clear upgrade path, said Hamilton, in mid-2010. He believed that a much more proactive relationship with Erste Bank was a reflection of this, including the bank’s participation in the definition and design of the new architecture, and regular meetings in Vienna. The migration of back office functionality into the Java-based CSM layer had commenced, with one area being collateral management. This would be available as a product in its own right in the first half of 2011; this was Sungard’s preferred route, creating a component via the CSM migration that could be sold on its own and as part of a fuller suite. For CSM/BSF (now frustratingly rebranded yet again, as the Enterprise Banking Suite – EBS), the user interface was now Adobe Flex, an open source framework. This had been chosen, said Brewer, because it supported both thin and smart clients. IPP was now fully embedded as the BPM layer and this particularly brought online and historical Business Activity Monitoring (BAM) facilities. The Adobe portion was in a test phase in August 2010; IPP was available for the branch and customer service management portions. For the branch teller solution, work had been done to improve end-user efficiency, with Brewer suggesting that it had previously been stronger in sales support. There would be the ability for banks to switch modes, to the individual branch level, depending on priorities and volumes. The new version was in UAT at a customer in August, for go-live before the end of the year. For the core, the route was still componentisation, with
Sungard claiming that this had been completed for the master client part of Symbols. That part had been taken as the first focus because it included all aspects such as interfaces, processes, user interface. A specific technical architecture team had been created of ten people and Sungard’s Bratislava facility was working on the prototyping and testing. Brewer pointed out that the expertise not only stemmed from the Symbols business but from the rest of the team, with recruits from virtually all core banking system vendors. Sungard is using Apache Tuscany as the services framework and the rewritten components will be in Java, using the Oracle Application Development Framework (ADF). ADF supports the generation of processes on top of a data model, said Brewer, and was felt to be well suited to the task. A fair amount of the migration had been automated,
said Brewer, with a rewriting of business functionality but a conversion of infrastructure-level facilities. Based on the experiences with the master client portion, Sungard knew that the approach worked, he said. A proof of concept was being carried out with key customers in the second half of 2010 and, if successful, he expected there to be a significant acceleration in the migration in the next year or so. The precise timescales would be defined on completion of the proof of concept and there was expected to be flexibility around this, to allow for
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changes based on commercial or other business drivers. That master client portion could run as a standalone component. While there was not envisaged to be a requirement for this, such an ability was still a fundamental of the rewrite, with the expectation that there would be a range of front-to-back office components. They would be able to coexist with the existing Symbols. Sungard was looking at where they might be used by other parts of the company. If, for instance, Sungard came up with a central fees engine from the migration work, then this might be used elsewhere within Sungard. Conversely, there were components elsewhere in the supplier that might be applied to Symbols. An example given by Brewer was reconciliations, where Sungard’s existing STeP Intellitracs and Intellimatch exceptions processing systems meant it probably did not make sense to rewrite this part of Symbols. The ‘plumbing’ was the first focus for the migration, including product catalogue and central business services, but Brewer felt that deposits was likely to be the first major functional piece to be moved. BIAN was an important part of the plans, he said, with Sungard a ‘very active participant’. The focus of BIAN on a standard services landscape was in line with Sungard’s migration plans, he said, and Sungard was working to try to see what mechanism could be created to achieve this. Sungard would look to feed components back into BIAN and this could accelerate the overall BIAN initiative. From the perspective of Infinity/SaaS, even if users were not willing to ‘consume’ the core on this basis, they might be willing to do so for some parts, particularly ones that were not used regularly. ‘Componentisation opens up discussions about this possibility,’ he said.
By the second half of 2011, Brewer was claiming that the,
admittedly over-running, productisation of the front-end components was complete, so that they could now be offered in their own right. There was the Ambit Customer Service Platform, with loan origination, online banking and branch components. Sungard was bidding with both this and the full core system at a number of banks. And it seemed that a couple of the existing clients, including MCB, were taking a proactive role in the current product evolution. There was still some work to do, with Brewer stating that the final removal of Oracle Forms would not happen until 2012. Brewer left not long after this.
A new release of Ambit Core Banking was then announced in May 2012. Hamilton admitted that Sungard initially acquired a ‘professional services-driven organisation’ in System Access. ‘It worked for them but it didn’t work for us, Sungard is a product company.’ It is seeking to move from one version per customer to a single base release, still combined with the long-running removal of the old Oracle Forms technology and a shift to Java-based components.
Universal Banking Systems Market Report |
www.ibsintelligence.com
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