Bank Systems Management: The Project Management Guide to Planning and Implementing System Installations, Conversions, and Mergers (A Bankline) [Hardcover]

Kent Belasco (Author)

Product Details

• Hardcover: 310 pages
• Publisher: Probus Professional Pub (November 1993)
• Language: English
• ISBN-10: 1557383804
• ISBN-13: 978-1557383808
• Product Dimensions: 9.1 x 6.2 x 1 inches
• Shipping Weight: 1.6 pounds
• Average Customer Review: 1.0 out of 5 stars  See all reviews (1 customer review)
• Amazon Best Sellers Rank: #8,179,212 in Books (See Top 100 in Books)

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3 of 3 people found the following review helpful:

1.0 out of 5 stars It's not project management, May 16, 2003

By 

jeffrey j williams (Holly Springs, NC, United States) - See all my reviews

This review is from: Bank Systems Management: The Project Management Guide to Planning and Implementing System Installations, Conversions, and Mergers (A Bankline) (Hardcover)

I do not understand how the editor or author determined the tag line for this book, but nothing could be further from the truth. The tag line states: "The Project Management Guide to Planning and Implemeneting System Installations, Conversions and Mergers." There is nothing about project management in the book nor conversions nor implementations. It was written at about the time the first PMBOK was published and uses no PMBOK definitions.

Here is the table of contents.
1 - The Status of the Financial Services Industry
2 - building a Winning Strategy
3 - Establishing a Good Business Foundation
4 - Maximizing Noninterest Income
5 - Enhancing Asset Quality
6 - Optimizing Capital
7 - Marketing financial Services
8 - Managing Finacial Risk
9 - Controlling Costs
10 - Putting it all Together
11 - Critical Path Analysis
12 - Strategic Alignment
13 - Business Process Reengineering
14 - Looking beyond branch automation
15 - Productivity (squared) and Power in a changin bank
16 - Employee Enhancement as a competitive Differentiator
17 - Making a Merger Work

The chapter on Critical Path defines 'critical paths' as 'each of the critical factorys has a logical relationship the the others, and those relationshipas are direct, not funneld through some control point.' As you can see, its not the longest path through a schedule network.

The chapter on mergers, the last chapter in the book, is merely a discussion of the high level characteristics of a good merger candidate. Nothing about how to actually do it and certainly no 'Project Mangement Guide' as promised by the tag line.

This book provides no value to the financial sector project manager.