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|Título:||Change management in ISBAN : optimizing process workflow and hierarchical pyramids|
|Autor:||Lei, Mariana Teixeira|
|Data de Defesa:||8-Nov-2014|
|Resumo:||If we look at the world 30 years ago and the way businesses worked at the time and compare with today’s world, the difference in terms of tools used by the companies is obvious. Technology has been changing the daily basis processes of the companies significantly. Since the moving from paper to electronic, new business opportunities arise along with the technological evolution. The software industry has its origins back in the late 1950s and early 1960s and appeared as a need to support that evolution. The software development projects are considerably expensive, requiring a special attention in terms of costs and rework controlling in order to be competitive in the industry. A solid planning strategy seems the soul of most of the business to deliver a product with quality and efficient cost structure. Isban is the software company of the Santander Bank Group and is represented in ten countries around the globe through the expansion of the Santander Group and its presence in the world. In Portugal, Isban PT is the IT provider for Santander Totta Bank. Isban companies provide transversal support activities between them. For instance, some departments at Isban Portugal work for Isban Spain and the other way around. These cross activities benefits the group as a whole and specially Isban Portugal. Due to the economic situation in Portugal, the Isban PT has been pursuing projects from other countries of the Santander Group because the growth of the business in Portugal has stagnated. Isban Portugal has competitive advantage in some technologies leading to an important role of the national Isban in the Group. This growing transversal support requires a restructuration in the company’s processes. In order to implement those changes the Isban Spain, the parent company, has been giving some guidelines in terms of structure and efficiency benchmarking aiming to standardize processes across the Group, taking into consideration each company competitive advantages. With this dissertation I intend to propose a model that incorporates the Group strategic guidelines and my own analysis of current processes in order to improve Isban Portugal efficiency. Once concluded, this project will be an essential tool for the decision making of the Isban Portugal management team in order to reach the proposed objectives by international guidelines.|
|Aparece nas colecções:||FCEE - Dissertações de Mestrado / Master Dissertations|
R - Dissertações de Mestrado / Master Dissertations
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