Organisation charter created The aims of the project defined Schedule and milestones defined Resources allocated Management committees created Operations committee created.
In addition to the developers, the committees included business and back office experts, and senior managers of the bank who were in charge of the relevant businesses (retail, consumer, commercial/corporate etc). It was down to these committees to examine the operational risks and to decide on the timeframes for system migration based on their findings. It was important to find the right balance between the tight schedule and minimising operational risks, said Shuvalov. The additional complication was that 'the surgery was performed on a live body', so there was no room for error.
There was a rigid management hierarchy during the project:
Bank as customer Steering committee Project management Operations committee Working groups.
The operations committee gathered on a weekly basis, its main task 'to find solutions to problems, not to find guilty parties'.
The bank's senior management expressed their full support and commitment throughout the project.
A clear organisational and executive structure greatly contributed to the timely completion of the project, stated Shuvalov.
Branch roll-out strategy
As mentioned earlier, the bank had 16 full-service branches at the time of the implementation. The roll-out strategy was as follows: Head office + one branch + four branches + five branches + six branches
