DBS IBGT-Finance Reporting Systems - iexceed proposal

IBGT Finance, Reporting Systems Proposal from i-exceedJan, 20141Copyright 2014, All rights reserved.

i-exceed technology solutions private limited, 2nd Floor , SJR Padukone Plaza, 51, 100 ft. Road, 2nd Block, Koramangala, Bangalore 560034, India.

The data presented in this presentation is intended to be an outline of our general product and services direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for i-exceeds products remains at the sole discretion of i-exceed technology solutions private limited.

Executive summary Key RequirementsCurrent operating model at DBSs IBGT-Finance Reporting Systems, Involves Development activities ,viz. Project delivery & enhancements and Production supportIs 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 TimelinesProcess adherenceProduction support SLA adherence & timelinesHandling demand variations

Release Management Processes & TimelinesRetention of Key resourcesKnowledge ManagementOperational Costs3Executive summary Key Requirements (Contd.)

Target Operating ModelOverall StrategyCurrent strategy is to Insource key activities DBS resources to be responsible for complete enhancement analysis (publication of functional & design specs ) & development (partly/ fully)Reduced Total Cost of OwnershipDevelopmentImprovement in current processesOut-sourced development team to provide ability to quickly scaleBetter Output Quality (Internal MIS Reports, Regulatory Reports)Country T&O (DBS) to prioritize User Requests (URs)Better change mgmt. and improved release and demand mgmt. processesProduction SupportShared Operator (L1) pool to achieve economies of scaleL2/3 support to be co-located with DBS SMEsSeamless operations in production systems with minimal downtime & improved SLA compliance4Executive summary Our Proposal

Five Key Considerations for the Target Operating Model & Interim Transition5Executive summary Our Proposal (Contd.)

Target Operating Model (TOM) HighlightsCompletely onsite (Singapore) based modelAligned with DBSs insourcing strategy One Single Organization pyramid where iexceed developers, SMEs, L1/2/3 support would report into DBS SMEs and PMs, with dotted line accountability to iexceed managementProduction Support Model Shared Operators (L1 Support) across the four application systemsUse of appropriate tools and processes to ensure adherence to quality standards, SLAs and schedulesCreation of document repositories to enable KM, rapid on-boarding and knowledge retention in steady state BAU Constitution of a transition board that would oversee the path to reach the proposed TOMA brief detailed due diligence is proposed to finalize the phases & transition planPhase wise Transition based on risk perception, application complexity, usage volumes & execution feasibility ; Phase 1 DSS & HFMPhase 2 CPMS + FCPhase 3 FC (Remaining)Separate sub-tracks (Phase 1a, 1b etc.) could be done (identified post the due-diligence) for ensuring transition by country/instance (for FC)6In-Scope Application PortfolioFinancial Consolidator (FC)Cost & profitability Management System (CPMS)Decision Support System (DSS) & Hyperion Financial Management System (HFM)Single Source of Truth Internal system developed in house for consolidating information across transaction processors, product systems and GL; designed to automate reportingKey Systems: Finacle, IMEX, Murex, PSGLEach country has a separate instance (Staging area Core Processing Data Object creation Handoff files/ Excel reports)Tech Skills - Oracle, Pl/SQL, VCS, Basic DBA; production job scheduling (TWS)Resources 7 DBS, 37 NCS (across SG & Chengdu) for Dev.; 1 DBS & 11 NCS for Prod. Support Compute and provide reports/files for FTP, SP, GP & ABMDevelopment done at ETL layer; Prod. Configurations at EPM layerThree Instances SG, HK and all other Overseas countries Average of 2 URs/country /monthTech Skills : EPM Tools (Peoplesoft), ETL (Informatica), UNIXResources 1 DBS, 6 NCS for Dev, 6 NCS for Prod. SupportSystem 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 sheetReports are built either using available standard templates or are developed using additional scriptsNo Daily batches; only L2 and L3 support is requiredSME/ Tech Skills : Essbase, Hyperion, 5 years relevant exp. in Banking/FinanceResources Development is managed by DBS using OCS consultants; Production Support (L2 & L3 only ) is done by 10 NCS resources (5 each)77Proposed Target Operating ModelSpecific activities (For Application & Development / Production Support)* SMEs in 5 key areas e.g. Credit Risk, CPMS, RMG. Etc.** SMEs to be involved in L2 & L3 Support as wellCommon layer for all IBGT Finance ApplicationsFinancial Consolidator(FC)CPMSDSS & HFM

DevelopmentProduction Support

Demand & Capacity Mgmt.SME L2 & L3 Prod support**L1 Support (Operators)L2 & L3 Support(Dedicated tech resources)Project Mgmt. Tier BA/SME* & Tech Lead TierDeveloper TierCountry (User) InteractionsEstimations, VCSSLA Mgmt.Governance & Risk Mgmt.Governance & Risk Mgmt.DBS Process AdherenceDevelopment: Enhancements & ChangesProject Mgmt. Tier BA/SME* & Tech Lead TierDeveloper TierProject Mgmt. Tier Developer TierL1 Support (Operators)DevelopmentL2 & L3 SupportSLA Mgmt.Governance & Risk Mgmt.L2/3 SupportSME L2 & L3 Prod support**SME Pool, Estimation, VCS, Process Demand & Capacity Mgmt.Governance & Risk Mgmt.Demand &Capacity Mgmt.Governance & Risk Mgmt.SME L2 & L3 Prod support**SME Pool, Estimation, VCS, Process Overall Demand ManagementResource Mgmt.: Attrition mgmt., Reskilling, RotationOverall Metrics/SLA Tracking (Dev. & Prod Sup.) across systemsAllocation: Onboarding, L1/Operator Shared Pool, DevelopmentInfrastructure mgmt. & Dependency mgmt. (across applications)Governance ModelKnowledge Management88Proposed Target Operating ModelSpecific activities (For Application & Development / Production Support)* SMEs in 5 key areas e.g. Credit Risk, CPMS, RMG. Etc.** SMEs to be involved in L2 & L3 Support as wellFinancial Consolidator(FC)CPMSDSS & HFM

DevelopmentProduction Support

Demand & Capacity Mgmt.SME L2 & L3 Prod support**L1 Support (Operators)L2 & L3 Support(Dedicated tech resources)Project Mgmt. Tier BA/SME* & Tech Lead TierDeveloper TierCountry (User) InteractionsEstimations, VCSSLA Mgmt.Governance & Risk Mgmt.Governance & Risk Mgmt.DBS Process AdherenceDevelopment: Enhancements & ChangesProject Mgmt. Tier BA/SME* & Tech Lead TierDeveloper TierProject Mgmt. Tier Developer TierL1 Support (Operators)DevelopmentL2 & L3 SupportSLA Mgmt.Governance & Risk Mgmt.L2/3 SupportSME L2 & L3 Prod support**SME Pool, Estimation, VCS, Process Demand & Capacity Mgmt.Governance & Risk Mgmt.Demand &Capacity Mgmt.Governance & Risk Mgmt.SME L2 & L3 Prod support**SME Pool, Estimation, VCS, Process Common layer for all IBGT Finance ApplicationsOverall Demand ManagementResource Mgmt.: Attrition mgmt., Reskilling, RotationOverall Metrics/SLA Tracking (Dev. & Prod Sup.) across systemsAllocation: Onboarding, L1/Operator Shared Pool, DevelopmentInfrastructure mgmt. & Dependency mgmt. (across applications)Governance ModelKnowledge ManagementIndicates Proposed activities outsourced to iexceed99Transition Plan

10Transition Plan: Pre RequisitesSet UpDBS Process and Policies: Vendor employee onboarding policies & Compliance and Audit related policiesInfrastructure related: Connectivity to DBS network & Office space security managementResource OnboardingResource IdentificationEP processing, Relocation of key resources from Bangalore office to SingaporeAvailability of DBS Personal for Transition Board activities11Transition Plan: Transition BoardRole (#)Resources FromActivitiesTransition Manager (1)Work with DBS IBGT on various action items to enable transitionHelp in co-ordination between DBS IBGT, i-exceed teams and other application SPOCsThe transition manager would be responsible for all transition phases across applications and would continue to be the PM post transitionApplication SPOCs (2)To enable necessary co-operation from other application SPOCs and NCS SMEs and PMsSeparate for each phase and would depend on application under scopeFunctional/ Business SMEs(2 or 3)Oversee creation of repository of system capability and business functionsParticipate in key requirement gathering discussions with business users for ongoing projectsWork with NCS team to enable transition as per agreed terms & conditionsTech Architects(2)Understand the overall application landscape in DBS for the in-scope applicationsOversee creation of inventory of application softwareUnderstand application architecture designWork with IBGT team in architecture reviewsBuild knowledge of all online and batch interfaces of the application

Post the due diligence phase, a joint transition board is constituted to enable smooth transition across phases. The structure is provided below:

12Proposed i-exceed Resources Split (Post Transition)Financial Consolidator(FC)CPMSDSS & HFM

DevelopmentProduction Support

Development*- Oracle (PL/SQL, Stored Procedures)- Version Control (VCS)- Basic DBA skillsProduction Support*- TWS- Basic Oracle/DBSkill Sets RequiredDevelopment*PS EPM, Informatica, UNIX, DB2, VCSProduction Support*TWSDevelopment*Essbase, Hyperion (HFM)Production Support*Not Applicable* Relevant Banking domain, project management skills, financial accounting, and number of years of experience has been taken into consideration as per the proposed role in the target operating model4 SMEs2 Tech Leads30 Developers

1 BA/SME1 Tech Lead4 Developers1 SME5 L1 Support Personal5 L2/3 Support Personal2 L1 Support Personal4 L2/3 Support Personal5 SMEs for HFM5 SMEs for DSS6 BA/SMEs

In addition to the above resources, 1 Overall Project Manager would be provided from i-exceed (for all common activities across applications). The person would also be the transition manager during transition13Key ResourcesFinancial Consolidator(FC)CPMSDSS & HFM

DevelopmentProduction Support

Development*- Oracle (PL/SQL, Stored Procedures)- Version Control (VCS)- Basic DBA skillsProduction Support*- Tivoli Work Scheduler (TWS)- Basic Oracle/DB skillsSkill Sets RequiredDevelopment*PS EPM, Informatica, UNIX, DB2, VCSProduction Support*TWSDevelopment*Essbase, Hyperion (HFM)Production Support*Not Applicable* Relevant Banking domain, project management skills, financial accounting, and number of years of experience has been taken into consideration as per the proposed role in the target operating model14Potential Risks & Our Proposed Mitigation Plan RisksSuggested Mitigation StrategyDelay in transition timelines leading to delay in commencement date of steady state target operating modelStrong governance model to manage all stakeholders of the engagement and Implementation of appropriate escalation mechanismsDefined communication model for periodic interaction between the various stakeholdersPeriodic status check during the transition phaseAny delays or issues to be immediately escalatedDaily progress meetings to address any sessions that are postponed or speedily plan around other potential delaysKnowledge loss due to Transition Plan a transition that is role based with a special focus on SMEsIdentify critical employees with significant domain and process knowledge and immediately plan periodic sessions with themPrioritize knowledge transfer for application which are business critical and have dependency on single SME sAny delays in sessions or getting information during transition to be reviewed in transition board review meetingsLack of DocumentationReview the available documentation and plan sessions accordinglyAll involved SMEs and technical resources for the application to participate in all review meetings for quick knowledge gathering and faster knowledge disseminationInstitutionalize processes around creation of documentations15Potential Risks & Our Proposed Mitigation Plan (Contd.) RisksSuggested Mitigation StrategyHigh attrition of critical employees (usually SMEs) post transition, leading to Knowledge lossPrioritize knowledge transfer and knowledge management of business critical projectsRetention programs for critical employees to be launchedBack fill through i-exceeds existing employee pool, with similar competencies Constant employee engagement to understand incentives in playImplement periodic rotation and reskilling programs16Our DifferentiatorsThree Key Differentiators

Carefully Laid Out Transition StrategyRobust Transition methodology to ensure services availability, knowledge & process retentionTransition timelines would align with DBSs overall strategic and project specific imperatives The Right PeopleInvolving people with extensive banking technology experience, especially those with experience of dealing with large process-oriented banking eco-systemsDomain Knowledge; understanding of regulatory reporting and MIS requirementsKey resources would possess a mix of project management and domain expertiseAvailability of talent pool for quick scalability & managing abrupt demand variationsAvailability of resources with long term commitment to IBGT-Finance Reporting SystemsReduced Turnover Risk due to our carefully laid out incentives management and rotation programsSingle iexceed management team to oversee i-exceed activities in IBGT-Finance & interact with key DBS stakeholders; this would improve co-ordination, operational efficiency & reduce costsSenior Management CommitmentKPIs across both Development and Support activities to measure key engagement parametersPeriodic monitoring and review using a good governance model

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Thank You18

AppendixTransition PlanOur Guiding PrinciplesDue diligence (DD)Initial DD required to identify all in-flight projects and upcoming projects, along with their timelinesIdentify 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 methodProvision for a shadow period using two distinct phasesKnowledge acquisition phase (KAP): Creation of an application specific knowledge base capturing functional overview, technical architecture, processes, common problems and their resolutionsParallel Perform: iexceed to take up activities and be accountable for work done; To be done in two phases, in the following sequenceFirst, Secondary SupportSecondary, Primary SupportProduction Support knowledge transition to be done using the following sequenceFirst, complete transition of associated development modulesSecond get the transition done for L1 Support activities (Helpdesk)L2/L3 Support using the knowledge base created for development transition20Transition Plan (Contd.)Dignified Process TransferRegular meetings with SPOCs from NCS and other upstream and downstream applicationsBest practice assimilation and enhancementSet up of appropriate knowledge management and documentation processes across all 4 applns.Identify and Leverage other DBS tools and document processesStreamline SLAs and metrics for KPI measurement and tracking21