IBS Journal March 2016
ensure high accuracy and timed completion for cut-over.
•
People readiness: Detailed training for branch and back office with extended simulation. Five additional bank-wide simulations to check end-to-end readiness; Periodic assessments, refresher courses, detailed process flow documentation and FAQ’s prepared for additional assistance.
•
Testing: Rigourous end-to end testing comprising five UAT and two SIT rounds, spanning one year by third party professional testing firm, SQS. Additionally, the business team from Egypt was actively engaged to ensure testing quality; Channel applications were independently penetration-tested for security breach controls, by a Central Bank of Egypt certified auditor.
The assessment of the go-live readiness was reviewed carefully by the internal team, validated by Cedar, and subsequently approved by the Steering Committee. The go-live assessment cut across application system, data readiness, people and training readiness, and infrastructure readiness in addition to comfort drawn by the bank- wide business simulation and the positive
feedback received. The bank successfully rolled out the
integrated technology platform, on Sun- day, 13th September 2015 after a 48-hour migration cut-over process. Key differ- entiators and critical succefactors:There were four key success factors that helped execute this programme in a smooth and effective manner. More importantly, the operations and technology were also integrated with minimal disruption or post go-live challenges:
1. Governance: One of the major elements was a well-de-
fined programme governance model that was established well upfront, and was prac- ticed in a rigourous, religious manner. The key elements of the governance framework included a weekly review that was done by the group CIO, a fortnightly meeting by the senior management group comprising the business heads of concerned departments and a monthly steering committee update to the leadership of both banks. There were also periodic updates made to the board.
2. Plan and coordination: Considering that there was a well defined
plan upfront, and there were multiple stakeholders and external players engaged in the programme, it was critical that man- agement and coordination was vibrant and ongoing. The bank’s PMO office, which was supported by Cedar, required to engage with leads of eight parallel tracks, both in
Dubai and Egypt, in addition to external vendors including Infosys, Evolvus, SQS, NSEL, Network International. Weekly status reporting and follow-on actions were key, in order to ensure identified initiatives were executed.
3. The right team, and
the right team-work: Selection of right vendors for PMO, testing, data migration was vital. A centralised command centre with VC facilities (one each in Dubai and Egypt) was set up to track the activities, and also build a communication platform for both teams to actively engage. Additionally, more 40 team members from the Dubai office were stationed in Cairo over multiple phases for effective integration. Field support task force comprising – support engineers, branch roll-out champions from IT and business deployed on-site to provide con- tinuous hand-holding support post go-live
4. Change management
and communication: Effective change management, with extensive training, hand-holding, process documentation, customer FAQs, simula- tion, customer and internal communica- tion were key. Timely communication to key stakeholders, supported by thought leadership from integration advisors on specific activity checklists, best practices, benchmarks and orientation/approach notes were also important.
Key achievements and highlights: This programme was unique in many ways. Some key highlights include:
• •
Successfully migrated largest portfolio (by value and volumes) acquired by the bank, within approved timelines and budget
Seamless migration of over 250k customers, with 100% reconciliation despite having multiple data touchpoints across applications hosted in Paris, Egypt and Dubai
• Confluence of cultures across
multiple geographies (Egypt, Paris & Dubai); Successfully managed organisation wide change through orientation workshops, training, assessments, simulation, multiple migration rehearsals and process documentation
• •
Established robust infrastructure, optimised to support daily transactions and disaster recovery seamlessly over cross-country network
Enabled bank to establish sizeable footprint in a high-growth market, helping it become the eighth largest private bank in Egypt
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© IBS Intelligence 2016
www.ibsintelligence.com
case study: enbd-bnp paribas integration
case study: paratus amc news
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