Prime Bank Limited: Implementation of Microsoft Dynamics CRM 2013

Prime Bank Limited
Implementation of Microsoft
Dynamics CRM 2013
November 2014
Table of Contents
01 Executive Summary
02 Our Understanding of Business Needs
03 Approach, Methodology & Timeline
04 Roles & Responsibilities
05 The Team
06 Budgetary Estimate License & Implementation
07 Annexures(Detailed Scope & Team Profile)
© 2014 Rahman Rahman Huq, a partnership firm registered in Bangladesh and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG 2
International”), a Swiss entity. All rights reserved.
Executive Summary
Background
Prime Bank is one of the leading commercial banks of Bangladesh .It was
established in April,1995. It offers Retail, Corporate and Islamic banking. Prime
Bank has presence in 117 locations across urban and rural Bangladesh. Prime
Bank offers all kinds of Commercial, Corporate and Personal Banking services
covering all segments of society.
Prime Bank as their tradition has been, is looking to set new standards in
customer service ,adopt contemporary methods in acquiring new customers and
provide added values to it existing set of customers. To keep up with an expanding
business, Prime Bank needs a fully integrated operational CRM system to steer all
customer-related process in the bank, in order to improve the customer
experience and marketing and sales force efficiency.
Prime Bank has approached KPMG for proposal on implementing CRM system
across all its branches and offices.
Proposed Solution: Microsoft Dynamics CRM 2013
KPMG proposes Microsoft Dynamics CRM 2013 to address all the needs of Prime Bank.
Sales Marketing
 Sales automation  Lead segmentation
 Pipeline management  Campaign management
 Account management  E-marketing
 Sales performance  Lead generation
management  Client segmentation
 Client segmentation  Channel management
Operations 

Performance management
Customer value Analytics
 Client configuration  Client satisfaction  Data mining
 Workforce optimization  E-learning  Customer value analysis
 Case management (incidents Relationship  Dashboards
etc.)  KPI
 Changes to client Banking  Personal productivity
Why KPMG
We have done it before:

• Large Implementation & Roll-out
1 Management
• Implementation in BFSI Space
5
We have We have done it
Before We know what is required
defined
• Managed Roll-out for Large Banks for CBS.
Approach
• Understand what CRM means to Prime Bank
KPMG
Value We understand Technology
We Proposition • Together with our Partner, we understand
understand
We Know
what is
2 Microsoft CRM
your • Managed CRM implementations for Multiple
required organizations
industry
4 We Understand your industry
We understand • We have in-depth Understanding of Banking
Technology Industry
3 We have a defined approach:

• We have standard defined approach for program
management, Implementation, data migration,
KPMG has the proven ability to think laterally with respect testing, benefits realization
to your requirements and adding value to this project.
Key Levers for Success for this initiative
A Team that can A Strong Effective Change

6
handle large scale Governance Model Management and
transformations from both sides Rollout
4 5
3
Deep Domain
Experience in the
Banking Services
Industry
1 Clear 2
Understanding of
An in-depth
the need and
understanding of
benefits tracking
the MS-Dynamics
throughout the
CRM platform
project
Our Understanding
of Business Needs
Prime Bank has a wide network of branches across Urban & Rural
areas and provides Contemporary and Islamic banking services
Retail Banking
Prime Bank Limited is a private commercial bank in Bangladesh. • Deposit Products
Prime Bank offers all kinds of Commercial, Corporate and Personal • Loan Products
Banking services covering all segments of society. Diversification
• Credit Card
of products and services include Corporate Banking, Retail Banking
• Debit Card
Consumer Banking and Islamic Banking
• Locker Services
Corporate Banking
• Product and Services
• General Credit Unit
• Export Finance Unit
• Structured Finance Unit
• Lease Finance Unit
Islamic Banking
• Deposits
• Investment
• Foreign Trade
What we heard from you
Key Objectives
• Improve Customer relationship

• Improve Customer Services & Retention
• Getting 360˚ view of customer
• Proactive Acquisition
• Customer Segmentation
Key Users
• Branch Teams(150 Branches x 3 Users per Branch)

• Call Center(Support Center)(100 Agents)
• Corporate Office Users(100 Users)
Technical Landscape
• CRM to be integrated with CBS, Loan Management, Card Management, CTI,

SMS, Email, Inward remittance, Outward Remittance etc.
• On Premise Deployment of CRM
KPMG Point of View
Key Pillars of Growth for Banks
Individual bank differentiation

gaining importance
A focused geographic
strategy is a necessity
Leapfrogging the
competition: enhancing
service delivery through Differentiators
mobile banking
Geographic
Technology
Strategy
Tax transparency
is critical, with a
Client Regulatory
client focus on
Advisory Impacts post-tax returns
Client advisory
enhancement through
specific, technical CRM
development Product & Client
Services Segmentation
More precise understanding and

Anticipating clients’ evolving targeting of client segments
product and service needs required
1. Individual Banks differentiation gaining importance

Key observations: Call for action:
• National political stability and client • Have a clear view over your bank’s own
confidentiality cited as selling propositions but differentiators and distinguish them from
are not sufficient differentiators national market characteristics
• CRM skills and experience, bank culture and • Enhance specific competencies that are key to
product offering vary in importance between the markets you target
markets • Develop CRM knowledge and skills to
• Pricing is not a key selling proposition support your differentiators
2. A focused geographic strategy is a necessity

• A lack of clearly articulated visions over target • Identify markets with high potential based on
markets prevails, risking sub-optimal strategy your ability to generate new business and
and performance sustain critical mass
• Classic cross-border banking model remains • Determine long-term cross-border business
dominant but is increasingly limited by model
regulation; smaller banks particularly affected • Identify potential non-core markets to exit
• Critical mass increasingly important, though
small banks may occupy profitable niches
Tax transparency is critical, with a client focus on post-tax returns

• Global regulations encourage a more focused • Understand the impacts of increased global
business model. Flexibility and efficiency of regulations on your business model. Determine
solutions are key to keeping pace with how to keep solutions flexible yet efficient and
regulatory change and ensuring cost-efficient competitive
compliance • Determine how proactively you support clients’
• Approaches and timings in dealing with legacy tax transparency
issues vary considerably. However, the adoption • Identify measures to more holistically serve
of a tax transparent strategy is required; it is no clients, focusing on post-tax performance
longer optional
• A holistic approach to clients is increasingly
necessary, with a clear focus on the post-tax
returns of proposed products
More precise understanding and targeting of client segments required

• Due to regulatory changes and market • Analyze client segment performance and
environment, smaller banks need to find consequent client approaches
profitable niches to serve • Articulate niches served and ensure
• Measuring and understanding performance appropriate matching of CRM skills
(profitability) of client segments is critical
• Technology supports the identification of client
behaviors and attributes for segmentation, and
most suitable products and services to offer
Anticipating clients’ evolving product and service needs

• Private banks must accurately define which • Accurately define your target clients and seek to
target clients they aim to serve and differentiate through products and services for
differentiate through products and services specific target clients' needs
for these specific clients • Review and optimize your fee structure in light
• Offering of integrated services, such as of changing client demands
corporate and investment banking services • Improve cross-selling capabilities between
is an important success factor for winning corporate investment banking services and
Asian private banking clients private banking for Asian clients
• Clients’ demands for more service for less
money is creating continuous fee pressure
Client advisory enhancement through specific, technical CRM development

• Skilled CRM shortage is exacerbated by • Identify potential for enhancing client-CRM
changing client needs interactions through improved use of technology
• Training is expected to become more technical and through focused events
and IT driven, including specific regulatory • Ensure CRM training reflects current needs
impacts and tax effects on risk profiles such as tax and regulation impacts, product
• Powerful research capabilities to respond to know-how and sales / client acquisition
client information requests consistently and in a capabilities
timely manner are crucial. Technology support is • Be innovative and mid-term oriented in the
indispensable choice of sustainable KPIs to measure CRM
performance; review regularly
Leapfrogging the competition: enhancing service delivery through mobile

banking
• Potential benefits of mobile and internet banking • Assess potential improvements to client-CRM
are not well understood interactions and service quality
• First mover advantages can differentiate, • Determine which services to offer, how to price
helping to target Asian clients and younger them, and how to achieve an optimal roll-out
generations across the bank and client advisory
• Controls and usage can minimize exposure to • Identify available solutions and how to integrate
confidentiality and privacy risks into core banking infrastructure.
CRM is central to Growth Pillars
Effective Communication of
Differentiators designed around
customers
Ability to define target geography

Differentiators and focus on specific campaigns
Geographic Flexible solutions to manage

Technology customer data.
Strategy
Following KYC norms effectively
Effective Segmentation to serve

Niches
Client Regulatory
Advisory Impacts Define accurate product and
service mix for target customer
and differentiate offerings
Deep Research of client data and
Product & Client
develop insights on requirements
Services Segmentation
specific to target segment
Effective and Prime use of
technology for targeting younger
population
What Banks have been investing in over the past years
Mainframe Client
Web SOA Cloud
Server
1990s 2000s 2010s
1970s 1980s
2010-2012 2012-2014
Customer acquisition
and retention, cross-
and up-selling
CRM, Advisory Platform, Customer FNR, guided selling, navigation

Service, Marketing, Social Media and decision support
Reduction of
operational costs
Consolidate, virtualize, unified External customer engagement:

communication, intranet multichannel and self service
Compliance and risk

management BI and analytics, based on the 360-
Continue the investment in
regulatory compliance, degree view of customer and
improve the risk management business
Innovation in Customer onboarding, first 90 days

products and services new office generation to enable inranet Social media to engage customers
collaboration
Enterprise architecture, modernize

Cloud-based delivery
core apps, reduce silos
Customer Data is lying in multiple solutions across IT Infrastructure
When it comes to IT investment, executives surveyed believe platform
simplification will be the most important focus for their bank.
When it comes to IT investment, 58 percent of the executives surveyed believe platform simplification will
be the most important focus for their bank over the next year.
A clear vision over client and service
development is central to sustained
success. Banks that seek to
differentiate themselves – through
products and services, client advisory
or technology, among other factors –
and have a targeted, market-oriented
strategy will be best positioned to
compete in this demanding market.
While many banks have found it

necessary to concentrate on cost
control over recent years, the time has
come for a greater emphasis on
revenue enhancement. Cost
management remains important, but it
is only half the equation. Only by
looking outside the bank and focusing
clearly on market opportunities will they
be able to grasp the opportunity. This is
especially true for small to medium-
sized players.
CRM to enable single customer view of data provide insights
Customer is the key and Customer Data is the challenge
• With multiple systems in place customer data lies in

multiple systems and no single view of customer is available
to the employees of the Bank.
• Many banks fail to leverage profitability tools due to poor
data feeds. High quality customer data contributes
enormously to high quality profitability reporting.
360º • Beyond sales incentives, customer data today can feed
View of powerful analytical tools designed to segment and profile
Customer bank clients
• Greater relationship profiling and insight creates an edge in
offering products as cross sale and up sale that will increase
banking relationships
• The need of the hour is to compile all these data lying in
different databases and reflect it on a single system and to
provide all the employees of the bank with a 360 degree
view of each customer
CRM addresses key challenges for banks
CRM addresses the following key challenges faced by banks:

• Service provisioning throughout the Customer Life Cycle, from the initial stages to the establishment
of a close, long-term relationship with profitable clients,
• Optimization of the use of bank resources, such as alternative channels of distribution (internet and
home banking),
• Significant reduction in and limitation of operational costs through system automation and
standardization,
• Low maintenance and expansion costs owing to the use of modern administration tools which allow
bank employees to make a wide range of modifications to the system
• CRM permits banks to leverage information from their databases to achieve customer retention and
to cross-sell new products and services to existing customers.
• Banks that implement CRM make better relationships with their customers, achieve loyal customers
and a substantial payback, increased revenue and reduced cost.
• CRM when successfully deployed can have a dramatic effect on bottom-line performance.
Key Use cases of CRM in Banking & Financial Services Industry
 Contact management and account planning: Contact management,

account management (corp. banking), activity history Key trends include:
 Campaign management : Holistic tracking of all outbound campaign and
outreach activities 1) Marketing, sales, service
 Lead management : Full lead visibility from initial segmentation to contact and collaboration
to conversion: call reports, forward looking calendar
 Sales planning: Territory management, resource allocation, quota and
2) Guided selling,
compensation (incentives) navigation and decision
 Performance management : Goal management, fees, quota and support
compensation management
 Opportunity management : Centralized deal tracking with embedded 3) Collaboration and
workflows and customer data external customer
 Collaboration and social: Team selling, activity feeds, integration to engagement
external data sources
 Sales effectiveness: Intelligent product recommendations, sales 4) Social media for
coaching, guided selling, portfolio management prospecting, cross
 Channel management : Agent/distributor management, lead/deal selling, wallets
tracking, channel sales reporting
 Customer service: Inquiries, Case handling, escalations and problem 5) Cloud-based delivery
resolution, unified desktop
 Call center: Consolidated agent desktop with integration to CTI, ACDs,
IVRs and PBXs
 BI: Forecasts, pipeline, win/loss tracking, dashboards and ad-hoc reports
Proposed Solution
Microsoft Dynamics CRM is built to deliver amazing experiences
People first Connected Personal
People-first experience Pervasive connections and Personal experiences delivered

designed to bring you closer to communications inside and across every interaction and
your customers outside the organization engagement
Reputation… Search… Engagement…
Shopping… Reviews… Likes…
References… Ads… Service…
Microsoft Dynamics CRM
• Simple and immersive interface with wizard that salespeople

love to use
• Personalized, efficient and familiar experiences
• Embedded process, based on proven best selling practices
INTUITIVE DESIGN
• Agile processes that can be tailored to each business
• Deep insight into market conditions, prospects and customers

• Navigate the customer’s buying chain effectively through social
prospecting
• Data visualization gives sales leaders visibility into key metrics
ACTIONABLE INTELLIGENCE
and trends
• Anywhere access to the people and resources needed for

success
• Real-time internal and external collaboration with rich
communication tools
• Content and expertise sharing to help teams win together
PERVASIVELY CONNECTED • Social networking tools in business context
Customer Relationship Management
DEVICES
Tablet Desktop Phone
WORKLOADS
Extended
Sales Marketing Service CRM
Relationships | Interactions | Process | Insights

Framework
DEPLOYMEN
T
Cloud On-Premises
Omni-channel Interactions
Omnichannel Interactions
Customer
Interaction Web E-mail Mobile Social Media Voice Branch ATM/Kiosk
Interaction
Channels
Marketing Solution Sales Solution Service Solution
Business
Applications Opportunity Customer
Lead Management Entitlements
Campaign Customer Managment Service
Management Segmentation
A/C Forecast SLA Case
Managment Managment Managment Managment
Lead Generation & Close Loop

Import Marketing Territory Knowledge Field
Quotes & Orders
Managment Managment Service
Customer/ Customer Universal View Sales Analytics Service Analytics

Market
Intelligence
Worflow Auth. & Roles Service Customer Product
Reporting xRM
Services Engine Framework Framework Management Management
Foundation
Integration Web Services Soap Connectors WCF .NET CCA

Technologies
Enterprise
Platform
Enterprise CRM Arcitecture
CRM Solution landscape
Collaborative CRM Operational CRM Analytical CRM
Delivery
Channels
CRM Solution
Call Sales Service Marketing Customer Segmentation Cross/Up Sell Analysis

Center
 Prospect  Service  Campaign
Campaign & Marketing Data Integration

Management Management Management
Branch  Opportunity  Workflow  Leads Customer Analysis Product Analysis

CRM Channels Integration
Management Management Management

 Sales  Assignment  Leads
Literature Management Generation
ATM / Kiosk Profitability Analysis Data Mining
 Incident  Marketing Lists
Management
 Knowledge
Internet Encyclopedia Marketing Automation Analytical Reporting
Phone /
Mobile
CRM CRM Sales & Marketing

E-Mail / Database Metadata
EDW Data Mart
Fax
Channels
Enterprise Integration Hub
Legacy Core Systems Enterprise Data Warehouse
Core
Trade Payment General Data
Banking Cards Unit Trust Insurance Data CIF
Finance Systems Ledger
System Warehouse
Core
OLTP
Key Features of Microsoft Dynamics CRM 2013
• Comfortable, intuitive look and feel of MS Office that your people are already familiar with
• Streamlines the way your people communicate with customers and collaborate with each other.
• Workflow automation that streamlines business processes and eliminates time-consuming activties
• Point and click customizations so you can tailor the application for your organization
• Can be accessed through both desktops and mobile devices including smartphones and tablets.
• Flexible platform allows you to define the relationships between the people, money, services and
“things” important to your organization; and manage the information and interactions between these
relationships
• Out of the box, feature rich modules for Sales, Marketing and Service management
• Tight integration with Microsoft Office, including Microsoft Excel and Microsoft Word
• Scalable industry-standard Microsoft platform that leverages your existing technology investments
Rapid deployment and low cost support
• Simple and fast connectivity to legacy systems and external data sources
• Can be hosted both on CLOUD and on-premises
Banking Value Proposition
Customer Needs Our Solution Benefits Realized
 Gain 360-degree view of  Deep customer

 Retain existing
customer information knowledge and
customers and build trust
increased customer
relationships  Automate customer- satisfaction
 Improve operational facing processes
 Tight Microsoft
efficiency and reduce  Automate regulatory- technology integration
costs required processes and robust workflow
 Address growing  Provide real-time visibility capabilities
regulatory compliance into financial and  Reduced risk, improved
needs customer data customer service, and
 Improve risk management insight into new
and visibility profitability
opportunities
Microsoft CRM Success Stories(Microsoft Customers)
Financial Services Professional Services Manufacturing
Public Sector Retail & Hospitality Health & Life Sciences Travel & Entertainment
Key Customers in Banking and Financial Services Industry(Microsoft
Customers)
Key Microsoft Dynamics CRM Customers in Banking Industry
Business Needed a system to track and resolve customer

complaints as well as capitalize on sales
Pains opportunities in a timely manner.
Company Overview:
Barclays Bank is one of the
largest banks and financial
institutions in the world with
branches and service centers in
Solution Chose Microsoft Dynamics CRM to ensure the
retention and satisfaction of customers while
more than 60 countries. booking new business. Since deploying it,
customer service has improved markedly while
the sales process has been structured for
We advanced our ranking in success.
customer service from fifth
among foreign banks in the
UAE to second according to
Benefits
a third-party survey.  360-degree customer view
 Escalations reduced by 80 percent
Umair Chaudhary  Customer complaints cut by 25 percent
Chief Operating Officer
Barclays Bank LP,
 Proactive management of service and sales
UAE and Gulf departments
 Cost-per-incident was reduced by 22 percent
Business Previously Raiffeisenbank used a CRM solution

that did not offer options for preparing reports or
Pains workflow schedules and failed to meet the needs
of the bank’s demanding customers.
Company Overview:
10,000 private banking
customers, client portfolios
worth nearly US $3.7 billion. Solution By implementing Microsoft Dynamics CRM,
Raiffeisenbank gave employees access to
complete customer information with reporting and
workflow tools that enable them to solve customer
We want to expand this high
issues quickly and accurately.
level of service even further,
and we can with this
technology—Microsoft
makes it easy to keep Benefits  Productivity increased by 17 percent
 Easy-to-use, led to significant increase in
improving. adoption
Peter Stumpe  Seamless integration with bank-specific
Head of Asset Management
Raiffeisenbank
systems
Kleinwalsertal  Improved operations via streamlined
communications
Company Overview:
MKB Bank is the Business To keep up with an expanding business, MKB
Bank needed a fully integrated operational CRM
second largest bank
by equity in Hungary,
Pains system to steer all customer-related processes in
the bank, in order to improve the customer
with 180 branches and experience and marketing and sales force
efficiency.
over 700,000
customers throughout
Central and Eastern
Europe.
Solution Microsoft Dynamics CRM provided a standard
view of customers and integrated access to all
channels. Multi-channel integration enhanced
collaboration and enabled central monitoring of
sales pipelines and processes.
Benefits  Customer service times improved by 25%

 Customer churn decreased by 5%
 Migration of customers to higher value
segments takes on average 20% less time
 5 FTE savings in service efficiency improvement
for processes migrated to CRM platform
Business Sun wanted a CRM solution that would be

flexible enough to be integrated into a variety of
Company Overview: Pains departments and business processes to make
them faster and more effective, and easy to
Sun National Bank, a subsidiary of implement and bring to market quickly.
Sun Bancorp, serves customers
through 66 locations in New
Jersey. Solution Sun chose Microsoft Dynamics CRM for its ease
of use, familiarity to developers, and
customizability. They worked with Microsoft
Microsoft gave us a flexible partner Database Solutions to customize and
framework that we used to integrate Microsoft Dynamics CRM into several
customize and integrate CRM to departments and departmental processes at the
maximum effect throughout the bank.
bank. I don’t see how we could
have done that otherwise.
Benefits 

Helps boost cross-selling by 20 percent
Helps increase loan profitability
Angelo J. Valletta  Reduces time to approve loans by 80 percent
Senior Vice President and
Chief Information Officer,
 Supports acquisition strategy
Sun National Bank  Reduces time-to-market by 67 percent, cost by
75 percent
Scope of work
• Creation of Marketing List through manual upload/ filtration based on defined criteria within
system
Marketing • Multiple Marketing List Management
• Campaign planning, Budgeting and execution
• Campaign activity planning(Email, Phone Call, SMS)
• Campaign response tracking
• Campaign ROI Tracking
• Campaign Calendar
• B2B and B2C Campaign Management
Sales • Multi Channel Campaign
• Marketing Resource Management
Service
Scope of work
• Contact & Account Management

• Contact 360˚ view
Marketing • Account 360˚ view including information on Financial Statements, LinkedIn Profiles,
Facebook Profiles and information from Databases through integration
• Lead & Opportunity Management
• Sales Process Management from Lead Qualification to closure
• Allocation/Assignment of leads and opportunities based on rules defined in system
• TAT management for Sales Lifecycle
• Activity Tracking for Lead, Opportunity, Contact and account
Sales • Business Process management for B2B and B2C sales process
• Categorization of lead to Hot, Warm or cold and attach probability of closure to it.
• Tracking Expected Contract Value and Actual Contract Value
• Sales Organization Definition for 3 Business units
• Account Team Definition
• Alerts for any lead/opportunity allocation
• Target Management and Tracking for Inside Sales, Sales and Service teams
Service • Basic contract details like Start/End date, Resource Requirement, Contract Value Tracking
• Customer stakeholder management
• Bulk upload of leads
• Mobility Enablement(Limited to default application provided by MS)
• Workflow triggers during business process for Lead & opportunity management
• Feedback Management
• Activity Feeds through system processes
• De-duplication of Customer data
Scope of work
• Case Creation(Through Web Portal, Call, Email)

• Case Life-cycle management
Marketing • Guided case creation
• Workflows and business processes for tracking case status
• Service Contract Management
• Entitlements
• Service Calendar Management
• Knowledge management
• Auto Alerts for Service Requests
Sales • Call Center Agent Management
• AHT(Average Handling Time) Tracking
• Response and Resolution Tracking
• CTI Integration
• Unified Service Desk(USD) for call center agents
• Session tracking and Management
• Agent Script and single window access to related application(as per integration scope)
Service • Feedback Management
• Auto Intimation to clients
• Service Queues
• Cycle Time Calculation
• Attach documents to service Requests
• Prioritization and Escalation Matrix Definition
• Exception Handing
Scope of work
• CTI Integration with Dynamics CRM

• Email Outlook Integration with CRM
Integration • SMS Integration with CRM
• Core Banking Solution (Tamenous 24)
• Card management System
• Switching Finance transaction system
• Remit Fast - Inward remittance system.
• R Sys - retail loan application
• Internet banking Portal
• Mobile Banking
• Biometric card authentication 3rd Party application
Implementation
Methodology &
Approach
KPMG’s Microsoft Solution implementation methodology
ANALYZE DESIGN CONSTRUCT DEPLOY EVOLVE

Corporate vision
Business case/ QFCA’s benefits
framework CHANGE MANAGEMENT
Solution envisioning
Solution strategy
Phased approach
Business process maps
Process improvement decisions Delivering Value Training and enablement
Mockups and demonstrations
Project planning
User deliverables
Risk management
Industry standard practices
Issue management
Communication management
Resource management
Schedule management Quality management

Configuration tracking Reporting & controls
Data management
Solution delivery
Driving Value Management dashboards
Continuous feedback
PROJECT MANAGEMENT Solution stabilization
Steady state transformation
People Process Technology

Solution implementation-success factors & pre-requisites
ANALYZE DESIGN CONSTRUCT DEPLOY EVOLVE

• Management • Execute data • Training continuity
Prerequisites
information management plan plan

framework
• Authority matrix • Company website
• Policy/procedur and access control redesign
es framework customer validation
• Risk • Design validation • Complete, • Successful user • End user resources
identification consistent, concise, acceptance testing, adequately trained
• Technical design
and mitigation correct & signed off readiness
and system • Sufficient technical
planning requirements assessment
architecture resources to
• Scope, finalization • Development & • Delivery of training support system
objective and configuration manuals
Key Success Factors
• Finalization of test • Adequate and

approach completion
environment & • Successful cutover effective service
finalization
infrastructure • Resource planning transition from
• Client’s availability to project to
• Business users • Minimal differed
understanding support project production
and champions functionality from
on deliverables scope and
availability this project phase to • Minimal defects
and milestones necessary timelines
the next found in post go-
• Active participation
• Client • Skilled resources live
from stakeholders • Minimal defects
understanding without conflicting
and client • Effective
of project roles commitments • Project value
leadership Implementation Lifecycle realized knowledge transfer
and
responsibilities
Roll-out Methodology
Branch Infrastructure Application

Plan Preparation Initiate Rollout
Identification Commissioning Commissioning
Roll-out plan Identify and prioritize Initial rollout process Hardware Application
finalization with Branches in terms of Hardware commissioning / installation by
Prime Bank core movement, network installation(Desktop/ application team
team availability, Mobility)
Identification of Handover to Training &

Date-wise Rollout Infrastructure Branch Users enablement of
application team
Schedule assessment and Branch team
upgrade readiness Alignment of Prime
Bank Roll-out Team
Network testing and Live transactions
Finalize
geographical rollout confirmation
sequence – Zones, Exit rollout
States, Regions
Preparing for Roll-out will be an important component of the over-all initiative and we will
enable the Prime Bank team to be successful in this initiative
Training Delivery plan
The following diagram demonstrates the proposed Review and Sign-Off process for all designed training materials:
of
development of
Content
Design && development
content
training content
SME review
SME review Create
Create of
of
Formal
Formal learning
learning
Training SME review
review &sign-off,
&sign-off, & study material Deployment
Deployment
training
review
review By QFCA & KPMG of training
Project manager Create
Create &
& schedule
schedule
Design
seminars
seminars
User
User review
review
A Content and Training SME, plus a User (From each department of (QFCA) should each review all training materials before they are
confirmed as ready for use by the stakeholders.
When the reviewers are fully satisfied with the training materials, a final review by the project manager will be required prior to the
materials being developed into the appropriate format for delivery and posted online
Criteria for review

Content SME: Training SME: User: Formal /Project
level:
• Factually (and legally) • Meets training needs / • Understandable from • Provide overarching
correct appropriate for the audience first view of the materials review at Project level
• Appropriate level / depth • Clear training objectives and – “does this make sense • Overall quality and
of information outcomes to me?” standard of materials
• Ensure the content • Appropriate mix of methods / • Clear and easy to follow • Confirm readiness for
represents the new materials to meet different • Meets objectives for their deployment and
functionality and tasks / learning styles role / training need – “do creation of Learning
actions / activities • Consistent messages and I know what I need to do Materials and online
• Meets the technical and structure to do my job?” posting
practical applications and • Fits with overall training and • Generate questions
support requirements of [DIVISION ] strategy / which may be answered
the Stakeholder approach through additions /
communities
International”), a Swiss entity. All rights reserved. • Follows the Training principles amendments to the
material
• Accuracy of language and
Change Management can make or break an organization
transformation intervention
Our past experience, client testimony and academic research all agree that paying
Nature of Organization Change attention to the people issues during change and transformation exercises
dramatically improves the chances of overall program success
Change Goal
Project with
Rate of Progress Towards Change Goals
integrated change
?
Accelerated
learning curve
Earlier attainment of
optimal productivity;
people, process and
Implementation technology benefits
Productivity
fully captured
Launch
Estimated Time to Reach Change Goals

Expedited efficiency
Organization change is not a step by step ramp-up
process but in fact a non linear process, often Reduced immediate
marked by smaller milestones as seen above productivity fall-off
Time
KPMG’s Behavioral Change Management approach helps address
key change challenges in a systematic manner
Element Key Strategic Business Question

Business Case  Why do we need to change, what are the desired
and Vision for benefits, and how does it impact me?
Change Change Risk
Analysis
Business
Change Risk  What organizational risks need to be identified Change
Case &
Analysis and managed to improve readiness for change? Strategy
Vision for
change
 What is our overarching strategy to prepare the
Change Strategy organization for change?
Benefit
 How do I help ensure that I have galvanized Realization & Change
Change leadership consensus for the change and how do Sustainable Behavioral Leadership
Leadership I mobilize them to manage their stakeholders? Change
Performance
Management
 How do I manage stakeholders through the Methodology
Stakeholder change with a particular emphasis on proactively
Management People
mitigating behavioral resistance? Transition
Stakeholder
& Workforce
 How do I get stakeholders groups involved in the Management
Effectiveness
Involvement ‘what’ and/or ‘how’ of the change to develop their
Strategies buy-in and gain active involvement in making it a
success? Organizational Involvement
Integration Strategies
 Is the operating model and organization structure
Organizational aligned to the strategy and does it create an
Integration environment that positions the workforce to be
successful?
 Once I understand the impacts, how do we help

People Transition position the workforce to successfully adopt the
future state business model?
… At KPMG, we believe Behavioral Change Management is about
 How do I measure and monitor progress to help getting people ready, willing and able to deliver sustainable
Benefit Realization ensure sustainable benefits? business benefit
Communication strategy & plan
Select mediums of Develop communication

Existing audience Determine stakeholders communication strategy and plan (how,
analysis communication preferences
what, when)
Implement/ re-assess effectiveness
Gather feedback and assess the Communication delivery Develop a review & Develop communication
effectiveness of communications approval process content
Indicative communication material Indicative communication content

 Standees  TBD
 Stakeholder communication/ interviews
 Newsletters  TBD  Project benefits
 Brochures  TBD  What is in it for role players?
 Presentations on solutions, process changes, role changes, solution
 Posters  TBD roll out etc
 Portal  TBD  Leadership messages, messages in key meetings etc (Continuous)
Implementation Timeline
Weeks
Phases
1 2 3 4 5 6 7 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Analyze

Design

Build & Unit Testing

System Testing
Integration Testing

UAT & UAT Stabilization ]]
User Training

Deploy - Go-Live

Evolve - Post Live Support

(starting go-live)

Risks and Risk Mitigation
The following high risk areas are potential threats to the success of this project and need to be addressed
proactively before launching the transformation initiative
• LACK OF SHARED VISION AT LEADERSHIP LEVEL • CEO should be viewed as a sponsor of

this transformation initiative
– Is this viewed as a “transformation initiative”?
– Is the Business and IT leadership aligned on the strategic objectives?
• Formal communication from project
sponsor providing objectives of
– Is there complete “buy-in” of the strategic intent at the leadership level?
transformation exercise including
performance accountability
• LACK OF HR SUPPORT
– Is there experience and thought-leadership in HR to develop a robust
retention plan? • Conduct staff criticality and retention
– Is HR equipped to hire the talent required to drive the initiative? risk assessment
• Seek Change Management intervention
• LACK OF INTERNAL RESOURCES TO DRIVE THE support from a trusted advisor
INITIATIVE • Seek assistance to secure qualified
and experienced resources to deliver
– Does the right talent, skill and resource strength exist across the
Transformation Initiative
enterprise to successfully implement the initiative?
• MULTIPLE COMPETING ENTERPRISE-WIDE OBJECTIVES • Clear decision on priority sequencing

– Lack of direction on priorities from senior leadership
– Reluctance to make organizational changes internally to accommodate
• Adjust implementation timelines
to accommodate other enterprise wide
priorities (e.g. sales force alignment, regions)
priorities
• Name and empower process
• COMPLEX EXISTING ORGANIZATION STRUCTURE owners to execute directives
– “Siloed” functional groups in various zones which would require tailored
across enterprise
change management interventions
– Are there dedicated skilled resources to implement change management Mitigating Action
plan effectively across the enterprise?
Suggested team
Structure
Proposed Team Structure
S, Vijay - Partner Debjit Chakraborty: Associate Director

Engagement Partner Engagement Lead
Karan Sood – Manager

Project Manager
Arindam Biswas: Abhishek Mishra Piyush Chawhan Suprit Todwal Technical Consultant 2
Assistant Manager Assistant Manager Functional Technical Lead
Functional Lead Functional Consultant Consultant
Resume
Name and Title

S Vijay
Partner, IT Advisory
Education and • Post Graduate Diploma in Industrial Management
Qualifications
• Bachelor of Technology
• CISA
Relevant  Vijay is a Partner with KPMG’s IT Advisory practice, and has been with the firm since 2000. He is responsible for
the Management Consulting – IT Advisory core consulting practice for KPMG in Southern India, across Bangalore,
Experience
Chennai, Hyderabad and Kochi. He is the national service leader for IT Project Advisory and IT Architecture and
Infrastructure Service Lines for KPMG in India. Vijay is associated with KPMG India’s IT project advisory, IT
Architecture, IT Strategy, Outsourcing, ISO 27001 Advisory, Network Security Controls, Business Systems
Controls, E-Commerce Security, IS Governance, IT Audits as part of External Audits, Business Continuity
Management and Internet Security engagements.
 Vijay has performed international roles and was an EMA Accredited ITA Academy trainer as well as was part of the
EMA Management Support Group for service line leaders in EMA for IT Advisory. Vijay also has taught subjects
such as IT Strategy and Information Risk Management as elective topics at the T.A. Pai Management Institute.
 Vijay’s sample engagements include:
 Core banking and technology Transformation initiative for a 1500+ branch retail and commercial bank
 Defining electronic data interchange (EDI) standards and data architecture for supply chain transactions in the
automotive industry in India
 Aiding in ERP selection for a retail jeweler major
 Perform functional testing of products and provide functional assurance - core insurance platforms, across
banking technology stack, examination administration software, etc.
 A global post implementation review of SAP R/3 for the consumer health division of a pharmaceutical giant
 Implementation assistance for a manufacturing company in roll out of ERP (Baan). Scope included reviewing the
requirements, configuration testing, UAT assistance and data migration assistance.
 Led a project for assistance in defining the business blueprint for a SAP implementation at a software major based
out of Bangalore.
 Defining functional requirements for a loan original system for a non banking financial institution
 Selection assessment for a cloud based infrastructure as a service provider on behalf on airline and airport
software major making a foray in taking their products into software as a service
Resume
Name and Title
Debjit Chakraborty
Associate Director, IT Advisory
Education and • Post Graduate Diploma in Business Administration

Qualifications
• Bachelor of Technology from IIT Kharagpur
• Chartered Financial Analyst(CFA)
Relevant  Debjit is an Associate Director with the IT Advisory practice of KPMG India. His primary responsibility includes building and
nurturing the Microsoft practice for KPMG, India.
Experience
 Debjit has over 17 years of work experience in IT and Enterprise Business and a perfect career mix of technology and business
consulting flavor earned from years of work experience earlier at PricewaterhouseCoopers, India(PwC) where he spent almost a
decade.
 Earlier Debjit was a Director and Enterprise Business(covering Microsoft and Oracle) Practice Head at Mahindra Satyam(Tech
Mahindra) and carries with him a rich blend of experience across international and domestic clients. He had P/L responsibility
and accountable for strategic business initiatives with partners and customers in APAC, MEA, India and Europe/U.S. regions
ensuring revenue growth.
 His accreditations at Mahindra Satyam-Tech Mahindra includes ‘Microsoft Communication Sector Asia Pacific Star Strategic
Partner award, 2008’ and ‘Microsoft Global Partner of the Year’ award in 2010-11
 Debjit had joined PwC in 1997 and ever since then and during the 9 year consulting tenure at PwC his primary focus had been in
areas related to business process consulting, IT and IT related services, IT Strategy, process improvement, process audit, project
and program management, Financial Risk Management and also been involved with analysis, design and delivery of ERP and
other software packages.
 Some of his major assignments include:
 Oracle EBS implementation for a global UK based petroleum major
 Implementation of Microsoft Dynamics ERP for a major healthcare organization in Bangladesh
 Consulting around ERP fitment for a major multi-brand retailer in India
 Led a project around strategic initiatives built around cost reduction, formulating joint go to market strategies for a major telecom
giant in UK
 Led major Microsoft ERP and CRM implementations for telecom majors in Bahrain and India
 He has represented his organizations as speakers and thought leader in conferences and seminars organized by CII, Foster &
Sullivan and several International institutes of repute globally. He has also been a guest-speaker in several business and
engineering institutes of international repute
Resume
Name
Karan Sood
Position
Manager-ITA MS
Qualifications
• Masters in Business Administration(Finance & Marketing)
• Bachelors in Information Technology
Experience  Karan has over 8 years of post qualification experience of working with leading Technology and consulting
companies.
 He has a thorough understanding of Sales management Process and he himself has been part of the
business development for major part of the career.
 He has been managing Large CRM projects in Financial Services and Consumer Goods segment.
 He has worked as functional consultant for Microsoft Dynamics CRM and was actively involved in defining
the enterprise architecture for the client in Financial Services Sector
 His responsibility includes Microsoft Dynamics CRM implementation, Team Handling, Pre-Sales,
Preparation of Case Studies, providing demos to Prospects, Effort Estimation, Documentation on business
requirements for KPMG, India.
 Prior to working with KPMG, Karan has worked with PricewaterhouseCoopers Consulting, Sonata
Software and Nucleus Software.
 He has his expertise in defining the technology stack for the end customers and using various
technologies under Microsoft Technology Stack.
 Karan has been a Microsoft Dynamics Professional for more than 6 years and has handled various
customers in Construction, Real estate, Retail & Consumer, Travel Retail and Professional Services.
Resume
Name and Title

Arindam Biswas
Assistant Manager, IT Advisory
Education and  M.B.A form ICFAI B School

Qualifications  Bachelor of Arts( English Hons.)
 IRDA certified
Relevant  Arindam is an Assistant Manager with KPMG’s IT Advisory practice with 10 years of experience. He has 6 yrs of
experience in implementing Microsoft dynamic CRM.
Experience
 Prior to joining KPMG, Arindam has worked with Accenture, HCL ,ICICI Bank and Metlife.
 Arindam has been working both as Functional Consultant and Business Analyst for numerous successful MS
CRM implementations with prestigious clients which includes likes of Barclays, XL insurance and Lloyds Bank.
 His primary responsibility includes Microsoft Dynamics CRM implementation, Requirement gathering, Pre-Sales,
Functional Testing and providing demos to Prospects, Effort Estimation, Documentation on business
requirements for KPMG, India.
 Arindam has worked On-Site (Birmingham). His role includes Interaction with Client, Onshore Business Analyst
gathering and understanding client requirements, Gap Fit Analysis.
 Arindam was deeply involved in developing of FinEdge , a highly customized banking CRM Solution based on
MS CRM platform
 Apart from working in Finance and Banking domain Arindam has also worked in creation of a POC for Oil And
Natural Energy sector.
Resume
Name and Title

Abhishek Mishra
Resume
Consultant , IT Advisory
Education and • MBA from Institute Of Management Bhubaneswar
Qualifications
• BCOM from Utkal University
Relevant • Abhishek has close to 11 years of industry experience in system consulting and business development. He has
strong track record of nine years in core Sales and Marketing, Distribution management ,Channel management
Experience
,Client relationship management and Team management . He has driven the business growth through
identification , penetration of new market segment and in depth analysis to optimize revenue .
• Prior to joining KPMG he has worked in Sesa Sterlite (Vedanta Aluminum & Power) , Reliance Communication
Ltd, ACC Cement Ltd, Grandix Pharmaceuticals Limited .
• He has worked as a Functional Consultant in MS CRM Dynamics at Sesa Sterlite (Vedanta Aluminum & Power)
Ltd.
• He was actively involved in the analysis of the business process ( Sales , Marketing , Logistics, Sales Accounts
Group and Customer Service) & identify opportunities for improvement and understand end user requirements . Has
expertise in doing gap analysis for defined project objectives as per business process .
• Worked with some of Indian’s largest Telecom, Manufacturing and logistics companies .
Resume
Name and Title

Piyush Chawhan
Consultant-ITA MS
CRM
Education and • Masters of technology (M. Tech.) in Manufacturing Sciences – IIT Kharagpur
Qualifications
• Bachelors of Technology (B.Tech.) in Mechanical Engineering- IIT Kharagpur
Relevant  Over 3 years of implementation of Microsoft Dynamics CRM with leading firms
Experience  Worked on fronts of business process re-engineering, implementation of CRM with multiple systems such as ERP
(SAP , AX), and custom applications as well as with portals and contact center
 Implementation experience in education, logistics, manufacturing, trade and logistics industry verticals
 Worked on implementation projects which involved primary, secondary sales for Domestic as well as International
businesses
 Keen understanding of system capabilities and ability to extend CRM as XRM catering to clients requirements
some of which include:
 Worked as lead in implementation of CRM for a trade and logistics giant which was integrated across
different instances of operations and finance systems and independent CRM instances
 Worked in process restructuring and IT enabling CRM extended as XRM for a manufacturing industry giant
which involved integration with SAP ERPs and various portals
 Worked in set up of optimized contact center processes and IT enabling them with MS Dynamics CRM for
a premier taxi services company.
 He has also worked on demos and advised in key business process optimization scenarios during sales
pitch for Forex services provider, financial services major, manufacturing giant and FMCG services and
heavy equipment manufacturer and has helped in successful closures
 Prior to working with KPMG, Piyush has worked with PricewaterhouseCoopers Consulting,
Resume
Name and Title
Suprit todwal
Assistant Manager, IT Advisory
Education and  Bachelor of Engineering(IT)

Qualifications
Relevant  Suprit Todwal recently joined KPMG as Assistant manager in IT Advisory. He has total experience of 5.9 year in
Microsoft Technologies and SAP. He has his recent experience of 2.5 years in MSCRM working as techno
Experience
functional. Prior to that he worked in .NET and SAP projects and also involved in Business processes analysis.
 Prior to joining KPMG he has worked in PwC as CRM Technical consultant. He has rich experience of multiple
implementation of MSCRM .
 As a CRM technical consultant ,he carries wide experience of working with various organization of different
verticals like Manufacturing , Logistics , Education, and Consumer service domains.
 During implementation of MSCRM 2011 for Vedanta Aluminium Limited (Manufacturing organization), he was
majorly involved in integration of different application of organization with CRM. Solely completed integration of
CRM with SAP(Organization ERP) for more than 20 transactions .Integrated CRM and SharePoint for Document
management .Apart of these he worked on CRM customization ,plugin creation ,JavaScript , workflows and
schedulers. Created custom web pages for extension of CRM.
 During implementation of MSCRM 2011 for Allcargo (Logistics organization) , he configured Email router and
IFD. Lead technical team of 3 members for technical deliverables .Created build tasks . Developed CRM generic
tools being used as reusable components. Integrated CRM with SUN based system using SSML queries and
SSC connector. Technically worked on CRM customization ,plugin creation ,JavaScript , workflows and
schedulers.
 Provided technical support for MSCRM 4.0 to SPJain. Created custom reports and schedulers for CRM
functionality extension.
 He worked as Functional consultant(solution provider) for Panasonic India. Lead on-site team for system
assessment ,root cause analysis and solution providing
 During initial phase of MSCRM implementation in Vedanta ,he was involved in requirement gathering and
analysis.
About KPMG
About KPMG
KPMG Globally :
KPMG is a global network of professional member firms providing Audit, Tax and Advisory services to
meet the demands of their clients. Member firms operate in 144 countries around the globe giving valued
service to clients. The independent member firms of the KPMG network are affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity. KPMG is one of the four largest audit
firms in the world. KPMG International provides no client service.
KPMG in India
KPMG in India began operations in the September 1993 with 20 members across 3 offices in Mumbai,
Delhi and Bangalore. In 2013, we have grown to strength in excess of 6000 personnel across 10 locations
and efforts are underway to further expand our presence.
We provide Audit, Tax and Advisory services to clients across industries. To cater to the Indian market our
professionals provide specialized services along the following lines of business
 Consumer markets Professional Services Information, Communication and Entertainment
 Infrastructure and Government Industrial Markets Private Equity
About KPMG
KPMG in Bangladesh
Rahman Rahman Huq (RRH) was established in 1962 to take over the Bangladesh (erstwhile East
Pakistan) practice of Price Waterhouse Peat & Co. From its very commencement RRH expanded rapidly,
and within a couple of years it had been able to establish full fledged offices in Dhaka, Chittagong and
Khulna, in the eastern wing and Karachi, Lahore and Rawalpindi in the western wing, which made the firm
one of the largest in united Pakistan.

As of 1 January 2006, RRH is the Member Firm of KPMG International (KPMG) in Bangladesh. For over
a decade prior to that we were KPMG’s Representative Firm in Bangladesh. KPMG is one of the ‘Big
Four’ accounting firms in the world today, and Member Firm is the highest level of affiliation within
KPMG. This makes RRH the only Member Firm in Bangladesh of any of the ‘Big Four’ accounting firms.
This formally establishes RRH’s position as the premier accounting and advisory firm in Bangladesh.

As a Member Firm, all services rendered by us are subject to rigorous external review every year, where,
amongst other matters, we need to demonstrate consistent KPMG standards in our service delivery.
RRH has five partners and directors. All the partners are qualified from the Institute of Chartered
Accountants in England and Wales. Operating from offices in Dhaka and the port city of Chittagong, the
firm has staff strength of more than 320, majority being qualified and experienced professionals.
KPMG’s IT Advisory practice is our largest single Advisory capability
We help Fortune 1000 companies and public sector organizations use information technology to drive
greater bottom line impact, increase agility, navigate business change, and transform IT from supporting
the business to advancing it.
Providing assistance to our clients in order to:
 Transform IT from an asset management organization to a business
enablement organization
by applying business principles to the effective and efficient use of
technology
 Capitalize on information technology to deliver value across the supply
chain
 Help CIOs run their IT operations like a business, and businesses to
maximize the value of their investments in IT
 Convert data into insights and insights into tangible business results
that move
the needle
At KPMG, we help transform IT from supporting the business to

advancing it, maximizing the business performance of IT
Microsoft Dynamics Team Capability
300+ Man-Years of Microsoft All team members have

Of which 100+ in India
Dynamics Experience experience with AX 2012
A fully integrated BI, CRM

and ERP Capability
Strong presence across India

Depth of Understanding of
Technology & Business
KPMG Value proposition
1
We are bringing together
KPMG HAS DEEP DOMAIN EXPERIENCE IN THE FINANCIAL SERVICES
Product Fitment, Team INDUSTRY WHICH IS ONE OF KPMG’S KEY FOCUS AREAS IN INDIA.
Experience, Industry KPMG’S UNDERSTANDING OF THE CHALLENGES IN THE FS SECTOR
Domain Knowledge, WILL TRANSLATE INTO SOLUTIONS THAT PROVIDE SUSTAINABLE
Enterprise Process BUSINESS BENEFITS, ESPECIALLY IN AN ENTERPRISE APPLICATION
CONTEXT
Automation Experience to
ensure only the best for
CSS
3 2
A STRONG AND CONSULTATIVE APPROACH
EXPERIENCED MS- TOWARDS
DYNAMICS TEAM WITH IMPLEMENTATION, WITH
SEVERAL CLEAR LINE OF SIGHT ON
IMPLEMENTATIONS BUSINESS OBJECTIVES AND
EXPERIENCE IS READY FOR PROCESS NEEDS
DEPLOYMENT
4 5
WITH RICH EXPEREINCE IN FINANCIAL SERVICES WE VALUE OUR RELATIONSHIP
INDUSTRY, WE UNDERSTAND KEY CHALLENGES AND WITH CSS AND OUR COMMITMENT
RISKS OF IMPLEMENTING TECHNOLOGY SOLUTIONS. WE IS TO CONTINUE TO PROVIDE HIGH
UNDERSTAND ADOPTION AS A CHALLENGES FOR FS VALUE SERVICES TO YOU
SECTOR AND HAVE ALIGNED OUR EFFORT TO ADDRESS
IT IN BEST POSSIBLE WAY
Our range of selected FS Credentials – IT Advisory
ICICI Bank GE Capital HDFC Bank Infrastructure

International Development
Services Finance Company
(IDFC)
Group-wide Risk management, IT IT controls and process management Review of financial controls and the IT
Application Security Review for Treasury
Strategy and Systems Selection review environment to assist the bank in
and General Ledger Applications and
complying with the requirements of
IT Controls Review of identified IT
Sarbanes – Oxley regulation
infrastructure and applications
Prudential ICICI Standard i-flex Solutions Kotak Mahindra

Asset Management Chartered (now Oracle FSS) Bank
Company Bank
(Global)
Development of IT security policy & Information security services - Security testing for a leading Internet Security Testing of Mobile Banking
procedures & development of a Disaster Penetration testing Banking product line application
Recovery Plan and Internet Penetration
Testing.
Budgetary Estimate
License &
Implementation
Budgetary Commercials for Licenses(on Premise) Microsoft CRM
Type of User Type of License Quantity Price

Budgetary
Head Office Commercials for Licenses(on
CRM Server 3 Premise)USD 18,747
Head Office Professional CAL License 30 USD 37,470
Contact Center Basic CAL License (Device) 250 USD 74,750
and Branches
Total for Licenses USD 130,967

Annual Maintenance for Licenses USD 20,954
Net Amount Payable upfront USD 151,921
Terms & Conditions

1. License price provided here is based on the price list applicable on the date of this proposal
for budgetary purposes only. Before signing of the contract, the final price will be taken
from Microsoft
2. Above commercials are exclusive of taxes and duties
3. 100% Payment for licenses and AMC to be done upfront along with PO
4. AMC for licenses payable annually from the date of purchase of licenses
Budgetary Commercials for Licenses(on Premise) - Microsoft SQL
Servers
SQL Server Enterprise Edition
Part no Budgetary Product

Commercials
Description for Licenses(on
Qty Unit Price inPremise)
USD Total Price in USD
7JQ- SQLSvrEntCore 2014 SNGL OLP 2Lic NL CoreLic
4 15,274 61,096
00751 Qlfd
Terms & Conditions

1. This license needs to be procured by Prime Bank directly from the Bangladesh resellers
2. This is solely for informational purposes only
3. All quantity is based on assumption and subject to change according to solution design and architecture
4. The prices shown are in US Dollars, and represent an estimated retail price on 26th November 2014 and relate to the
licensing program chosen. The prices shown do not include any applicable taxes. Any amounts should not be considered as
a commercial proposal from KPMG
5. Actual prices and payment terms may vary. Reseller pricing is set exclusively by the reseller, and final pricing is determined
exclusively by agreement between the customer and reseller
Budgetary Commercials for Implementation
• Our professional fees are based upon scope of work mentioned previously in the proposal. Based on the scope of work and our
initial estimate of the assignment, our charges towards professional fees for the scope specified will be as per the following
table:
Professional Fee Fees (USD Figures) Fees (USD in Words)
Professional Fee towards USD 350,000 USD Three Hundred Fifty Thousand Only
Implementation Services
Payment Milestones
S. No Milestone Payment %
1 Functional Requirement Sign-off 30%
2 Completion of UAT for Phase 1 20%
3 Completion of Go-Live for Phase 1 20%
4 Completion of Go-Live for phase 2 20%
5 On completion of 1 month of Go-live of Phase 2 10%
Payment terms and Conditions
• Additional to the fees, Prime Bank will provide:
– Local accommodation in shared apartment/guest house
– Food/lodging in Dhaka Bangladesh
– Accommodation, Lodging, Local transport by Air or other appropriate means where the resources need to travel to other
mutually agreed locations outside of Dhaka
• VAT (currently @ 15%) would be added to above fees
• The above figures are based on effort estimations done for the defined scope and deliverables. Effort estimation has been
done assuming that the study will be done in Dhaka
• The fees are for the project period defined in the timeline section of this proposal
• Any delay in the work due to non-availability of Prime bank resources, hardware or access to the Prime Bank systems will be
charged as change request
• Payment has to be cleared with in 15 days from the time of presentment of invoice.
• Any travels outside Bangladesh for meetings/workshops/ support/training or otherwise will be chargeable on actuals.
• KPMG will sign a formal agreement before starting to work on the Project.
Recommended Hardware Sizing for Budgeting purposes
Core(s) Processor Recommend
Software No. of Per Speed (in ed RAM Recommended Clusterin
Infrastructure type Environment Specifications Servers Server GHz) (GHz) Storage (GB) NIC g Type
Microsoft Windows
Development and testing Development Server- 2012
Server (Optional) & Testing Standard 1 4 2 8 40 1
Microsoft SQL Server
2008 Reporting
Services or Microsoft 40 GB Internal,
Reporting Services Server Development SQL Server 2012 additional space
(SSRS) & Testing Reporting Services 1 4 2 12 reqd for Temp DB 1
Microsoft Windows
Production Server (Front Server- 2012 Active-
End Server) Production Enterprise 1 4 2 64 40 1 Passive
Microsoft Windows
Production Server (Back Server- 2012 Active-
End Server) Production Enterprise 1 4 2 64 40 1 Passive
Microsoft Windows
Server 2012
Enterprise 40 GB Internal and
Microsoft SQL Server 500 GB (SAS RAID
2012 Enterprise for 10 hard disk array),
Production and additional space
Production Database Server Standard for reqd for backup, Active-
(Back End Server) Production Development 2 4 2 32 Temp DB 1 Passive
40 GB Internal and
Microsoft Windows 500 GB (SAS RAID
Server 2012 10 hard disk array),
Enterprise additional space
Reporting Services Server Microsoft SQL Server reqd for backup,
(SSRS) Production 2012 Enterprise 1 4 264 (min. 12 ) Temp DB 1
Staging Server
/Webservices Server Microsoft Windows
(Platform Server) Production Server 1 4 2 4 40
Recommended Hardware Sizing for Budgeting purposes
Note on Hardware Sizing:
• The Hardware Sizing and Software has been recommended based on the current user and transaction volume keeping in
view the ability to expand
• It is suggested that prime Bank acquire Hardware that can be expanded in future without buying new/additional servers
• SQL Server Standard version can also be used,. However the same has limitation of RAM and CPU which can hamper
expansion of the server and Prime Bank may need to buy new licensee in future
• Prime Bank can buy one large server and create multiple Virtual servers using Microsoft Windows 2012 R2 Data Centre
version which can help in reducing the cost of hardware and License
• The hardware sizing is based on Active Passive based High Availability for the application and database. No High
Availability is designed for the Reporting and Staging Servers
Assumptions &
Exclusions
Assumptions
Assumptions
Hardware, Software and Networks
1. Customer is responsible for establishing the Development, SIT/ UAT, training and production environments (as may be
necessary) for all activities to be carried out on site. The installation of the CRM application in the said environment will be the
responsibility of KPMG.
2. Customer is responsible for ensuring that computer systems and hardware are made available to run the CRM Software
and/or Software Deliverables based upon recommendations.
3. Customer is responsible for providing Network capabilities sufficient to support the overall deployment including but not
limited to VPN, LAN/WAN, Wireless, Remote Access networks.
Staffing
4. To adhere to the initial implementation timeline, the project will be closely managed by both parties. KPMG’s Project
Management is limited to management and overall project decisions of resources and commitments only. Overall project
management will be the responsibility of Customer.
5. Steering Committee/Executive sponsor members from the parties will fully participate throughout the project to ensure that
critical decisions and issues are resolved in a timely fashion.
6. Appropriate Customer personnel shall be assigned to handle tasks and to assist during the application configuration, system
testing, performance testing, user acceptance testing, data migration, and deployment processes.
7. Customer will send required representation to requirements analysis and design workshops and are available 100% for the
duration of the workshop. These resources shall also participate in the design and testing of the solution, as well as in the
development of the solution to some extent.
8. Customer shall plan, develop, staff and execute a comprehensive User Acceptance Test (UAT) as per the Acceptance Plan
and embodying the Acceptance Criteria. Customer recognizes the UAT represents the final activity to support the final
Acceptance/Approval necessary for completion of any Software Deliverable.
Assumptions
Process Harmonization
• Workshops will be organized at Central location. These workshops would be held to seek and understand the business
context for both Process Orchestration and Requirement gathering.
• All stakeholders across business units/ geographies and value chain will be present at a requested pre informed Date and
time for meaningful interactions and Prime Bank will be responsible for setting up and arranging for necessary
infrastructure for these meetings.
• The Governing Council would provide the direction and signoff to proceed to the Design stage with the “To Be” Model and
the gathered requirements.
• Product Scope limited to mentioned in the Scope Slide only.
• In case process documentation does not exist for any of the in-scope processes, Prime Bank will provide resources to
KPMG to help prepare the same
• Development of detailed functional and technical specifications from Process Maps for IT enhancements would NOT be a
part of KPMG’s scope and must be owned by the SI / Technology partner
• Collation and Or Mapping of fields for Data Mapping for use in IT Implementation would NOT be part of KPMG’s scope
• KPMG would benchmark and priorities the Focus Areas as per KPMG Methodology
• The Data Mapping responsibility for all Products and Processes would rest with KPMG and Prime Bank would provide the
required data in the desired quality and in conformance with the templates shared.
• The responsibility of adoption of the “To Be” Processes would rest with Prime Bank.
• KPMG follows stringent risk management and team independence guidelines and internal check points. The same would
be instrumental in managing independence across various KPMG engagements with Prime Bank
Assumptions
Scope Assumptions
1. A detailed project plan along with delivery timelines will be submitted in the form of a SOW post acceptance of this
proposal. In order that project timelines are met, the parties will participate fully throughout the project to ensure that
critical decisions and issues are resolved in a timely fashion. Customer will endeavour to fulfil information requests as
per the agreed to project schedule.
2. Customer will provide staff expertise for integration requirements, design, and development.
3. Customer is responsible for data cleansing, validation and consolidation before the same is presented to KPMG for
upload. This includes, but is not limited to, cleansing, de-duplication, and standardization of data formats. The data will
be imported as-is and KPMG will not be responsible for cleansing, consolidation, validation or such manipulation of the
data.
4. Customer is to provide cleansed data in the recommended format as specified by KPMG in the staging area. Data
integration is expected to be carried out in a batch mode and no online integration is expected for this project. Sample
data for testing purpose will be provided by the Customer. KPMG will not be responsible for data migration delays arising
out of data validation, de-duplications etc. at the Customer’s end, that will affect the deployment date.
5. Time and schedule estimated as a part of the deployment process, is based on historical information and analogous
data, and experience in working with available KPMG resources at respective facilities within a normal working day.
Final time and delivery dates could vary significantly due to the variances in accuracy, completeness, and timeliness of
information provided to KPMG by Customer and others; responses; changes and interim approvals from Customer, and
System Problems, expedited performance scheduling, or other events beyond the reasonable control of KPMG. Any
additional scopes of services will be identified and approved through Change Management procedures.
6. Each employee needs to be mapped to a branch (or any unit in the organizational hierarchy). The reporting structure of
the employees will also be mentioned in the employee master feed provided by Prime Bank.
7. The Development, SIT/ UAT, Training and production environments will be provided by the customer with all the pre-
configured base software (Operating System, database, security patches, etc.) required for the implementation of the
CRM system.
8. All data for migration purposes will be loaded into the CRM staging area in the format provided by the KPMG project
team.
9. ‘Train the trainer’ training guides will be provided in Microsoft PowerPoint format (with details of the screens &
explanations of functions)
10. The Technical Administrator training guide will be provided in Microsoft PowerPoint and document/ PDF format.
11. The customer will provide all the report templates, content and other similar requirements for the project.
Assumptions
Reports Scope Project Team Location and Coordination

• The implementation would cover Prime Bank
Bangladesh, the engagement will be delivered
• CRM 2013 provides comprehensive standard report completely from India except for installation and user
coverage and also provides Power Pivot tool for trainings
preparing quick custom report outputs
• 5 Branches are considered for rollout in this proposal
• The number of new customized reports is limited to 25
reports. Any request to change existing base product
reports would be counted in as a report in the 25
reports/documents scope. All vouchers, documents, or
any print from the system is considered to be a report.
Customization Coverage
• CRM 2013 will be implemented with minimum
developments/customization involving programmatic
change.
• No modification to the core source code of CRM 2013
would be performed in this engagement
• Any new functionality requested by Prime Bank during
the course of the implementation added either through
new process addition or new entity addition, or delays
not attributable to KPMG, would be treated through a
change request
Assumptions
Training Scope
Migration Scope
• We will adopt a train the trainer concept for appropriate
• Opening balances as of the cut over date as well as open
knowledge transfer and ownership.
transactions and projects will be migrated to CRM 2013
• The Training will be provided to 8 batches consisting of
• KPMG will provide the data templates for data collection
10-15 people each.
• No historical transactional data would be migrated in the
• There would be two trainings from KPMG: namely “Core
system except for the open transactions as of the cut
User Training” (CUT) and a one time “End User Training”
over date
(EUT) which KPMG would do along with the Core Users.
• Data preparation in the specified templates including co- The CUT would be in the Analysis phase of the project
ordination for data collection, conversions and cleansing and EUT would be after the user acceptance testing.
is to be performed by the Prime Bank team
• The core users would work with the Prime Bank project
• If implementation of any functionality requires changes to manager and the KPMG project team throughout the
master data, this would need to be taken up by the lifecycle of the implementation in a dedicated manner
respective Prime Bank department
• The Core Users from Prime Bank would then provide
training to other end users using the EUT material
prepared
• End user training will be coordinated by the Prime Bank
project manager. KPMG would assist in providing
necessary guidance for the same.
Support Scope Integration to other platforms

• KPMG will provide support for the implementation for 4 • Integration will be done as specified in the integration
weeks of post go-live. KPMG’s methodology will ensure Scope
transition and system handover to Prime Bank for
ongoing support
Assumptions
Additional Assumptions
• Prime Bank will ensure and provide space, computer infrastructure and network connectivity with printers and phone
connections for the KPMG project office
• Prime Bank would procure all software and support infrastructure component licenses, and is solely responsible for the
sufficiency and the validity of the licenses procured. KPMG may earn a commission on Microsoft licenses from Microsoft
directly as part of this transaction.
• Prime Bank would also appoint a project manager who would be the single point of contact for the KPMG team and will
ensure logistics for the project are smoothly coordinated. The Prime Bank project manager would provide requested
information to the team in both business and technical aspects within two working days of notice and will also provide access
to functional experts in both the business and technical areas as necessary within two working days of notice. Similarly, the
project manager would provide written feedback on any deliverable provided to Prime Bank within three working days,
beyond which the deliverable will be treated as accepted.
• One round of user acceptance testing has been considered in the scope of the work. We have not envisaged any
automated tool for any kind of testing to be carried our during the implementation
• While KPMG would define the user profiles on the system, authorizations definitions would be done by the Prime Bank team
• The product vendor, Microsoft Corporation, will be responsible for any product related bugs and issues. Prime Bank will be
responsible for procurement of additional features / granules as deemed necessary during the course of the project for which
KPMG would only coordinate between Prime Bank and Microsoft
• KPMG will not be responsible for any bugs in the source code of the CRM 2013. The product vendor will address these. If
requested, KPMG might however liaison on behalf of Prime Bank for any product related issues with the product vendor.
S Vijay, Partner
Maruthi Info-Tech Centre,
11-12/1 Inner Ring Road
Koramangala,
Bangalore 560071, India
Ph.: +91 (80) 3065 4321
Email: vsubramanyam@kpmg.com
Debjit Chakraborty
Associate Director
KPMG
Godrej Waterside,
Unit No. 603 & 604, 6th Floor, Tower – 1,
Sector – V, Salt Lake, Kolkata – 700091
Ph.: 9830049508
Email: debjit@kpmg.com
© 2014 Rahman Rahman Huq, a partnership firm registered in Bangladesh and a

Ali Ashfaq
member firm of the KPMG network of independent member firms affiliated with Partner,
KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights Audit and Advisory,
reserved
KPMG in Bangladesh
The KPMG name, logo and “cutting through complexity” are registered trademarks 9 Mohakhali C/A (11th and 12th Floor)
or trademarks of KPMG International Cooperative (“KPMG International”). M: +880 17 1308 2040
Restriction on Disclosure and Use of Information E: aashfaq@kpmg.com
The data in this document contains trade secrets and confidential or proprietary
information of KPMG, the disclosure of which would provide a competitive
advantage to others. Therefore, this proposal shall not be disclosed, used or Abu Sayeed Mohammad Tareq
duplicated, in whole or in part, for any purpose other than to evaluate KPMG’s
services described in this document.
Assistant Manager,
KPMG in Bangladesh
Disclaimer: This proposal is made by KPMG, a Indian member firm of KPMG 9 Mohakhali C/A (11th and 12th Floor)
International Cooperative, and is in all respects subject to the negotiation,
agreement, and signing of a specific engagement letter or contracts. This proposal M: +880 1552383531
is also subject to our customary evaluation of clients and engagements. E: abutareq@kpmg.com

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Prime Bank Limited

02 Our Understanding of Business Needs

03 Approach, Methodology & Timeline

04 Roles & Responsibilities

06 Budgetary Estimate License & Implementation

07 Annexures(Detailed Scope & Team Profile)

We have done it before:

3 We have a defined approach:

A Team that can A Strong Effective Change

• Improve Customer relationship

• Branch Teams(150 Branches x 3 Users per Branch)

• CRM to be integrated with CBS, Loan Management, Card Management, CTI,

Individual bank differentiation

More precise understanding and

1. Individual Banks differentiation gaining importance

2. A focused geographic strategy is a necessity

Tax transparency is critical, with a client focus on post-tax returns

More precise understanding and targeting of client segments required

Anticipating clients’ evolving product and service needs

Client advisory enhancement through specific, technical CRM development

Leapfrogging the competition: enhancing service delivery through mobile

Ability to define target geography

Geographic Flexible solutions to manage

Effective Segmentation to serve

CRM, Advisory Platform, Customer FNR, guided selling, navigation

Consolidate, virtualize, unified External customer engagement:

Compliance and risk

Innovation in Customer onboarding, first 90 days

Enterprise architecture, modernize

While many banks have found it

• With multiple systems in place customer data lies in

CRM addresses the following key challenges faced by banks:

 Contact management and account planning: Contact management,

People first Connected Personal

People-first experience Pervasive connections and Personal experiences delivered

Reputation… Search… Engagement…

Shopping… Reviews… Likes…

References… Ads… Service…

• Simple and immersive interface with wizard that salespeople

• Deep insight into market conditions, prospects and customers

• Anywhere access to the people and resources needed for

Tablet Desktop Phone

Relationships | Interactions | Process | Insights

Lead Generation & Close Loop

Customer/ Customer Universal View Sales Analytics Service Analytics

Integration Web Services Soap Connectors WCF .NET CCA

Call Sales Service Marketing Customer Segmentation Cross/Up Sell Analysis

Campaign & Marketing Data Integration

Branch  Opportunity  Workflow  Leads Customer Analysis Product Analysis

Management Management Management

CRM CRM Sales & Marketing

Enterprise Integration Hub

Legacy Core Systems Enterprise Data Warehouse

Customer Needs Our Solution Benefits Realized

 Gain 360-degree view of  Deep customer

Financial Services Professional Services Manufacturing

Business Needed a system to track and resolve customer

Business Previously Raiffeisenbank used a CRM solution

Benefits  Customer service times improved by 25%

Business Sun wanted a CRM solution that would be

• Contact & Account Management

• Case Creation(Through Web Portal, Call, Email)

• CTI Integration with Dynamics CRM