毕博上海银行咨询ToBeDeliverables Chap25268pmK.ppt

Table of Contents,1Executive Summary2Background&Overview3Commercial CRMS“To Be”Process Model,Design Requirements&Work-Plan4Retail CRMS:Objectives,“To Be”Components,Process Improvements&Work-Plan5Commercial CRMS Process Improvements6Plan Sign-Off&Next Steps 7Appendix,1.2.3.CRMS“To-Be”,4.CRMS:,“To-Be”,5.CRMS 6.7.,2.1 Background Objectives for Phase IB:Establish consensus on the overall project vision&scopeDevelop a conceptual blueprint for what commercial&retail CRMS will look like-the“To Be”Provide initial high-level functional specifications for the KIS modules within CRMSProvide initial process improvement observations&recommendationsDevelop a detailed work plan for moving forward with the project to undertake detailed design,development&implementation,Background&Objectives:CRMS Project,2.1 CRMS 4-Phase 1A-deliverable 2(1B)Phase 1B-scope-CRMS“To-Be”-KIS-,2.1 Background&Objectives:Cont.Key focus areas for the project are:Commercial CRMS applications&data-martRetail CRMS applications&data-martRelated commercial&retail process improvements&recommendations,Background&Objectives:CRMS Project,2.1.:()-CRMS application data-mart-CRMS data-mart-,2.2.1 Key Focus Areas In More Detail:Commercial CRMSHere we describe the key focus areas in more detail&highlight the objectives of eachCommercial CRMS objectives:Better support for the banks marketing effort using a combination of KIS data,industry/group analysis&bank data Improved access to key financial data to support the credit analysis processLeading-edge,statistical solution for risk scoring&ratingEnhanced decision support for analyzing,pricing&structuring loan transactionsMore disciplined process&information to support early warning&monitoringEnhanced decision support for assessing portfolio value-at-risk More focused,higher quality credit decisionsImprovements in data capture&workflow including reduced paper handling&improved data integrity,Key Focus Areas,2.2.1:CRMS CRMS:-KIS data,/,-scoring rating solution-,pricing,structuring-,-VAR-workflow(,),2.2.2 Key Focus Areas In More Detail:Retail CRMSRetail CRMS objectives:Provide a collection of retail scorecards for personal lending&credit cardsFocused process improvement recommendations Support the establishment of a central retail loan center through improved credit decision making tools,Key Focus Areas,2.2.2:CRMS CRMS-scorecard-tool loan center,2.2.3 Key Focus Areas In More Detail:Commercial&Retail CRMS Process ImprovementsProcess improvement objectives:Provide process improvement recommendations in connection with implementation of the CRMS systemProvide process improvement recommendations not directly related to CRMS including:An enhanced Loan Review functionImplementation of a Relationship Management(RM)functionDevelopment of a Portfolio Management functionMarketing In connection with each of these focus areas,it will be important to establish a framework for continuous process improvement to support the long-run competitive advantage of the bankRetail CRMS process changes are directly tied to the centralization of retail credit approval&administration including the development of the retail&credit card score cards,Key Focus Areas,2.2.3:CRMS:-CRMS,-CRMS*Loam Review*RM*-,framework.-CRMS.scorecard.,Establish marketing oriented loan consulting Improve stringency of the credit review process Expand loan support for SMEs;Strengthen the loan monitoring process Refine roles&responsibilities definitions for each step in the loan process,2.3 FSC/MOU Guidelines Are Important for CRMS:,Regulatory Requirements,CRMS data enables targeted customer identification for product recommendations CRMS database enables consistent records for loan approval/rejection,Implementation of KIS modules-enabled by CRMS DB provides for faster,more accurate credit analysis&improved information for Loan Review,Use of improved techniques for SME target identification&CRMS decision support,CRMS DB,query&reporting function supplements existing credit monitoring functions&provides new tools for continual review of loans,Detailed charts,work descriptions&training clearly communicate roles/responsibilities for each person during each step of the loan process,marketing Credit review,2.3/MOU CRMS:,Key Regulatory Drivers for CRMS Design&Planning,CRMS CRMS/,CRMS DB KIS Loan Review,CRMS,CRMS DB,loan review,Efficiency in organizational structure Develop rich pool of risk management&credit experts/specialists,2.3 FSC/MOU Guidelines Are a Key Driver for CRMS:cont.,Key Regulatory Drivers for CRMS Design&Planning,Improvements in efficiency by reorganization of certain departmental operations Focused support for specialized lending functions at Branch Offices Use of new technology solutions to improve efficiency&accuracy of credit decisions&loan monitoring,Suite of enhanced decision-support tools will require formal training&will result in an improved skill set for bank personnel,credit,2.3/MOU CRMS:.,Key Regulatory Drivers for CRMS Design&Planning,2.4.1 Project Plan:OverviewThe Work-Plan in this deliverable is organized into three individual plans that will be managed on an integrated basis:Commercial CRMS plan for designing developing and implementing:Commercial(KIS)analysis&decision support modulesCRMS Commercial database infrastructureFocused process improvements related to CRMSRetail CRMS plan for developing:Retail credit scorecard(credit cards,personal lending)applications(KIS)CRMS Retail database infrastructureFocused process improvements related to CRMSOverall CRMS process improvement plan for designing&providing recommendations for:A Loan Review functionA Relationship Management modelA Portfolio Management function-Improved support for Marketing utilizing CRMS,High-Level Work Plan CRMS,2.4.1:.-CRMS*(KIS)*CRMS database,*CRMS-CRMS*Scorecard Application(KIS)(,)*CRMS*CRMS-CRMS*loan review*RM*CRMS,2.4.2 Combined Project Plan:Overview of the Overall Tasks&Deliverables,Phase II,Phase IV,Phase III,Key Tasks,Develop detailed design requirements for 9 KIS modules Refine the conceptual approach required for pricing,limits&VAR modulesDevelop new statistical approach for scoringDesign scoring/rating systemConduct best practice workshops for loan review,relationship management&portfolio managementDesign CRMS data model entities&attributesDevelop data integration design of underlying databases across the 9 KIS modulesEstimate initial retail scorecard,Key Tasks,Code initial beta application for each of the 9 KIS modules Conduct unit testing of each moduleDevelop detailed logical&physical CRMS data modelsTest populate the CRMS databaseConduct focus group piloting of the relationship management model and new risk rating systemRollout retail scorecardDevelop training materials to support process design effort,Key Deliverables,9 KIS beta modulesIntegrated data structure&flow for the 9 beta modules Test populated CRMS database on a Hanvit serverNew risk rating processRetail scoring systemNew processes&training for RM,LR&PM,Key Tasks,Undertake focus group(5 branches)pilot for the 9 KIS beta modulesConduct server testing on a real-time basis for the CRMS databaseRevise final KIS module requirementsSupport rollout of new functions for Loan Review,Relationship Management&Portfolio ManagementUndertake final revisions to the 9 KIS modules&begin rolling out to branches,Key Deliverables,9 final KIS modules(server tested)Fully integrated CRMS databaseManuals related to the process improvements,4 Months,3 Months,High-Level Work Plan CRMS,2.4.2:,Phase II,Phase IV,Phase III,4,3,High-Level Work Plan for Moving Forward,2.4.3 Commercial CRMS Work-Plan:OverviewThe following slide presents a more detailed,plan for Commercial CRMSPrimary tasks include:Develop Detailed Design for KIS modulesDevelop New Algorithm for Modules still under conceptual design:Group IICoding of Modules(by KIS)with GUI&DLL TestingDesign Application IntegrationDesign/Develop Systems Links&CRMS Database structures Focus Group Piloting,CRMS Database,High-Level Work Plan CRMS,2.4.3 CRMS CRMS:-KIS-:Group II-GUI coding(KIS)DLL testing-application-link CRMS-piloting,CRMS database,2.4.3 Commercial CRMS:Work-Plan,9/30/99,TASKS,Develop Detailed Design Reqs.for KIS Modules Not under conceptual development:GROUP IJAD Work ShopsConduct JAD sessionsDocument functional specs Give to KIS Develop New Algorithm for Modules Still Under Conceptual Design:GROUP IILimits,VAR,pricingScoring modelRating frameworkDevelop Detailed Design Reqs.GROUP IIDocument functional specs Give to KISCode KIS Modules(by KIS):GUI,DLL/Testing for GROUP I GUI,DLL/Testing for GROUP IIDesign Application Integration:Database structuresDesign/Develop Systems Links&CRMS Database structuresLogical data modelPhysical data modelDesign and populate CRMS Data-Mart Focus Group Piloting,CRMS DB Testing,Final Application Changes,Phase II-IV Tasks,High-Level Work Plan CRMS,2.4.3 CRMS:,9/30/99,TASKS,KIS:Group I(JAD)JAD session KIS:Group II,VAR,pricingScoring Rating.GROUP II KIS KIS Modules(KIS):I GUI,DLL/testing II GUI,DLL/testing Application:Database CRMS/Logical lPhysical lCRMS Data-Mart Piloting,CRMS DB,Application Changes,Phase II-IV Tasks,High-Level Work Plan CRMS,2.4.4 Retail CRMS Work-Plan:OverviewThe following slide presents a more detailed plan for Retail CRMSPrimary tasks include:Scorecard DevelopmentDatabase DesignSystem DesignProcess Design ImprovementsTraining,High-Level Work Plan CRMS,2.4.4:Scorecard-Scorecard-,High-Level Work Plan CRMS,2.4.4 Retail CRMS:Work-Plan,9/30/99,TASKS,KIS Score card module development Score card integrationImplementation&Rollout PlanRetail portfolio managementIT infrastructureScore card prototype testImplementation&rollout,Phase II-IV Tasks,High-Level Work Plan CRMS,2.4.4 CRMS:,9/30/99,TASKS,KIS Score card module Score card&IT Score card prototype,Phase II-IV Tasks,2.4.5 Commercial&Retail Process Improvement Work-Plan:OverviewThe following chart presents a more detailed look at the work-plan for process improvementPrimary tasks include:Conduct workshops to design&document processes,organizations&job functionsPerform Detailed Design for Each ProcessCoordinate technology support capabilities Gain senior management acceptance&sign-off on recommendationsPerform“Run Throughs”of new processesDocument final processes&prepare for deployment,High-Level Work Plan CRMS,2.4.5:-,-IT-,2.4.5 Commercial Process Improvement:Work-Plan,9/30/99,TASKS,Conduct Design Workshops for:Relationship ManagementLoan ReviewPortfolio Management Marketing Perform Detailed Design&Review:Relationship ManagementLoan ReviewPortfolio Management Marketing Document Expected Organizational&Structural Changes:Provide presentation materials Identify IT Support RequirementsDocument existing support Document&gain acceptance on new requirementsGain Senior Management Acceptance&Sign-off on recommendationsPerfrom Run-Throughs of New ProcessesDocument Final Processes&Prepare for Deployment,Phase II-IV Tasks,High-Level Work Plan CRMS,2.4.5:,9/30/99,TASKS,:Relationship ManagementLoan ReviewPortfolio Management Marketing:Relationship ManagementLoan ReviewPortfolio Management Marketing IT,Phase II-IV,High-Level Work Plan CRMS,2.4.6 Project Plan:Key DependenciesDependencies that impact the CRMS project directly:Consensus on clear project scopeSuccessful completion of the Hanvit Bank systems integration plan scheduled for 9/30/99Successful reconciliation of the plan being discussed for the Bank&KIS to implement one,single integrated database combining all KIS information&bank CRMS dataTimely communication of other IT initiatives or changes that will impact the CRMS effortAbility of banks IT systems to provide indexing capabilities for data elements required for CRMS functionsThe ability of KIS to code&deliver industrial strength CRMS modules per the detailed design specificationProvision of Bank IT staff to support CRMS systems,connectivity&database coding as well as provide the required hardware&software,High-Level Work Plan CRMS,2.4.6:CRMS-99.9.30-KIS KIS-CRMS IT-CRMS data element indexing()IT-CRMS KIS-CRMS,H/W S/W IT,2.4.6 Project Plan:Key Dependencies cont.Dependencies that impact the CRMS project directly:cont.Timely sign-off by Hanvit Bank management on the“To Be”vision&Project ScopeAbility to reach timely consensus on the detailed design specifications for the CRMS modules,particularly those requiring substantial new conceptual designConfirmation of new organization structure for hub&spoke&LOBConfirmation of&detailed communication concerning the Retail centralization planDiscussion&resolution of any overlap/inconsistency between Control Tower&CRMS projectOverall data integrity related to development of analytic applications for CRMS,High-Level Work Plan CRMS,2.4.6:()CRMS()-To Be-CRMS()-hub&spoke LOB-Control Tower CRMS/-CRMS,2.4.6 Project Plan:Key Dependencies cont.Dependencies that impact the Banks ability to derive the full benefits of the CRMS project:Acceptance of change on cultureAcceptance of change in processesImprovements in credit&lending skillsSuccessful internalization of training&communicationCompletion&acceptance of performance based incentive plan for officers,High-Level Work Plan CRMS,2.4.6:()CRMS-,2.5 Phase II Organizational Structure:OverviewPhase II of the CRMS project requires closer coordination between the Hanvit CRMS Task Force,KPMG&KISA key focus is on detailed design for the KIS commercial&retail modulesTo facilitate this,the team structure of the project will be organized around a detailed work-plan focusing on three areas as outlined in this deliverableThe Retail&Commercial work-plans must combine the functions of business process,analytics&IT from KPMG,KIS&Hanvit BankFor this reason,we propose re-organizing the team to create both more integration&more focus,Project Structure,2.5 Phase II:CRMS Phase II,KPMG KIS KIS 3 KPMG,KIS,IT,2.5.1 Phase II Proposed Team Structure,Project Management,Commercial CRMS FocusCommercial ProcessAnalyticsITKPMGKISHanvit Bank,Retail CRMS FocusRetail ProcessAnalyticsITKPMGKISHanvit Bank,Process ImprovementFocusCommercialProcessKPMGHanvit Bank,Project Structure,2.5.1 Phase II,Phase II CRMS Project Team Structure,2.5.2 Phase II-IV:Project Roles&ResponsibilitiesTo continue to improve the communication&coordination between Hanvit,KIS&KPMG we lay out the clear roles&responsibilities of each party to the project belowKPMG:Provide overall project management&oversight across the entire projectProvide“best practice”conceptual recommendations for designing the overall CRMS framework including a more detailed focus on scoring,rating&pricingKIS:Provide access to its suite of custom-designed applicationsParticipate in detailed design with the bank&KPMG&assumes primary responsibility for coding,developing&testing the CRMS applicationsProvide support for application implementation&post-project service support between KIS&Hanvit Bank,Project Structure,2.5.2 Phase II-IV:,KIS KPMG KPMG:-CRMS scoring,rating pricing KIS:-KPMG CRMS,testing-,2.5.2 Phase II