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Presentation on

CBS Project Planning & Implementation
At NIBM, Pune

Core Banking Project, State Bank of India

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CBS- Genesis & Imperatives
Architecture

What was not envisaged
Major Customisation Delivery beyond expectations

Implementation Methodology
About CBS Solution Rollout Mechanism and CBS Journey Core Banking Overview Process Change

Overcoming Stumbling Blocks
Improvements over Existing System Why Core BankingBenefits

Core Banking Project, State Bank of India

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CBS-The Imperatives

Rising customer expectations/ Competition Group synergy Regulatory Requirements Efficiency in operations Reduce transaction cost Settlement and management of funds Timely and accurate MIS Risk Management
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Bank’s Long Term Technology Plan2000

The Genesis

Evaluation of Vendors (Year 2000)

Initial ExpectationTo cover 3300 branches in a 5 years spectrum (by year 2008)

Evaluation, benchmarking & selection2001

KPMG recommended FNS

Contract in
October’ 02

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The Initiatives
Organisational and performance management implications

• 6

Scope of the effort is covering all branches of SBI under CBS

• 2
CPC Design

• 3
Branch Redesign

• 4
Alternate Channel Design

• 5
Database Marketing capability

• 7 Change Management

2

3

4

5

1

Core Process Redesign

CBS

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Client/ Server Architecture

Architecture

Centralised host controlling a series of remote clients Each remote client controlling a series of dumb terminals Remote clients also storing a limited amount of data to minimize dependability on host
Cont…
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Client/ Server Architecture

Architecture

A versatile modular infrastructure designed with enterprise-class architecture Intended to improve usability, flexibility, interoperability, and scalability (LINK) Supports high volume and dispersed network

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Implementation Methodology
Implementation on SDLC style Feasibility Study Requirement Analysis Designing Development Implementation Post Implementation Cont…
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Implementation Methodology
Initial Rollout to commence on a prototyping Implementation method
Parallel switch over followed for a limited period Further rollout to follow iterative development style

Deviations from SDLC during the course already discounted Cont…
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Implementation Methodology
Certain degree of Bankmaster usage for enquiry purpose only
All modules but not all functionalities covered

Decentralised Implementation policy adopted

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The Solution Providers
• B@ncs-24 / B@ncslink - Core Banking software from FNS Australia • Finance One – CGL software from Comlink, USA • GLIF Interface • EximBills – Trade Finance software from China Systems • Hardware – HP Systems, USA • System Integration/Customization/Pilot implementation- TATA Consultancy Services
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Overall Solution

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B@NCS-24 Architecture
BTM200 0

ATM

IVR

Internet

Dumb Screen

Interfaces

SWIFT

GP Gateway
BNCONS Trickle Replay Restart

Clearing Messaging

Delivery Channel Management

Transaction Management

Interest

Fees

Deposits

Securities

Loans

Formats

MM

FX

Timing
Language User

Data Base Input/Output Control

Relational Data Base Tables … CIF, Deposits, Loans, Trade, FX, Jrnl etc
Positions Gaps Ladders ALM Query Secondary Update Statistics Diary Clearing Reports

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N – Tier Architecture
Branch Terminals PRESENTATION LAYER Foreign ATM EFTPOS Exchange GATEWAY PROGRAMS DELIVERY LAYER Internet Banking

D E P

L O N

C I F

S B C P R A APPLICATION LAYER M A S

C T A

E L M

V I S

CGL DATABASES

GLIF CHRG UT9999 DATABASE & SERVICES DBIO MRKT LIMIT

DEBT

CORSP

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System Layers - Technology
• Presentation Layer
– B@NCSLINK - .NET Framework, IIS, IE 5.5+ – GUI Driven by HTML and XML

• Delivery Layer
– Interface between Front-End and Host Application – C, C++, COBOL

• Application Layer
– C, COBOL – Driven by system triggers, parameters and environment settings

• Database Layer
– Interfaces to Database using appropriate call levels and language
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Branch Environment
Branch Server Windows 2000 Advanced Server Eximbills FileServer
Database Windows XP Oracle Client Microsoft .NET Framework Web Service IIS ASP Services Windows XP IE 6.0 and above

Eximbills Client Workstations
ODBC Call

B@NCS-24 Client Workstations
HTML / XML

XML Messages Branch Database Oracle 8i or 9i COM Objects

No CGL Component in the Branch Server

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Day Processing

24 x 7 Processing
NETWORK

GATEWAY

BANCS
DAY SYSTEM

BANCS SHADOW SYSTEM

Day Database

Shadow Database

Reference Database

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Night Processing

24 x 7 Processing
NETWORK

GATEWAY

BANCS
DAY SYSTEM

BANCS SHADOW SYSTEM

Day Database

Shadow Database

Reference Database

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Day Begin Processing

24 x 7 Processing
NETWORK

GATEWAY

BANCS
DAY SYSTEM

BANCS SHADOW SYSTEM

Day Database

Shadow Database

Reference Database

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Transaction Flow
Request Web Page
1 2

Return Web Page

Teller Console

Send Transaction
3

B R A N C H

Transaction
6

Action

10

Response Supervisor Authorization

Supervi sor Console

5

S E R V E R

H O S T

7

Database
8

9

Response

Response

4

Requests Authorization

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The Complete Picture
ALM + Risk Management
Internal Interfaces MIS + DW + DM

Treasury

Core + Trade + GL

Internet Banking

IBR Branch Network

ATMs

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Corporate General Ledger
Cleaning & Consistency Check

CDC
SBI CONNECT WAN ZO GLIF

Daily CBS
1

Weekly
2

WEEKLY Bank Branch Master

CENTRALIZED DATABASE FINANCE ONE
1+2 BANK CONSOLIDATED REPORT

Daily

Manual Intelligence/ Adjustments

CORE BRANCH

BANKING

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Rollout Mechanism
Retail TransactionsBancs24 from FNS Trade FinanceEXIM bills from China Systems

Transaction Consolidation & ReportingFinance One

Other Interfaces like ATM, INB etc

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Rollout Mechanism
Migration methodology: •Enrichment of data in legacy software •Additional data capture & data cleaning through internal tools •Data extraction •Data migration – validations •Migration on all days of the week – max done: 30 brs. / day •Staging / mock migration: delegated to Circles •Migration Audit
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Rollout Mechanism
Rollout Methodology •In-house teams •Roll-out de-centralised, through Circle / ZO implementation teams •Core Team at Belapur for value addition •Hardware set-up / Branch environment creation by local resources •Adequate number of teams at each Circle with different skill-sets: Migration, Technical & handholding •Comprehensive documentation/sign-off
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Rollout Mechanism
Training Methodology: •Training & Change Management: Key success factor •Training of initial key resources at Belapur •In-house training: SBIICM + STCs (50 channels) •User Manuals •User Meets / Workshops •Project InFocus: On-site training •Resources of existing CBS branches •CBS Club: peer level learning
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Rollout Mechanism
Testing Methodology: •Unit & System Testing by Integrators •UAT: Testing Plan, scenarios & cases •Multiple iterations – entry & exit criteria •Benchmark for showstoppers & critical errors •Fixes – monitoring through DCMS •Regression testing (Rational Robot) •Performance Testing •Validations through Prototypes •Challenge: Synchronising with production & parameters
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Rollout Mechanism
Outsourced services: •TCS : CDC operations •Satyam: UAT methodology •Thinksoft (TGS): Acceptance Testing •L&T Infotech: CA Unicenter – Service Desk, ITRM •NIIT: e’Learning •Paladion: System Security

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Rollout-The Beginning

Initial Pilot Phase- 2003
First Pilot branch on August 29, 2003
with limited functionality Second Pilot with Trade Finance functionality on Feb 28, 2004

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Rollout-The Journey

Rollout Phase- I (June to Sept.’04)
Controlled Roll-out with limited functionality Pilot learning application

Roll-out Phase-II (Dec.’04 to Mar.’05)
Accelerated Roll-out Bank-wide coverage Enhancements of functionalities End-March ’05: 1,093 brs.
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Rollout-The Journey

Roll-out Phase-III (June – Oct. 05)
Fast-paced & quick ramp-up Fine-tuned processes 2545 branches covered

Roll-out Phase-IV (Nov 05-Oct 07)
Roll-out under constraints 3769 branches covered over 2 years period
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Rollout-Final Phase

Roll-out Phase-V (Nov 07-July 08)
Stabilized and accelerated Implementation Mechanical rollout stage reached 4571 branches covered in a span of 9 months Completion of Implementation Phase of SDLC

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Year wise roll-out
4000 3500 3000

Rollout

Branches

2500 2000 1500 1000 500 0 2003 2004 2005 2006 2007 2008 Year

Year Branches

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Core Banking - Overview
• 24 hours banking, 7 days a week • Anywhere banking • Integration with delivery channels – ATMs, Internet, Phone & Mobile Banking etc • Efficiency in operations • Strengthening MIS / DSS / EIS • Integration with strategic areas like Trade Finance, Treasury, ALM, Corporate Balance Sheet • Change in business processes – value addition to Bank and Customers
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Core Banking - Overview
• All data would be in the Central Host • Some data in front-end for validations (screens, signatures, photographs, EOD balances, journal..…) • Data flow from / to the branch through SBIConnect • Most of the system related activities at Host level • EOD at Host • Pre EOD validations at the branch • Off-line processing
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Customer Information File
• Global CIF & Accounts • Intelligence free Customer number & Account number • 10+1 digits for customer number and Account number (max. 16+1) • Relationship Links (All Customers need not be Account holders – Introducer, Nominee, Guarantor…) • Scope for cross selling
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Customer Information File
• Relationships
Customer Account-holder

ACCOUNT

Customer Customer
Customer Customer

Jt.Account-holder Guarantor
Partner Nominee

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Interfaces
• Trade Finance • ATM Switch/Internet Banking/STEPS • Reporting & Reconciliation – IOA, DRD, AGCL, RTC, GAD, Elenor • SWIFT/SFMS • CMP • Treasury products / ALM • Plus other interfaces (Total 36) • New Product – Telebanking/Call Centre
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PROCESS CHANGES
• Core Banking – Not only Computerisation; aims at changing the way we do business. • Freeing branches from Back office work • Branches to be delivery points – marketing outfits • Core Banking – enabler of BPR initiatives of Bank

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Major Process Changes
• Functionalities of Br. txns. through channels • Changes in workflow – Day Books, TDR advices, receipts…… • New products – flexi-amount gift cheque, SMS alerts…… • Loan Sanction, Tracking, Debt Collection • System control over Drawing Power • Maintenance of many registers in system – nomination, stop payment / loan-related • NPA – on-line tracking, write-off, probability of default….
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Major Process Changes
• • • • Maker-Checker integrated with powers Branch Calendar Fees & Charges Reports – Generation & Distribution – Voucher Verification Reports • Clearing- Centralised Handling • Cash / Currency Chest Computerisation • Self Service Facilities
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Core – The new environ Customer
• • • • • • • Anytime, Anywhere Banking Multiple Access Channels Cost Reduction in transactions with the Bank A Single view of all accounts Speedy Remittances across the Country A One Stop Shop for all his Banking needs Entire SBI Group Services & Experiences At his disposal • In sum, EMPOWERMENT through IMPROVED SERVICE QUALITY
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Core – The new environ Branch
• Streamlined work-flow • Single Window – reduced voucher movement • Maintenance functions at CDC (Product setup, interest rate change……) • Minimal system-related functions • Reduced paper / register-work • Rationalisation of reports – fewer reports to check
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Core – The new environ Branch
• Modern communication with customers • Better lay-out and in-Branch facilities • Reduced Back Office work – SOC - Quality time for marketing / business • Daily Snapshot of operations • IN SUM: BRANCHES WOULD DO LESS AND LESS OF BACK OFFICE WORK AND FOCUS ATTENTION ON MARKETING & CROSS SELLING
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Shared Operations Centre
CENTRAL DATA CENTRE CDC
•Inward Clearing •Outward Clg. •Personalization of cheque books •Print management •Despatch

SHARED OPERATIONS

•Customer set-up
•A/c Opening •Signature Scan

6

BR 1

4

BR 2

BR 3

•S.I.
•Bulk payments

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Branch Redesign

Core sales and service branch

SSB with affluent module

SSB with SME module

Sales focused outlet

Mini Branch

• Home loans centre Core Banking Project, State Bank of India

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Core – The new environ Controller
• Reduced dependency on branch for data • Online view of Branch data • Better Monitoring & control - control returns/irregularity statements • ABC analysis of customers segmentation • MIS for branches – Weekly, P Report… • In Sum, QUALITATIVE MONITORING AND EFFECTIVE CONTROL

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Core – The new environ Bank
• SBI group synergy – cross-selling & market expansion • Bank / Group Balance Sheet • Single view of the Customer • Pricing / segmentation on the basis of Relationship – value added services • Rationalisation of fees & charges & customer profitability • Quicker response to changes in environment • Funds Management – Bank’s & Customers’ • ALM / Treasury – Risk & Asset Management
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Core – The new environ Bank
• • • • • • Reduced Time-to-market new products Reduction in transaction cost Reduced reconciliation overhead Adoption of International Best Practices Compliance with USGAAP Standardisation of workflow / Processes – Same Look & Feel • Organisational Communication • In Sum, CHANGE THE WAY BUSINESS IS DONE BY LEVERAGING TECHNOLOGY
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Taking on Associate Bank for Group Synergy BPR process changes not factored in at all Only moderate customisation was thought of
Customisation expected to take a year only

What was not envisaged

Uniform accounting procedure for all 7 ABs (follow SBI)

Today, more than 60% of the baseline software

Interfaces expected to be minimal
>>36 Interfaces at present
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What was not envisaged

Mid course correction in the software based on
Implementation feedback

Corrections/ Upgrades incorporated through
release of multiple versions- 1.1,1.105,1.11,1.2 and BPR version.

>>Forced migration holidays

>>>Technical Migration
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General Module

Major Customisation

Remittance

Safe Deposit Vault/ Safe Custody NPA Tracking Focal Point functionality Currency Chest
Cont… Core Banking Project, State Bank of India

Collection

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Simultaneously, after 1 pilot, FOCUS on rollout (Volume) with limited functionalities Deviation from Classical SDLC
st

Process of CUSTOMISATION CONTINUES
Core Banking Project, State Bank of India

Customisation Testing and acceptance Pilot- 50 Roll out mode

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In-house handling of Implementation

Delivery beyond expectations

What was to be done in more than 5
years has been done in <3 years

Building skill sets (Migration/Testing/Hand Holding) Decentralisation of Implementation-LHO/ZO CBS Annual Closing-A Great Success
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Mentoring of branches Sensitisation of various user groups (Change Management) Addressing user comfort areas Migration fine tuning in-house- Based on
Implementation experience

Delivery beyond expectations

User Meets / Workshops

Cont….
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Delivery beyond expectations

Documentation
User Manual Job Cards Implementation Kit News@Core Service Desk Knowledge Base Documents
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Delivery beyond expectations

Enabling support mechanism
E Learning (SB Gels) Service Desk Training Server

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Service Desk

Delivery beyond expectations

•Software by CA - Unicenter ServicePlus •Customisation by L&T Infotech •Operational since 28.11.2004 •Available on SBI Connect •Web based application- no installation •Call resolution on escalation logic •Escalation based on call severity
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Service Desk

Delivery beyond expectations
…..cont

•Enhancement of Knowledge base through documents/announcements uploaded/displayed in Service Desk •Communicate with branches regarding Corporate Centre CBS initiatives/decisions through announcements
Cont….

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Service Desk…..cont

Delivery beyond expectations

•Service Desk decentralised at LHO level •Direct escalation of calls related to CDC/Report and BOG •Escalation time for other calls- 48 working hours •Manual escalation possible by LHO (for severe calls) •Activation of ZO Service Desk once LHO service desk is stabilised Cont…
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Report archival and retrieval system

Delivery beyond expectations

•Report servers installed at LHOs •Reports backup decentralised •CDC reports to route through regional report servers •Report archival and retrieval made simplified •Report response time to shorten
Cont….
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Delivery beyond expectations
Adoption of best practices

7799- BS Certification for Data Centre ITIL Compliance of Service Desk Security Audit by PALLADION

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Overcoming stumbling Blocks
Performance fine-tuning
Transaction flow monitored

Network as well as System connectivity improved, system processing problem resolved
Volume processing (trickle feed) monitored – no failures

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Overcoming stumbling Blocks….cont
Generation / splitting / distribution of reports – monitored daily – no major issues
Separate report servers at LHOs CRT mechanism put in place

All officials provided intensive training at SBIICM and 2-day workshops Circle Managements advised to ensure that all CRT officials come on board immediately
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Overcoming stumbling Blocks….cont
Service Desk – decentralised and operationalised at all LHOs
Service Desk resources at Belapur strengthened and outstanding calls reduced significantly IOR Dept. in Circles involved in monitoring reconciliation position at CBS branches.

Dedicated, Circle-specific resource teams formed at Belapur to lend on-going support
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Overcoming stumbling Blocks….cont
Certain activities like Cash drawer updation decentralised
GLIF data made available to Circles, Local GLIF servers installed at LHOs TPM data entry decentralised Transfer batch functionality modified, 1260 handling at branch level

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Improvements over existing system
Bankmaster Core Banking Standalone Centralised Customers of Branch Customers of Bank Anywhere Banking Transaction Additionally, Supports Processing Software MIS / DSS / EIS Systemic limitations Offers flexibility with security
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Improvements over existing system
Bankmaster
Information flow for Risk Management is slow

Core Banking
Efficient Risk Management

Time-lag in other delivery channel transactions

Other delivery channel transactions – real-time

Transactions within Transactions can Branch Core Banking Project, State Bank ofbranches transcend India

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WHY CORE BANKING

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WHY CORE BANKING
Become a customer-centric bank Drive intelligent customer interactions Show a complete view of customers Deliver multi-channel campaign and offer management Provide a single source of truth for customer data Build market responsiveness by transforming core banking processes Provide process-driven solutions Transform core banking processes Only integrated front-to-back solution for consumer finance and commercial lending
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WHY CORE BANKING
Manage compliance, risk, and performance more effectively Deliver actionable customer and product profitability insight Manage credit, market, and operations risk Provide a foundation for regulatory compliance Improve operational effectiveness of corporate assets Fully utilize employees as key company assets Reduce operational risk with comprehensive financial management solutions Manage projects more efficiently and effectively Transform corporate procurement
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WHY CORE BANKING
Evolve to an agile, intelligent and secure platform Deliver new banking services quickly to existing and acquired customers Make real-time decisions with know-yourcustomer data across all channels Secure client data against fraud, insider access, phishing, and identity theft Selectively consolidate legacy systems onto openstandards platform

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CBS FOR CUSTOMERS

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Benefits to Our Customers
ANYTIME, ANYWHERE BANKING Customers are not branch customers, but BANK CUSTOMERS Interconnected branches; customers can approach any branch and make transactions
INTEGRATION WITH DELIVERY CHANNELS Integration with delivery channels like ATM, INTERNET BANKING, MOBILE BANKING etc No need to visit a branch to make transactions, banking now at mouse click anytime, anywhere Home delivery of banking products
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Benefits to Our Customers
INSTANT TRANSFER OF MONEY Easy and instant transfer of money from one place to another place at reduced cost No need to send drafts and face delays TRANSFER OF ACCOUNTS Transfer of accounts from one branch to another branch just in seconds No need to close account and open a new account at transferee branch No waiting time for customers

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Benefits to Our Customers
INTER-GROUP MONEY TRANSFER Instant transfer of money between SBI and its associate banks No need to send drafts No waiting time for customers

ONLINE DEBIT OF OUTSTATION INSTRUMENTS Facility to debit customer accounts maintained at other branches. No need to send SC/DDP Flexibility to pay outstation cheques at the branch itself Customer need not to wait for instrument realisation
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Benefits to Our Customers
INTER-BANK MONEY TRANSFER Hassle free and faster Inter-bank money transfer through NEFT (National Electronic Fund transfer) No need for customer to send a draft, wait for draft to be presented in clearing and face delay in transfer of money Inter-bank money transfer now possible through Internet Banking, anytime, anywhere

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Benefits to Our Customers
ONLINE BILLS PAYMENT No queue for bills payment Powered by core banking solution, online payment facility for mobile bills, electricity bills, credit card bills etc made available No waiting time for customer, anytime, anywhere bill payment

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GOVT TRANSACTIONS

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Benefits-Government Transactions
FASTER RECONCILIATION Faster funds transfer and reconciliation CBDT, CBEC, MCA 21 funds settled on T+1 basis PPF funds handling at centralised level Smooth transfer of government balances on September 30 every year REPORTING Accurate and timely reporting Online MIS data in respect of government transactions

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Benefits-Government Transactions
CONVENIENCE IN MAKING TRANSACTIONS Faster completion of transactions Flexibility to verify government account credit based on challan number on NSDL site Centralised credit of pension Flexibility to make government transactions (ex: PPF) through Internet Banking

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CBS FOR THE BANK

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Benefits to Internal Customers
INTERNAL HOUSE-KEEPING Easy, faster and auto reconciliation Easy and error free record maintenance in system, no need to manually maintain records Increased focus on customers, less procedural delays, most of back office work taken over by system Hassle free completion of transactions Reduced transaction cost Strengthening MIS/DSS/EIS Tremendous scope for cross selling Branch redesign

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Benefits to Internal Customers
REDUCED REPORTING REQUIREMENTS Rationalization of reports- fewer reports to check Auto generation of reports, no need to prepare reports manually Large spectrum of reports for branch users Online reporting to controllers, no need to manually send reports

HAPPIER AUDIT EXPERIENCE No need to prepare audit reports at branch level Time saving for branch staff, increased focus on critical areas Generation of all audit reports online in one go Redesigned and simplified audit procedures
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Benefits to Internal Customers
CENTRALISED PROCESSING Deposit/ Loan accounts Riding on the power of core banking platform, the concept of centralized processing of deposit/ loan accounts introduced Dedicated cells (LCPC/RACPC) opened at various centres to process deposit/ loan accounts of all branches Branch users are now free from back office processing resulting in increased focus on customer service

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Benefits to Internal Customers
CENTRALISED PROCESSING Local/ Outstation Instruments Using core banking platform, the concept of centralized processing of local/ outstation instruments introduced Dedicated cells (CCPC) opened at various centres to process local/ outstation instruments of all branches centrally Tremendous time saving for branch users resulting in increased focus on customer service

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Benefits to Internal Customers
OTHER BPR INITIATIVES ROLLED OUT Based on CBS platform Centralised pension processing Centralised handling of bad debt Centralised dedicated cells for Mid Corporate Loan administration, Small & Medium enterprises, Trade Finance etc

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Benefits to Internal Customers
BUSINESS CONTINUITY Flexibility to switch over to some other branch in case of system problems thereby reducing inconvenience to customer Facility to switch to offline mode in case connectivity is disrupted

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Accolades
Apart from a number of awards won by various wings of the project, two most satisfying awards won by the project were awarded by The Banker’s Magazine of Financial Times Group, London. Core Banking Project of the Year by Banker Magazine (London) for 2007. Overall Retail Technology Project of the Year by Banker Magazine for 2007.

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