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DBS IBGT Finance Reporting Systems - I-Exceed Proposal V 0 2
DBS IBGT Finance Reporting Systems - I-Exceed Proposal V 0 2
Involves Development activities ,viz. Project delivery & enhancements and Production support
Is run in an co-managed model, with major chunk of activities outsourced to NCS & other vendors
such as OCS
We conducted a brief 1-week business study exercise with the key IBGT stakeholders. This
provided us an understanding of the current operating model of the four key application
systems, viz., FC, CPMS, DSS & HFM. The following were identified as key areas for
improvement:
Enhancements Timelines
Process adherence
Production support SLA adherence & timelines
Handling demand variations
Overall Strategy
o
Development
o
Better change mgmt. and improved release and demand mgmt. processes
Production Support
o
Financial
Consolidator (FC)
System is used by the Group Finance; DSS is used to an MIS View while HFM
is used to get a financial accounting view of the balance sheet
Reports are built either using available standard templates or are developed
using additional scripts
No Daily batches; only L2 and L3 support is required
SME/ Tech Skills : Essbase, Hyperion, 5 years relevant exp. in Banking/Finance
Resources Development is managed by DBS using OCS consultants;
Production Support (L2 & L3 only ) is done by 10 NCS resources (5 each)
Development
Overall Demand
Management
Governance Model
Knowledge
Management
Project Mgmt.
Tier
Financial
Consolidator
(FC)
Resource Mgmt.:
Attrition mgmt.,
Reskilling, Rotation
Project Mgmt.
Tier
CPMS
Allocation:
Onboarding,
L1/Operator Shared
Pool, Development
BA/SME* &
Tech Lead Tier
Developer Tier
SME L2 & L3
Prod support**
Development:
Enhancements & Changes
Demand &
Capacity Mgmt.
Governance
& Risk Mgmt.
L1 Support (Operators)
Governance &
Risk Mgmt.
SLA Mgmt.
L2/3 Support
L1 Support (Operators)
Governance
& Risk Mgmt.
SLA Mgmt.
L2 & L3 Support
(Dedicated tech resources)
Development
Demand &
Capacity Mgmt.
Governance &
Risk Mgmt.
DBS Process
Adherence
Estimations, VCS
Developer Tier
Project Mgmt.
Tier
Governance
& Risk Mgmt.
Country (User)
Interactions
Developer Tier
Overall Metrics/SLA
Tracking (Dev. & Prod
Sup.) across systems
Infrastructure mgmt.
& Dependency mgmt.
(across applications)
BA/SME* &
Tech Lead Tier
Demand &
Capacity Mgmt.
L2 & L3
Support
Development
Overall Demand
Management
Governance Model
Knowledge
Management
Project Mgmt.
Tier
Financial
Consolidator
(FC)
Resource Mgmt.:
Attrition mgmt.,
Reskilling, Rotation
Project Mgmt.
Tier
CPMS
Allocation:
Onboarding,
L1/Operator Shared
Pool, Development
BA/SME* &
Tech Lead Tier
Developer Tier
SME L2 & L3
Prod support**
Development:
Enhancements & Changes
Demand &
Capacity Mgmt.
Governance
& Risk Mgmt.
L1 Support (Operators)
Governance &
Risk Mgmt.
SLA Mgmt.
L2/3 Support
L1 Support (Operators)
Governance
& Risk Mgmt.
SLA Mgmt.
L2 & L3 Support
(Dedicated tech resources)
Development
Demand &
Capacity Mgmt.
Governance &
Risk Mgmt.
DBS Process
Adherence
Estimations, VCS
Developer Tier
Project Mgmt.
Tier
Governance
& Risk Mgmt.
Country (User)
Interactions
Developer Tier
Overall Metrics/SLA
Tracking (Dev. & Prod
Sup.) across systems
Infrastructure mgmt.
& Dependency mgmt.
(across applications)
BA/SME* &
Tech Lead Tier
Demand &
Capacity Mgmt.
L2 & L3
Support
Transition Plan
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Set Up
DBS Process and Policies: Vendor employee onboarding policies & Compliance and
Audit related policies
Infrastructure related: Connectivity to DBS network & Office space security
management
Resource Onboarding
Resource Identification
EP processing, Relocation of key resources from Bangalore office to Singapore
Availability of DBS Personal for Transition Board activities
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Resources From
Activities
Functional/
Business
SMEs(2 or 3)
Tech
Architects(2)
Production
Support
Development
Development*
- Oracle (PL/SQL,
Stored Procedures)
- Version Control
(VCS)
- Basic DBA skills
Production Support*
- TWS
- Basic Oracle/DB
4 SMEs
2 Tech Leads
30 Developers
1 SME
5 L1 Support Personal
5 L2/3 Support
Personal
CPMS
Development*
PS EPM, Informatica,
UNIX, DB2, VCS
Production Support*
TWS
1 BA/SME
1 Tech Lead
4 Developers
2 L1 Support Personal
4 L2/3 Support
Personal
6 BA/SMEs
Development*
Essbase, Hyperion
(HFM)
Production Support*
Not Applicable
Financial
Consolidator
(FC)
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Key Resources
Skill Sets Required
Financial
Consolidator
(FC)
Development*
- Oracle (PL/SQL,
Stored Procedures)
- Version Control
(VCS)
- Basic DBA skills
Production Support*
- Tivoli Work
Scheduler (TWS)
- Basic Oracle/DB
skills
CPMS
Development*
PS EPM, Informatica,
UNIX, DB2, VCS
Production Support*
TWS
Development*
Essbase, Hyperion
(HFM)
Production Support*
Not Applicable
Development
Production
Support
14
Lack of Documentation
15
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Our Differentiators
Three Key Differentiators
1. Carefully Laid Out Transition Strategy
Robust Transition methodology to ensure services availability, knowledge & process retention
Transition timelines would align with DBSs overall strategic and project specific imperatives
2. The Right People
Involving people with extensive banking technology experience, especially those with
experience of dealing with large process-oriented banking eco-systems
Domain Knowledge; understanding of regulatory reporting and MIS requirements
Key resources would possess a mix of project management and domain expertise
Availability of talent pool for quick scalability & managing abrupt demand variations
Availability of resources with long term commitment to IBGT-Finance Reporting Systems
Reduced Turnover Risk due to our carefully laid out incentives management and rotation
programs
Single iexceed management team to oversee i-exceed activities in IBGT-Finance & interact with
key DBS stakeholders; this would improve co-ordination, operational efficiency & reduce costs
3. Senior Management Commitment
KPIs across both Development and Support activities to measure key engagement parameters
Periodic monitoring and review using a good governance model
17
Thank You
Appendix
Transition Plan
Our Guiding Principles
Due diligence (DD)
Initial DD required to identify all in-flight projects and upcoming projects, along with their timelines
Identify the risk perception of each module within these application sets
Phase wise modules for transition as per complexity (either by country or by functionality, for FC)
Knowledge Retention (for each phase)
Knowledge circulation to the SMEs+ Execution team using Train the Trainer method
Provision for a shadow period using two distinct phases
Knowledge acquisition phase (KAP): Creation of an application specific knowledge base
capturing functional overview, technical architecture, processes, common problems and their
resolutions
Parallel Perform: iexceed to take up activities and be accountable for work done;
To be done in two phases, in the following sequence
First, Secondary Support
Secondary, Primary Support
Production Support knowledge transition to be done using the following sequence
First, complete transition of associated development modules
Second get the transition done for L1 Support activities (Helpdesk)
L2/L3 Support using the knowledge base created for development transition
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