IMPLEMENTING PROJECT PORTFOLIO MANAGEMENT IN A COMMERCIAL BANK

This paper aims to contribute to the general knowledge of Project Portfolio Management (PPM) by presenting a case study on the implementation of Project Portfolio Management in a Hungarian Commercial Bank In the first part of the study, I briefly discuss the concept of PPM; then based on international surveys, I write about experiences gained in its operation. In the second part of the study, I describe the most important findings of an exploratory case-study based research regarding the practical implementation of the method in a Hungarian Bank This case-study also builds on the results of previous surveys. According to these two main concepts are highlighted: the organizational implementation of the PPM and the PPM development in practice. The most important conclusions are the following: In the examined case it is the introduction of a reporting-operating Project Portfolio Management Office (PPMO). The general conclusion is every PPMO has to be tailored to the needs of the organization. In this process, the role of top management should be considered which has two dimensions. 1) The ideation process is top-down or bottom-up 2) the top management is part of the operative implementation of the ideas or it has only a supervisor role.