning of the project.
- •2. Planning the project
- •3. Execution and control of the project
- •The expected results
- •Conclusion
- •Sources
The expected results
In the final qualifying work it is planned to carry out a more profound and more detailed analysis of the given problem, the theory and methodology of project management, the development of new criteria and identification of peculiarities of management of the bank development projects. In the work it is planned to consider a number of concrete successful and "failed" development projects in the banking sector.
In the practical part of the final qualification work it is planned to consider the project of development of a real bank, drafting a basic plan, monitoring of the project during its implementation and adjustment of the project in case of deviations from the baseline plan.
Conclusion
Project management is an integral part of management of a commercial bank and its operation in general. The larger and more important is the project, the more professional approaches, technologies and tools are required for it.
Thus, in this work it was shown that:
The modern standards and technologies of project management alone are not sufficient for the successful implementation of projects;
Success of a development project in a bank depends on many factors. The most important of them are: The interest and involvement of senior management and staff of the bank, its maturity for the implementation of the project and use of the results in practice, the Bank's commitment to the creation of working groups, solving organizational issues and allocation of resources for this activities;
It is necessary to consider the uniqueness and specificity of development projects, the lack of regulations and standards for the management of development projects (procedures, documents and tools).
Sources
1. C. F. Gray, E. W. Larson. Project Management: A Practical Guide, p. 20 – 150, 2003.
2. Project Management Institute. PMI PMBOK (4th Edition) / Guide to the Body of Knowledge Project Management (Fourth Edition), Project Management Institute, Inc., 2009.
3. V. V. Bogdanov. Project Management in Microsoft Project 2007. Training course (+ CD), St. Petersburg, Peter, 2008.
4. B. Kupershtein. Project Management in Microsoft Project 2010. BHV-Petersburg, 2011.
5. V. V. Bogdanov. Project Management. Corporate System - Step by Step / M. Mann, Ivanov and Ferber, 2012.
6. "The introduction of an integration platform in the bank: is it time?" Analytical Banking Magazine, № 2, 2007.
<http://neoflex.ru/presscentr/publikacii/vnedrenie_integracionnoj_platformy/>
7. Functions of a commercial bank. Information portal, 2012.
<http://www.banki.ru/wikibank/funktsii_banka/>
8. M. Kamennova. Modeling business. The methodology of ARIS, 2001.
9. R. Isaev. "Quality management in the banking sector." Magazine "Managing credit institution», № 2, 2010.
<http://www.e-xecutive.ru/community/articles/1412717/>
10. V. N. Funtov. "The development of the company and development projects”. Magazine "Economy and Management», № 71, 2010.
<http://ecsocman.hse.ru/data/2011/03/21/1268219988/23.pdf>