MIGRATION & ROLL-

OUT STRATEGIES FOR

CBS SOLUTION

MRS. S .A .PANSE

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 POINTS FOR DISCUSSION

• CBS VIS-À-VIS DISTRIBUTED SYSTEM.

• SELECTION OF A SOLUTION.
• SELECTION OF A CORE TEAM.
• TECHNICAL EVALUATION OF THE PRODUCT
SELECTED.
• TRAINING & UAT OF THE SELECTED
SOLUTION.
• INTERFACE WITH THE EXISTING SOFTWARE
SOLUTION.
• ISSUES IN MIGRATION.
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 POINTS FOR DISCUSSION

• DATA CLEANING & DE DUPLICATION.

• FILLING THE DATA GAPS.
• SELECTING IMPLEMENTATION TEAM & TRAINING
THEM.
• PRE-MIGRATION TRAINING TO THE BRANCH STAFF.
• RELIEVING TEAM TO TAKE OVER THE BRANCH
WORKING DURING THE TRAINING OF BRANCH
STAFF.
• BRANCHES TO PERFORM PRE-MIGRATION
ACTIVITIES PER INSTRUCTIONS.
• ESTABLISHMENT OF HELP DESK.
• TEAM WORK THAT NEEDS TOP DOWN APPROACH.

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 CBS VIS-À-VIS STAND ALONE SYSTEM

 CIF ( CUSTOMER INFORMATION FILE) CONCEPT – UNIQUE CUSTOMER

ID THROUGHOUT THE BANK.
 IMPLEMENTING CBS WITHOUT PROCESS CHANGES NOT LIKELY TO
PRODUCE POSITIVE RESULTS.
 MOVING FROM TBA TO CBS --- LIKE MOVING FROM A CUSTOM BUILT
HOUSE TO A FLAT – USERS NEED TO BE EDUCATED AND
FOREWARNED ABOUT THE LIKELY ISSUES TO BE FACED.
 CHANGES IN CORE BANKING SOFTWARE SYSTEMS TAKE LONGER
TIME.
 HUGE DATABASE SIZE –TO BE MANAGED CAREFULLY – LIKELY
RESPONSE ISSUES.
 KEEPING TOO MUCH HISTORY ON-LINE MAY CREATE RESPONSE TIME
PROBLEMS.
 SOME QUERIES, TAKEN FOR GRANTED IN TBA ENVIRONMENT, MAY
CREATE DIFFICULTIES OR TAKE LONGER RESPONSE TIME IN CBS.
 NAME SEARCHES TAKE LONGER TIME.

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 SELECTION OF A SOLUTION

• THE INDUSTRY HAS ONLY THREE MAJOR PLAYERS.

• A TEAM OF TECHNICAL OFFICERS WAS FORMED TO
EVALUATE THE THREE SOLUTIONS.
• COMMON PARAMETERS ON WHICH TO EVALUATE
THE SOLUTIONS WAS PREDECIDED.
• THE SOLUTION THAT SCORED THE HIGHEST MARKS
WAS ACCORDINGLY GRADED AND WEIGHTAGES
WERE GIVEN TO ALL THE SOLUTION PROVIDERS
AND THEN FINAL SELECTION OF THE SOLUTION TO
BE IMPLEMENTED WAS MADE WHEREIN THE
FINANCIALS ALSO PLAYED A MAJOR ROLE.

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 SELECTION OF A CORE TEAM

• A CORE TEAM WAS FORMED BY SELECTING

OFFICIALS FROM ALL DEPARTMENTS
HAVING EXPERTISE IN THEIR DOMAIN.
• THE TEAM WAS THEN SENT FOR TRAINING
TO THE SOLUTION PROVIDER’S OFFICE
WHICH COMPRISED OF 40 DAYS.
• DURING THIS PERIOD THE TEAM GOT
ACQUAINTED THOROUGHLY WITH THE
SOLUTION.
• GAPS WERE THEN IDENTIFIED BY THE TEAM
FOR CUSTOMISATION TO SUIT THE NEEDS
OF THE BANK.
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 TECHNICAL EVALUTION & UAT

• ON COMPLETION OF THE GAP ANALYSIS, REQUIRED

CHANGES WERE DIVIDED INTO THREE PARTS-
-THOSE THAT REQUIRE CUSTOMISATION.
-THOSE THAT REQUIRE A CHANGE IN THE BUSINESS
RULE.
-THOSE THAT MAY RESULT IN BUSINESS PROCESS RE-
ENGINEERING.
• AFTER CHANGES THROUGH CUSTOMISATION, UAT
WAS CONDUCTED TO SEE IF THE SOFTWARE
BEHAVED THE WAY IT IS EXPECTED TO PERFORM
BY PREPARING CASE STUDIES.

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 INTERFACE WITH THE EXISTING
BRANCH SOFTWARE SOLUTION
• THE BANK HAD THREE DIFFERENT SOFTWARE
SOLUTIONS RUNNING IN THE BRANCHES AND
HENCE INTERFACE WITH ALL THE THREE
SOFTWARE HAD TO BE DEVELOPED AND TESTED
AND UAT WAS CONDUCTED. THE END RESULT WAS
THROUGHLY TESTED.
• THE WHOLE PROCESS WAS COMPLETELY
DOCUMENTED SINCE THE SAME WOULD BE
SUBJECTED TO AUDIT.
• ONCE THE RESULTANT DATA WAS ACCEPTABLE,
THEN THE ROLL-OUT MIGRATION PLAN WAS
FINALISED.

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 ISSUES IN PRE-MIGRATION

 DATA CLEANING – CUSTOMER INFORMATION FILE.

 NAME - FIRST NAME, MIDDLE NAME, LAST NAME. (REMOVE
CHARACTERS, NUMBERS, SALUTATIONS FROM THE NAME
FIELDS)
 CORRECT SPELLING.
 JOINT ACCOUNT, GUARANTORS, NOMINEE & OTHERS.
 INDEX - SORT- IDENTIFY PRIMARY A/C (SB ACCOUNT /
LONG TENURE ACCOUNT).
 ADDRESS, DATE OF BIRTH, TEL. NO, SEX, EDUCATION, PAN
NO, INCOME ETC. (PRIMARY A/C).
 PERSONAL – NON-PERSONAL CUSTOMER – CORRECT
IDENTIFICATION.
 ALL BALANCING TO BE TALLIED WITH G/L.
 NOMINAL HEADS – TALLYING.

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 ISSUES IN PRE-MIGRATION

 SEGREGATION OF INOPERATIVE CA AND SB ACCOUNTS.

 OPEN/ CLOSE/ MATURITY DATES.
 ZERO BALANCE INOPERATIVE ACCOUNTS TO BE CLOSED.
 BALANCE IN ACCOUNTS WITH CLOSE STATUS.
 MANUAL SCHEMES - ACCOUNTS NOT MAINTAINED IN
SYSTEM TO BE KEYED INTO THE SYSTEM.
 OVERDUE TERM DEPOSITS.
 INTEREST ACCRUED – RD / STDR, ETC TO TALLY.
 15 G / 15 H, TAX EXEMPTION DETAILS TO BE ENTERED IN
TBA.
 LIEN MARKING OF TERM DEPOSITS – LAD.
 CDR / RD NOT IN MULTIPLES OF THREE MONTHS.

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 ACTIVITIES TO BE UNDERTAKEN
BEFORE MIGRATION
• IDENTIFY AND TRANSFER INOPERATIVE ACCOUNTS
TO REGIONAL OFFICE.
• ENSURE AVAILABILITY OF THE NECESSARY
HARDWARE WITH THE HELP OF THE RITC OFFICER-
GATEWAY PC,UPGRADATION OF EXISTING NODES
TO PCs, PASSBOOK AND LINE PRINTERS,
• CONDITION OF THE UPS, SCANNERS, DATA
CABLING.
• AVAILABLITY OF ROUTERS, LEASED LINE, ISDN
LINE.
• DATA CLEANING, DATA COLLECTION ACTIVITY.
• DATA CAPTURE TOOL WOULD BE MADE AVIALABLE
ONE MONTH PRIOR TO THE BRANCH GETS
MIGRATED TO CBS.

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 CHALLENGES ON THE DAY OF
MIGRATION
• REMEMBER WE ARE TOUCHING LIVE BRANCHES WHICH CAN NOT BE
CLOSED DOWN FOR MIGRATION FOR CUSTOMERS.
• THE MIGRATION ACTIVITY TO BE UNDERTAKEN ON A WEEKEND
AFTER THE CUSTOMER HOURS.
• THREE CYCLES OF DATA (MOCK) MIGRATION WOULD TAKE PLACE.
• ON THE DAY OF THE MIGRATION FINISH ALL DAY END WORK AS
EARLY AS POSSIBLE.
• CHECK THE CALL OVER REPORTS.
• CHECK TB/PL/BALANCING,CHEQUE BOOKS ISSUED,STOP PAYMENT
OF CHEQUES,STANDING INSTRUCTIONS.
• INFORM ALL THE MISTAKES AND GET THEM CORRECTED.
• TAKE PRINTOUTS OF TB/PL/BALANCING,PO,SI,CHEQUE BOOKS
ISSUED,STOP PAYMENT,ALL REGISTERS & KEEP THEM SORTED FOR
CECKING WITH CALL OVER REPOERTS.
• CALLOVER REPORTS & ERROR REPORTS TO BE PRESERVED FOR
AUDIT AFTER DUE AUTHENTICATION.

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 CHALLENGES FACED DURING
MIGRATION
• SKILL UPDATION OF THE BRANCH STAFF THROUGH
TRAINING AND HAND HOLDING DURING CBS
IMPLEMENTATION.
• FACE THE CUSTOMER IRE AND DISSATISFACTION
DURING THE TRANSITION PROCESS.
• INCASE THE CONNECTIVITY OF THE BRANCH GOES
DOWN,HANDLE THE CUSTOMER COMPLAINTS
PATIENTLY.
• GET YOURSELF THOROUGHLY UPDATED ON THE
CBS IMPLEMENTATION SO AS TO HANDLE ANY
RELATED ISSUE WITH A POSITIVE ATTITUDE.
• IN CASE OF DOUBT GET THE SAME CLARIFIED FROM
IT DEPARTMENT TO ENSURE ONLY POSITIVE VIBES
ARE PASSED ON.

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 CHALLENGES AHEAD

• INFRASTRUCTURE MANAGEMENT
-DATA CENTRE.
-BUSINESS CONTINUITY.
-DISASTER RECOVERY THROUGH
REDUNDANCY BUILD UP.
-NETWORK MANAGEMENT 24/7/365.
-MANAGEMENT OF DELIVERY CHANNELS.
-EFFECTIVE ESCALATION MATRIX.
-MANAGEMENT OF THE OUTSOURCED
ACTIVITIES AND MULTIPLE AGENCIES.

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 CHALLENGES AHEAD

• WORK FLOW REDESIGNING AT THE

BRANCH, CONTROLLING OFFICES
-DATA FLOW FROM BOTTOM UP TO TOP
DOWN.
-BACK OFFICE FUNCTIONS SHIFT FROM
BRANCH TO DATA CENTRE.
-MANAGEMENT CONTROL SHIFT FROM
GEOGRAPHICAL SPREAD TO BUSINESS
VERTICLES.
-ORGANIZATION BECOMING LEANER AND
FLATTER.

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 THANK YOU

ANY AREAS YOU WOULD LIKE

TO DISCUSS?

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