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Provincial Loans Operation Units
Executive Summary
Competition is fierce in the market as everyone is after the same pie. Moreover, the market
evolves, so for the company to maintain market share or expand it, there is a need to meet if not exceed
the demands brought by the changes in tastes, needs and preferences of the target market.
The advent of novel developments in the field of information technology (IT) allows companies
to improve the way they do things, achieve their goals faster and establish a competitive advantage. It has
always been dynamic through time and in the changing global business. Hence, for an organization who
aims to take advantage of the benefits of IT, there is a need to integrate and properly use the available IT
tools.
BPI-Family Savings Bank, Inc.(BFB) which is involved in retail banking understands clearly
what it needs to do to be able to meet its goals by setting itself apart from competition. This is particularly
However, while there is understanding, there is still a need to develop a suitable and
comprehensive IT environment. What has been provided by Family Bank Head Office sometimes require
adjustment in the local offices plus the fact that there are really technical concerns that should be
addressed such as improvement of the available essential software tools. What is noteworthy is that the
people in the organization from the line up to top management are willing to adhere to any change.
This paper will outline the Information Systems Strategic Plan for BFB’s Provincial Operation
Units.
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Introduction
Information System (IS) plays a vital role in any organization today. IS is in constant stirring to
develop the most fitting and eligible application to respond to a demand for improved customer service,
flexibility in production, product development and cost efficiency. It also plays a major role in data
integrity, network reliability and information protection from various threats which may compromise the
company’s performance. Moreover, this allows management to assess what is really important for the
organization specifically in the identification of: the process to improve, demand to meet, the problem to
solve, the strategies to implement change, the technology to use and the resources to be allotted.
The Provincial Loans Operation (PLO) Units of BPI Family Savings Bank Inc. handle the overall
backroom and support services to both BPI and BFB Marketing lending units. Primary responsibilities of
the units include preprocessing of loan applications, accounting, reconciliation, securities administration,
collection, remedial management of past due consumer loans including the filing of legal case
(Foreclosure, Sum of Money or Replevin) and the overall administration of Real Estate and other
Properties Acquired (ROPAs) in the assigned areas. There are nine (9) PLO Units all over the Philippines
strategically located in the following areas: Naga, Pampanga, Dagupan, Lipa, Cebu, Bacolod, Iloilo,
These units coordinate with each other for policies, procedures and application systems. There are
also reports that are submitted to, shared and reviewed by Head Office which oversees the activities of all
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SWOT Analysis
Strengths
Weaknesses
4. Tendency for management to disapprove the plan/proposal if it will not adhere to standards by the
internal IT team
Opportunities
1. The BPI Computer Corporation, the bank’s internal IT Team, may assist in the implementation of
2. Open communication lines with other Provincial Loans Operation Units which would allow easy
coordination
5. The increase in the population of IT graduates who may be hired to join the company
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Threats
1. System security issues ex. Integration of a new system might lead to breakdown of other
2. Power shortage
4. Data security
Current IT Status
As of August 2011, the manpower complement of all units total to 166. Each Provincial Loans
Operation Unit has an average of 11 personnel composed of 9 staff and 2 Officers. There is also a Head
Office Unit composed of 4 personnel which oversees the activities of each PLO. Each unit is directly
reporting to the Head of the Consumer Loans Administration Department. The latter is reporting to the
Group Head of the Centralized Operations Group of the Unibank. Any plan/project/initiative requires the
endorsement of the Department Head for the approval of the Group Head.
The PLO maintains a 1:1 ratio of the computers to employees. There are also computers
dedicated for special functions such as the BIR’s E-DST system and the bank’s Imaging and Data
Archival and Retrieval System (IDARS). Ninety four percent (94%) of the computers use Windows XP
as the operating system, the rest are using Windows 98 but are already identified for replacement. Forty
eight percent (48%) of the computers use Core 2 Duo as the processor while the remaining 52% are
already Pentium 4. In terms of computer memory, 32% of the computers have 1GB memory while the
rest is very limited ranging from 128MB to 512 MB. In terms of age and depreciation, 25% of the
computers are already over 5 years old. In terms of computer monitors, 47% are already LCD while the
rest are still CRT. The PLO also maintains a 1:1 ratio of printers to employee. The printers are either
DeskJet or dot matrix. Furthermore, due to geographically dispersed location, only 22% of the
workstations are on Active Directory which secures access to the network such as the wallpaper and
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screensaver used in every computer as well as securing access to files. This includes a specific ID to
access the network. However, all computers are installed with Patchlink to facilitate remote and
scheduled installation of software and updates or upgrades without the need for the installation CD/DVD.
Software-wise, only 75% of the computers are installed with the Standard Microsoft 97-2003
version. However, all computers are with Lotus SmartSuite. The bank also uses the Lotus Notes as the
main collaboration tool. Internet access is available but highly regulated, specific sites are defined and
approved by senior management before any access is allowed. Computer connectivity is powered by
Bayantel and PLDT. There are databases that are linked in lotus notes and there also application systems
(loans, deposits) that are in mainframe connected through the internet and accessible to all users Unibank-
wide.
Currently the department is doing an inventory of the computer hardware for updating. It is a
policy to change computers that have been used for 5 years already.
Vision
A coherent, organized and efficient Provincial Loans Operation Units through the use of a suitable
Mission
To provide a venue where the nine Provincial Operation Units can interact with each other, access and
manage information and improve turn-around-time of service delivery to both internal and external
clients.
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3. To provide additional collaboration tool without incurring unnecessary expense
Recommendations:
Recommendation #1: To centralize the loan application system for all products and Integrate loan
This will be a one access pass to all application systems of the unit which will include all loan
Rationale
Coherence and Standardization are two important factors in an organization. It is very important
that an organization puts a unified front to all of its stakeholders. Therefore, the ultimate aim is how to
make things easy for the employees and customers. In this day and age, differentiation of service delivery
Currently, there are several systems maintained by the PLOs for various loan products. This
means that users need to maintain several access ids, system administrators need to manage several
applications and there is a need to train employees for several systems when in fact this can all be
Effectiveness and Efficiency should go hand in hand and it will really be a big help for the users
and administrators alike if there is only one system that will be used. This would provide ease in
accessing client’s accounts and will reduce the turn-around-time in addressing issues. This will also
provide easy management of data thus giving the PLO an opportunity for data integrity and security.
Moreover, in the telephone survey conducted across PLOs in various areas, it was discovered,
that the bulk of customer inquiries are just to inquire basic information about their loans such as due date,
amortization due and outstanding balance. It is highly recommended that basic consumer loan information
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be made available through ATMs. This will automatically be an added feature for bank depositors who
have loans in the bank for whatever product. This is hitting two birds in one stone, by allowing self-
access of clients, queues will be shorter and phone call inquiries will be lesser. This will really be
convenient for all users and service delivery will really be improved.
Steps
1. For the top management to create a team that will analyze the present systems and identify which
system can be the host of all systems or if there is a need to purchase an entirely new program.
2. The team organized from the Special Projects Division of the bank will outline the conversion
activities and will write down the system specifications. It is important to understand what the
critical and essential requirements of the end-users are so that the right concerns will be given the
right solutions.
3. All key personnel should be oriented and given a specific set of tasks that should be accomplished
5. The ATMs should be analyzed and reconfigured to connect with the centralized loan system
6. When everything is set, the team should proceed with the programming, actual conversion,
Required Involvement
3. The Special Projects Department and the PLO Officers who will take part in the project
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Recommendation #2 Improve Collaboration Tools across PLO units
Rationale
Communication is very important for an organization to run smoothly. In line with this, the
collaboration tools create an avenue for better coordination within the organization. The tools bring
management, employees and customers closer to each other by allowing them to give feedback, identify
Collaboration is essential to the success of every human endeavor (George W. Reynolds). Hence
it is important for an organization to take advantage of whatever applicable tools that will pave the way
The nine PLOs are highly dispersed geographically. The units are strategically located in major
cities in the country. Currently, the basic communication tools include the lotus notes, landline and
cellular phone. The Lotus Notes is the mode for formal communication while discussions are done on
telephones or cellular phones. The limitation is that, there are very minimal discussion options. There is
no room to hold a one-time conference. It is best that the organization will employ the following:
a. instant messaging for quick communication to save on time and money on phone calls;
c. software on reports management to automate and improve the report preparation so that
The above-mentioned collaboration tools are actually available in the company but are not currently used
by the department.
Steps
1. The Department Head should create a team who will coordinate with the Information Systems
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3. A formal project proposal should be prepared and presented to outline the benefits and the
6. Policies should be outlined as guide on the proper use of the programs before the actual roll-out
Required Involvement
1. The Department Head who will spearhead the creation of the team
2. The Internal IT group who will scout for and install the tools
Recommendation #3 Centralize the Data Storage systems of collaterals and Fixed Furniture and
Equipments (FFE).
Rationale
It would be easier for management to access and monitor information of all concerned units when
the data is centralized. The organization can save a lot of time and resources when it does not have to
collect piece-meal information from various sources. Instead, it can immediately see the big picture which
is essential to decision-making.
Currently, the nine PLO units have stand alone collateral and FFE monitoring databases. This
means that when Head Office requires a certain report, a lot of time and resources are spent consolidating
data. The manual consolidation of data is always prone to errors and very time-consuming. More often
that not, there are units who are late in submitting the required data which also delays the report to
management. In addition, it is also very hard to paint the big picture to management due to the absence of
a centralized storage system. This is mainly aimed for easy archival and retrieval of documents and data.
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Steps
1. Senior management should create a team which will spearhead the project
2. The team should prepare the project proposal and corresponding justifications
3. The team should then scout for possible business partners who have programs suitable to the
PLO’s needs
4. System specifications should be outlined and customized with the applicable system
Required Involvement
2. PLO Officers and Staff who will help outline the systems specifications and will be the end-users
Recommendation #4 Create a pool of in-house technical support personnel in the local offices
Rationale
Network is very critical in any organization. It is very important that there are no interruptions in
connection and breakdown of hardware since it will jeopardize service delivery. Any disruption of work
will lead to delay in the processing of various functions. Any organization simply cannot afford delay
because a computer breaks down or the connection is offline. There should be immediate aids at the
onset.
All of the nine units do not have technical expertise even in simple cases of computer breakdown
and connections. Each office hires an outsourced technician to provide technical diagnosis and immediate
aid while head office experts are fixing the matter. It will really help if officers or any point person will be
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identified and trained to be able to provide technical assistance in the local office. There is a need to train
people to resolve immediately connection and hardware problems so that there will be no disruptions and
Steps
2. Each PLO should nominate a personnel who will be trained and will serve as local technical
experts
4. HR will be tapped to prepare the actual training and workshop of the team
5. There should be regular updates of the training for this technical team
6. There should also be hard copies of training modules for easy reference
Required Involvement
4. PLO representatives who will form part of the technical support team
Recommendation #5 Implement a periodic review of the entire IT architecture of the department and
Rationale
There are developments and advancements in the field of information technology everyday.
Hence, there should also be upgrade of personnel training and constant evaluation of all systems to
maintain progress.
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Current Status and Discussion
The weakness of the department is that there is no actual periodic review of what is needed to be
updated and there is no room for documented feedback from the end-users. To constantly improve and
ensure that the department employs the latest and most efficient technology then there should be a review
of the IT architecture.
Steps
1. The internal IT team will create a database that will hold documented feedback/complaints and
2. The team should also outline the procedures on how the feedback will be elevated along with the
Required Involvement
1. Internal IT group who will create the database and outline procedures.
2. Department Head who will provide official instructions and approve the specifications of the
database.
3. PLO Officers and Staff users of the database and will provide the necessary review findings.
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IT Funding Strategies
Funding the different projects discussed in this ISSP will revolve around the following
1. The bank will approve in its capital expenditure budget the expense that
Implementation Plan
Information Systems Strategic Plan for BPI-Family Savings Bank Inc.’s Provincial Loans
1. Evaluation of the current system and feedback from the end users.
Senior Management should spearhead the evaluation of the existing systems. The Internal
IT department will be the prime mover along with the support of all the end-users. In this manner
Before actual sourcing out for possible systems, the existing resources should be studied.
The development team will proceed in creating the recommended application systems
4. Solicitation of Feedback
This function is often neglected. However, it would really be helpful if the development
team will further enhance the system and areas to improve. This is the only way that dynamism is
maintained.
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