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Banking Business Process Management Implementation

Banking Business Process Management Implementation
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Author(s): Michael Glykas (Department of Financial and Management Engineering, University of the Aegean, Chios, Greece & Aegean Technopolis, Chios, Greece), George Valiris (Department of Business Administration, University of the Aegean, Greece), Angelika Kokkinaki (Department of Management and MIS, University of Nicosia, Cyprus) and Zoi Koutsoukou (Department of Financial and Management Engineering, University of the Aegean, Greece)
Copyright: 2018
Volume: 6
Issue: 1
Pages: 20
Source title: International Journal of Productivity Management and Assessment Technologies (IJPMAT)
Editor(s)-in-Chief: Oxana Karnaukhova (Southern Federal University, Russian Federation) and Brian J. Galli (Assistant Professor and Graduate Program Director, Master of Science in Engineering Management Industrial Engineering, Hofstra University, USA)
DOI: 10.4018/IJPMAT.2018010104

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Abstract

Scholars and practitioners in the fields of Business Process Management (BPM), performance measurement and business information systems tend to use different approaches for implementing BPM Programs without arguing about the quality strategy set to ensure successful implementation and adoption. This lack of quality standards makes it difficult for researchers and practitioners to build on each other's work. The purpose of this article is to present a model for a BPM Program implementation in the banking sector. The authors' four steps implementation model is based on a quality strategy monitoring the different phases of the entire procedure. Through this work, they aim to identify the key characteristics of a BPM system as well as open a debate on what are the necessary and sufficient conditions for the full implementation of a BPM Program. The authors review the relevant literature and present their BPM implementation approach. Based on their research, they presented a case study on the implementation of a BPM program in a Greek bank. Some of the subjects discussed included the integration plans for the projects, Human Resources management issues, and other concepts for the improvement of the bank's processes. The main part of the case study was the integration themes that the bank in question had identified and separated in order to produce a viable and continuous plan for the full implementation of the projects. The analysis in this paper provides an approach that researchers could use as a reference framework in their efforts for implementing BPM Programs in general and more specifically in banking sector.

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