Situation

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Two major money market banks merged, challenging the new organization with integrating key operational and check/payments processes without affecting customer services. 

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Challenges

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• Merger affected retail and business customers

• Check and payment processing was moving toward greater automation and less paper movement

• Operations facilities of both companies had endured flooding from a series of winter storms.

• Demand for IT resources was unusually high due to conversion needs, new application implementation, and regulatory requirements

• Check/payments processing supported numerous lines of business, each with a different perspective and definition of high priority needs

• IT Program Management Office had no methodology for determining business priorities or project sequencing

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Rapid Deployment Solutions

 

• Established "regulatory/broken/nice to have" parameters to evaluate and set priorities for new IT development or modification requests

• Created a standardized request review process to assist in prioritizing and scheduling new requests,

• Develop a set of critical performance metrics and reports to identify process effectiveness, quality, and issues resolution performance

 

Strategic Solutions

 

• Developed a Payments processing process redesign resulting in significant reductions in delivery time and cost

• Deployed new payments processing technology resulting in reduced errors, greater capacity, and improved integration with other institutions

 

Functional Focus and Impact

 

• Check and Payments business and technology processes

• Post-merger Program Management

• IT Program Management

• Cross functional project governance

• Business process re-engineering and workflow design

• Process and service level performance metrics

• Change Management

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Results

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Organized a Line of Business constituent governance group to facilitate communication regarding project requests, status, future resource availability, and to negotiate tradeoffs or rescheduling of projects based, removing the onus on IT. Reduced over 700 initiative requests down to 300 in under one year through collaborative evaluation and resource deployment processes. Final payments process redesign encompassed two geographical separate organizations, was completed in under three years, and resulted in process costs savings exceeding $25 – 50mm/year.