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Triple merger – Integration Program Bulbank, HVB Bank Biochim and Hebros bank 2006-2007 IT Integration Cluster Kristin Krumov Pepa Koleva. Sofia, April 17 th , 2008 ICT Media, Banking Forum. … AND TO BECOME A MAJOR BANKING GROUP …. UniCredit Group – at a glance 2. Employees: over 170,000

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sofia april 17 th 2008 ict media banking forum

Triple merger – Integration ProgramBulbank, HVB Bank Biochim and Hebros bank2006-2007 IT Integration ClusterKristin KrumovPepa Koleva

Sofia, April 17th, 2008

ICT Media, Banking Forum

slide2

… AND TO BECOME A MAJOR BANKING GROUP …

UniCredit Group – at a glance2

Employees: over 170,000

Customers: over 40 million

Branches: over 9,000

Banking operations in 23 countries

International network spanning 50 countries

Global player in asset management:€ 270 bn3 in managed assets

Strong regional player in Investment Bankingwith leading position in CEE

2

slide3

UniCredit is the strongest financial partner in Bulgaria

Comprehensive banking network

Key indicators1)

  • Over 4000 employees
  • Over one million clients
  • About 260branches
  • Appx.BGN 9bln assets as of end 2007
  • BGN 5bln total loans
  • BGN6.4bln attracted funds
  • BGN 1.1bln shareholders’ equity

1) As of Q3 2007 results

slide4

Market leader in Bulgaria

Number one positions in:

  • Assets
  • Total Loans
  • Business loans
  • Attracted funds
  • Shareholders equity
  • Profit
recent awards for unicredit bulbank
Recent awards for UniCredit Bulbank

Best Bank in Bulgaria

2006, 2007

Best Bank in Bulgaria

2006, 2007

Best Agent Bank

in Bulgaria

2006, 2007

Bank of the Year

in Bulgaria

2006

slide6

IT Integration of the three banks was designed as pure merger to the platform of the smallest bank, following the already started Integration of ex-Biochim and ex-Hebros

Clients

Accounts

Business Processes

IT Systems

Clients

Accounts

slide7

Later changed to “best-of-bread” approach: review of the processes and IT systems and selection of the best ones, increasing the scope and complexity of IT projects

ERP, eChannels,

Credit Underwriting,

Reporting, DWH

Core banking system

With upgrade and

full migration

Treasury &

Payments

Group solutions

The business processes followed the selected IT systems with improvements if necessary

slide8

IT Integration Cluster – structure in workstreams

Product catalog

Business workstreams

Service model

Business requirements

Function

Workstream

Training design and execution

Onsite Assistance and HelpDesk execution

UAT testing, Data quality assurance

Handouts Preparation and delivery

Roll-out

(Training, Assistance,

UAT Testing)

Business and Functional Analysis

Processes and Roles Design

Norms & Regulations definition and delivery

Business and Ops support, Branch Sizinng

Organization

Development

Software solutions Implementation

System Integration (middleware and Interfaces)

System Parameterization, Data Conversion

Testing, Post Rollout support

Application Analysis &

Implementation

I

T

IT Infrastructure design

Data Centers implementation

Network and distributed systems upgrade

User Profiling and Security, Service management

IT Infrastructure

unicredit bulbank

2nd

10th

Hebros

migrations

Biochimmigration

Bulbankmigration

18th

18th

1st

11th

16th

Unicredit Bulbank

OVERALL INTEGRATION TIMELINE

Mock migrations

Go-live decision

Go-live

Apr. ‘07

May ‘07

Jun. ‘07

Jul. ‘07

26th

2nd

2nd

Legal merge

Tech. merge

it and organization implementation strategy

Technological complexity

Operative model deployment complexity

Migration complexity

IT AND ORGANIZATION IMPLEMENTATION STRATEGY

Added Value

  • we are implementing the most flexible and scalable solution out of the former bulgarian implementations and one of the leading market IT systems for the mid size banks – offering reduced time-to-market for new products/services with a lower TCO compared to the legacy system
  • the flexibility of the system (scalable architecture, web based interface, high degree of parameterization) and the selected satellites enable the rollout of the new business and operative model and will support the time to market of the bank for future process enhancements and new products.

Implementation Strategy

HE

BB

BIO

April, 10th

May, 7th

July, 2th

The front-loading of technological complexity on the smaller bank balances the additional migration and operative model complexity coming from HVB Biochim and Bulbank

today

BB upgrade

“Backbone” release(CBS&Sat)

slide12

ERP

Atlantis

Derivatives

Wallstreet, Opus

Human resources

Hermes

Domestic securities FO

Finalyzer

AML

BA-CA, DWH reports

Securities Backoffice

FC Securities

DWH

Reporting

FCRPT

APPLICATION LANDSCAPE MIGRATION PATH @HEBROS/BIOCHIM GOLIVE

Landscape before HEBROS/BIOCHIM GOLIVE

Landscape @HEBROS/BIOCHIM GOLIVE

Cards

DM Cards

Online channels

FX & MM

Wallstreet, FX Studio

Foreign

payments

AZV/SWIFT MERVA

Cards

SUCard

Online channels

FX & MM

Wallstreet, FX Studio

Foreign payments

AZV/SWIFT MERVA

Cards

DM Cards

Utility payments

Upsos

Biochim rel

Utility payments

Upsos

Core banking system

FlexCube v5.2

Core banking system

KBI

Retail e-banking Hebros e-banking

Core banking system

FlexCube v7.1 1st rel.

Retail e-banking

BB On-line

Corporate e-banking

Multicash

Corporate e-banking

Multicash,

Derivatives

Wallstreet, Opus

Domestic securities FO

Finalyzer

Securities Backoffice

Finalyser

Integration layer

Integration layer

Reporting

ALVIS/CIMIS

Middleware

X-BOX (1st rel)

Retail & SMEs Underwriting

Loans

Corporate Underwriting

Blana

Retail & SMEs Underwriting

Febo 1 & 2

Corporate Underwriting

ACE

Trade Finance

FC Trade finance

DWH

Reporting

ALVIS, MIS, Stat Rep, CIMIS Light

GL / ERP

Oracle Financials

Human resources

Hermes

AML

BA-CA, DWH reports

Integration layer

Integration layer (2° release)

  • CARDS and UPSOS application parameterization for the HEBROS/BIOCHIM products
  • FLEXCUBE Core Banking system HEBROS/Biochim products; Biochim’s gaps developed and products parameterized
  • XBOX upgraded foe BBOnline and Multicash ERP application upgraded with implementation of purchasing functionalities

Same application as of previous release

New/Upgraded application / module

slide13

ERP

Atlantis

Derivatives

Wallstreet, Opus

Human resources

Hermes

Domestic securities FO

Finalyzer

AML

BA-CA, DWH reports

Securities Backoffice

FC Securities

APPLICATION LANDSCAPE MIGRATION PATH @ BULBANK GOLIVE

Landscape HEBROS/BIOCHIM GOLIVE

TO BE Landscape @BULBANK GOLIVE

Online channels

FX & MM

Wallstreet, FX Studio

Foreign

payments

AZV/SWIFT MERVA

Cards

SU/DM Cards

Online channels

FX & MM

Wallstreet, FX Studio

Foreign payments

AZV/SWIFT MERVA

Cards

DM Cards

Utility payments

Upsos

Utility payments

Upsos

Core banking system

FlexCube v7.1 1st rel.

Core banking system

ICBS

Retail e-banking bb Online

Core banking system

FlexCube v7.1 1st rel.

Retail e-banking

BB On-line

Multicash

Corporate e-banking

Multicash,

Opus

Domestic securities FO

Finalyzer

Securities Backoffice

Finalyser

OPICS

Telebank

Telebank

Integration layer

Integration layer

Reporting

ALVIS/CIMIS

Middleware

X-BOX (3rd rel)

Retail & SMEs Underwriting

Loans

Corporate Underwriting

Blana

Trade Innovation

SWIFT Alliance

Retail & SMEs Underwriting

Febo 1 & 2

Corporate Underwriting

ACE

Trade Finance

FC Trade finance

DWH

DWH

Reporting

ALVIS, MIS, Stat Rep, CIMIS Light, TRM

Reporting

ALVIS, MIS, Stat Rep, CIMIS Light

GL / ERP

Oracle Financials

Human resources

Hermes

AML

BA-CA, DWH reports

Integration layer

Integration layer (2° release)

  • CARDS and UPSOS application are upgraded, due to parametrization for the BULBANK products
  • FLEXCUBE Core Banking system is upgraded with Bulbank’s gaps developed and products parametrized
  • XBOX upgraded due to Telebank and business-related functionalities rollout, also minor enhancements to the integration layer are needed
  • MIS is upgraded, due to Treasury Risk Management delivery
  • ERP application upgraded with implementation of purchasing functionalities

Same application as of previous release

New/Upgraded application / module

infrastructure workstream 2 2
Infrastructure Workstream (2/2)

Not defined as a project, but very important process – takeover of application administration and End-Of-Day processing

slide18

IT Integration facts

  • 18 months for overall program (implementation of 2 releases and 3 data conversions)
  • More than 10 main application systems with more than 60 modules/satellites
  • More than 100 interfaces developed (also using middle ware)
  • More than 200 people involve in IT Integration (without rollout assistance staff)
  • 13 Vendors in applications, and 12 in Infrastructure were involved
  • 3x3 mock (trial) conversions and 3 real
  • 3 access tests, 3 operational tests, and 12 stress tests performed
  • 7 test environments in parallel for core system and 2 test environments for every satellite
  • Detailed project plan of the overall Integration 6000 rows. 4000 of them in IT&Orga Cluster
  • More than 3000 end users trained and migrated in unified domain
slide19

Lessons Learned

  • Time driven program – to ensure tools for ‘pushing/monitoring’
  • Total management commitment – to set/follow priorities (in this case that time is the most important)
  • Schemes for staff motivation, based on time achievement of results
  • Role of the consultant – type of involvement
  • Strong rules for Change Management – business to confirm the requirements, processes, products
  • Strong monitoring of project plans execution – consultants played role of ‘pushing the followers’
  • Delay bigger than 2-3 weeks – immediately establish crash program to recover
  • Proper teams sizing, roles in the projects – flexible re-sizing, movement of people in the roles if necessary
  • Parallel execution of tasks, parallel tracking of overlapping migrations
  • Proper risk assessment, especially in ‘GO-not GO’ decisions – tools to measure, balance workarounds
  • To ensure proper handover from projects to regular operations
  • To ensure stabile support of ‘old’ systems during the heavy transformation program