There are 2 types of change managem

There are 2 types of change management in this project. One pertains to the software change control and configuration management; another is related to BANK’s business processes change.

Software Configuration Management / Change Control:

From the software angle, configuration management plan and related activities for LOS System throughout this project implementation shall adhere strictly to vendor’s standard procedures and guidelines with regards to software configuration management and change management.

Vendor’s Project Manager will play the role of Configuration Manager to ensure that all the configurable items are properly managed and controlled in a central repository accessible to all project team members and stakeholders.

The configurable items in this project include:

• All software components
• Project Plan / Charter
• Gap Analysis Document / User Requirements Specification
• Functional Specification
• Technical & Interface Design Specification
• Impact Analysis Document (internal)
• Program Specification (internal)
• User & Technical Reference Guides

Business Process Change Management

Besides controlling the project deliverables, vendor’s Project Manager and Change Manager will work hand-in-hand with BANK’s Project Manager and Change Manager / Change Management Office to define the ownership and communication roadmap as part of the project planning in order to manage the change journey effectively. The tasks include outlining the varying levels of commitment required from each stakeholder group throughout the change journey, describing the overall approach to gain buy-in, and define techniques to measure commitment over time. BANK should also identify a team of key people with influence to champion the organisational change impact and operational process re-engineering.

Our Subject Matter Experts (SME) are capable in assisting BANK to reengineer and improve the existing processes. LOS System is a result of active R&D in technology and also best practices in banking. The workflow & processes inherent in the LOS System will enable BANK to achieve greater transaction processing efficiency. It addresses the overall business flow from the start of a transaction until the end of a transaction cycle, flowing through seamlessly. This produces more efficient transaction handling, and information required by management becomes available on a timely basis.

In addition, we perform ongoing research not just limited to technical areas but also on current banking trends and development. For example, we keep abreast with the developments that impact the banking and financial industry. At the same time, our SMEs continuously engage with our existing customers to share knowledge on new developments. This, we believe, will certainly help BANK in its operational process improvement.

Critical Success Factors:

Several critical success factors that are vital throughout the entire change journey are:

• High level of commitment and sponsorship in BANK to drive the business and application change

• Proper calibration of expectation to the core project team to ensure implementation scope is contained

• Readiness of sufficient infrastructure to ensure a timely and smooth deployment

• Data integrity for migration from the existing system is important so as to start off with the right footing

• Full involvement, cooperation and priority from the stakeholders, i.e. users, external vendors, and formation of a core project team comprising representatives from each party

• Effective change management and proficiency in using the new software application to accommodate operations by all end users

• Establishment of an effective central support and communication channel at BANK IT to liaise with us for future post rollout support

Kết quả (Việt) 1:

Không có 2 loại quản lý thay đổi trong dự án này. Một trong những liên quan đến phần mềm kiểm soát và cấu hình quản lý thay đổi; khác có liên quan đến sự thay đổi quy trình kinh doanh của ngân hàng. Phần mềm quản lý cấu hình / thay đổi điều khiển:Từ góc độ phần mềm, kế hoạch quản lý cấu hình và hoạt động liên quan cho LOS hệ thống trong việc thực hiện dự án này sẽ tuân theo đúng thủ tục tiêu chuẩn của nhà cung cấp và các hướng dẫn là liên quan đến quản lý cấu hình phần mềm và quản lý thay đổi. Quản lý dự án của nhà cung cấp sẽ đóng vai trò của quản lý cấu hình để đảm bảo rằng tất cả các mục cấu hình đúng cách quản lý và điều khiển trong một kho lưu trữ Trung tâm truy cập vào tất cả các thành viên trong nhóm dự án và các bên liên quan. Các mục cấu hình trong dự án này bao gồm:• Tất cả các thành phần phần mềm • Dự án kế hoạch / điều lệ• Khoảng cách phân tích tài liệu / người dùng yêu cầu đặc điểm kỹ thuật• Chức năng đặc điểm kỹ thuật • Kỹ thuật & đặc điểm kỹ thuật thiết kế giao diện • Tài liệu phân tích tác động (nội bộ)• Chương trình đặc điểm kỹ thuật (nội bộ)• Người dùng & kỹ thuật tham khảo hướng dẫnQuản lý thay đổi quá trình kinh doanhBesides controlling the project deliverables, vendor’s Project Manager and Change Manager will work hand-in-hand with BANK’s Project Manager and Change Manager / Change Management Office to define the ownership and communication roadmap as part of the project planning in order to manage the change journey effectively. The tasks include outlining the varying levels of commitment required from each stakeholder group throughout the change journey, describing the overall approach to gain buy-in, and define techniques to measure commitment over time. BANK should also identify a team of key people with influence to champion the organisational change impact and operational process re-engineering. Our Subject Matter Experts (SME) are capable in assisting BANK to reengineer and improve the existing processes. LOS System is a result of active R&D in technology and also best practices in banking. The workflow & processes inherent in the LOS System will enable BANK to achieve greater transaction processing efficiency. It addresses the overall business flow from the start of a transaction until the end of a transaction cycle, flowing through seamlessly. This produces more efficient transaction handling, and information required by management becomes available on a timely basis.In addition, we perform ongoing research not just limited to technical areas but also on current banking trends and development. For example, we keep abreast with the developments that impact the banking and financial industry. At the same time, our SMEs continuously engage with our existing customers to share knowledge on new developments. This, we believe, will certainly help BANK in its operational process improvement.Critical Success Factors:Several critical success factors that are vital throughout the entire change journey are:• High level of commitment and sponsorship in BANK to drive the business and application change • Proper calibration of expectation to the core project team to ensure implementation scope is contained• Readiness of sufficient infrastructure to ensure a timely and smooth deployment• Data integrity for migration from the existing system is important so as to start off with the right footing• Full involvement, cooperation and priority from the stakeholders, i.e. users, external vendors, and formation of a core project team comprising representatives from each party• Effective change management and proficiency in using the new software application to accommodate operations by all end users• Establishment of an effective central support and communication channel at BANK IT to liaise with us for future post rollout support