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2012 06 18 Yalta coneference final report

Andrii Mykhalniuk
Andrii Mykhalniuk

The document summarizes the successful migration of PRAVEX-BANK PJSCCB in Ukraine to the FLEXCUBE universal banking solution. Some key points: - The migration was completed 5 months ahead of schedule in May 2012 and was nearly perfect, with applications and EOD/reporting working from day 1. - All staff were trained and the new system has been stable and performing since day 2. Infrastructure tuning was only needed on the first two days. - The project was completed on time and within budget using an innovative approach of sharing risks across green field testing, a 20% pilot region, and the full 80% rollout. - Strong governance and involvement of the project management

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INTERNATIONAL SUBSIDIARY BANKS DIVISION Constellations project Ukraine Implementation of universal banking solution FLEXCUBE system international edition V.11 19th International conference Banking systems and security of informational technology Project Management Team Yalta, June 18th 2012 Reporter, Andrii Mykhalniuk, PMO PRAVEX-BANK PJSCCB
2 AREA RESULTS Migration Lessons learned from previous migration (03/2012) put in place Data migration nearly perfect Applications activation (Flexcube, PM+,) All applications working from day 1 From day 2, number of transactions are at the same level comparing to the old system EOD & NBU reporting EOD branch closure stabilized and optimization in progress (no impact on opening of the day) NBU reporting sent daily and (nearly) on-time Training & Support All staff (branches, HO) trained and operating Support properly staffed and effective (Core Team, Help Desk, Reconciliation, Training team) Infrastructure Some initial tuning needed on 1st and 2nd days (May 21-22) Infrastructure always stable and performing since Day 2nd Highlight: May rollout successful !!! The day after May rollout (May 21st, 2012) An entire Information Systems has been changed
3 How we did it? All the milestones have been fully accomplished following an innovative approach, sharing risks in three main steps Milestone Plan Actual Objectives Green Field 14-Nov-2011 14-Nov-2011 Functional test Test Coexistence Pilot Region (20% bank) 12-Mar-2012 12-Mar-2012 Test Migration Large functional test Headquarter support Test Support/training Rollout completion (80% bank) 21-May-2012 21-May-2012 System & organization Performance Full functional scope deployed
4 Rollout starts 4 months BEFORE Rollout finishes 5 months BEFORE When we did it? 5 months ahead of original schedule !!! Only two months of coexistence Business not blocked in 2012
5 What we did ? Pravex completed successfully a complex IT systems renewal and business processes update (1/2) Timing Budget Scope People Organiz ation Project completed 5 months ahead of original schedule agreed at start date (21 vs 26 months) In-line with plan approved by Supervisory Board Pravex Bank succeeded in the plain vanilla approach limiting system customizations (<40 gaps) A new Data Center in Ukraine has been created from scratch for Pravex Bank Full renovation of TLC infrastructure from (frame relay to MPLS) Full renovation/refurbishment of all end users PCs Increased scope during the project, such as full integration to increase user efficiency (e.g. Pravex Money+, Pravex Telegraph) Integration of Group systems (e.g. Norkom for AML) and potential ones (e.g. Deloitte Fineware). Also analysis done for possible new functionalities (Internet Banking, loan origination CRIF) Pravex employees on-board from day 1 (core team, IT,) handling partially production Pravex managed a project involving more than 100 people from 11 different countries Bank processes tailored to new system logics leveraging ISBD best practices Training execution and end users manual for more than 2.500 people PRAVEX BANK MAJOR ACHIEVEMENTS
6 renewing entirely the core banking and accounting systems (2/2) AS IT WAS Hetererogeneous platforms Outdated functionalities Redundants interfaces Silos oriented architecture High rate of manual activities AS IT IS Centralized and rationalized platform Reduced Time to market Up to date functionalities Effective maintenance Reduction of interfaces Client oriented open architecture Process Automation oriented Scalable Reusable for other Foreign Banks Centpay+ (utilities, money transfer) Transmaster Pravex Money+
7 How we did it ? Strong governance with regular ISBD Headquarter and Pravex Top Management involvement KEY SUCCESS FACTORS & LESSONS LEARNED 1. GOVERNANCE: experienced project management team with deep involvement of ISBD Headquarter top management, leveraging hourly activities tracking and issue killing at the birth approach 2. PRAVEX BANK FULL INVOLVEMENT: Pravex personnel inside all strategic streams (Operations, Core Team, interfaces, migration, business processes redesign,) 3. SCOPE CONTROL: Plain vanilla approach applied since the beginning 4. RISK MANAGEMENT: rollout approach applied in Pravex is a good compromise between speed and risk (Green Field, 20% bank, 80% bank) 5. LOCAL CULTURE AND LANGUAGE KNOWLEDGE COUNTS: such a complex system implementation requires a deep knowledge of local behavior and rules 6. QUICK-WINS FROM FIRST ROLLOUT: concept applied Pravex Bank with Pravex Telegraph. Used from the start, it can increase dramatically the end users buy-in 7. METHODOLOGY: use Pravexs experience to tune methodology (e.g. analysis)
8 What can be reused for other Foreign Banks of IntesaSanpaolo? Pravexs experience can be reused to adopt Constellations architecture in other bank, decreasing implementation costs, timeline and managing properly risks LOCAL PROVIDERS -Accounting -Payment routing -Regulatory reporting CORPORATE modules (Loan Origination, AML, CRM) ARCHITECTURE ASSETS 1. Migration engine: leverage and reuse the standard components of migration machine 2. Interface gateway: reuse Pravex Web Sphere Message Broker approach to make a standard for FC integration inside ISBD 3. Accounting Engine: enable quick and secure transformation between Flexcube and local accounting system 4. Reporting architecture designed in Pravex 5. Group Asset integration capability (e.g. Norkom, Finware) MessageBrokerGateway CIF (,GL) CASA TD RL RP RT PC FT SI EMS Direct Banking AccountingEngine EXISTINGAPPLICATIONS (ex.Moneytrasnfer,cards,) : Local bank application : Corporate ISBD modules : Constellations Architecture
9 Pravex Bank is starting the transition phase from implementation phase to application maintenance phase, with the following organization How to run the new Constellations platform in Pravex ? from 束Project損 to 束Application Maintenance Support損 Temporary Organization of Production Support (till end of July) 1. Core Team 2. Help Desk 3. Reconciliation team 4. Suppliers contribution and support Target Organization of Production Support (from August) 1. Core Team (business oriented) 2. Help Desk as a unique front end for all Pravex employees 3. Reconciliation team as business as usual activities, in Operations 4. Remote support and evolutive application management in action
10 What can be next for Pravex ? from 束Delivery損 to 束Value Extraction損 AREA VALUE ADDED BY CONSTELLATIONS POSSIBLE INITIATIVES TIMELIN E (months) REVENUE Reduced time to issue a new product New product offering enabled by new system (e.g. floating rate loan, bundle of products) Ability to integrate other applications (money transfer) Scability of architecture Define a list of 5-10 new products to be created by end of 2012 Launch ASAP a first new product (ex. Overdraft for Corporate) External money transfer integrated Direct banking, loan origination, CRM 0-12 CLIENT SATISFACTION Centralized & reliable customer database, which can help to significantly improve data quality and support sales Contact customers to enrich client data and propose new products Define campaign and next products for best clients 6-12 EFFICIENCY Some processes automated both for Branches and Headquarters (e.g. accrual of interest for Deposits, reporting,) Support from 9 to 1 Core banking Analysis undergoing to map and identify gaps between old and new operating processes (Back Office, Branches,) 3-12
11 Thank you!
12 APPENDIXes
13 Functional Gaps through Qualification Gates 1st Area owner level End of workshop WHO WHEN Real need assessment Possibile w/a HOW 2nd Project Management Team level After workshop Qualify Regulatory gaps Qualify Business critical gaps 3rd Operational Committee level End of analysis Qualify Regulatory gaps Qualify only Business critical gaps w/o process impact ORIGINAL SCOPE 4th Project Management Team Level (+ Steering Committee) Closure of analysis phase (functional / technical arch.) Match updated vs expected gaps (cost) Balance additional vs removed gaps STATUS GATE 355 requests 182 requests 100 requests 26 gaps $$$ 45 requests
14 Plain Vanilla approach Target Architecture uses proven standardized components Flexcube>Accounting Engine>ProFIX Core Banking (FLEXCUBE) Current and Saving Accounts Term Deposits Loans Metals and coins Payments and Fund Transfer FRONT END (Branch & Headquarter) Other Systems Cards (As Is) Direct channels Product originati on engine Bad Debt Manage ment (As Is) CRM (As Is) AML Norkom Product engine and lifecycle management from account opening to closure Integration Accounting (PROFIX) NBU GL and reporting IFRS transformation GL and reporting Payment routing (UAH payment management, SEP NBU interface for UAH payment management) Integration (ACCOUNTING ENGINE) Trade finance automation Treasury back-office Automated nostro reconciliation Internet Banking Loan Origination CURRENT systems/procedures NEW architectureNEW OLD Corporate SolutionsNEW
15 Plain Vanilla approach Business Processes definition using standard functionalities of new systems and leveraging on BIB (Banca Intesa Beograd, one of the 11 foreign banks of IntesaSanpaolo) experiences Pravex BIB Best Pratices Flexcube OBJECTIVE Find the best combination between Flexcube standard features, Pravexs Legal regulatory requirements and BIB best pratices APPROACH Plain Vanilla approach in action: after half review of processes such as C/A, Deposits, Debit cards, there are NO new (additional) recorded GAPs between processes and Flexcube functionalities; some changes might be needed for payments area which is traditionally more complex in Ukraine/Russia area Leverage of BIB experience and practice, change of some processes are initiated and agreed toward higher efficiency and client oriented business (ex. reducing checks, paper less,) Structured review using Corporate Business Processes Tool (ARIS), which will enable a structured business process redesign and an easier process management and maintenance
16 Front-end Evolution for Branches ODB BARS Transmaster Centpay CRDT PravexMoney Pension Fund Money transfer Flexcube PravexMoney+ Old branch applications KIEV LEFT May rollout TODAY Pravex Telegraph Transmaster* After May rollout Transmaster Centpay Money transfer Flexcube PravexMoney+ Flexcube PravexMoney+ * Primary access to Card operations front end through PM+; Transmaster remains in 2nd level / back end Unified Centpay & Money transfer Centpay Money transfer Transmaster* UNDER PLANNING
17 Migration strategy 1/3 Customer Information File (CIF) CIF OPER ACC&REP AS IT IS 2 CIFs after decommission of Legacy Systems: Core Banking (Flexcube, PravexMoney+) Cards (Transmaster) CIF master, possible first step of a future CRM system 2 CIF Master Files CIF Master Data Warehouse Flexcube CIF Transmaster CIF AS IT WAS 9 CIFs (1 for each legacy system) CIF Master custom developed, which can operate also as a client data warehouse 9 CIF Master Files CIF Master Data Warehouse Legacy Systems (9 CIFs) COEXISTENCE 10 CIFs = 9 Legacy Systems CIFs + 1 Flexcube CIF CIF master data warehouse will be used as the client data source for migration Flexcube CIF 10 CIF Master Files CIF Master Data Warehouse Legacy Systems (9CIFs) New System (1CIF) deduplication, cleansing,
18 Migration strategy 2/3 Operational Systems CIF OPER ACC&REP AS IT WAS Operations and processes are managed by different systems 9 Operational systems COEXISTENCE Operations and processes managed in both systems (legacy and new) Incoming and Intrabank payments through enhanced routing component 10 Operational systems Flexcube Transmaster migrated branchesNOT migrated branches Other Legacy systems Link between Cards and Current Accounts AS IT IS Operations and processes are managed by Flexcube, except: Cards (Transmaster) Utilities payment, pension funds, money transfer, under the front end named Pravex Money+ 3 Operational systems Flexcube Transmaster Other Legacy systems Link between Cards and Current Accounts
19 Migration strategy 3/3 Accounting & Reporting Systems AS IT WAS Current GL system (Core ABS) Current GL system (Core ABS) Old System CIF OPER ACC&REP AS IT IS New accounting system (Profix GL) becomes the master of Accounting for overall Bank New accounting system (ProFIX GL) Flexcube GL Accounting Engine Profix GL New System ACCOUNTING REPORTING COEXISTENCE Migrated branch: Flexcube/AE/ProFIX Non migrated branch: Core ABS Overall Bank (master): Core ABS Current GL system (Core ABS) Core ABS GL Flexcube GL Accounting Engine Profix GL Old System New System Core ABS GL
20 International Portability of Constellations Ukraine framework FlexCube base (CIF, GL) CASA TD RL LO RP RT PC FT SI EMS Direct Banking (retail and corporate) Existing Applications Cards Utility Money tran. Legacy Gateway Accounting Engine General Ledger Reporting to National Bank Ukraine SEP payments AML Norkom Corporate modules
21 Existing Applications Local GL and Reporting Bank 3 Existing Applications Local GL and Reporting Bank 2 International Portability of Constellations Ukraine framework Corporate modules FlexCube Existing Applications Local GL and Reporting Bank 1
22 Infrastucture the concept of dynamic services Constellations Ukraine Steering Committee #002 Our ICT resources: overcapacity or scalability? Conventional solution Resources Months Always designed to handle peak load Idle resources Actual demand 1 2 Too slow 3 Expected demand Dynamic Services: use what you need, pay for what you use
23 Dynamic services: who can provide for them? Prerequisites of Dynamic Services They require competence and proven experience They work better with many environments and more than 1 customer (resources sharing) Can we satisfy this? We, Pravex, cannot do it directly, but we have two options: internally, with ISP Group Services externally, with a facility management provider like IBM, HP, Oracle/SUN We have several environments (11), and potentially we are the first of several customers. If we do not develop these logics from the beginning, it will be hard to change in the future Production Performance 2012 Traini ng Gold Develop. 2010 Parma ??? Ukraine Integr. Migration Test 1 Test 2 UAT Migration 2011
24 The Services stack Middleware (dbms Oracle, web services, reporting) Infrastructure Outsourcing CA/SA TD PC FT Profix LegacyAE Pravex Oracle Accenture Application Management Datacenter Implemented in Ukraine for Pravex needs with facilities Management and SPOC (single point of contacts) Empty shell (typical drivers sqm, power, cooling) Rack and Cabling (typical drivers lan ports) HostingDataGroup DeNovo Hardware (CPU/Core, Storage/TB, DC Lan - firewall, Switches) OS (Unix, Linus, Win) and System Management Facility Management IBM, Oracle/SUN

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2012 06 18 Yalta coneference final report

  • 1. INTERNATIONAL SUBSIDIARY BANKS DIVISION Constellations project Ukraine Implementation of universal banking solution FLEXCUBE system international edition V.11 19th International conference Banking systems and security of informational technology Project Management Team Yalta, June 18th 2012 Reporter, Andrii Mykhalniuk, PMO PRAVEX-BANK PJSCCB
  • 2. 2 AREA RESULTS Migration Lessons learned from previous migration (03/2012) put in place Data migration nearly perfect Applications activation (Flexcube, PM+,) All applications working from day 1 From day 2, number of transactions are at the same level comparing to the old system EOD & NBU reporting EOD branch closure stabilized and optimization in progress (no impact on opening of the day) NBU reporting sent daily and (nearly) on-time Training & Support All staff (branches, HO) trained and operating Support properly staffed and effective (Core Team, Help Desk, Reconciliation, Training team) Infrastructure Some initial tuning needed on 1st and 2nd days (May 21-22) Infrastructure always stable and performing since Day 2nd Highlight: May rollout successful !!! The day after May rollout (May 21st, 2012) An entire Information Systems has been changed
  • 3. 3 How we did it? All the milestones have been fully accomplished following an innovative approach, sharing risks in three main steps Milestone Plan Actual Objectives Green Field 14-Nov-2011 14-Nov-2011 Functional test Test Coexistence Pilot Region (20% bank) 12-Mar-2012 12-Mar-2012 Test Migration Large functional test Headquarter support Test Support/training Rollout completion (80% bank) 21-May-2012 21-May-2012 System & organization Performance Full functional scope deployed
  • 4. 4 Rollout starts 4 months BEFORE Rollout finishes 5 months BEFORE When we did it? 5 months ahead of original schedule !!! Only two months of coexistence Business not blocked in 2012
  • 5. 5 What we did ? Pravex completed successfully a complex IT systems renewal and business processes update (1/2) Timing Budget Scope People Organiz ation Project completed 5 months ahead of original schedule agreed at start date (21 vs 26 months) In-line with plan approved by Supervisory Board Pravex Bank succeeded in the plain vanilla approach limiting system customizations (<40 gaps) A new Data Center in Ukraine has been created from scratch for Pravex Bank Full renovation of TLC infrastructure from (frame relay to MPLS) Full renovation/refurbishment of all end users PCs Increased scope during the project, such as full integration to increase user efficiency (e.g. Pravex Money+, Pravex Telegraph) Integration of Group systems (e.g. Norkom for AML) and potential ones (e.g. Deloitte Fineware). Also analysis done for possible new functionalities (Internet Banking, loan origination CRIF) Pravex employees on-board from day 1 (core team, IT,) handling partially production Pravex managed a project involving more than 100 people from 11 different countries Bank processes tailored to new system logics leveraging ISBD best practices Training execution and end users manual for more than 2.500 people PRAVEX BANK MAJOR ACHIEVEMENTS
  • 6. 6 renewing entirely the core banking and accounting systems (2/2) AS IT WAS Hetererogeneous platforms Outdated functionalities Redundants interfaces Silos oriented architecture High rate of manual activities AS IT IS Centralized and rationalized platform Reduced Time to market Up to date functionalities Effective maintenance Reduction of interfaces Client oriented open architecture Process Automation oriented Scalable Reusable for other Foreign Banks Centpay+ (utilities, money transfer) Transmaster Pravex Money+
  • 7. 7 How we did it ? Strong governance with regular ISBD Headquarter and Pravex Top Management involvement KEY SUCCESS FACTORS & LESSONS LEARNED 1. GOVERNANCE: experienced project management team with deep involvement of ISBD Headquarter top management, leveraging hourly activities tracking and issue killing at the birth approach 2. PRAVEX BANK FULL INVOLVEMENT: Pravex personnel inside all strategic streams (Operations, Core Team, interfaces, migration, business processes redesign,) 3. SCOPE CONTROL: Plain vanilla approach applied since the beginning 4. RISK MANAGEMENT: rollout approach applied in Pravex is a good compromise between speed and risk (Green Field, 20% bank, 80% bank) 5. LOCAL CULTURE AND LANGUAGE KNOWLEDGE COUNTS: such a complex system implementation requires a deep knowledge of local behavior and rules 6. QUICK-WINS FROM FIRST ROLLOUT: concept applied Pravex Bank with Pravex Telegraph. Used from the start, it can increase dramatically the end users buy-in 7. METHODOLOGY: use Pravexs experience to tune methodology (e.g. analysis)
  • 8. 8 What can be reused for other Foreign Banks of IntesaSanpaolo? Pravexs experience can be reused to adopt Constellations architecture in other bank, decreasing implementation costs, timeline and managing properly risks LOCAL PROVIDERS -Accounting -Payment routing -Regulatory reporting CORPORATE modules (Loan Origination, AML, CRM) ARCHITECTURE ASSETS 1. Migration engine: leverage and reuse the standard components of migration machine 2. Interface gateway: reuse Pravex Web Sphere Message Broker approach to make a standard for FC integration inside ISBD 3. Accounting Engine: enable quick and secure transformation between Flexcube and local accounting system 4. Reporting architecture designed in Pravex 5. Group Asset integration capability (e.g. Norkom, Finware) MessageBrokerGateway CIF (,GL) CASA TD RL RP RT PC FT SI EMS Direct Banking AccountingEngine EXISTINGAPPLICATIONS (ex.Moneytrasnfer,cards,) : Local bank application : Corporate ISBD modules : Constellations Architecture
  • 9. 9 Pravex Bank is starting the transition phase from implementation phase to application maintenance phase, with the following organization How to run the new Constellations platform in Pravex ? from 束Project損 to 束Application Maintenance Support損 Temporary Organization of Production Support (till end of July) 1. Core Team 2. Help Desk 3. Reconciliation team 4. Suppliers contribution and support Target Organization of Production Support (from August) 1. Core Team (business oriented) 2. Help Desk as a unique front end for all Pravex employees 3. Reconciliation team as business as usual activities, in Operations 4. Remote support and evolutive application management in action
  • 10. 10 What can be next for Pravex ? from 束Delivery損 to 束Value Extraction損 AREA VALUE ADDED BY CONSTELLATIONS POSSIBLE INITIATIVES TIMELIN E (months) REVENUE Reduced time to issue a new product New product offering enabled by new system (e.g. floating rate loan, bundle of products) Ability to integrate other applications (money transfer) Scability of architecture Define a list of 5-10 new products to be created by end of 2012 Launch ASAP a first new product (ex. Overdraft for Corporate) External money transfer integrated Direct banking, loan origination, CRM 0-12 CLIENT SATISFACTION Centralized & reliable customer database, which can help to significantly improve data quality and support sales Contact customers to enrich client data and propose new products Define campaign and next products for best clients 6-12 EFFICIENCY Some processes automated both for Branches and Headquarters (e.g. accrual of interest for Deposits, reporting,) Support from 9 to 1 Core banking Analysis undergoing to map and identify gaps between old and new operating processes (Back Office, Branches,) 3-12
  • 13. 13 Functional Gaps through Qualification Gates 1st Area owner level End of workshop WHO WHEN Real need assessment Possibile w/a HOW 2nd Project Management Team level After workshop Qualify Regulatory gaps Qualify Business critical gaps 3rd Operational Committee level End of analysis Qualify Regulatory gaps Qualify only Business critical gaps w/o process impact ORIGINAL SCOPE 4th Project Management Team Level (+ Steering Committee) Closure of analysis phase (functional / technical arch.) Match updated vs expected gaps (cost) Balance additional vs removed gaps STATUS GATE 355 requests 182 requests 100 requests 26 gaps $$$ 45 requests
  • 14. 14 Plain Vanilla approach Target Architecture uses proven standardized components Flexcube>Accounting Engine>ProFIX Core Banking (FLEXCUBE) Current and Saving Accounts Term Deposits Loans Metals and coins Payments and Fund Transfer FRONT END (Branch & Headquarter) Other Systems Cards (As Is) Direct channels Product originati on engine Bad Debt Manage ment (As Is) CRM (As Is) AML Norkom Product engine and lifecycle management from account opening to closure Integration Accounting (PROFIX) NBU GL and reporting IFRS transformation GL and reporting Payment routing (UAH payment management, SEP NBU interface for UAH payment management) Integration (ACCOUNTING ENGINE) Trade finance automation Treasury back-office Automated nostro reconciliation Internet Banking Loan Origination CURRENT systems/procedures NEW architectureNEW OLD Corporate SolutionsNEW
  • 15. 15 Plain Vanilla approach Business Processes definition using standard functionalities of new systems and leveraging on BIB (Banca Intesa Beograd, one of the 11 foreign banks of IntesaSanpaolo) experiences Pravex BIB Best Pratices Flexcube OBJECTIVE Find the best combination between Flexcube standard features, Pravexs Legal regulatory requirements and BIB best pratices APPROACH Plain Vanilla approach in action: after half review of processes such as C/A, Deposits, Debit cards, there are NO new (additional) recorded GAPs between processes and Flexcube functionalities; some changes might be needed for payments area which is traditionally more complex in Ukraine/Russia area Leverage of BIB experience and practice, change of some processes are initiated and agreed toward higher efficiency and client oriented business (ex. reducing checks, paper less,) Structured review using Corporate Business Processes Tool (ARIS), which will enable a structured business process redesign and an easier process management and maintenance
  • 16. 16 Front-end Evolution for Branches ODB BARS Transmaster Centpay CRDT PravexMoney Pension Fund Money transfer Flexcube PravexMoney+ Old branch applications KIEV LEFT May rollout TODAY Pravex Telegraph Transmaster* After May rollout Transmaster Centpay Money transfer Flexcube PravexMoney+ Flexcube PravexMoney+ * Primary access to Card operations front end through PM+; Transmaster remains in 2nd level / back end Unified Centpay & Money transfer Centpay Money transfer Transmaster* UNDER PLANNING
  • 17. 17 Migration strategy 1/3 Customer Information File (CIF) CIF OPER ACC&REP AS IT IS 2 CIFs after decommission of Legacy Systems: Core Banking (Flexcube, PravexMoney+) Cards (Transmaster) CIF master, possible first step of a future CRM system 2 CIF Master Files CIF Master Data Warehouse Flexcube CIF Transmaster CIF AS IT WAS 9 CIFs (1 for each legacy system) CIF Master custom developed, which can operate also as a client data warehouse 9 CIF Master Files CIF Master Data Warehouse Legacy Systems (9 CIFs) COEXISTENCE 10 CIFs = 9 Legacy Systems CIFs + 1 Flexcube CIF CIF master data warehouse will be used as the client data source for migration Flexcube CIF 10 CIF Master Files CIF Master Data Warehouse Legacy Systems (9CIFs) New System (1CIF) deduplication, cleansing,
  • 18. 18 Migration strategy 2/3 Operational Systems CIF OPER ACC&REP AS IT WAS Operations and processes are managed by different systems 9 Operational systems COEXISTENCE Operations and processes managed in both systems (legacy and new) Incoming and Intrabank payments through enhanced routing component 10 Operational systems Flexcube Transmaster migrated branchesNOT migrated branches Other Legacy systems Link between Cards and Current Accounts AS IT IS Operations and processes are managed by Flexcube, except: Cards (Transmaster) Utilities payment, pension funds, money transfer, under the front end named Pravex Money+ 3 Operational systems Flexcube Transmaster Other Legacy systems Link between Cards and Current Accounts
  • 19. 19 Migration strategy 3/3 Accounting & Reporting Systems AS IT WAS Current GL system (Core ABS) Current GL system (Core ABS) Old System CIF OPER ACC&REP AS IT IS New accounting system (Profix GL) becomes the master of Accounting for overall Bank New accounting system (ProFIX GL) Flexcube GL Accounting Engine Profix GL New System ACCOUNTING REPORTING COEXISTENCE Migrated branch: Flexcube/AE/ProFIX Non migrated branch: Core ABS Overall Bank (master): Core ABS Current GL system (Core ABS) Core ABS GL Flexcube GL Accounting Engine Profix GL Old System New System Core ABS GL
  • 20. 20 International Portability of Constellations Ukraine framework FlexCube base (CIF, GL) CASA TD RL LO RP RT PC FT SI EMS Direct Banking (retail and corporate) Existing Applications Cards Utility Money tran. Legacy Gateway Accounting Engine General Ledger Reporting to National Bank Ukraine SEP payments AML Norkom Corporate modules
  • 21. 21 Existing Applications Local GL and Reporting Bank 3 Existing Applications Local GL and Reporting Bank 2 International Portability of Constellations Ukraine framework Corporate modules FlexCube Existing Applications Local GL and Reporting Bank 1
  • 22. 22 Infrastucture the concept of dynamic services Constellations Ukraine Steering Committee #002 Our ICT resources: overcapacity or scalability? Conventional solution Resources Months Always designed to handle peak load Idle resources Actual demand 1 2 Too slow 3 Expected demand Dynamic Services: use what you need, pay for what you use
  • 23. 23 Dynamic services: who can provide for them? Prerequisites of Dynamic Services They require competence and proven experience They work better with many environments and more than 1 customer (resources sharing) Can we satisfy this? We, Pravex, cannot do it directly, but we have two options: internally, with ISP Group Services externally, with a facility management provider like IBM, HP, Oracle/SUN We have several environments (11), and potentially we are the first of several customers. If we do not develop these logics from the beginning, it will be hard to change in the future Production Performance 2012 Traini ng Gold Develop. 2010 Parma ??? Ukraine Integr. Migration Test 1 Test 2 UAT Migration 2011
  • 24. 24 The Services stack Middleware (dbms Oracle, web services, reporting) Infrastructure Outsourcing CA/SA TD PC FT Profix LegacyAE Pravex Oracle Accenture Application Management Datacenter Implemented in Ukraine for Pravex needs with facilities Management and SPOC (single point of contacts) Empty shell (typical drivers sqm, power, cooling) Rack and Cabling (typical drivers lan ports) HostingDataGroup DeNovo Hardware (CPU/Core, Storage/TB, DC Lan - firewall, Switches) OS (Unix, Linus, Win) and System Management Facility Management IBM, Oracle/SUN
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