The development of technology management process control in the IT department of Banks

Author: Dong Weidong, Project Director, Shenzhen extraordinary Information Technology Co., Ltd.

 

Extraordinary companies believe that the strategic banking business model determines the IT governance model, the IT governance model determines the IT control process, and the process determines the robustness of technical support and the high availability of the environment, calmly deal with various incident control and security requirements.

In China, with the formation of a competitive landscape in the banking industry, the development trend must be the mission of creating customer value, focusing on customers, service-oriented has become a key strategy for the banking industry to create competitive barriers to gain greater market share. The Information Technology Department of the Bank, as a guarantee service organization, determines the effectiveness of IT operations. Most of them depend on whether it has excellent process management and process control tools to facilitate continuous improvement.

The Information Technology Department of the Bank, as a key department supporting banking services, how to establish a High Availability IT system environment and establish an IT technology work management platform that quickly responds to business strategic needs has become a very important proposition. Fully consider the organizational structure decision-making model, management system, process system, performance evaluation and continuous improvement mechanisms. The maturity of process management plays an important role in IT technology work management.

According to the service practice that Shenzhen exclusive Information Technology Co., Ltd. has been working on bank Science and Technology Process Management for many years, it is felt that the process management maturity is divided into the following five levels:

 

 

The rapid development of China's banking industry has been completed in just three to four decades. Western countries have been in the process for more than one hundred years. Our accumulation in process management is far from the advanced management mode. For example:

I. Experience-oriented and department-oriented processes constitute the current situation of process management in most banking technology departments. Non-standard processes, high randomness, poor system execution, lack of systematic support, lack of performance management and value evaluation.

2. Even though many banking technology departments have passed the iso20000 and iso27000 certifications, most of them are based on administrative considerations. There are few banking technology departments that really closely integrate the ISO process with their own management, the regionalization process is often shelved or handled for inspection and response to regulatory requirements.

Iii. As the competition in the banking industry intensifies, more cross-organizational process collaboration, and unoptimized and sorted processes often form a thick departmental wall, which greatly affects the efficiency. This model is prone to backward thinking patterns that give priority to departmental interests, confuse overall objectives, and lead to abnormal and slow organization operations. Or, it can only be maintained through a large number of interpersonal relationships, the technology operation is moving farther and farther away from normal operation, and the labor cost is also rising.

4. Many bank science and technology departments have adopted some process management systems to solidify relevant control work, however, the poor thing is that the electronic process is not in a systematic structure, and there is a lack of correct strategic orientation, inspection and evaluation, and improvement mechanisms. The final result is often to move the wrong process to the software, and the final IT system is difficult to make full use of the bid value. Advanced management ideas and the lagging models of institutions are difficult to integrate.

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Shenzhen exclusive Information Technology Co., Ltd. analyzes the current situation of the Bank's Science and Technology Process Management Work and the transformation process, combined with the characteristics of E8 series software, summarizes a set of effective process management planning methods and implementation methodology. Through its powerful process management platform, it helps banks import process management tools, guide correct IT governance models, and promote the execution of process control and continuous improvement mechanisms.

The e8.itsm solution is closely integrated with the technology management philosophy of banks with Chinese characteristics and the implementation of specific business processes to prevent the emergence of "two skins. Integrates strategies, core competitive advantages, operation strategies, Process Systems, organizational performance and IT systems, optimizes processes, and establishes process control points based on the operational benefits of banking businesses; ensure the execution of the process, the ability to replicate, and the mechanism of continuous optimization. Ultimately, ensure that the process is in the optimal running state, balance risks and efficiency, and ensure the fulfillment of the banking business strategy.