Core Banking Transformation

The unique way ING Vysya Bank did it!

Subhash Chandra Jose

Programme Manager

Why Change the Core Banking ?

Through the journey

The Future with a Customer Centric Core Banking

Why change the Core Banking

Infrastructure ?

ING Vysya moved to

core banking b/w 2001 and

2004

Old CBS Infrastructure went into high

cost maintenance

Time to market for

new products was taking almost one

quarter for roll out

PID for Core Banking

Transformation conceived in Dec 2011

Vision to replace the PFW with

new Profile Direct version

7 from FIS

8 million accounts2 million Customers

123 Modules

31 User Classes

550 branches30 Central Units & 8000+ Active users

192 Active Products serviced out of the

Core Banking System

Why ? The Business Case.

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So what is the big deal?

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Why Change the Core Banking ?

Through the journey

The Future with a Customer Centric Core Banking

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Core Banking Transformation Journey

The bank and FIS joined together for delivery. Agile – iterative

model at work with bank UAT test experts doubling up as BAs in

the scrum team executing test cases. Close collaboration with

vendor

Extensive planning. Frameworks for delivery , testing and

training designed. The most creative period in the project with

teams engaging in workshops to drill down the minutest WBS

with ownership. Weekly KPIs to Project Board started.

Extensive exercise for choosing partners and solutions.

FIS Profile Direct (V7.0) selected for core banking with FIS

teams partnering for implementation. Blue Tree and Audi time

identified for Performance Tests , Regression suite and Data

Migration audit

Project Initiated in Feb 2012. Resources on boarded. A war

room collocating cross functional teams – the core team for

the project created. Requirements initiated. Agile development

adopted. Interface standardization initiated across all

interfaces through ESB

UAT phase executing 80,000+ test cases developed, spread in

123 modules and based on 500+ use cases. Tools to track the

progress on daily basis. 7000+ defects fixed.

10 Regional Training centers set up. Training the Trainer program

conducted for identified 120 resources. 80 were selected as

Trainers with 12 level 2 regional trainers. 2 day training program

designed. Resources identified

The Cut Over divided into two phases

Interface , Core Technology and Infra Cut Over in Nov 2013

Big Bang application cut over in Feb 2014

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The Cut Over – The D Days

The Big Bang – February 2014

• Profile Direct cut over in 32 hours vs plan of 40 hours. 5 hours ATM downtime

and 24 hours for other channels

• Command center model of cut over with CISCO collaboration tools

• Dedicated support center with the core team with CISCO based call center

model.

• 2 weeks cooling period vs plan of 45 days.

Technology Cut Over – Nov 2013

• New Data Center commissioned. New core banking servers from IBM

commissioned

• Data base upgraded to GTM5.5 allowing replication from previous versions to

higher versions.

• 36/70 Interfacing applications upgraded through the ESB layer.

• MQ series upgraded. 1 day cooling period with 1 hour channels down time

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Our new Customer Centric CBS – The way we did it!

This program changed :

Core Banking system

The Data Center

2000+ new desktops

Bandwidth for all

network

MQ series changes

JDBC driver & DB

version

Maximum Transformation

Agile principles of

‘welcoming change’ v.s.

static scope

Change Control Board

with strong stakeholders

with IT on the lead.

Prioritization of changes

in BAU & parallel

development in project

line

Regression suite

Zero Change Freeze

Completed the project 2

quarters ahead of schedule

v.s. the board commitment.

Extensive planning

Factory Model framework

creation with project

management best

practices

Agile !

Fast Pace Implementation

In Feb 14, ING Vysya launched a new Customer Centric CBS

after a swift 18 month journey & a super smooth cut over

Why Change the Core Banking ?

Through the journey

The Future with a Customer Centric Core Banking

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The Way Forward for ING Vysya

Exploit new architecture for overnight deployments

Exploit the Integrated configuration management and

delivery tools set up during project in Business As

Usual mode

Capitalizing on the new state of the art DC and faster

servers to increase effective availability of systems

Agile model of development to respond faster to changes

Utilizing new features in PD to ‘cross sell’ more products.

Leveraging unique platform and partner strategy to

consolidate more distributed products to the core

banking where logically relevant

Freeing up scarce internal resources to focus on new

transformational activities in IT

Increase operational efficiency

with new Core Banking

Infrastructure

Respond more rapidly and

effectively to changing market

demands

Use the new platforms strategically

as a driver for consolidation and

optimize efficiencies in IT

Thank You