Dubai Bank. 29 th April 2009

Transcription

1 Dubai Bank 29 th April

2 About Dubai Bank 1. Bank was launched in 2002 September 2. AED 18.5 Billion in Asset 3. Transitioned from Conventional Bank to Islamic Bank in Branches 5. User base of

3 IT Vision & Mission Scope. The Precedents IT Vision & Mission IT Vision To create a high quality IT environment (Systems, Processes, People) that would be a key enabler to Dubai Bank becoming a Service Provider of Choice Dubai Bank Vision To become a Service Provider of Choice IT Mission ( ) To help Dubai Bank in the transition to an Islamic Bank through ensuring adequacy of the current systems and the implementation/enhancements of core applications (Core Banking System, Cover Card, Trade finance, etc.) To support channel expansion of Dubai Bank through setup of new branches, ATMs and launch of new self-service channels To enhance the current IT infrastructure to become reliable and scalable in order to support Dubai Bank current business requirements and future growth. To become a process driven organization. To develop and retain Talent 3

4 Strategic IT Approach 1 Renovate the Core Systems 2 Implement Channel Enabling Technology Build Secure, Agile Infrastructure & Process 3 Launch Channels 2 4

5 To-Be Functional Architecture (December 2009) INFRA. EAI BPM SECURITY CHANNELS CALL CENTER PHONE BANKING BRANCH SMS BANKING ATM INTERNET BANKING BANK Voice Services CUSTOMER RELATIONSHIP OPERATIONAL CRM CORPORATE DATAWAREHOU SE (ANALYTICAL CRM) INTRANET FAX / SMS SERVERS INCIDENCES MGMT & HELP DESK SYSTEMS MONITORING SECURITY MIDDLEWARE BPM (Imaging, Document Management, Work Flow) PRODUCTS AND FINANCING ISLAMIC CORE BANKING CUSTOMER INFORMATION FILE INVESTMENTS GENERAL LEDGER SUPPORT RISK ALM & MARKET RISK HRMS INVENTORY CREDIT RISK ISLAMIC COVERED CARD DEBIT CARDS / EVM IMAGE CHECK CLEARING ADMINISTRATION & FINANCE CORPORATE BANKING TRADE FINANCE OPERATIONAL RISK INVESTMENT RECONCILIACION SYSTEM WEALTH COLLECTIONS TREASURY FRONT OFFICE BACK OFFICE AUDIT TOOLS TADAWOL BROKERAG E ANTY-MONEY LAUNDERING PROFITAB. ANALYSIS CENTRAL BANK REPORTING MARKETING & COMMERCIAL DATAMARTS OTHER DATAMARTS PLAN & BUDGETING IDENTITY GATEWAYS ATM SWITH VISA LINK SWIFT MARKETS DATA FEEDS ELECTRONIC CLEARING LINK BALANCED SCORECARD 5

6 Contact Center (As-is and To-be) Contact Center PBX Switch 5 4 Gaps (Existing Solution) Proprietary Tools High Skill Set Requirements High Vendor Dependency Low Business Agility Point to Point Integration Agent Recording ESB Integration Agent Pop-up Mid 2007 Maturity Level Desired Maturity Level IVR CTI Target Solution Standard Based Implementation, agnostic to the platform Uniform Skill set requirement across Channels Improved Business Agility Integrated Complain management system with other channels such as IB Ability to provide Differentiated Customer Service through integration with CRM 6

7 Key Selection Criterions-AFT/Futech against other solutions In-depth understanding of Business Requirements, conducted detailed gap analysis and derived a target solution in line with our channels strategy Demonstration of commitment by AFT/Futech and Alcatel Robust Solution with High Redundancy and scalability factored in the design Capability to support the complex setup by skilled and certified personnel Value Add by leveraging the on the investment to support our Enterprise Voice Convergence initiative Management of issues has been a key factor in our journey and has lived up to our Expectations 7

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9 Key Project Risks Management of Integration and Support requirements during the transition period from the earlier vendor solution to the new solution Service provider readiness Toll Free diversion and merging Staff Training and know how of the new functionalities Lessons Learned Analyze Quality of Service over the Network for voice traffic upfront during the design and bench mark measurements during testing phase Consider End to End Performance test with multiuser to gauge application response time and Agent Pop-up s Conduct focused testing related to SPOF (Single point of failure Analysis) and redundancy features Establish Billing process early for internal charge back 9

10 Functional Model (December 2008) INFRA. INTEGRATION CUSTOMER CHANNELS MOBILE BANKING SELF SERVICE INTERNET BANKING BANK Voice Services CALL CENTER TELEBANKING BRANCH SMS PDA ATM CDM RETAIL CORPORATE etrade CORPORATE DATAWAREHOUSE (ANALYTICAL CRM) CUSTOMER RELATIONSHIP SALES SERVICE MARKETING APPLICATION ORIGNATION PROFITABILITY ANALYSIS INTRANET PRODUCTS AND FAX / SMS SERVERS INCIDENCES MGMT & HELP DESK SECURITY MIDDLEWARE WORKFLOW FINANCING ISLAMIC CORE BANKING CUSTOMER INFORMATION FILE INVESTMENTS GENERAL LEDGER INVENTORY ISLAMIC COVERED CARD DEBIT CARDS IMAGE CHECK CLEARING CORPORATE BANKING TRADE FINANCE INVESTMENT INVESTMENT TREASURY FRONT OFFICE BACK OFFICE TADAWUL TADAWUL SYSTEM CUSTOMER DATA MART PRODUCT DATA MART TRANS. SUPPORT SYSTEMS MONITORING HRMS ERP (GL, AR, AP, P, IN, FA) RISK AUDIT TOOLS OPERATIONAL REPORTING AUTHENTIC. ACCESS CONTROL ALM & MARKET RISK CREDIT RISK OPERATIONAL RISK GATEWAYS COLLECTIONS ANTY-MONEY LAUNDERING PLANING ATM SWITCH VISA LINK SWIFT MARKETS DATA FEEDS E. CLEARING BROKERAGE 10 IT GAP Low/No Gap Moderate Gap Big Gap

11 Thank you Wishing Alcatel AFT success and increased customer confidence! 11