itil - auto deposit service
DESCRIPTION
Auto depoit serviceTRANSCRIPT
CATHOLIC UNIVERSITY OF MOZAMBIQUE
Faculty of Economy and Management
FINAL RELEASE DOCUMENT
Of:
DAVID FRANCO
ISAC CHAILE
JÚNIOR MARIMBIQUE
Research Project
BEIRA
SEPTEMBER, 2014
0
Table of Contents
INTRODUCTION..........................................................................................................................2
SERVICE STRATEGY..................................................................................................................3
MARKET STUDY.........................................................................................................................3
Banking Analysis.......................................................................................................................3
Analysing the E-banking services offered..................................................................................3
Customer Analysis......................................................................................................................3
AUTO DEPOSIT SERVICE..........................................................................................................4
Rationale.....................................................................................................................................5
SERVICES DEVELOPMENT.......................................................................................................6
SERVICE DESIGN........................................................................................................................8
SERVICE OVERVIEW..................................................................................................................8
Information required for on-line deposit....................................................................................8
Necessary infrastructure.............................................................................................................8
SERVICES MANAGEMENT........................................................................................................9
AVAILABILITY MANAGEMENT...............................................................................................9
Safekeeping of Records..............................................................................................................9
CAPACITY MANAGEMENT.......................................................................................................9
IT SERVICE CONTINUITY MANAGEMENT............................................................................9
SERVICE CATALOG MANAGEMENT.....................................................................................10
SUPPLIER MANAGEMENT......................................................................................................10
INFORMATION SECURITY MANAGEMENT........................................................................10
Risks..........................................................................................................................................11
Risks Management....................................................................................................................11
SERVICE TRANSITION.............................................................................................................12
IMPLEMENTATION APPROACH.............................................................................................12
Schedule....................................................................................................................................13
Roles & Responsibilities..........................................................................................................13
Training.....................................................................................................................................15
CUSTOMER MANAGEMENT...................................................................................................16
Migration or cutover strategy...................................................................................................16
Documentation..........................................................................................................................16
Turnover....................................................................................................................................16
Acceptance................................................................................................................................17
Implementation and Transition Acceptance..............................................................................17
SERVICE OPERATIONS............................................................................................................18
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EVENTS MANAGEMENT.........................................................................................................18
Events that indicate a normal action or service this worked....................................................18
Events that signal an abnormal action......................................................................................18
Events that indicate an unusual action......................................................................................19
INCIDENT MANAGEMENT......................................................................................................19
Arrest and incident record........................................................................................................19
Classification and initial support..............................................................................................20
Investigation and diagnosis......................................................................................................20
Resolution and restoration........................................................................................................20
Closing the incident..................................................................................................................20
MANAGEMENT PROBLEM......................................................................................................20
Control of problems: Responsible for identifying the root problems.......................................21
Control errors: correction of known errors...............................................................................21
Proactive management of problems: focus on analysis of data collected from other processes in order to define the possible problems. These problems will be sent to the control center of problems, if ever existed...........................................................................................................21
Finalisation of problems: the end of the cycle serious problem, there should be a review for the purpose of lessons learned..................................................................................................21
ACCESS MANAGEMENT.........................................................................................................21
MANAGEMENT OPERATIONS................................................................................................22
MANAGEMENT APPLICATION...............................................................................................22
CALL CENTER...........................................................................................................................23
Virtual Service Center...............................................................................................................23
Local service center..................................................................................................................23
CONTINUAL SERVICE IMPROVEMENT...............................................................................24
RELIABILITY.............................................................................................................................24
AVAILABILITY...........................................................................................................................24
RESOURCE ALLOCATION AND UTILIZATION OF THE APPLICATION...........................25
SERVICE MEASUREMENT......................................................................................................25
SERVICE REPORTING...............................................................................................................25
SERVICE IMPROVEMENT........................................................................................................26
KPIS CONTINUAL SERVICE IMPROVEMENT......................................................................26
KPIs Service Review................................................................................................................26
KPIs Process Evaluation...........................................................................................................26
CONCLUSION............................................................................................................................28
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INTRODUCTION
According to the request submitted by the managers of the New Bank for the development of
innovative services related to information technology, we present in this paper the project of
auto deposit service. The choice of service arose in response to the flooding that occurs today, in
all banks, for operation of deposit. This project is valued at 16 811.00$ (Sixteen thousand eight
hundred and eleven United States dollars).
Excellence, this service provides benefits to all stakeholders involved, in the prospect of a win-
win vision can invite everyone's commitment to its success. The project was created in line with
the planned start day of New Bank and its area of operation, so invite your to appreciate
thoroughly in order to authorize the implementation of the project.
We appreciate the trust and we wish you a good reading and analysis of the project.
3
SERVICE STRATEGY
MARKET STUDY
Banking Analysis
Nowadays in Beira is working more than 10 commercial banks, and the mostly services that has
being mostly offered are ATM with VISA, Deposit and Public Service for general information.
Every fortnight of every months some banks have verified congestion in ATM' s, Many
customers have gone to the bank to make cash deposits that create some congestion in some
agencies that are not structured to support many customer at same time. Also we can see the
placeholder for customer information even if is not full, but it takes a long time to attend client
per client because each customer have own situation or problem.
Analysing the E-banking services offered
Nowadays All banking processes are digitized, that makes easy and secure the daily operations.
However, these services aren’t answer the customer wishes and requirements. Despite the
existence of innovation in terms of raising money and payment service, the cash deposit occurs
exclusively with human attendance, creating long queues and impossible to do outside normal
service.
So the Bank's challenge now is to bring customer services this at home or office using the
existing communication platforms, in special the internet. The e-services are growing year per
year, but the customer are still not use these services, because customers not feel safe to operate
transactions by internet or telephone for example.
In ATM besides the congestion sometimes there are also situations of swallowed cards, poor
system connection, lack of paper; but the customer have used this service to all banks as a means
of raising money.
The POS are also used very much these days that we see on supermarkets, shops, pharmacies and
grocery stores on the town.
4
Customer Analysis
In Beira the banking users has grown, result of economic development and the improvement of
the business environment. Nowadays many companies use banking services to pay workers’
wages, national and international commercial exchanges, taxes payment and other. This makes
more and more people look for banking services.
The customer number increasing and the needs quality of services offered, which may be
motivation for make changes for better services.
Most customers are young these days from the economic underclass-media, although the upper
class also increased with the arrival of large international companies interested in natural
resources. Most clients have the basic and middle education level, with a little bit control in the
use of information technologies.
AUTO DEPOSIT SERVICE
An electronic banking outlet, which allows customers to complete basic transactions without the
aid of a branch representative or teller. There are two primary types of automated teller machines,
or ATMs. The basic units allow the customer to only withdraw cash and receive a report of the
account's balance. The more complex machines will accept deposits, facilitate credit card
payments and report account information. In this job we will concetrate in auto deposit service.
The auto deposit service allows you to make the deposit of bills of the new family metical at
ATMs. The ATM this designed to contain a recognizer and of counter banknote. The customer
may have the amount deposited immediately available without the need for human confirmation,
since this task is performed by the banknote sensor.
Objectives
• Reduce queues deposit in agencies
• Allow the deposit 24 hours a day
Opportunity, Threat, Fight and Weakness analysis
External Factors
Opportunity Threat
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Central bank support the use of e-baking
The low price of theses machine in
international market
The service most assembled in Mozambique
E-banking users increasing
Competition
Lack of financial education
Political instability
Card conation
Internal Factors
Fight Weakness
• Existence of human capital to develop and
manage the system
• Existence of system against cybercrimes
• Incapacity to realize complex transactions
• Existence of consultants able to provide support
in purchase the necessary hardware
The service is unknown
The bank is unknown in the town
The hardware must be imported
Customers Advantages and Disadvantages
Advantages:
• 24 hours services support every day
• Cheap operations cost
• Easy to operate
Disadvantages:
• Swallowed cards
• People congestion
• Error in system connection
Rationale
6
In Mozambique more than 90% banking transactions are carried out by ATM, and this space to
gain more customers, until companies already adhere to these machines for the current account.
The Digital ATM Bank brings an innovation in the market that is deposit values and count
money.
SERVICES DEVELOPMENT
The Service’s Board of Directors and the Senior Management Committee shall be responsible for
developing the e-banking business strategy and establishing an effective management oversight
over e-banking services. This shall include the review and approval of the key aspects of the
Bank's security control program and process, such as the development and maintenance of
security control policies and infrastructure that properly safeguard e-banking systems and data
from both internal and external threats. This will also include a comprehensive process for
managing risks associated with increased complexity of and increasing reliance on outsourcing
relationships and third-party dependencies to perform critical e-banking functions.
Our Values
Our values should guide every conversation we have, every decision we make, and every
interaction we have among our team members and with our customers. Our values should anchor
every product and service we provide and every channel we operate. If we can’t link what we do
to one of our values, we should ask ourselves why we’re doing it. It’s that simple.
We have five primary values that are based on our vision and provide the foundation for
everything we do:
• People as a competitive advantage
• Ethics
• What’s right for customers
• Diversity and inclusion
• Leadership
Financial Management
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The Service is a safe and sound company in which our customers and shareholders can place
their trust. We must maintain and measure our conservative financial position by asset quality,
capital levels, lack of complexity, diversity of revenue sources and sound accounting policies. We
disperse risk by authentication, risk management into every aspect of our Banking.
We measure our financial success by the financial success of our customers. To be financially
successful, we want all our customers and team members to be financially educated and well
prepared to make wise financial choices. Financial education is the gateway to economic self-
sufficiency. We offer several tools and programs to make this happen, and many team members
volunteer in classrooms and other forums across communities.
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SERVICE DESIGN
SERVICE ARCHITECTURE
This service allows you to make the deposit of bills of the new family metical at ATMs. The ATM
this designed to contain a recognizer and of counter banknote. The customer may have the
amount deposited immediately available without the need for human confirmation, since this task
is performed by the banknote sensor.
To operate the service, a special device is added to the traditional ATM, the notes counter. This
notes counter will be equipped with lasers readers and high sensitivity sensors to prevent errors
in the counting and classification of notes.
Information required for on-line deposit
• Confirm the value
• Account number
• Confirm the data
Necessary infrastructure
• ATM equipped with notes counters, including sensors.
• Network to access the database of the bank
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ATMProcessor
Card reader
Monitor
Keypad
Account database
Cash collector
cash dispenser
System clock
Sensors
Fig 2 – ATM Infrastructure
Fig 3 – On-line deposit service steps
SERVICES MANAGEMENT
We will negotiate, agree to, and document the appropriate IT service level targets with
representatives of the business. We also define how the application support team will monitor and
report on their performance against agreed service levels.
AVAILABILITY MANAGEMENT
We will analyze and document the availability requirements of the services and applications
within the application support team’s scope. We define how the application support team will
measure service and application availability.
The Bank shall provide its customers with a level of comfort regarding information disclosures or
transparencies, protection of customer data and business availability that they can expect when
using traditional banking services.
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Welcome
cash account Exit
cash confirmation
Fill account numberconfirm account number
Confirmation operation
To minimize operational, legal and reputation risks associated with e-banking activities, the Bank
shall make adequate disclosure of information and take appropriate measures to ensure adherence
to customer privacy and protection requirements.
In order to meet customers' expectations, the Bank shall ensure that effective capacity, business
continuity and contingency planning are in place. We must be able to deliver e-banking services
to all end-users and maintain such availability in all circumstances. We must ensure that effective
incident response mechanisms and communication strategies are in place to minimize risks
arising from unexpected events, including internal and external attacks.
Safekeeping of Records
The Bank shall safe keep/monitor records or information regarding e-banking financial
transactions and disclosures, just like the record keeping required in paper-based transactions. In
this regard, all vital records relating to e-banking financial transactions and disclosures shall be
retained for a period of at least five (5) years or permanently (whenever applicable) by all
concerned units/business centers.
Safekeeping of these records or information means both hard copies and soft copies (whenever
applicable) of the same must be retained free from tampering or corruption within the assigned or
applicable retention period.
CAPACITY MANAGEMENT
We will analyze and document the capacity requirements of the services and applications within
the application support team’s scope. These requirements include managing work scheduling
commitments and ensuring application changes do not adversely impact the performance of the
application.
IT SERVICE CONTINUITY MANAGEMENT
We will define the application support team’s role with regard to:
Backup and restore of critical application data and components
Disaster recovery of applications within the scope of the team’s responsibilities
Continuous flow of business information to the application users
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SERVICE CATALOG MANAGEMENT
We will define the Statement of Work that catalogs the services to be provided by the application
support team, the business processes enabled by the applications, and the customer’s service
quality expectations.
SUPPLIER MANAGEMENT
We will document whether the application support team will manage any third-party contracts.
INFORMATION SECURITY MANAGEMENT
We will define the application support team’s role with regard to:
• Security requirements for the application
• Security requirements for the technology environment
• Security policies of the organization
• Communication with the organization’s security administration
We shall ensure that the information security measures and internal controls related to electronic
banking are installed, regularly updated, monitored and are appropriate with the risks associated
with the products and services.
We shall also take into account other relevant industry security standards and sound practices as
appropriate, and keep up with the most current information security issues (e.g., security
weaknesses of the wireless environment), by sourcing relevant information from well-known
security resources and organizations.
Risks
• Maturity levels of one process is low
• Insufficient testing resulting in poor design
• Phishing
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Risks Management
To minimize/prevent ATM frauds and crimes, the Bank should, at a minimum, implement the
following security measures with respect to automated teller machine facilities:
• Locate ATM’s in highly visible areas;
• Provide sufficient lighting at and around the ATM;
• Where ATM crimes (e.g., robbery, vandalism) are high in a specific area or location, the
Bank should install surveillance camera or cameras, which shall view and record all
persons entering the facility. Such recordings shall be preserved by the bank for at least
thirty (30) days;
• Implement ATM programming enhancements like masking/non-printing or card
numbers;
• Educate customers by advising them regularly of risks associated with using the ATM
and how to avoid this risks;
• Conduct and document periodic security inspection at the ATM location, and make the
pertinent information available to its clients;
• Educate bank personnel to be responsive and sensitive to customer concerns and to
communicate them immediately to the responsible bank officer.
• Post near the ATM facility a clearly visible sign which, at a minimum, provides the
telephone numbers of the bank as well as other banks’ hot-line numbers for other
cardholders who are allowed to transact business in the ATM, and police hot-lines for
emergency cases.
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SERVICE TRANSITION
IMPLEMENTATION APPROACH
Budget
This project is valued at 16 811.00$ (Sixteen thousand eight hundred and eleven United States
dollars) and is intended to create the automatic deposit service in the new bank. This budget will
be applied to the purchase of equipment, assembly of equipment, site preparation, application
development, training of bank employees, impact studies and marketing.
The purchase of ATM will be through by an international tender, where the manufacturers will
get the requirements and submit financial proposals and time for delivery of the device.
Service/Product Response Valor (USD)
Logistics with the
launch of the
international tender
DJI Consulter 500
Machine acquisition DJI Consulter 7700
Application
development
DJI Consulter 2175
Site preparation New Bank 812
Installation of phone
system / data network
DJI Consulter 710
Installation of
electrical system /
Electric Network
New Bank 614
device and applications
installation
DJI Consulter 514
2
Impact activities and
studies
DJI Consulter 410
Training DJI Consulter 3000
Marketing New Bank 1300
Total 16 811,00
Table 1 – Financial table
Schedule
The project will start as soon as approved by the responsible of the new bank, with scheduled
duration of six months. The period runs from the procurement until the analysis of customer
satisfaction, can be extended to new activities if so required. The same line with the prediction
that the opening of the new bank in January 2015. During this period will be studied the level of
relevance of this project, competition , resistance to change, the real costs for the bank and the
prediction of increasing the number of machines in the future.
Activity Months
1 2 3 4 5 6 7 8
Tender launch
Machine acquisition
Training
Site preparation
Application development and
tests
Installation of electrical system
and data network
device and applications
installation
Impact activities and studies
Marketing
Table 2 - time-line of activities
Roles & Responsibilities
3
The implementation of this project will be the responsibility of the DJI Consultants in
coordination with the managers of the new bank, We will have the responsibility to coordinate
with all stakeholder during the project to earn its technical and operational feasibility. The New
Bank will be focused on the financial feasibility, marketing and will offer the service to
customers
The Bank should adopt safety policy that meet to the specifications of the device, manufacturer’s
recommendation, and DJI consulter's recommendation and the applicable laws in the country.
For all purposes, the DJI consulter's will be represented our CEO, Isac Wilson Chaile, which it
should maintain a channel of information about the performance, safety and impact of the project
from the bank and its customers
Having regard to the responsibilities of this service, the following professionals will be
necessary:
Electronic channels manager
(Specialist in information technologies, Economics, Finance or in others areas)
A bank senior member that will coordinate the operation of the service, his responsibilities are:
The design and conception of security policies
Analysis of the electronic banking market
Analysis of customer satisfaction.
Electronics treasury head
(Information technology, accounting, Finance or in others areas)
One responsible for the operationalization of the ATM, his responsibilities range from:
• Loading values in the ATM,
• Unloading values,
• Customer support if needed
• Receive, resolve and forward customer complaints
Professional ethical bank responsible
4
(Specialist in information technologies, Economics, Finance, Law)
A senior bank officials, responsible for the good professionals’ practices, their responsibilities
include:
Create, disseminate and audit and Code of ethical and professional conduct
Advise the customers on best practices for using electronic channels
Propose sanctions against workers who disrespected the ethical - professional Code.
Training
Because the bank employees usually already have a general training in the use of electronic
services, an instruction on the operation of this particular ATM will be required to acquaint them
to the service. All employees will be involved in this little training.
The training will be the responsibility of the DJI consultants and will be coordinated with the
Manager of the electronic bank channels, aiming the success of this activity.
During term of service will also be analyzed the skills of the workers within the services of the
bank.
Little training will cover topics such as ATM's safety, user manual, professional ethics, and issues
related to the automatic deposit.
CUSTOMER MANAGEMENT
The Stakeholders in this project integrates the New Bank, the bank's customers, the equipment
manufacturer, the Government as regulator, provider of business communication services and
private security companies hired by the bank.
In this case we have to list the following stakeholders:
• New Bank
• NFC
• Clients
1
Migration or cutover strategy
Describe how the product or service will be migrated into the business environment. This section
will include any conversion details, sequencing, establishment of production environment,
installation of equipment, and the like.
Documentation
Describe product or system documentation and how information is stored and accessed. Include
descriptions of material that will be produced during implementation and transition activities.
Include details on where documentation is stored and how it is accessed.
Turnover
Describe product/service turnover activities and any assumptions related to turnover. Describe or
reference the state or status of the product/service at the time of turnover. Identify any turnover
activities that must be performed by a vendor in transitioning product/service to state staff.
Acceptance
Define the point at which business and project staff agree that implementation will be complete
and transition to maintenance can occur.
• Implementation and Transition Acceptance
• Insert signature block indicating acceptance of new system.
1
SERVICE OPERATIONS
EVENTS MANAGEMENT
An event is any detectable occurrence that is significant for service management. Automatic
deposit service includes the following types of events:
Events that indicate a normal:
• User successfully added;
• Users logged in successfully;
• Amount entered and accounted;
• Number of valid and active account;
• Operation completed successfully;
• Amount inserted successfully.
All events are normal action gateways to other processes to inform the system about the course of
an operation itself. However these events are recorded in the log file system for monitoring
action continues. The event log will also include time stamp that records the last time each
process.
Events that signal an abnormal action:
• Authentication failed User;
• User does not agree with the counter notes;
1
• Number of account does not exist or this captive;
• User requested the cancellation of the service midway;
• Failure banknote counter.
The events will be considered abnormal action in action monitoring and evaluation continues,
since they indicate that the user left unsatisfied. A record of abnormal events should be sent to the
email manager's electronic services of the bank to take action regarding possible system
problems.
Events that indicate an unusual action:
• Longest transaction that established;
• Use of memory above the acceptable;
• Processor utilization above the acceptable;
• Heating appliance in alert levels;
• Unexpected Lack of electricity;
• Automatic shutdowns;
• 3 events that signal an abnormal operation followed.
•These events is very important for the life of the system because test the technical operation of
the machines. When you register an event of this nature will be sent an email to the manager of
electronic channels immediately.
INCIDENT MANAGEMENT
The process of incident management seeks to restore services as quickly as possible with
minimal disruption, minimizing the negative impact on the area of business. Automatic deposit
service in the process of incident management has the following objectives:
Resolve incidents as soon as possible, within 5 hours of time;
• Keep the communication status of the situation of the incidents users;
1
• Escalate incidents to call groups;
• Inform possible causes of the incident problem management process.
Arrest and incident record
The incidents mostly expected to come from the need to support users, so the contact center
should be effective, either by phone or by chat or email.
Classification and initial support
The incident will be classified in order to identify known errors and generate information that
allows managers to identify the most frequent types of incidents and their solutions. Will be used
to identify a standard impact and urgency level of each incident, especially those that require
human intervention.
Investigation and diagnosis
If the customer service of the bank cannot resolve a particular incident, he will be sent to the
Manager of Consulting DJI, which in turn will highlight technicians and programmers in order to
solve the problem.
Resolution and restoration
Once a workaround or permanent is implemented immediately found. In case of a workaround,
this must go to the management process of the service continues, in another case the incident is
documented and closed.
Closing the incident
Once resolved, is reported to users on the resolution of the incident. The incident details are
saved for future cases.
MANAGEMENT PROBLEM
1
One form is the amount of incident prevent its recurrence. Through the problem management
process, problems and causes are identified to be analyzed and corrected so that do not happen
again.
In this contest one data base of known problems will be created to accommodate the known
issues and their plan to include the change management process, this automatic deposit service
management problem has four sub-processes:
Control of problems: Responsible for identifying the root problems
Control errors: correction of known errors
Proactive management of problems: focus on analysis of data collected from other processes in
order to define the possible problems. These problems will be sent to the control center of
problems, if ever existed.
Finalisation of problems: the end of the cycle serious problem, there should be a review for the
purpose of lessons learned.
Context of a Senior Consultant DJI will instruct the role of manager of problems, with the
following functions:
• Monitor the groups to solve problems to ensure that they find the solution of the
problems of bank customers;
• Keep the property and protecting the database of known problems;
• Check the registration of all known errors;
• Track closure of all problems;
• Organize, lead and document all activities of the review.
ACCESS MANAGEMENT
Access management of the automatic deposit service ensures that only authorized persons have
access to certain information and operations. Below follows the access policy in this service:
Users Operations AllowedCustomer Consult [Account data]
Operate [Deposit]Treasurer Consult [Account data]
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Electronic Channel manager Operate [loading and unloading]
Consult [Registration of operations]
Cancel [Service members]Manager of the bank Operate [loading and unloading]
Consult [Registration of operations]
Cancel [Service members]
Register [users]
Determine [privileges]
Here you do not need a manager access since access management is an overlap of security
management and availability management, however, the policies, practices and procedures need
to be defined and communicated to other groups and individuals.
OPERATIONS MANAGEMENT
This step is responsible for the management and maintenance services continues and will be
implemented by DJI Consultants. The principal activities of the manager of operations are:
• Backup and Restore;
• Maintenance Plan;
• Monitoring of events in Infrastructure;
• Power management;
• Management of environmental conditions.
MANAGEMENT APPLICATION
The group of developers will also have the task of managing the applications involved in the
automatic deposit service. Since these applications are developed by the same DJI Consultants
will maintain the currency of applications during the life cycle.
The main activities to be performed in the management of the applications are:
• Maintain documentation;
• Hire, teach and plan training;
• Update standards technology architecture;
1
• Research and develop solutions;
• Design and implement periodic testing;
• Perform service to third level;
• Scale and assess the performance of applications.
CALL CENTER
A service center will be established to meet the bank's customers, the service center aims to
reduce operating costs and optimize resource utilization. The call center will have access to data
needed for customer satisfaction regarding the quality and efficiency of services. To endow the
center of these powers, it must be a unit headed by a senior manager of the bank and empowered
to interact directly with all operational areas of the bank.
The main objectives of the service center are:
• Restore services whenever possible;
• Provide support with quality to meet the objectives of the business;
• Manage all incidents until its closure;
• Increase user satisfaction;
The structure of the service center in case automatic deposit service consists of the following
units: Central service local and central service virtual
Virtual Service Center
With the advancement of telecommunications services is possible to have a central service with
no physical location next to the user. With this service the automatic deposit will be integrated at
the service center 24 hours, serving various customers and local destintos.
Local service center
Despite the advantages of virtual service center, a central service location must be active in order
to meet the needs of customers who so desire. This service, despite the associated costs, it
becomes important when the bank start the process of expanding the country to meet regional
and specific needs of each province.
1
The call center either virtual or place all have the same responsibilities which highlights:
• Receive and record all calls from users;
• Record and track incidents and complaints;
• To provide an initial assessment of incidents;
• Report planned changes to service level;
• Shut incidents confirmation;
• Keep informed about the processes of their users requests;
• Coordinate support groups;
• Identify need for user training;
• Contribute to the identification of problems.
CONTINUAL SERVICE IMPROVEMENT
During Continual Service Improvement, the DJI Consulters and team provide value by
identifying and implementing improvements to the application support services. The following
benefits are realized during this phase:
• Improved reliability, stability, and availability of the supported applications• Improved resource allocation and utilization of the application support team• Improved metrics and management reporting procedures• Improved working relationships between customers and the team• Improved customer satisfaction• Improved process compliance and consistency in the quality of work products.
1
RELIABILITY
The DJI Consulters will guarantee 24h of an IT service or Configuration to perform its agreed
functions without interruption through Maintenance Plan, Monitoring of events in
Infrastructure, Etc.
AVAILABILITY
We will analyze and document the availability requirements of the services and applications
within the application support team’s scope. We define how the application support team will
measure service and application availability.
The Bank shall provide its customers with a level of comfort regarding information disclosures
or transparencies, protection of customer data and business availability that they can expect
when using traditional banking services.
To minimize operational, legal and reputational risks associated with e-banking activities, the
Bank shall make adequate disclosure of information and take appropriate measures to ensure
adherence to customer privacy and protection requirements.
In order to meet customers' expectations, the Bank shall ensure that effective capacity, business
continuity and contingency planning are in place. We must be able to deliver e-banking services
to all end-users and maintain such availability in all circumstances. We must ensure that
effective incident response mechanisms and communication strategies are in place to minimize
risks arising from unexpected events, including internal and external attacks.
RESOURCE ALLOCATION AND UTILIZATION OF THE APPLICATION
The application allocation of the automatic deposit service will be implemented with the DJI
Consulters and the utilization of the application ensures that only authorized persons have
access to certain information and operations. Below follows the access policy in this service:
User’s Allowed OperationsClients Data view and depositTreasurer OperationElectronic Channels manager Operation, Consult and Cancel
1
Bank Manager Operation, Consult, Cancel, Registry and
Determine
SERVICE MEASUREMENT
The DJI Consulters and the application support team use this process to define what additional
metrics, if any, should be collected and used during the improvement process.
SERVICE REPORTING
The DJI Consulters and the application support team review operational reports to ensure that
the reports accurately reflect the services being provided and are meeting customer
requirements. These reports can be used to understand team activity, performance, resource, and
schedule commitments.
SERVICE IMPROVEMENT
The DJI Consulters and the application support team maintain and improve the quality of the
service by agreeing to, monitoring and reporting on IT service activities. During this process the
following actions are completed:
A service improvement plan is created Improvement activities are assigned and scheduled The effectiveness of previously implemented improvements is evaluated
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KPIS CONTINUAL SERVICE IMPROVEMENT
KPIs Service Review
KPI Description Services Reviews
ATM-Deposit6 identified weakness The service is not known
The bank is not known The Hardware must be imported Incapacity to realize complex
transactions
KPIs Process Evaluation
KPI DescriptionMaturity Assessments and Audits A measure of the reliability, efficiency and
effectiveness of a process, function,
organization etc.Process Evaluations To evaluate processes on a regular basis. This
includes identifying areas where the targeted
process metrics are not reached, and holding
regular bench markings, audits, maturity
assessments and reviews.Identified Weakness Maturity levels of one process is low,
Insufficient testing resulting in poor design,
Phishing.CSI Initiatives CSI continually improves the effectiveness
and efficiency of services and processes.Completed CSI Initiatives To improve service quality where necessary,
and to identify more economical ways of
providing a service where possible.
CONCLUSION
Reached the end of the implementation of the new bank, the DJI consulters concludes that this
project will be of utmost importance for new banks as we bring big news in the world of
technology that will greatly help bank customers.
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All the steps mentioned here in this project from the beginning until the end everything was
clearly prepared by members of the company DJI consulters and guarantee the provision of
services of high quality and professionalism.
The DJI Consulters welcomes the presence and the attention of all members who directly or
indirectly took part in the presentation of this project, and so we are left saying that we wait
anxiously for the official launch of the project after it is approved.
BIBLIOGRAPHY
1. Office of Government Commerce: ITIL Framework, United Kingdom
2. Escola Superior de Rede: ITIL, Brazil
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