毕博上海银行咨询ToBeDeliverables exsum.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.,Executive Summary,To support Hanvit Banks substantial credit risk management improvement effort,KPMG has developed a“To Be”functional model as described in this Phase IB deliverable.This report summarizes the“To Be”approach&recommendations.It provides:A vision for CRMS that integrates leading-edge commercial&retail analytic applications with process improvements“front-to-back”across the organization&a CRMS data-mart Functional requirements for 9 KIS application modules to be enhanced with international best practice Focused process improvements for Commercial&Retail CRMS Plans for designing&implementing new functions-Loan Review,Relationship Management,Portfolio Management&MarketingThe development of the“To Be”functional model is the first step in building the detailed CRMS solutions.The successful implementation of this vision supports the banks achievement of substantial business benefits,including providing:An ability to identify&focus the marketing effort on high-value customers Better risk-reward decisions at the inception of a commercial loan Faster response to deteriorating borrowers to mitigate potential losses Closer control of non-performing loans,helping reduce provision requirements&reduce write-offs Credit pricing support for improving the overall credit product base to compete in the evolving international business lending marketThe CRMS project provides substantial improvements in competitive advantage relative to Hanvit Banks competition.In addition,enhanced profitability coupled with addressing credit risk related requirements of the MOU can enhance creditability with shareholders,1 Executive Summary,Executive Summary,KPMG“To Be”Phase 1B.“To Be”.,CRMS Data Mart.9,CRMS-Loan Review,RM(Relationship Management),Portfolio Management.“To Be”CRMS.“To Be”.,CRMS.MOU.,1 Executive Summary,Executive Summary,To highlight the important impacts across the organization&our recommendations,we describe below the important changes expected to come about with full implementation of CRMS:Commercial CRMS focus:Development of direct support for the banks proactive marketing effort Improved access to key financial data to support the credit analysis process Enhanced decision support for scoring,rating,pricing&structuring loans More disciplined process&information support for early warning&monitoring A CRMS data-mart designed to support management of credit risk data from KIS&the bankRetail CRMS focus:Development of new scorecards for credit cards&personal lending Focused process improvements designed to achieve faster,more uniform,higher quality credit decisions Integration of the retail CRMS solution with the banks central retail loan center planProcess Improvement Focus:Develop an enhanced Loan Review function designed to foster stricter adherence to policies and procedures Provide independent validation of risk ratings&identification of credit deterioration Design a new relationship manager process to provide enhanced customer focus on both profitability&monitoring of credit status Develop the design&recommendations for a formal Portfolio Management function including,calculation of value-at-risk for credit exposure,1 Executive Summary cont.,Executive Summary,CRMS.CRMS:Scoring,Rating,Early Warning CRMS data-mart,CRMS:Scorecard CRMS:Loan Review RM,.VaR,1(),Executive Summary,To successfully achieve the objectives of the CRMS project,three individual work-plans are presented in this report that provide the tasks,deliverables,milestones&project dependencies required to achieve successful implementation.These work-plans are focused on Commercial CRMS,Retail CRMS&the related process improvements.Broadly,the project is divided into three remaining phases as described below.The core deliverables include delivering KIS Beta applications,a test CRMS data-mart&new process detailed designs by the end of September 1999.Primary Tasks Primary DeliverablesPhase II-Detailed Design:-Conduct best practice workshops-Design specifications for 9 CRMS Modules-Develop detailed design requirements(KIS)-Detailed design for new functions-Develop detailed designs for new processes-Integrated data model-Design CRMS data modelPhase III-Development:-Code 9 KIS custom modules-9 KIS Beta Modules-Complete new process designs-New process designs for Loan Review,Relationship Management,Portfolio Management&Marketing-Complete retail credit scorecards-Credit scorecards for personal lending&credit card lendingPhase IV-Implementation:-Conduct bank pilot in 5 branches-Final design changes&production applications-Complete final testing for CRMS database-Fully integrated CRMS database,1 Executive Summary cont.,Executive Summary,CRMS 3.,.CRMS,CRMS.3.()9,CRMS data-mart 1999 9.2-:-9 CRMS-data model-CRMS data model 3-9 KIS Coding-9 KIS Beta-Loan Review,Relationship Management,Portfolio Management&Marketing-Scorecard-Scorecard4-:-5-CRMS database-CRMS database,1(),Executive Summary,To summarize this Phase IB deliverable:A vision,plan&functional design has been developed for substantial improvements to Hanvit Banks current Credit Risk Management Systems This plan addresses the major guidelines of the FSC/MOU&provide substantial business benefits With design input from the Bank&international best practices guidance from KPMG,KIS will develop 9 key Commercial CRMS modules&a collection of Retail CRMS scorecards to support enhanced decision-making The primary Phase III deliverable will be a set of beta modules from KIS that can be used to pilot the applications with a core set of branch users before undertaking final design changes&implementation A Commercial CRMS data-mart will be designed by KPMG&developed by Hanvit Bank IT support staff that can be used for piloting after September,1999 During Phases II through IV,KPMG will also lead the design effort to provide detailed recommendations for Hanvit Bank to implement new processes for Loan Review,Relationship Management,Portfolio Management&Marketing,1 Executive Summary cont.,Executive Summary,1B:,.MOU.KPMG 9 CRMS CRMS Scorecard 3 CRMS CRMS data-mart KPMG IT.1999 9.2 4,KPMG Loan Review,Relationship Management,Portfolio Management&Marketing,1(),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,