IT Governance Optimisation at Komerční Banka

​Ness consultants have realized a range of process consultations in areas of Problem Management, incident Management, Change Management and Operations Management, according to ITIL and CobiT recommendation standards.

Update of processes within internal IT Governance model and introduction of those processes to practise was the main goal of these consultations.

Issue Solution targets
The bank has identified its needs to improve internal processes regarding IT Governance model built on CobiT processes (Control Objectives for Information and related Technology) and asked for a consulting service related to optimisation of those processes. The main goal of the process consulting project at Komerčni banka was process analysis and optimisation, interconnection of IT processes to other processes in the model and supportive tool requirements collection. Transfer of know-how on process engineering and strategic process management to the employees of the department was another key target.

Issue of the out-of-date internal processes

The project was initiated as one of the bank´s activities regarding upgrade of the IT Governance model built on CobiT processes (Control Objectives for Information and related Technology). Ness consultants were invited to the bank to help upgrade a few IT processes of the department. During mutual cooperation Ness deployed both CobiT and ITIL (IT Infrastructure Library) certified professionals with long-term practical implementation experience and detailed knowledge of Komerčni banka´s internal environment.

Cooperation between Ness and the Komerčni banka´s IT department was specific mainly for its purely consulting character.

Process optimisation

Analysis and optimisation of IT processes, interconnection to other bank processes in the model and collection of supportive tool requirements were the main goals of the process consulting project at Komerčni banka. The best ITIL and CobiT practices were deployed on this project. Komerčni banka has a process framework built on the CobiT processes. And exactly this background was used by Ness consultants during process optimisation. CobiT defi ned frameworks and mutual relations of particular processes, while ITIL supported creation of the process contents. Creation and update of processes compliant with the IT Governance framework and responding to Komerčni banka´s business strategy were a crucial task of the project. During the project, CobiT process version 3 was upgraded to CobiT version 4, which comprised in particular revision of the process interface, its adjustment, restructuring and revision of transferring inputs and outputs.

Coaching, cooperation and knowledge sharing

The whole project and new processes were built on a model of partnership. One of the goals of this project was also know-how sharing regarding process engineering and strategic process management. Ness consultants were deployed on the project as advisors and opponents utilizing their practical experience from different companies and profound knowledge of current world standards and trends. The advantage was that our consultants were not burden by day-to-day operations of the bank. Therefore, such cooperation truly supported searching for new and progressive solutions.

Our cooperation was based on the following key ideas:

  • Mutual synergy and partnership – we work on the solution together
    • Discussion over requirements, over their feasibility and backgrounds
    • Sharing and transfer of know-how and best practices
    • Compliance with reality and with specifi c requirements
  • Solution identification followed by a system solution
    • First we help you identify quick and efficient solutions to perceive the benefits immediately, after that we work on a system solution.
  • Maximum possible simplicity and transparency
    • An optimal solution means that you have nothing more to be removed without losing functionality, rather than that you have nothing more to be added to this solution.
  • Independent view
    • The opponent role and instant searching for solutions, how to make things even better.
  • Open mind, respect and responsibility

The project was managed by a method of coaching and outcomes came from mutual cooperation. This approach is, from a long-term point of view, much more efficient compared to just a pure project implementation by external resources, as know-how is thus handed over to the employees of the customer and they are then able to further maintain and develop the selected solution.

Revision of the processes, measurement, supportive tools

During the project, the following key outcomes were generated:

  • Revision and integration of new activities and outcomes to the IT Governance model and inclusion of new terms to a standard terminological dictionary
  • Analysis and definition of process boundaries, set up of links to other model processes, process implementation with reference to CobiT v4.
  • Definition of particular responsibilities and roles (RACI chart).
  • Introduction of a process of continuous measurement and analysis of results for processes and reporting of key indicators, their actual values and trends.
  • Designation of supportive process tools, definition of requirements regarding these instruments and recommendation for choosing the optimal tool compliant with all primary activities in the process.

During the project, Ness primary ideas, the milestones on which Ness builds its long-term relations with its customers, proved to be vital for successful cooperation. Direct customer´s involvement and active cooperation of customer´s employees is even more efficient, as a highquality custom-made solution can be always created only with the customer´s own generous contribution.

Practical experience shows that only thorough revision and transparent definition of project goals help find solutions that move the customer ahead of its competitors. And Ness knows how to find such solutions.

Major benefits

  • Revision and integration of new activities and outputs to the IT Governance model and inclusion of new terms to a standard terminological dictionary.
  • Process design and implementation according to CobiT v4.
  • Definition of particular responsibilities and roles (RACI).
  • Introduction of a process of continuous measurement and analysis of results for processes and reporting of key indicators, their actual values and trends.
  • Designation of supportive process tools, definition of requirements regarding these instruments and recommendation for choosing the optimal tool compliant with all primary activities in the process.

 


 

Komerční Banka is one of the best run universal banks in Central Europe. It provides comprehensive services to clients in the areas of retail, corporate, and investment banking. The Komerční banka Group's 8,659 employees serve more than 2.7 million clients, who can use an extensive network of 398 points of sale throughout the country. Komerční banka currently operates 688 ATMs and almost 985,000 of its clients use one of direct banking channels.

"Process consulting realized by Ness helped us achieve our targets efficiently. Ness met our expectations both by quality and value-added."

Antonin Prell, Head of IT Operations, Komerčni Banka

Resources

...