MIGRATION & ROLLOUT STRATEGIES FOR CBS SOLUTION

MRS. S .A .PANSE

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POINTS FOR DISCUSSION
• • • • CBS VIS-À-VIS DISTRIBUTED SYSTEM. SELECTION OF A SOLUTION. SELECTION OF A CORE TEAM. TECHNICAL EVALUATION OF THE PRODUCT SELECTED. • TRAINING & UAT OF THE SELECTED SOLUTION. • INTERFACE WITH THE EXISTING SOFTWARE SOLUTION. • ISSUES IN MIGRATION.
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POINTS FOR DISCUSSION
• DATA CLEANING & DE DUPLICATION. • FILLING THE DATA GAPS. • SELECTING IMPLEMENTATION TEAM & TRAINING THEM. • PRE-MIGRATION TRAINING TO THE BRANCH STAFF. • RELIEVING TEAM TO TAKE OVER THE BRANCH WORKING DURING THE TRAINING OF BRANCH STAFF. • BRANCHES TO PERFORM PRE-MIGRATION ACTIVITIES PER INSTRUCTIONS. • ESTABLISHMENT OF HELP DESK. • TEAM WORK THAT NEEDS TOP DOWN APPROACH.

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CBS VIS-À-VIS STAND ALONE SYSTEM
 CIF ( CUSTOMER INFORMATION FILE) CONCEPT – UNIQUE CUSTOMER ID THROUGHOUT THE BANK.  IMPLEMENTING CBS WITHOUT PROCESS CHANGES NOT LIKELY TO PRODUCE POSITIVE RESULTS.  MOVING FROM TBA TO CBS --- LIKE MOVING FROM A CUSTOM BUILT HOUSE TO A FLAT – USERS NEED TO BE EDUCATED AND FOREWARNED ABOUT THE LIKELY ISSUES TO BE FACED.  CHANGES IN CORE BANKING SOFTWARE SYSTEMS TAKE LONGER TIME.  HUGE DATABASE SIZE –TO BE MANAGED CAREFULLY – LIKELY RESPONSE ISSUES.  KEEPING TOO MUCH HISTORY ON-LINE MAY CREATE RESPONSE TIME PROBLEMS.  SOME QUERIES, TAKEN FOR GRANTED IN TBA ENVIRONMENT, MAY CREATE DIFFICULTIES OR TAKE LONGER RESPONSE TIME IN CBS.  NAME SEARCHES TAKE LONGER TIME.

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SELECTION OF A SOLUTION
• THE INDUSTRY HAS ONLY THREE MAJOR PLAYERS. • A TEAM OF TECHNICAL OFFICERS WAS FORMED TO EVALUATE THE THREE SOLUTIONS. • COMMON PARAMETERS ON WHICH TO EVALUATE THE SOLUTIONS WAS PREDECIDED. • THE SOLUTION THAT SCORED THE HIGHEST MARKS WAS ACCORDINGLY GRADED AND WEIGHTAGES WERE GIVEN TO ALL THE SOLUTION PROVIDERS AND THEN FINAL SELECTION OF THE SOLUTION TO BE IMPLEMENTED WAS MADE WHEREIN THE FINANCIALS ALSO PLAYED A MAJOR ROLE.

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SELECTION OF A CORE TEAM
• A CORE TEAM WAS FORMED BY SELECTING OFFICIALS FROM ALL DEPARTMENTS HAVING EXPERTISE IN THEIR DOMAIN. • THE TEAM WAS THEN SENT FOR TRAINING TO THE SOLUTION PROVIDER’S OFFICE WHICH COMPRISED OF 40 DAYS. • DURING THIS PERIOD THE TEAM GOT ACQUAINTED THOROUGHLY WITH THE SOLUTION. • GAPS WERE THEN IDENTIFIED BY THE TEAM FOR CUSTOMISATION TO SUIT THE NEEDS OF THE BANK.
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TECHNICAL EVALUTION & UAT
• ON COMPLETION OF THE GAP ANALYSIS, REQUIRED CHANGES WERE DIVIDED INTO THREE PARTS-THOSE THAT REQUIRE CUSTOMISATION. -THOSE THAT REQUIRE A CHANGE IN THE BUSINESS RULE. -THOSE THAT MAY RESULT IN BUSINESS PROCESS REENGINEERING. • AFTER CHANGES THROUGH CUSTOMISATION, UAT WAS CONDUCTED TO SEE IF THE SOFTWARE BEHAVED THE WAY IT IS EXPECTED TO PERFORM BY PREPARING CASE STUDIES.

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INTERFACE WITH THE EXISTING BRANCH SOFTWARE SOLUTION
• THE BANK HAD THREE DIFFERENT SOFTWARE SOLUTIONS RUNNING IN THE BRANCHES AND HENCE INTERFACE WITH ALL THE THREE SOFTWARE HAD TO BE DEVELOPED AND TESTED AND UAT WAS CONDUCTED. THE END RESULT WAS THROUGHLY TESTED. • THE WHOLE PROCESS WAS COMPLETELY DOCUMENTED SINCE THE SAME WOULD BE SUBJECTED TO AUDIT. • ONCE THE RESULTANT DATA WAS ACCEPTABLE, THEN THE ROLL-OUT MIGRATION PLAN WAS FINALISED.
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ISSUES IN PRE-MIGRATION
 DATA CLEANING – CUSTOMER INFORMATION FILE.  NAME - FIRST NAME, MIDDLE NAME, LAST NAME. (REMOVE CHARACTERS, NUMBERS, SALUTATIONS FROM THE NAME FIELDS)  CORRECT SPELLING.  JOINT ACCOUNT, GUARANTORS, NOMINEE & OTHERS.  INDEX - SORT- IDENTIFY PRIMARY A/C (SB ACCOUNT / LONG TENURE ACCOUNT).  ADDRESS, DATE OF BIRTH, TEL. NO, SEX, EDUCATION, PAN NO, INCOME ETC. (PRIMARY A/C).  PERSONAL – NON-PERSONAL CUSTOMER – CORRECT IDENTIFICATION.  ALL BALANCING TO BE TALLIED WITH G/L.  NOMINAL HEADS – TALLYING.
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ISSUES IN PRE-MIGRATION
     SEGREGATION OF INOPERATIVE CA AND SB ACCOUNTS. OPEN/ CLOSE/ MATURITY DATES. ZERO BALANCE INOPERATIVE ACCOUNTS TO BE CLOSED. BALANCE IN ACCOUNTS WITH CLOSE STATUS. MANUAL SCHEMES - ACCOUNTS NOT MAINTAINED IN SYSTEM TO BE KEYED INTO THE SYSTEM. OVERDUE TERM DEPOSITS. INTEREST ACCRUED – RD / STDR, ETC TO TALLY. 15 G / 15 H, TAX EXEMPTION DETAILS TO BE ENTERED IN TBA. LIEN MARKING OF TERM DEPOSITS – LAD. CDR / RD NOT IN MULTIPLES OF THREE MONTHS.

    

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ACTIVITIES TO BE UNDERTAKEN BEFORE MIGRATION
• IDENTIFY AND TRANSFER INOPERATIVE ACCOUNTS TO REGIONAL OFFICE. • ENSURE AVAILABILITY OF THE NECESSARY HARDWARE WITH THE HELP OF THE RITC OFFICERGATEWAY PC,UPGRADATION OF EXISTING NODES TO PCs, PASSBOOK AND LINE PRINTERS, • CONDITION OF THE UPS, SCANNERS, DATA CABLING. • AVAILABLITY OF ROUTERS, LEASED LINE, ISDN LINE. • DATA CLEANING, DATA COLLECTION ACTIVITY. • DATA CAPTURE TOOL WOULD BE MADE AVIALABLE ONE MONTH PRIOR TO THE BRANCH GETS MIGRATED TO CBS.
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CHALLENGES ON THE DAY OF MIGRATION
• • • • • • REMEMBER WE ARE TOUCHING LIVE BRANCHES WHICH CAN NOT BE CLOSED DOWN FOR MIGRATION FOR CUSTOMERS. THE MIGRATION ACTIVITY TO BE UNDERTAKEN ON A WEEKEND AFTER THE CUSTOMER HOURS. THREE CYCLES OF DATA (MOCK) MIGRATION WOULD TAKE PLACE. ON THE DAY OF THE MIGRATION FINISH ALL DAY END WORK AS EARLY AS POSSIBLE. CHECK THE CALL OVER REPORTS. CHECK TB/PL/BALANCING,CHEQUE BOOKS ISSUED,STOP PAYMENT OF CHEQUES,STANDING INSTRUCTIONS. INFORM ALL THE MISTAKES AND GET THEM CORRECTED. TAKE PRINTOUTS OF TB/PL/BALANCING,PO,SI,CHEQUE BOOKS ISSUED,STOP PAYMENT,ALL REGISTERS & KEEP THEM SORTED FOR CECKING WITH CALL OVER REPOERTS. CALLOVER REPORTS & ERROR REPORTS TO BE PRESERVED FOR AUDIT AFTER DUE AUTHENTICATION.

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CHALLENGES FACED DURING MIGRATION
• SKILL UPDATION OF THE BRANCH STAFF THROUGH TRAINING AND HAND HOLDING DURING CBS IMPLEMENTATION. • FACE THE CUSTOMER IRE AND DISSATISFACTION DURING THE TRANSITION PROCESS. • INCASE THE CONNECTIVITY OF THE BRANCH GOES DOWN,HANDLE THE CUSTOMER COMPLAINTS PATIENTLY. • GET YOURSELF THOROUGHLY UPDATED ON THE CBS IMPLEMENTATION SO AS TO HANDLE ANY RELATED ISSUE WITH A POSITIVE ATTITUDE. • IN CASE OF DOUBT GET THE SAME CLARIFIED FROM IT DEPARTMENT TO ENSURE ONLY POSITIVE VIBES ARE PASSED ON.
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CHALLENGES AHEAD
• INFRASTRUCTURE MANAGEMENT -DATA CENTRE. -BUSINESS CONTINUITY. -DISASTER RECOVERY THROUGH REDUNDANCY BUILD UP. -NETWORK MANAGEMENT 24/7/365. -MANAGEMENT OF DELIVERY CHANNELS. -EFFECTIVE ESCALATION MATRIX. -MANAGEMENT OF THE OUTSOURCED ACTIVITIES AND MULTIPLE AGENCIES.
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CHALLENGES AHEAD
• WORK FLOW REDESIGNING AT THE BRANCH, CONTROLLING OFFICES -DATA FLOW FROM BOTTOM UP TO TOP DOWN. -BACK OFFICE FUNCTIONS SHIFT FROM BRANCH TO DATA CENTRE. -MANAGEMENT CONTROL SHIFT FROM GEOGRAPHICAL SPREAD TO BUSINESS VERTICLES. -ORGANIZATION BECOMING LEANER AND FLATTER.
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THANK YOU
ANY AREAS YOU WOULD LIKE TO DISCUSS?

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