HP customer case study IT team streamlines change and problem management projects Industry Financial services/ banking National Savings Bank of Malaysia gives credit to project management solution “The Enhanced visibility of our IT projects has improved our efficiency because we can now see where bottlenecks occur and deal with them more quickly.” —Alain Boey, Senior Vice President and Head of Transformation Management Office, Bank Simpanan Nasional Objective Streamline the management and delivery of internal IT projects Approach Issued a Request for Information (RFI) to selected vendors, followed by Request for Proposal (RFP) to shortlist. Proposals were then evaluated against pre-defined criteria IT improvements • Improves web and workflow-based functionality of project management, resulting in better service for end-users • Delivers comprehensive reporting, keeping senior management better informed • Simplifies approval and tracking process, thanks to the ability to attach documents, giving everyone involved a full picture of each project Business benefits • Completes IT Projects 20 percent more quickly, resulting in swifter responses to the demands of the business • Increases productivity across IT team by 20 percent, enabling better service to internal customers, in turn benefiting public-facing operations • Improves response time by almost 30 percent, which increases the efficiency and productivity of the bank’s staff • Complements bank’s initiatives to meet industry best practice in service management and hence boosting corporate reputation Bank Simpanan Nasional (BSN) started life in 1902 as a Post Office savings bank and became Malaysia’s national savings bank in 1974. With 384 branches throughout the country and more than ten million customers, BSN has approximately six million savings accounts. Its mission is ‘to improve the economic well-being and quality of life of the Malaysian people by actively promoting savings, investment and sound financial management.’ Delivering new products and improved customer management is crucial to its continued growth. The bank employs 6,000 people, 4,000 of whom require access to its IT systems. A team of 200 manage the delivery of IT to its branches. Given its rate of expansion and the complexity of the IT environment, BSN found it increasingly challenging to manage and monitor change management and problem resolution within the IT function.
Transcript
HP customer case study IT team streamlines change and problem management projects
Industry Financial services/banking
National Savings Bank of Malaysia givescredit to project management solution
“The Enhanced visibility of our IT projects has improved our efficiency because we can now see where bottlenecks occur and deal with them more quickly.” —Alain Boey, Senior Vice President and Head of Transformation Management Office, Bank Simpanan Nasional
Objective Streamline the management and delivery of internal IT projects
ApproachIssued a Request for Information (RFI) to selected vendors, followed by Request for Proposal (RFP) to shortlist. Proposals were then evaluated against pre-defined criteria
IT improvements• Improves web and workflow-based functionality
of project management, resulting in better service for end-users
• Simplifies approval and tracking process, thanks to the ability to attach documents, giving everyone involved a full picture of each project
Business benefits • Completes IT Projects 20 percent more quickly,
resulting in swifter responses to the demands of the business
• Increases productivity across IT team by 20 percent, enabling better service to internal customers, in turn benefiting public-facing operations
• Improves response time by almost 30 percent, which increases the efficiency and productivity of the bank’s staff
• Complements bank’s initiatives to meet industry best practice in service management and hence boosting corporate reputation
Bank Simpanan Nasional (BSN) started life in 1902 as a Post Office savings bank and became Malaysia’s national savings bank in 1974.
With 384 branches throughout the country and more than ten million customers, BSN has approximately six million savings accounts. Its mission is ‘to improve the economic well-being and quality of life of the Malaysian people by actively promoting savings, investment and sound financial management.’ Delivering new products and improved customer management is crucial to its continued growth.
The bank employs 6,000 people, 4,000 of whom require access to its IT systems. A team of 200 manage the delivery of IT to its branches. Given its rate of expansion and the complexity of the IT environment, BSN found it increasingly challenging to manage and monitor change management and problem resolution within the IT function.
“We have many disparate systems and this makes it difficult to get information from a single source,” explains Alain Boey, Senior Vice President and Head of Transformation Management Office, Bank Simpanan Nasional.
“The previous system for monitoring IT performance was coming to the end of its support period and we were looking for a new solution. It needed to be more flexible, workflow-based, web-enabled and allow us to include attachments. As our work structure gets leaner, the system also has to be able to support assignment of tasks to groups, as well as individuals.
“We felt that a server-based solution was not practical, given the ongoing cost of maintenance, and most importantly, we wanted a system that would enable us to adopt best practices in the way we manage our IT projects.”
Need for better visibilityBSN wanted to bring the project planning phase and processes in line with its strategic and tactical goals and to create a ‘pipeline’ process for the launch of new products. It needed real-time visibility to effectively monitor IT change and problem management requests and to implement proper audit trails to track approvals and rejections. The goal was to use an integrated set of models, tools and workflows to generate real-time project status reporting and provide better guidance for project managers.
A Request for Information (RFI) was issued to selected vendors, followed by a Request for Proposal (RFP) to those who made the shortlist. The bank formed a committee to evaluate solutions against pre-defined criteria which included interfacing and maintenance issues, functionality and IT Service Management (ITSM) best practice. The winning solution was the Demand Management module of HP’s Project and Portfolio Management (PPM) suite.
“We decided to go with HP because some of the other vendors just could not meet our criteria. Others could meet them but the cost exceeded what we budgeted for and there were issues concerning maintenance,” says Boey. “The HP PPM Demand Management solution is web-enabled and workflow-based, so we can design workflows that suit our needs. It is easy to use and comes laden with IT Infrastructure Library v3 (ITIL v3) and ITSM functionality which would enable us to bring our processes up to best practice level.”
Deadline beaten by six weeksHP specialists played an active role in implementing the solution and training the staff, and their efficiency enabled the ‘go live’ date to be achieved six weeks ahead of schedule. A subsequent evaluation revealed that the staff were happy with their training, the functionality of the system, and particularly, HP’s on-line support.
Customer solution at a glance
Software
HP IT Performance Suite – Strategy, Planning, and Governance
• HP Project and Portfolio Management/Demand Management module
HP Services
• Annually renewable support
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HP PPM Demand Management is a valuable asset to the IT team as Boey explains: “The tool is flexible and easy to use. We have developed our own management document routing system based on the workflow engine. It provides visibility to the stages of the process thus enhancing the transparency and governance of the entire reporting process. The ability of the system to attach files along the process also reduced the possibility of missing reports-in-transit.”
The ability to attach documents within the system is seen as an important tool for efficient project monitoring. These documents include the original requests and quotations from vendors which are essential for project approvals. Previously, approvals were done using hard copies which made it difficult to track progress and could be lost. The Demand Management module’s web-enablement capabilities mean everyone can see the full picture.
“This HP system has greatly enhanced our visibility of projects as all documents are held digitally in the system, so there is no danger of them being lost, “ says Boey. “Requestors can see what stage their request is at and which actions are pending. This enhanced visibility means efficiency has improved because we can easily see where the bottleneck is and can follow up more quickly. The system also includes prompts so if you do not respond to a certain action on time, it will continue to prompt. Because this makes people more aware of what they are supposed to do, it makes them more efficient and has also improved productivity.”
Overall efficiency increased“So far, we have seen a 20 percent increase in efficiency, or the time taken to get things done, and we expect further improvements. The productivity of the IT team has also increased by 20 percent,” continues Boey.
Due to the advanced notification and tracking functionality, the IT team’s internal customers now see increased efficiency in services. Response times have improved by 30 percent and although figures are not yet available, the team confidently predicts that its time-to-market for new projects will significantly improve. Demand Management also allows BSM to manage different categories of IT service requests and to provide field-level security which ensures that specific fields within requests can only be viewed or updated by authorized personnel.
“HP PPM is now being very widely used for request changes and problem management. Because of this, we’re able to see an improvement in efficiency, the time taken to respond to a request and our productivity. We have also seen a big difference in our management document routing. Now it is all done in the system, so there is much greater visibility.
“HP has been very helpful in this project and working with them has been a very positive experience. They also provided us with lots of feedback and this has been valuable because HP comes laden with a lot of best practice knowledge around ITSM. Also, the PPM software has an inbuilt methodology which is based on ITIL v3 concepts and that is something that the Bank wants to adopt,” says Boey.
Looking to the future, the bank is planning to implement the Time and Financial Management module of HP PPM which will give even greater control of its IT projects.
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