Unified Banking Process Framework

The Unified Banking

Process Framework (UBPF)

Developed and Managed by

The School of Information Systems

Singapore Management University

Created with Ongoing Inputs from

Technology & Operations Experts and Leaders

across the Global Banking Industry

Updated on 3 December 2009

2

Knowledge of end-to-end

process life cycle based

on institutional banking

products.

Bank ManagementNeeds

Middle Office services supporting the

life cycle –

Compliance

Risk Management

Product Control and Accounting

Customer Needs,

Banking Products

and Services

Knowledge of end-to-

end process life cycle

based on institutional

banking products.

Software

Systems

Systems that

support the

trade life cycle

and the cross

product

services

Pro

cess L

ife C

ycle

Custo

me

r

En

ga

ge

me

nt

Ord

er

Acquis

itio

nT

ransactio

n

Fu

lfill

ment

Main

tenance

Revie

ws

Initial

SMU SIS Banking

Process

Framework

Singapore’s National

Infocomm Competency

Framework,

Financial Services

Working Group, uses

SMU SIS BPF as a key

input and output

SMU SIS Revised

UNIFIED BANKING

PROCESS

FRAMEWORK

Through interactions between NICF

Financial Services Working Group and

SMU SIS BPF creators, an improved

structure for a “knowledge map” of banking

is created. The knowledge map

systematically organizes the essential types

of domain, process and systems

knowledge that an IT Professional needs to

support the banking business.

History: From the Initial SMU Banking Process Framework to the

Unified Banking Process Framework

2006 – 2007:

2008:

2008 and onward:SMU SIS continues

intensive development

effort on banking process

& IT educational

framework and expands it

into the UBPF

The SMU SIS Banking Industry initiative develops

skills in Banking Technology across different levels


School of Information Systems

Banking Technology & Operations

Programme

Masters Level

Professional Short Courses

Undergraduate Level

RETAIN

ATTRACT

PREPARE

Joint effort to develop IT professionals

for the banking industry

Unified

Banking

Process

Framework

Investment

Banking,

Capital Markets

Corporate &

Institutional

Banking

Private

Banking &

Wealth Mgmt

Retail

Banking

3

4

• Allure of front office

– All the “smart ones” want to be investment bankers, private bankers, fund managers…

• Operations complexity

– Global delivery model for business processes and IT services

– Complexity of

• Products and services

• Application software

• Infrastructure

– IT rate of change

• Operations & Technology importance and impact:

– Enabler for cost, revenue, speed, service, compliance change

– Large footprint (people, budget, assets)

• Industry’s training model - old days vs today

Banking Industry Issues for Tech & Ops Professionals

5





– Complexity of



• Infrastructure






Industry issuesHard to attract

and retain

6





– Complexity of



• Infrastructure






Industry issuesIt’s complex. It’s tough.

And you need the brains

and decision acumen of

the best in the front office

7





– Complexity of



• Infrastructure






Industry issues

We don’t train them

like we used to

8

Sco

pe

of

mo

st

FSI t

rain

ing

View 2 End-to-End Process Lifecycles for Product & Services View 3 Bank Management Functions and Processes

A. ComplianceB. Risk ManagementC. Product ControlD. Accounting

View 4 Data Lifecycle - Creation, Measurement and UsageView 5 Software Applications & SystemsView 6 Channel Delivery & Channel Infrastructure View 7 Enterprise Architecture & Integration

Bank’s External View Customers & Needs Industry Products & ServicesMarket OrganizationMarket Participants & Roles Regulatory & Market Requirements

Bank’s Internal View (View 1) Bank Business Segments Bank Products & Services across Segments Bank and Product Revenue Models Bank Organization Bank Governance Bank Level Risk Management Bank Level Financial Management

View 8 Organisation & SourcingView 9 Process Performance & ManagementView 10 Total Cost of Process Execution

View 11 Change Scenario & Impact Tracing

ChangeScenarios &

Collaboration

Processes, Operations

&Technology

Bank’sBusinessContext

Technology &Operations

Management

UB

PF

Sco

pe

Scope of the Unified Banking Process Framework

Purpose of the Unified Banking Process Framework

To support the Banking T&O groups to create Competitive Advantage

through

1. a structured and process oriented approach to banking service

delivery to achieve:

• Superlative Customer Service;

• Cost-effective Delivery;

• The ability to control operations and manage the various types of risk; and

• The required information support for management decision making.

2. A unified and consistent way of representing all segments of banking

in terms of process, data and technology.

3. A Building Blocks approach

• The ability to understand how to combine, aggregate and disaggregate any

banking process, current or future

9

10

Investing

Savings/

Surplus

Funds

Receiving/

Paying

for Services

Managing

Portfolio

Risk

Deposits/

Investments/

Insurance

Loans/Advances

Fund Raising

Capital/Currency

Commodities

Market

Trade/Project

Finance

PROCESS DATA TECHNOLOGY

Financing

Personal/

Business

Needs

Support for

Cross Border

Trade/Projects

Accounting &

Financial

Controls,

Reporting,

Audits

Internal Risk

Management,

Controls,

Reporting,

Compliance

Customer,

Sales Force,

Distribution Channels,

Data & Analytics

Systems Design,

Controls,

Production

Remittance/ Cash

Management/

Cards

Customer

Needs

Bank

Products

and

Services

Bank

Management

Needs

Financial

Management

Risk

Management

Channel

Management

Operations & Technology

Management

Securities

Safekeeping/

Trade

Settlement

Support

Custodian

Services

The UBPF is a framework for understanding linkages between

Customer Needs and Bank Management Needs

The Unified Banking Process Framework is used to visualise how a bank meets customers

needs and internal management needs through processes, data and technology

Investment Banking

& Capital Markets

Corporate &

Institutional Banking

Private Banking & Wealth

Management

Retail

Banking

Customer

Types

Transaction

Fulfillment

Enablers

11

REGULATORY BODIES

BANK1. Banking Business Segment View: Customers, Products and Services for

Investment, Corporate, Private, Retail Banking

3. Bank Management Functions

& Processes View


life cycle –

Compliance

Risk Management

Product Control

Accounting

2. Product &

Process Lifecycle

View



based on specific

banking products.

Pro

ce

ss

Customers / Market Participants (internal, external)

4. Data

Lifecycle View

Data used to

implement

business

products,

processes, rules

and analytics

6. Channel Delivery & Channel Infrastructure View

7. Enterprise Architecture & Integration View

8. Organization and Sourcing View

9. Process Performance View

10. Total Cost of Process Execution View

11. Change Scenario & Impact Tracing View

5. Software Systems

Unified Banking Process Framework Model

The 11 views of the UBPF are used to understand linkages and flows across

banking processes, data, technology and operations

12

1. Banking Business Segment View: Customers, Products and

Services for Investment, Corporate, Private, Retail Banking

3. Bank Management

Functions

& Processes View

Middle Office services

supporting the life cycle –

Compliance

Risk Management

Product Control

Accounting

2. Product &

Process Lifecycle

View



based on specific

banking products.

Pro

ce

ss

4. Data

Lifecycle View

Data used to

implement

business

products,

processes, rules

and analytics







The UBPF is focused on Banking Technology & Operations,

though it incorporates aspects of the business context needed for T & O

5. Software Systems

Change

Scenarios &

Collaboration

Processes,

Operations

&

Technology

Bank’s

Business

Context

Technology &

Operations

Management

UB

PF

Sco

pe

Sc

op

e o

f

mo

st

FS

I

tra

inin

g

UBPF Focus: Banking Processes, Data, Technology & Operations

THE UBPF is designed to enable T&O Professionals to visualize

and analyze FLOWS of information within and across Views

13

Views 2 & 3

Micro Views 2 & 3View 7

Enterprise

Data Model

Micro View 5


1414

1. the ability to plan, execute & manage

Design-Source-Implement-Operate projects

• Technology focused and/or

• Process and operations focused

2. effective collaboration with senior management across the

various business functions and units of the bank

3. integrated Business-Process-Technology analysis, decision

making and execution

Taken all together, UBPF Views 1 to 11 enhance

Request to the industry:

Continue collaborating with us to further develop UBPF content and

examples so it helps you to do these things more effectively

15

Types of Banking Customers and Customer Needs

Individuals

• Single/Joint Person

Consumer Banking

Priority Banking

Private Banking

- Joint Accounts

- Partnerships

- Family Units

- Family Businesses

IndividualsInstitutions Government

• Companies

- Banking

- Non Banking

* Large

* Medium

* Small

• Non Corporate bodies

- Trusts

- Associations

• Local

• National

• SupranationalTypes of

Customer

Investing

Savings/

Surplus

Funds

Receiving/

Paying

for Services

Managing

Portfolio

Risk

Financing

Personal/

Business

Needs

Support for

Cross Border

Trade/Projects

Customer

Needs

This summary of customer types and needs supports UBPF View 1

Securities

Safekeeping/

Trade

Settlement

Support

16

Major Activities and Products in Various Business Segments of the Banking Industry

Sales done by Relationship Managers Sales Staff

Banking Segments

Investment

Banking & Capital

Markets

Corporate &

Institutional

Banking

Private Banking

& Wealth

Management

Retail Banking

Other Services

(External Firm,

Bank Subsidiary,

or Unit Inside the

Bank)

Bank Products &

Services

Deposits

Current Account

(Core Banking)

Time Deposits

(Core Banking)

Current/Savings

Account

(Core Banking)

Savings Account

(Core Banking)

Time Deposits

(Core Banking)

Insurance Underwriting

Investments Investment Products Investment Products Investment ProductsAsset & Fund

Management

Loans/ Advances/

Fund Raising

Fund Raising Loans

Asset-based Finance

Loans

(secured and

unsecured)

Leasing Underwriting

Trade/ Project

Finance

Trade Finance

Project Finance

Remittance/ Cash

Management/

Accounts Payable

Accounts Receivable

Cash Management

Corporate FX

Credit Cards Corporate Credit CardsHigh Net Worth

Cards

Mass Market Retail

Cards, Higher Net

Worth Cards

Capital/ Currency/

Commodities

Market

Institutional Customer

Account Trading

Proprietary Trading

Corporate Customer

Account Trading

Portfolio

Management

Retail customer

Account Trading

Asset & Fund

Management

Custodian Services Custody Services Custody Services

Client Client Client Client Direct

Client

Indirect

Client

Major Banking Segments and their Products & Services

17

Asset Classes for Capital Markets

Equities Fixed Income FX Commodities Derivatives

Deposits Loans Trade Payment & Cash Management

Custody

ServicesCurrent/

Savings

Acc

Time

DepositLoans

Asset-

based

Finance

Project

Finance

Accounts

Payable

Accounts

Receivable

Liquidity

Mgt =

Treasury

Corporate

FX

Asset Classes for Private Banking & Wealth Management

Retail products Investment products

Discretionary Portfolio/

Customised Products

Individual Retail Customer Retail Merchant Customer

Deposits Consumer Finance Payments

and

Clearing

Retail

Investment

Services

Credit Card CollectionCurrent/

Savings Acc

Time

Deposit

Secured

Loans

Unsecured

Loans

Credit Card

Issuance

Investment Banking

& Capital Markets

Corporate &


Private Banking & Wealth

Management

Retail

Banking

The product families for each main banking segment supports

UBPF Views 1 & 2

18

Viewing banking products in terms of their process life cycle

Product Wind Down & Phase Out

Reviews

Maintenance

Transaction Fulfillment

Customer Order Acquisition

Customer Engagement

Product Design & SetupProduct Creation

Execution

Product Retirement

This banking product end-to-end process life cycle supports UBPF View 2 and 3

Corporate & Institutional Banking

Private Banking & Wealth Management Retail BankingInvestment

Banking

Execution Process Life Cycle Summary for Major Banking SegmentsE

xe

cu

tio

n P

roc

es

s L

ife

Cyc

le

Fund

Raising

&

Issuance

Capital

Markets,

Trading

Corporate

Finance

Cash

Management

Securities and

Fund

Administration

Investment,

Capital Market

& Corporate

Services

Retail

Services

Individual

Retail

Customer

Retail

Merchant

Customer

Customer

Engagement

- Pre trade - Sales

- Account &

Product

Setup

- Sales

- Account &

Product Setup

- Credit Facility

Setup

- Sales

- Account &

Product Setup

- Credit Facility

Setup

- Sales

- Account &

Product Setup

- Sales

- Account &

Product Setup

- Sales

- Account & Product

Setup

- Standing Instructions

(Payment & Clearing)

- Sales

- Account & Point-

of-Sales Device

Setup

Order

Acquisition

- Trade - Contract

initiation

per contract

- Contract

initiation

per contract

- Contract

initiation per

contract

- Contract initiation per

contract

Transaction

Fulfilment

- Post trade - Contract

life cycle

tracking till

maturity

per

contract

- Contract life

cycle tracking till

maturity per

contract

- Contract life

cycle tracking

till maturity per

contract

- Contract life

cycle tracking

til maturity per

contract

- Contract life cycle

tracking

- Individual retail

transaction fulfilment

(Cards)

- Revolving credit for

outstanding balances

(Cards)

- Collections/

Clearing through

VISA/ MC/

AMEX

Account

Maintenance

- Account

Maintenance

- Contract

life cycle

tracking till

maturity

per

contract

- Account

Maintenance

- Contract life

cycle tracking till

maturity per

contract

- Contract life

cycle tracking

till maturity per

contract

- Contract life

cycle tracking

til maturity per

contract

- Contract life cycle

tracking

- Account

Maintenance

- Standing Instructions

Maintenance

(Payments &

Clearing)

- Account

Maintenance

Reviews - Customer

Level Portfolio

Management

- Product

Level Review

across bank

- External

reviews

- Customer

Level

Portfolio

Managem

ent

- Product

Level

Review

across

bank

- External

reviews

- Customer

Level Portfolio

Management

- Product

Level Review

across bank

- External

reviews

- Customer Level

Portfolio

Management

- Product Level

Review across

bank

- External

reviews

- Customer

Level Portfolio

Management

- Product Level

Review across

bank

- External

reviews

- Customer

Level Portfolio

Management

- Product Level

Review across

bank

- External

reviews

- Consolidated Customer Portfolio Statement

- Customer Profiling and Buying Patterns

- Customer Loyalty Programmes (Credit Card Issuance)

- Third Party Joint Promotions

- Customer Level Portfolio Management

- Product Level Review across bank

- External reviews

The process execution lifecycle for each product & service family, across segments,

supports UBPF Views 1 & 2

19

20

1) The execution segment of the process life cycle for the products of a specific Banking

Business Segment.

2) The key internal management & control activities (compliance, risk management, product

control, and accounting ) required for meeting the bank’s internal and external

management needs.

3) The specific types of software systems that support the above.

This overview map captures highlights:

UBPF Process & Software Systems Map

for each Banking Business Segment

This Process & Software

Systems map supports UBPF

Views 2 , 3, 4 and 5

3. Bank Management

Functions

& Processes View

Middle Office services

supporting the life cycle

Compliance

Risk Management

Product Control

Accounting

4. Data Lifecycle

View

Data used to

implement

business

products,

processes, rules

and analytics

5. Software Systems

Cu

sto

mer

En

gag

em

e

nt

Ord

er

Acq

uis

itio

n

Tra

nsacti

on

Fu

lfillm

en

tM

ain

ten

an

ce

Rev

iew

s

Ex

ec

uti

on

Pro

ces

s L

ife

Cyc

le2. Product &

Process Lifecycle

View


end process life

cycle based on

specific banking

products.P

roc

es

s

21

Compliance Risk Management

- Market risk

- Position risk

- Credit risk

Product

Control

Accounting

View

(Financial,

Managerial)

Trade

surveillance

- by product

- across

product

- by customers

- Customer

standing

instructions

1)Pre settlement

Credit Risk

- by customers

- by counterparties

- by product

- across product

2) Market Risk

1)Treasury

Risk

Management

(liquidity mgt)

- across

products

2) Position

Management

&

Reconciliation

- by product

- across

products

3) P & L

Management

• MtM

(contract/asset

class)

• fees &

Charges

(contract)

• spreads for

FX & interest

rates

(contract)

4) Referential

Data

Management

1) Financial

reporting

(balance sheet

P&L)

Local/HQ Gaap

2) Product /

customer

profitability

3) Regulatory

reporting a)

central banks

- capital

inflow/outflow

- balance

sheets P&L

b) local/HQ

Basel II

Trading systems

Position mgt systems

Pricing engines

Market Data

(Reuters…)

Order Trade Capture

systems

Risk Mgt systems

Trade surveillance

system

Settlement Credit

Risks

- by customers

- by counterparties

- by product

- across product

Confirmation and

matching systems

Trade settlement

systems

G/L systems

Credit Trade Central

Liability systems

Position/ Contract

reconciliation

systems

AML Clearing risks

by ..

Custodian Settlement

systems

Cash remittance

systems

Customer Demand

Deposit systems

Nostro account

reconciliation

Tra

de L

ife C

yc

le

Customer Needs, Banking Products & Services

Trade Life

Cycle

Specific

Life Cycle

Asset Class

Equities Fixed

Income

FX Commodities Derivatives

Customer

Engagement

- Pre trade -Analytics,

- Prices/ &

Quotation

Order

Acquisition

- Trade Order

Routing,

Trade

Capture

Transaction

Fulfilment

- Post trade -Settlement Modes:CCP versus non-CCP-Confirmation- Allocation- Affirmation (DVP)

- Clearing & Settlement

Operations Settlement

Account

Maintenanc

e

- Account

Maintenance

Reviews - Customer

Level

Portfolio

Management

- Product

Level

Review

across bank

- External

reviews

Bank Management Functions & Processes Software

Systems

An example of Process & Systems Map for a banking segment: Investment Banking & Capital Markets

This process and systems map supports UBPF Views 2, 3 and 4.

This example is for the Capital Markets segment of Investment Banking.

Information flows within the

banking domain and the processes

Mapping

process to

software

solution

Mapping software

solution

capabilities

to the process


banking software solutions

The Importance of Linking Process and Technology Views

22

The UBPF provides a structure for linking

Process Views (1, 2 & 3) to Technology Views (4, 5 & 6)



banking domain and the processes

Mapping

process to

software

solution

Mapping software

solution

capabilities

to the process


banking software solutions

The Importance of Linking Process and Technology Views

23

Linking UBPF Product Process Views (1, 2 & 3) to Technology Views (4, 5 & 6)


Example of a Banking Enterprise Software Solution

24

View 6: Channel Delivery & Channel Infrastructure

View 1: Banking Business Segment

&

View 2: Product & Process LifecycleView 3:

Bank Management

Functions & Processes

View 7: Enterprise

Architecture & Integration

View 7: Enterprise Architecture & Integration



View 3: Bank Management

Functions & Processes

A core banking system from a UBPF Perspective

View 7:

25

REGULATORY BODIES

BANK1. Banking Business Segment View: Customers, Products and Services for

Investment, Corporate, Private, Retail Banking


& Processes View


life cycle –

Compliance

Risk Management

Product Control

Accounting

2. Product &

Process Lifecycle

View



based on specific

banking products.

Pro

ce

ss

Customers / Market Participants (internal, external)

4. Data

Lifecycle View

Data used to

implement

business

products,

processes, rules

and analytics







5. Software Systems

Unified Banking Process Framework Model – Views 8 to 10

26

Outsourcing & Insourcing for a Bank and UBPF View 8

“The Bank”

Outsource

Insourcecan choose to…

• to external third party

• by bringing IT operations

back in-house

• by providing IT services

for other financial

services institutions

“What” “How”

• IT operations &

service delivery

• Software development

& maintenance

• Enterprise architecture,

software application

design

• Operational processes

for banking product &

service delivery

• Location specific

• Country based

hubs

• Regional /

globalised hubsIT r

ela

ted


27

Service Provider for the bank’s own customers

UBPF goal:

Assist T&O Professionals in assessing sourcing options and

how the UBPF process & technology views (2 through 7) are

impacted by the sourcing options

• Where is it physically located?

• Where is it organizationally

located?

• What is the current sourcing

model?

“As-is” Options of Sourcing

• Where should it be physically

located?

• Where should it be

organizationally located?

• What should the sourcing model

be?

“To-be” Options for Sourcing

So

urc

ing

Op

tio

ns

UB

PF

Pro

cess &

Tech

no

log

y

Vie

ws

Imp

acte

d b

y S

ou

rcin

g



& Processes View

Middle Office services supporting the life

cycle –

Compliance

Risk Management

Product Control

Accounting

2. Product &

Process Lifecycle View


process life cycle based on

specific banking products.

Pro

ce

ss

4. Data Lifecycle

View

Data used to

implement business

products, processes,

rules and analytics



5. Software Systems

28

Insourcing Options

Localised Regionalised /GlobalisedService Provision

for other banks

(White Labeling)

Processes & Services

performed internally by

bank-- LOCALLY

Processes & Services performed

internally by bank--- AT ONE OR

MORE GLOBALISED HUBS

Full or Partial processes or

services performed by bank for

other banksDes

cri

pti

on

So

urc

ing

Op

tio

ns

fo

r

Op

era

tio

ns

& S

ys

tem

s

UBPF goal:

Assist T&O Professionals in assessing sourcing options and how the UBPF

process & technology views (2 through 7) are impacted by the sourcing options

Service Provision for the bank’s own customers

Outsourcing Options

Localised Regionalised / Globalised

Processes & Services performed by third-

party vendor - LOCALLY

Full or partial processes & services performed by a

third-party vendor - REGIONALLY or AT A

GLOBALIZED HUBDes

cri

pti

on

8. Organization and Sourcing ViewU

BP

F P

roc

es

s &

Tech

no

log

y

Vie

ws Im

pacte

d

by S

ou

rcin

g


& Processes View

Middle Office services supporting the life

cycle –

Compliance

Risk Management

Product Control

Accounting

2. Product &

Process Lifecycle View


process life cycle based on

specific banking products.Pro

ce

ss

4. Data Lifecycle

View

Data used to

implement business

products,

processes, rules

and analytics



5. Software Systems

29

Examples of Insourcing Models Commonly Found for Specific Operations & Systems

Internal -

Localised

Internal -

Regionalised/

Globalised

External -

Outsourced

Service Provision

for other banks

(White Labeling)

2. Product &

Process

• Loan

Processing

• Trade Finance

Processing

• FX Settlement

• Local Cheque

Clearing

• Custody Services

• Payment Services

3. Bank

Management

Functions &

Processes

• Product Pricing

(Middle Office)

• Regulatory

Reporting

• GL Accounting &

Reconciliation

• AML Monitoring

5. Software

Systems

• Local Payment

System

(RTGS)

• GL System

• Compliance

Systems

• Invoice Matching

System

• DATA CENTRE

• Internet Banking

System

• FX System

6. Channel

Delivery &

Channel

Infrastructure

• Teller

• ATM

•Internet Banking • Mobile Banking

7. Enterprise

Architecture

& Integration

• Application

services via

Cloud

Computing

• Data centre

outsourcing

• Application

services via

Cloud Computing

Illustra

tive e

xam

ple

s w

ithin

each c

ell o

f matrix

So

urc

ing

Op

tio

ns a

nd

UB

PF

Vie

ws Im

pacte

d8. Organization and Sourcing View

30

Examples of Process Performance Indicators

1. Service Levels (metrics, agreements)

2. Productivity (metrics)

3. Time (cycle times, critical time constraints)

4. Quality (nature of errors, impact of errors, quality measures)

5. Capacity (throughput measures, levels, constraints)

Process Performance Risk and Continuity Considerations

1. Impact of disruptions on process performance items (listed above)

2. Continuity (anti-disruption) counter measures


31

Total Cost of Process Execution (or Total Cost of Process Ownership)

Channel Expenses

Front Office Expenses ( Sales / RM / Product ).

Middle Office Expenses

Systems Transaction Volume & Unit Cost

(Insourced or Outsourced)

Product

Profitability View

Customer

Profitability View

Bank / Branch Location Profitability View

Cost is allocated,

per product and

customer segment

Transaction level

costing

Operational Transaction Volume & Unit Cost

Items above are

incorporated into

these profitability

measurements

Outsource Transaction Unit Cost


• Market and customer needs changes

• New product introduction

• Regulatory changes

• Internal control & compliance changes

• Organisation changes

• Growth driven changes

– Emerging market expansion

– Merger & acquisition

32

• Process re-engineering & operational

efficiency changes

• Legacy systems integration to support

business process change

• Outsourcing or globalisation of processes or

Systems

• Adoption of emerging technology

• Technology refresh - application software

version upgrades

Change Scenario Examples

UBPF Goal:

Assist T&O and

Business

Professionals in

assessing the

impact of Change

Scenarios on

UBPF Views 2

through 10


The Body of Content for the UBPF

33

Views / Segment 1 2 3 4 5 6 7 8 9 10 11

Investment Banking &

Capital Markets

Corporate &


Private Banking &

Wealth Management

Retail Banking

Version 1

Completed

- Ongoing

Review

Work

In

Progress

Current & Future

Development

Development Status

UBPF Challenges Going Forward

1. Going beyond the current “proof

of concept”

2. Resources and prioritization for

next phase of content

development

– For Bank T & O projects &

ongoing needs

– For Vendor projects & ongoing

needs

– For our MITB (Financial Services )

curriculum

3. Scope and scale of content across

all 4 segments of banking

34

Investment

Banking &

Capital

Markets

Corporate

&

Institutional

Banking

Private

Banking &

Wealth

Management

Retail

Banking

4. Meeting the needs of T & O users

for collaboration and decision

making

5. Dimensionality

6. Keeping the content EASY TO

USE as the “body of content” gets

more complex

The SMU SIS Banking Industry initiative develops

skills in Banking Technology across different levels


School of Information Systems

Banking Technology & Operations

Programme

Masters Level


Undergraduate Level

RETAIN

ATTRACT

PREPARE

Joint effort to develop IT professionals

for the banking industry

Unified

Banking

Process

Framework

Investment

Banking,

Capital Markets

Corporate &

Institutional

Banking

Private

Banking &

Wealth Mgmt

Retail

Banking

35

3636

Roadmap for MITB (Financial Services) Course Expansion Over

2009-2011 Time Period

Financial Services Track Courses MITB Common Courses

Banking Processes, IT & Architecture Courses IT and Project Management Courses

A1. Banking Products and Processes C1. IT Governance & Innovation Management

A2. Retail Banking Technology: Processes, IT &

Architecture

C2. Spreadsheet Modeling for Technology &

Operations Decisions

A3. Corporate & Institutional Banking Technology:

Processes, IT & Architecture

C3. IT Project & Vendor Management

A4. Financial Markets Technology: Processes, IT &

Architecture (*)

C4. Global Sourcing of Technology & Processes

A5. Lifecycle Implementation of Banking Products (*) General Management Courses

for Technology & Operations

A6. FS Operational Risk: Foundation & Framework D1. Accounting for Technology & Operations

Managers

A7. FS Operational Risk: Data, Information, System

and Architecture (*)

D2 Strategy & Organization

D3. Finance for Technology &Operations Managers

Capstone Project- 2 course units

( * ) = new courses being developed

37

Mapping MITB (Financial Services) Processes, Data, Solutions &

Architecture Courses to UBPF Views

UBPF View 1 2 3 4 5 6 7 8 9 10 11

Banking Products and Processes

Retail Banking Technology: Processes,

IT & Architecture

Corporate & Institutional Banking

Technology: Processes, IT &

Architecture

Financial Markets Technology:

Processes, IT & Architecture

Lifecycle Implementation of

Banking Products

FS Operational Risk: Foundation &

Framework

FS Operational Risk: Data, Information,

System & Architecture

= New MITB (FS) courses under development

How the Industry Can Support SMU SIS Educational

Programmes in Banking Technology & Operations

38

MITB Programme

• Co-development on parts of

curriculum (includes UBPF

examples, labs)

• Capstone project sponsorship

• Scholarships/awards

• Enrolment of current staff in

programme

• Hiring, talent recruitment

• Participation in our seminars & workshops as industry practitioner

• Host site visits, and/or on-site special seminars for our students

Industry Seminars & Workshops

for either MITB (FS) or BSc (ISM)• Co-development on parts of

curriculum

• Internship for students

• Scholarships/awards

• Hiring, talent recruitment

BSc (ISM) Programme

SMU SIS Professional Short Courses for Banking T & O:

Execution Approach

39

• We can create professional

short-course versions of the

existing banking T & O related

courses in our Masters and

Bachelors programmes


SMU BSc (ISM) Banking

Processes & Solutions Track

SMU MITB (FS)

Programme Curriculum

Significant Contributors to the UBPF

• Steven MILLER

• Sajeeve THOMAS

Faculty, Staff & Adjuncts of the SMU School of Information Systems

• We would also like to acknowledge other Banking Technology & Operations

(T&O) experts and line-of-business experts who choose to remain anonymous

• The Infosys Finacle Product Team

Other Banking Industry Contributors

• Enoch CH’NG

• Michelle CHEONG

• Randall E. DURAN

• Sandeep LAL

• NG Peng Khim

• SAM Anne Me

• YEO Loy Khim

From the Global Banking & Technology

41

Significant Contributors to the UBPF (cont’d)

• Eric CHIA, Goldman Sachs

• CHANG Chew Lik, NCS

• CHONG Tack Chun, IDA

• Patrick EARDLEY, Barclays Capital

• Gabriel GOH, Citigroup Corporate

Investment Banking

• Kishore KAPOOR, i-flex Solutions

• LIM Lai Ling, UOB Group

• Steven MILLER, SMU SIS

• NG Peng Khim, Citi DBS

• SEE Chim Tiam, Merrill Lynch Global

Services

• SHEE Tse Koon, Standard Chartered Bank

• Thyag VENKATESAN

• Xavier BAUDEZ

Consultants to the Committee

PricewaterhouseCoopers LLP

The Financial Services Technical Committee of the Singapore National

Infocomm Competency Framwork (NICF). They reviewed, enhanced and

adapted concepts from the initial SMU Banking Process Framework.

Sponsoring Agencies of the

Singapore National Infocomm

Competency Framework:

• Infocomm Development

Authority of Singapore (IDA)

• Singapore Workforce

Development Agency (WDA)

42

Thank You

For more information about our

• Unified Banking Process Framework (UBPF)

• Master of IT in Business (Financial Services) programme

• Undergraduate concentration track in Banking Process & Solutions

in the BSc (IS Management) programme

Please contact us at

[email protected]

Documents

Unified Banking Process Framework