Th deck describes experiences with the initiation, setting and execution of the core banking system replacement project, which is considered as the most challenging issue in the banking IT word ever. Because its fundamental and huge impact into business critical processes, most banks are hesitant with this step until the last moment, when it cannot be done otherwise, and often looking for courage for the change, many years. Thus, there are only a few opportunities to get closer such experiences over the time. Asseco as prime contractor had chance to delivery this type of project. Given its scale, the project was managed as a program. It included six vertical streams of implementation projects including the new core banking system project, the new commission and affiliate networks management system projects, the ODS - data warehouse basis projects , the CRM system projects , client data master management projects , The OMS re-placement project (central printing) and project of external third party systems integration. Further-more, the program also included the management of cross sectional projects work streams which span over all major implementation projects (Infrastructure, Security, Architecture & Inte-gration, Migration & Deployment, Testing, Busi-ness Analysis, Change management) and exten-sive PMO and QA functions. Replacing the "core banking" for a completely new solution pose a fundamental change in the existing organisation, bank enterprise architec-ture and has huge impact to overall IT landscape of related internal and external systems and their vendors. So we have to fully leveraged our Sys-tem Integration best practices and develop spe-cific process and organization which help us both, to orchestrate organizational changes with system implementation life cycle, thus keep consistent solution architecture across complex deliveries involving multiple interrelated technolo-gies, subcontractors and sub-projects and to make sure we delivered working solution..

1. Petr Čermák Ing. PMP, Doc. Oto Malý Ing. Ph.D,
oto.maly@asseco-ce.com ,petr.cermak@asseco-ce.com
May 13-15, 2015
Bratislava, Slovakia
www.sppr.sk
Projects of 21st Century

2. CONTENT
Experiences with the initiation,
setting and execution of the core
banking system replacement
programme
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3. Background
Retail bank
with varied
product portfolio
and wide
external network
of associates
Existing „Core
system“ vendor
went out of
business,
consequences:
Risk of not
compliance with
regulatory
requirements,
Limited product
flexibility
Opportunity for
technological
(cobol) update
and overall
architecture
renewal
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4. Scope
• CBS ( Core Banking System ) SCS (Sales
and Commission system)Replacement
• CRM, ODS, OMS, RISKImplementation
• Existing internal and external systems (3rd
parties)Integration
• Data, Business transitionMigration
• Infrastructure HW, SW, Networking, Security,
• System IntegrationDelivery
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5. Project Specifics
Modified Big bang approach (due to
limited time frame, migration strategy)
Complicated ownership and TOP
management set up
Substantial changes in architecture
Large number of affected systems
integrated (36 systems, 218 interfaces, 8
external vendors)
The number of staff involved was huge
(more than 100 people)
5

6. CPS - Cross Projects StreamsMPS - Main Projects Streams
Project Organization
6
Steering Cometee
Program director
Quality Assurance
Business Transition
Project Management Work Streams
Program management
PMO
Contract Management
Change Authority
Business Sponzor
Business Analysis
CRM RISK OMSOPSCBS ODS
Architecture and Integration
Infrastructure
Testing
Migration & Deployment
Security
Business transition
Project delivery management

7. Matrix structure
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Project delivery management
The Issue:
Program organization doesn’t cover
function of system integration

8. System Integration
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System Integration
Management (SIM)
Ensuring system
interoperability
Enterprise Architecture
Management
Integrated Project
Delivery (IPD)
Ensuring that the various
elements of the
programme are properly
coordinated
Project Integration
Management
Vendor management

9. System integration approach
9
Business Transition
Program management
PMO
Contract Management
Change Authority
Project delivery management
PD Integrator Chief Architect

10. System integration SIM
The architecture has
key role for system
interoperability
Importance of formal
process for SIM and
architecture
management
Chief Architect –
architecture process
owner
Architecture
standards, artefacts
methodology and
repository
Key inputs for
change management
and impact analysis
10

11. System integration IPD
Key role of PD
Integrator
Keep in mind „big
picture“ delivery
Hold responsibility
for delivery as whole
Manage MPS+CPS
co-ordination from
functional point of
view
Address cross-
projects issues and
discover
interdependencies
Provide impact
assessment to
maintain realistic
master plan
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12. Lessons Learned
System integration doesn’t mean projects
management integration
Too much strenuous risk mitigation
exercise poses risk itself
Managing project dependencies and change
impact analysis is the key
Communication and real case experience is
a key to the trust
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13. oto.maly@asseco-ce.com petr.cermak@asseco-ce.com
SPOLOČNOSŤ PRE PROJEKTOVÉ RIADENIE
Koceľova 9
821 08 Bratislava, Slovenská republika
tel: +421 (0) 911 251 180
web: www.sppr.ske-mail: sppr@sppr.sk ,
www.sppr.sk