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Msc thesis presentation on Data migration within Eskan Bank (Case study)

Msc thesis presentation on Data migration within Eskan Bank (Case study)

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  • 1. AN ANALYSIS OF ESKAN BANK’S DATA MIGRATION PROCESS WITHIN ITS CORE BANKING MIGRATION By Abdulla I. AlBurshaid A presentation on the dissertation submitted in full fulfillment of the requirements for the degree of MSC Information Technology Management University of Sunderland 2007/2008
  • 2. Dissertation Aims
      • The dissertation aims to achieve the following objectives:
    • A report that studies the theories, successes and failures of data migration to educate EB’s IT department on DM within a system change project.
    • An overview of the data migration phase within EB core banking migration project.
    • An analytic comparison and contrasts description between the theories and case studies including a counsel from an auditing company.
    • An analysis based on results of a questionnaire/survey answered by the sponsoring organisation on the data migration phase. To consequently formulate an enhanced DM model for EB utilising IT department documentation on the Core Banking System Change project and feedback from both interviews and questionnaire/survey answered by EB IT personnel and consultants both exposed and impacted by DM.
    • Finally, a critical evaluation of the aims of the DM phase within the migration of the core banking system.
  • 3. Introduction
    • This project examines the background of DM process within a system change project, by going into the details of its methodologies and strategies.
    • A major international auditing corporation accepted to provide some case studies for comparison and contrasting existing practices with Eskan Bank’s migration project.
    • This paper also looks into Eskan Bank’s system change and focus on the DM process itself, compared and contrasted with explored literature, including its impact and how it reconciles with well known standards and approaches via project documentation and a survey conducted with the project manager and consultants.
    • The project attempts to formulate an ideal tailor-made approach towards achieving a smoother DM process for Eskan Bank by utilising the results of a questionnaire or survey answered by Eskan Bank’s IT personnel and consultants.
  • 4. Data Migration Background
    • Data Migration is a needle in a hay stack.
    • The phrase ‘Data Migration’ on its own is associated with many fields, or actions that apply to that process one way or another
    • Today more and more systems are being updated, migrated, extracted, and cloned for many reasons:
      • Organizational business process change
      • Organizational Merger
      • Organizational Split
      • System Improvement
      • System Backup
    • Thus Data Migration is a very critical annoyance to IT personnel that has to be approached with both qualitative and quantitative means
  • 5. Data Migration Project Issues DM Projects Issues (A) Budget (B) Personnel (C) Technical (D) Duration (E) Environment (F) Approach
  • 6. Budget Issues Budget Budget Overrun Budget Allocation Acquiring Budget
  • 7. Exceeding Budget Bloor Research, 2007
  • 8. Reason for Budget Overrun Bloor Research, 2007
  • 9. Personnel Issues Personnel Lack of Expertise PM(s) Capacity
  • 10. Data Migration Project Coordination Rating
    • Rate on a scale of 1 – 5, how difficult coordination & collaboration was between various aspects of the DM part of the project
    Bloor Research, 2007
  • 11. Staff time utilised in DM Bloor Research, 2007
  • 12. Technical Issues Technical Hardware Software Infrastructure
  • 13. Application Downtime Bloor Research, 2007
  • 14. Data Migration Tools Which PM tools were used on the DM portion of the project? (Multiple responses allowed). Bloor Research, 2007
  • 15. Data Migration Tools Allocation Bloor Research, 2007
  • 16. Duration Issues Schedule Duration Allocation Duration Overrun Scheduling
  • 17. Extent of Time Overrun Bloor Research, 2007
  • 18. Cause of Time Overrun Bloor Research, 2007
  • 19. Environment Issues Environment Staff Resistance Legal Business Process Stakeholders
  • 20. Who was responsible for the management of the DM phase of the project? Bloor Research, 2007
  • 21. Who owned responsibility for delivery of the DM project? Bloor Research, 2007
  • 22. Approach DM Methodology Training Plan
  • 23. Who decided on the methodology and approach to the DM phase of the project? Bloor Research, 2007
  • 24. Did you use a formal documented approach (methodology) for performing DM activities? Bloor Research, 2007
  • 25. Staff Time Utilised in Training Bloor Research, 2007
  • 26. Auditor Recommendation Risk & Controls: -Sustained Compliance -Operational Effectiveness - Quality of information -Transparency Technology: -Scalability -Enablement -Cost -Data Integrity Organization & People: -Strategy & Structure -Accountability -Knowledge & Skills -Change Management Process Optimization: -Speed -Efficiency -Timeliness -Resource Allocation Performance Risk DM PROJECT
  • 27. Dimensions Stages DEPLOY TEST BUILD DESIGN Technology Organisation & People Process Optimisation Risk & Controls
  • 28. Design Key Questions
    • How does the organization ensure that its project documentation will satisfy regulatory compliance and monitoring needs?
    • Are controls being identified and linked to process definition documents?
    • What is the security control strategy?
    • What control procedures are required to ensure complete and accurate conversion?
    • What gaps exist between current key controls and the newly identified key controls?
    • What are the key risks and controls for each business process and how are they configured in the ERP system?
  • 29. Build Key Questions
    • How do controls interact with processes?
    • How are the key controls configured or customized, and who will be responsible for monitoring them?
    • What are the IT change management procedures?
    • What data “cleanup” is required/desired before conversion?
    • What access and security rights should each user have?
    • Who are all the users of the new system?
  • 30. Test Key Questions
    • What are the user acceptance test criteria and sign-off procedures?
    • Are trial conversions being executed and balanced/reconciled?
    • Have interfaces been tested to ensure consistent and accurate information across multiple databases?
    • Are business roles being evaluated relative to segregation-of-duty conflicts?
    • Are controls linked to the testing scenarios and are end-to-end business processes being tested with key control points?
  • 31. Deploy Key Questions
    • Are users appropriately trained?”
    • What is the plan to address control accountability during both transition and post-implementation?
    • What is the plan to transition documented changes to the compliance program?
    • What is the method to update and control documentation?
    • What is the post-implementation plan to review key risk areas and monitor compliance?
    • What is the plan to assess control and security performance?
  • 32. Eskan Bank Data Migration Experience
    • Lack of Functionality to Support Business & Support Units
    • Minimal streamlined and automated processes
    • Lack of Workflow enforcement
    • Business processes are not changing to be in line with best practises
    • Quality of Data; multiple capture of the same data, and data inconsistencies
    • Lack of a flexible reporting mechanism
    • Access to Information is Difficult and Time Consuming
    • Lack of Proper Levels of Controls
    • Legacy AS400 system is the cause of many problems
    • Lack of System Documentation (High Risk)
    • Limited Integration
    • Future Needs can not be Addressed
    Reasons for Considering a New Core Banking System :
  • 33. Eskan Bank Background Eskan Bank was established and incorporated as a joint stock company and separate entity to the Government of the Kingdom of Bahrain in 1979 by Decree Law No.4/1979 as published in the Official Gazette Issue No. 1322 15 March 1979 and as amended by the Decree Law 75/2006. Its prime responsibility covers the development of the construction industry in Bahrain to support major housing programmes administered by the MOWH . Over the last 25 years, Eskan has provided more than one (1) billion US dollars in different types of loans to Bahrainis. Since its establishment, Eskan has consistently retained its position as the leading player in Bahrain’s finance / mortgage market. Eskan has to date been able to help over 14,000 families in Bahrain to build/ purchase new homes or to renovate their existing properties.
  • 34. Eskan Bank I.T. Department Eskan Banks I.T. department have been undergoing migrations of several systems. This project will focus on one of the many, ‘The Migration of Core Banking. Thus, data migration is inevitable. The data migration phase of this project is seen as a crucial step towards achieving a successful, modernised, and capable core banking system. Consequently, the overall banks capability and efficiency in there modernisation vision of business processes lay upon the success of the crucial data migration phase in there core banking migration project.
  • 35. Eskan Bank Data Migration Experience Builds the Bank’s reputation Creates new customer opportunities Fosters company vision and mission Improves market position relative to competitors Improves the ability to serve customers Increases competitiveness and ability to charge a premium Organizational Benefits:
  • 36. Eskan Bank Data Migration Experience Decreases employee work loads for undesirable work Eliminates non-value added activities Improves employee morale / team spirit Improves internal communication between departments and groups Improves use of workspace Increases employee and process productivity Reduces cycle time Operational Benefits:
  • 37. Eskan Bank Data Migration Experience Decreases maintenance/support costs Improves application/system performance Improves application/system utilization rate Increases efficiency of support activities Increases productivity through automation Maintains intellectual property investment Preserves value of technology Information Technology Benefits:
  • 38. Eskan Bank System Change Risks A red square = Unacceptable. Major disruption is likely. Different approach is required. Priority management decision required. A yellow square = Moderate. Some disruption, approach may be required. Additional management decision required. A green square = Minimum impact. Minimum oversight needed to ensure risk remains low.
  • 39. Eskan Bank Data Migration Project Risks Project Manager:   Impact 5 4 3 2 1           A           B   Migration Leap  Control Data  Data Fields   C   Personnel Resources / Hardware Resources   Reports   Configuration Control / Archiving / Education & Training     D   Resistance        E Risk Level (Risk Exposure) Probability
  • 40. Eskan Bank Data Migration Project Risks Consultant:   Impact 5 4 3 2 1           Data Fields / Reports / Hardware Resource A         Configuration Control / Control Data / Education & Training   Archiving B   Migration Leap  Resistance      C     Personnel Resources     D         E Risk Level (Risk Exposure) Probability
  • 41. Eskan Bank System Change Actual Scenario
    • Eskan Bank installed a new banking application “Equation” developed by Misys.
    • The application actually went live on 29th November 2006.
    • Parallel run is carried out and data entered into both old and new applications all the way to all three phases.
    • During the parallel run, several differences were noted between the data in the existing application and the newly implemented Equation.
    • Eskan Bank needs to reconcile the data between the two systems using an efficient process that would assist in reducing the time required to go live with the new system. Presently financial control staffs are working on identifying, analyzing and eliminating the differences. Parallel run was supposed to stop in Feb. 2007 (phase 2). However, differences were continued to be noted in the parallel run and the old application is continued. These results in duplication of efforts and the resources of financial control team are not effectively utilized.
    • A slight staff resistance formed due to working on entering data twice in both old and new systems.
  • 42. Eskan Bank System Change Proposed Action Some proposed actions were put into performance due to several hiccups stated: i) Discontinuance of parallel run: The discontinuance of parallel run is vital to reconcile the differences and to utilise the new system in its full optimum performance. ii) Reconciliation of differences: In order to complete the reconciliation process efficiently, use of automated data analytics tools like ACL tm to reconcile data between two or more systems. Reconciliation of data involves the following steps: iii) Data Quality Assurance: Data quality assurance process involves verifying completeness of data using analytical tools and identifying inconsistencies. These errors are then brought to the attention of the appropriate personnel for actions to rectify the same.
  • 43. Data Migration Methodology
      • DM plan
    • DM schedule
    • DM documentation
    • DM issues management
    • DM process
    • DM environment
    • Data cleansing
    • DM
    • DM validation plan
    • DM validation
    • Data management
    • DM technical
    • DM acceptance
    • Disaster recovery
    • Issues tracking & resolution
    OUTPUTS Project Manager Data Analysis DBA DM Programmers Migration Infrastructure User Analyst MECHANISMS CONTROLS Federal & State Laws & Regulations Project Schedule Business Process Requirements In-House Software Upgrade Off The Shelf Software Upgrade INPUTS Data Migration
  • 44. Methodology Achieved Objectives
    • Avoid Risks
    • Planned Actions
    • Documented Methodology
    • Contingency Planning
    • Comprehensive Study
    • Reutilized Methodology
  • 45. Thesis Achieved Objectives
    • A report that studies the theories, successes and failures of data migration to educate Eskan Bank’s IT department on Data Migration within a system change project.
    • An overview of the data migration phase within Eskan Bank core banking migration project.
    • An analytic comparison and contrasts description between the theories and case studies including a counsel from an auditing company.
    • An analysis based on results of a questionnaire/survey answered by the sponsoring organisation on the data migration phase. To consequently formulate an enhanced Data Migration model for Eskan Bank utilising IT department documentation on the Core Banking System Change project and feedback from both interviews and questionnaire/survey answered by Eskan Bank IT personnel and consultants both exposed and impacted by Data Migration.
    • Finally, a critical evaluation of the aims of the Data Migration phase within the migration of the core banking system.
  • 46. Thank you for listening.. Any Questions?