ING Vysya Bank transformed its core banking system to improve efficiency, reduce costs, and speed up product rollouts. The bank replaced its old core banking infrastructure with FIS Profile Direct version 7.0 in an 18-month transformation project involving over 8 million accounts, 2 million customers, 123 modules, and 550 branches. The project was completed successfully and ahead of schedule in February 2014 through extensive planning, an agile approach, and a swift cutover involving the new core banking system, data center, desktops, and network infrastructure. The new core banking system positions the bank for increased availability, faster response to changes, improved cross-selling of products, and overall operational efficiency.

1. Core Banking Transformation
The unique way ING Vysya Bank did it!
Subhash Chandra Jose
Programme Manager

2. Why Change the Core Banking ?
Through the journey
The Future with a Customer Centric Core Banking

3. 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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5. 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 Boardstarted.
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 vsplan 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 vsplan 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

9. 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

11. Thank You