Below is an example of a Large Scale Conversion Project performed by CMA resources for an Investment Bank. The scope of this project was to replace their back office systems and re-engineer the processes that support risk management; core banking and lending, treasury operations and financial reporting with a new vendor package for back office operation, corporate lending and general ledger system.
Our Approach:
- Established PMO and governance structure and ran successful program, including PMO and work streams (requirements. data conversion, development, testing, documentation, training, implementation), status and risk/issue reporting/tracking, tools and templates.
- Conducted series of workshops and interviews to gather business requirements with the key personnel in each of the functional areas.
- Developed and executed the data conversion plan and strategy, working with the key business personnel to develop the conversion functional specifications and mapping, developing the technical conversion functional specifications and conversion programs and managing the cleansing and creation of critical data being converted to the new systems.
- Managed the development and execution of detailed use cases, test scripts, test plan and strategy, including system integrations, UAT, non-functional, mock conversions and parallel testing.
- Developed reporting requirements and built a data warehouse to support customized financial, operational and risk reporting.
- Developed work flows and procedures for all front, middle and back office processes. Middle office control procedures included report formats, limits, utilization and exception reporting, escalation and aging procedures, pricing/valuations models.
- Developed training plans and utilized new procedures to ensure full operational readiness and a smooth transition to the new environment.
Results and Success Factors:
- Able to evaluate a large and complex architecture and propose a target solution and implementation roadmap based on industry best practices and an understanding of the client’s internal architecture constraints.
- Worked closely with all stakeholders (client and vendors), managed the entire transformation program, utilized the PMO governance and reporting structure and processes with all of the work streams, in order to successfully deliver the systems and processes with transparent budgeting and timing throughout.
