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

History: From the Initial SMU Banking Process Framework to the Unified Banking Process Framework
2006 2007: Initial SMU SIS Banking Process Framework
process life cycle based on institutional banking Knowledge of end-toproducts.

Customer Needs, Banking Products Knowledge of end-to-end and Services

Bank Management
Needs

Software Systems
Systems that support the trade life cycle and the cross product services

2008:
Singapores National Infocomm Competency Framework, Financial Services Working Group, uses SMU SIS BPF as a key input and output

Order Customer Transaction Reviews Maintenance Fulfillment Acquisition Engagement

end process life cycle based on institutional banking products.

Middle Office services supporting the life cycle Compliance Risk Management Product Control and Accounting

Process Life Cycle

2008 and onward:

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.

SMU SIS continues intensive development effort on banking process & IT educational framework and expands it into the UBPF

SMU SIS Revised UNIFIED BANKING PROCESS FRAMEWORK

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The SMU SIS Banking Industry initiative develops skills in Banking Technology across different levels
Retail Banking Investment Banking, Capital Markets

Unified Banking Process Framework

Private Banking & Wealth Mgmt Corporate & Institutional Banking

Singapore Management University School of Information Systems Banking Technology & Operations Programme Masters Level Professional Short Courses

Undergraduate Level

Joint effort to develop IT professionals for the banking industry ATTRACT PREPARE RETAIN
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Banking Industry Issues for Tech & Ops Professionals

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)

Industrys training model - old days vs today

Industry issues
Allure of front office Operations complexity

Hard to attract and retain

All the smart ones want to be investment bankers, private bankers, fund managers
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)

Industrys training model - old days vs today

Industry issues
Allure of front office

Its complex. Its tough.

And you need the brains All the smart ones want to be investmentand decision acumen of bankers, private bankers, fund managers the best in the front office 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)

Industrys training model - old days vs today

Industry issues
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

We dont train them Operations & Technology importance and impact: like we used to
Large footprint (people, budget, assets)

IT rate of change

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

Industrys training model - old days vs today

Scope of the Unified Banking Process Framework

Scope of most FSI training
Banks Business Context
Banks External View Customers & Needs Industry Products & Services Market Organization Market Participants & Roles Regulatory & Market Requirements Banks 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 2 View 3

UBPF Scope

Processes, Operations & Technology

View 4 View 5 View 6 View 7 View 8 View 9 View 10

End-to-End Process Lifecycles for Product & Services Bank Management Functions and Processes A. Compliance B. Risk Management C. Product Control D. Accounting Data Lifecycle - Creation, Measurement and Usage Software Applications & Systems Channel Delivery & Channel Infrastructure Enterprise Architecture & Integration Organisation & Sourcing Process Performance & Management Total Cost of Process Execution

Technology & Operations Management Change Scenarios & Collaboration

View 11

Change Scenario & Impact Tracing

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. 3.

A unified and consistent way of representing all segments of banking in terms of process, data and technology. A Building Blocks approach
The ability to understand how to combine, aggregate and disaggregate any banking process, current or future

The UBPF is a framework for understanding linkages between Customer Needs and Bank Management Needs
Customer Types Investment Banking & Capital Markets Corporate & Institutional Banking Private Banking & Wealth Management Retail Banking

Customer Needs

Investing Savings/ Surplus Funds

Financing Personal/ Business Needs

Support for Cross Border Trade/Projects

Receiving/ Paying for Services

Managing Portfolio Risk

Securities Safekeeping/ Trade Settlement Support

Bank Products and Services

Transaction Fulfillment Enablers

Deposits/ Investments/ Insurance

Loans/Advances Fund Raising

Trade/Project Finance

Remittance/ Cash Management/ Cards

Capital/Currency Commodities Market

Custodian Services

PROCESS

DATA

TECHNOLOGY

Bank Management Needs

Accounting & Financial Controls, Reporting, Audits Financial Management

Internal Risk Management, Controls, Reporting, Compliance Risk Management

Customer, Sales Force, Distribution Channels, Data & Analytics Channel Management

Systems Design, Controls, Production Operations & Technology Management

The Unified Banking Process Framework is used to visualise how a bank meets customers needs and internal management needs through processes, data and technology
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Unified Banking Process Framework Model

REGULATORY BODIES Customers / Market Participants (internal, external)

BANK
1. Banking Business Segment View: Customers, Products and Services for Investment, Corporate, Private, Retail Banking 2. Product & Process Lifecycle View
Knowledge of end-toend process life cycle based on specific banking products. 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

Process

5. Software Systems 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
The 11 views of the UBPF are used to understand linkages and flows across banking processes, data, technology and operations
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UBPF Focus: Banking Processes, Data, Technology & Operations

Scope of most FSI training Banks Business Context 1. Banking Business Segment View: Customers, Products and Services for Investment, Corporate, Private, Retail Banking 2. Product & Process Lifecycle View Process
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

UBPF Scope

Processes, Operations & Technology

Knowledge of end-toend process life cycle based on specific banking products.

5. Software Systems 6. Channel Delivery & Channel Infrastructure View 7. Enterprise Architecture & Integration View

Technology & Operations Management

Change Scenarios & Collaboration

8. Organization and Sourcing View 9. Process Performance View

10. Total Cost of Process Execution View

11. Change Scenario & Impact Tracing View

The UBPF is focused on Banking Technology & Operations, though it incorporates aspects of the business context needed for T & O
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THE UBPF is designed to enable T&O Professionals to visualize and analyze FLOWS of information within and across Views
Unified Banking Process Framework

Views 2 & 3 Micro Views 2 & 3

View 7 Enterprise Data Model

Micro View 5
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Taken all together, UBPF Views 1 to 11 enhance

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
integrated Business-Process-Technology analysis, decision making and execution

3.

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

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Types of Banking Customers and Customer Needs

Individuals
Single/Joint Person Consumer Banking Priority Banking Private Banking - Joint Accounts - Partnerships - Family Units - Family Businesses

Institutions
Companies - Banking - Non Banking * Large * Medium * Small Non Corporate bodies - Trusts - Associations

Individuals Government
Local National Supranational

Types of Customer

Customer Needs

Investing Savings/ Surplus Funds

Financing Personal/ Business Needs

Support for Cross Border Trade/Projects

Receiving/ Paying for Services

Managing Portfolio Risk

Securities Safekeeping/ Trade Settlement Support

This summary of customer types and needs supports UBPF View 1

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

Sales done by

Relationship Managers Investment Banking & Capital Markets Corporate & Institutional Banking
Current Account (Core Banking)

Sales Staff Private Banking & Wealth Management

Current/Savings Account (Core Banking)

Banking Segments
Bank Products & Services Retail Banking

Other Services (External Firm, Bank Subsidiary, or Unit Inside the Bank)

Savings Account (Core Banking) Time Deposits (Core Banking)

Deposits
Time Deposits (Core Banking)

Insurance Underwriting

Investments Loans/ Advances/ Fund Raising Trade/ Project Finance

Investment Products Fund Raising Loans

Investment Products

Investment Products Loans (secured and unsecured)

Asset & Fund Management Leasing Underwriting

Asset-based Finance
Trade Finance Project Finance Accounts Payable Accounts Receivable

Remittance/ Cash Management/

Cash Management Corporate FX

Credit Cards Capital/ Currency/ Commodities Market Custodian Services

Institutional Customer Account Trading Proprietary Trading Custody Services

Corporate Credit Cards Corporate Customer Account Trading

High Net Worth Cards Portfolio Management

Mass Market Retail Cards, Higher Net Worth Cards Retail customer Account Trading Asset & Fund Management

Custody Services
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Major Banking Segments and their Products & Services

Investment Banking & Capital Markets Corporate & Institutional Banking Private Banking & Wealth Management Retail Banking

Asset Classes for Capital Markets

Equities Fixed Income FX Commodities Derivatives

Deposits Current/ Savings Acc Time Deposit Loans

Loans Assetbased Finance

Trade

Payment & Cash Management Accounts Payable Accounts Receivable Liquidity Mgt = Treasury Corporate FX Custody Services

Project Finance

Asset Classes for Private Banking & Wealth Management Retail products Investment products Discretionary Portfolio/ Customised Products

Individual Retail Customer

Deposits Current/ Savings Acc Time Deposit Secured Loans Consumer Finance Unsecured Loans Credit Card Issuance Payments and Clearing Retail Investment Services

Retail Merchant Customer

Credit Card Collection

The product families for each main banking segment supports UBPF Views 1 & 2
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Viewing banking products in terms of their process life cycle

Product Creation

Product Design & Setup

Customer Engagement

Customer Order Acquisition

Execution Transaction Fulfillment Maintenance Reviews

Product Retirement

Product Wind Down & Phase Out

This banking product end-to-end process life cycle supports UBPF View 2 and 3
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Execution Process Life Cycle Summary for Major Banking Segments

Investment Banking
Fund Raising & Issuance Customer Engagement Capital Markets, Trading

Corporate & Institutional Banking

Corporate Finance Cash Management Securities and Fund Administration

Private Banking & Wealth Management

Investment, Capital Market & Corporate Services
- Sales - Account & Product Setup

Retail Banking
Individual Retail Customer Retail Merchant Customer

Retail Services

- 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 - Standing Instructions (Payment & Clearing) - Contract initiation per contract

- Sales - Account & Pointof-Sales Device Setup

Order Acquisition

- Trade

Execution Process Life Cycle

- 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) - Contract life cycle tracking - Account Maintenance - Standing Instructions Maintenance (Payments & Clearing) - Consolidated Customer Portfolio Statement - Customer Profiling and Buying Patterns - Customer Loyalty Programmes (Credit Card Issuance) - Third Party Joint Promotions

- 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

- 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

- 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
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UBPF Process & Software Systems Map for each Banking Business Segment This overview map captures highlights:
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 banks internal and external
management needs.
3) The specific types of software systems that support the above.
This Process & Software Systems map supports UBPF Views 2 , 3, 4 and 5
Maintenance Fulfillment Reviews Acquisition Engageme

Execution Process Life Cycle

Customer

2. Product & Process Lifecycle View

Knowledge of end-toend process life cycle based on specific banking products. Process

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

Transaction Order

nt

5. Software Systems

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An example of Process & Systems Map for a banking segment: Investment Banking & Capital Markets
Customer Needs, Banking Products & Services
Trade Life Cycle Specific Life Cycle Asset Class
Equities Fixed Income FX Commodities Derivatives

Bank Management Functions & Processes

Compliance Risk Management - Market risk - Position risk - Credit risk Product Control Accounting View (Financial, Managerial)

Software Systems

Customer Engagement

- Pre trade

-Analytics,

- Prices/ & Quotation - Trade Order Routing, Trade Capture

Trade surveillance - by product - across product - by customers

- Customer

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

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 Acquisition

Transaction Fulfilment

- Post trade

-Settlement

standing instructions

Order Trade Capture systems Risk Mgt systems Trade surveillance system

Trade Life Cycle

Modes: CCP versus nonCCP Confirmatio n - Allocation - Affirmation (DVP)

Settlement Credit Risks - by customers - by counterparties - by product - across product

(contract/asset class)
fees &

Confirmation and matching systems Trade settlement systems G/L systems Credit Trade Central Liability systems Position/ Contract reconciliation systems

Charges (contract)
spreads for

FX & interest rates (contract) 4) Referential Data Management

- Clearing &

Operations Settlement

Settlement Account Maintenanc e Reviews - Account Maintenance

AML Clearing risks by ..

- Customer Level Portfolio Management - Product Level Review across bank - External reviews

Custodian Settlement systems Cash remittance systems Customer Demand Deposit systems Nostro account reconciliation

This process and systems map supports UBPF Views 2, 3 and 4. This example is for the Capital Markets segment of Investment Banking.
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The Importance of Linking Process and Technology Views

Unified Banking Process Framework

Information flows within the banking domain and the processes

Mapping process to software solution

Mapping software solution capabilities to the process Information flows within the banking software solutions
The UBPF provides a structure for linking Process Views (1, 2 & 3) to Technology Views (4, 5 & 6)
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The Importance of Linking Process and Technology Views

Unified Banking Process Framework
Information flows within the banking domain and the processes
Mapping process to software solution

Mapping software solution capabilities to the process Information flows within the banking software solutions
Linking UBPF Product Process Views (1, 2 & 3) to Technology Views (4, 5 & 6)

Example of a Banking Enterprise Software Solution

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A core banking system from a UBPF Perspective

View 6: Channel Delivery & Channel Infrastructure

View 7: Enterprise Architecture & Integration View 7: View 1: Banking Business Segment & View 2: Product & Process Lifecycle View 3: Bank Management Functions & Processes View 7: Enterprise Architecture & Integration

View 7: Enterprise Architecture & Integration

View 3: Bank Management Functions & Processes View 7: Enterprise Architecture & Integration

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Unified Banking Process Framework Model Views 8 to 10

REGULATORY BODIES Customers / Market Participants (internal, external)

BANK
1. Banking Business Segment View: Customers, Products and Services for Investment, Corporate, Private, Retail Banking 2. Product & Process Lifecycle View
Knowledge of end-toend process life cycle based on specific banking products. 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

Process

5. Software Systems 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

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Outsourcing & Insourcing for a Bank and UBPF View 8

8. Organization and Sourcing View

Outsource
to external third party

What
IT related
IT operations & service delivery
Software development & maintenance Enterprise architecture, software application design Operational processes for banking product & service delivery

How
Location specific Country based hubs Regional / globalised hubs

The Bank
can choose to

Insource
by bringing IT operations back in-house by providing IT services for other financial services institutions

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8. Organization and Sourcing View

Service Sourcing As-is Options ofProvider for the banks own customers To-be Options for Sourcing

Sourcing Options

Where is it physically located?

Where is it organizationally located? What is the current sourcing model?
2. Product & Process Lifecycle View Process
Knowledge of end-to-end process life cycle based on specific banking products.

Where should it be physically located?

Where should it be organizationally located? What should the sourcing model be?
3. Bank Management Functions

UBPF Process & Technology Views Impacted by Sourcing

& 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 6. Channel Delivery & Channel Infrastructure View 7. Enterprise Architecture & Integration View

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
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8. Organization and Sourcing View

Outsourcing Options
Description

Localised
Processes & Services performed by thirdparty vendor - LOCALLY

Regionalised / Globalised
Full or partial processes & services performed by a third-party vendor - REGIONALLY or AT A GLOBALIZED HUB

Sourcing Options for Operations & Systems

Insourcing Options
Localised
Description Processes & Services performed internally by bank-- LOCALLY

Regionalised /Globalised
Processes & Services performed internally by bank--- AT ONE OR MORE GLOBALISED HUBS

Service Provision for the banks own customers

Service Provision for other banks (White Labeling) Full or Partial processes or services performed by bank for other banks 4. Data Lifecycle View
Data used to implement business products, processes, rules and analytics

UBPF Process & Technology Views Impacted by Sourcing

2. Product & Process Lifecycle View Process

Knowledge of end-to-end process life cycle based on specific banking products.

3. Bank Management Functions

& Processes View

Middle Office services supporting the life cycle Compliance Risk Management Product Control Accounting

5. Software Systems

6. Channel Delivery & Channel Infrastructure View 7. Enterprise Architecture & Integration View 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
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8. Organization and Sourcing View

Sourcing Options and UBPF Views Impacted

Examples of Insourcing Models Commonly Found for Specific Operations & Systems Internal Localised
2. Product & Process 3. Bank Management Functions & Processes 5. Software Systems 6. Channel Delivery & Channel Infrastructure 7. Enterprise Architecture & Integration Loan Processing Product Pricing (Middle Office) Regulatory Reporting Local Payment System (RTGS) Teller ATM

Internal Regionalised/ Globalised

Trade Finance Processing FX Settlement GL Accounting & Reconciliation AML Monitoring GL System Compliance Systems Internet Banking

External Outsourced
Local Cheque Clearing

Service Provision for other banks (White Labeling)

Custody Services Payment Services

Illustrative examples within each cell of matrix

Invoice Matching System DATA CENTRE Mobile Banking

Internet Banking System FX System

Application services via Cloud Computing

Data centre outsourcing Application services via Cloud Computing

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9. Process Performance View

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

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10. Total Cost of Process Execution View

Total Cost of Process Execution (or Total Cost of Process Ownership)
Channel Expenses Cost is allocated, per product and customer segment

Front Office Expenses ( Sales / RM / Product ).

Middle Office Expenses Operational Transaction Volume & Unit Cost Systems Transaction Volume & Unit Cost (Insourced or Outsourced) Outsource Transaction Unit Cost Product Profitability View Customer Profitability View

Transaction level costing

Bank / Branch Location Profitability View

Items above are incorporated into these profitability measurements

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11. Change Scenario & Impact Tracing View

UBPF Goal: Assist T&O and Business Professionals in assessing the impact of Change Scenarios on UBPF Views 2 through 10

Change Scenario Examples

Market and customer needs changes New product introduction Regulatory changes Internal control & compliance changes Organisation changes Growth driven changes
Emerging market expansion Merger & acquisition

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

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The Body of Content for the UBPF

Views / Segment
Investment Banking & Capital Markets Corporate & Institutional Banking Private Banking & Wealth Management Retail Banking

10

11

Version 1 Completed - Ongoing Review

Work In Progress

Current & Future Development

Development Status
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UBPF Challenges Going Forward

1. Going beyond the current proof of concept 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

4.

Meeting the needs of T & O users for collaboration and decision making

2.

5.

Dimensionality

6.

Keeping the content EASY TO USE as the body of content gets more complex

3. Scope and scale of content across all 4 segments of banking

Investment Banking & Capital Markets Corporate & Institutional Banking Private Banking & Wealth Management Retail Banking

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The SMU SIS Banking Industry initiative develops skills in Banking Technology across different levels
Retail Banking Investment Banking, Capital Markets

Unified Banking Process Framework

Private Banking & Wealth Mgmt Corporate & Institutional Banking

Singapore Management University School of Information Systems Banking Technology & Operations Programme Masters Level Professional Short Courses

Undergraduate Level

Joint effort to develop IT professionals for the banking industry ATTRACT PREPARE RETAIN
35

Roadmap for MITB (Financial Services) Course Expansion Over 2009-2011 Time Period
Financial Services Track Courses
Banking Processes, IT & Architecture Courses A1. Banking Products and Processes A2. Retail Banking Technology: Processes, IT & Architecture A3. Corporate & Institutional Banking Technology: Processes, IT & Architecture A4. Financial Markets Technology: Processes, IT & Architecture (*) A5. Lifecycle Implementation of Banking Products (*) A6. FS Operational Risk: Foundation & Framework A7. FS Operational Risk: Data, Information, System and Architecture (*)

MITB Common Courses

IT and Project Management Courses C1. IT Governance & Innovation Management C2. Spreadsheet Modeling for Technology & Operations Decisions C3. IT Project & Vendor Management C4. Global Sourcing of Technology & Processes General Management Courses for Technology & Operations D1. Accounting for Technology & Operations Managers D2 Strategy & Organization

D3. Finance for Technology &Operations Managers

Capstone Project- 2 course units

( * ) = new courses being developed

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Mapping MITB (Financial Services) Processes, Data, Solutions & Architecture Courses to UBPF Views

UBPF View Banking Products and Processes Retail Banking Technology: Processes, IT & Architecture Corporate & Institutional Banking Technology: Processes, IT & Architecture

10

11

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

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How the Industry Can Support SMU SIS Educational Programmes in Banking Technology & Operations
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

Industry Seminars & Workshops for either MITB (FS) or BSc (ISM)
Participation in our seminars & workshops as industry practitioner Host site visits, and/or on-site special seminars for our students

BSc (ISM) Programme

Co-development on parts of curriculum Internship for students Scholarships/awards Hiring, talent recruitment

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SMU SIS Professional Short Courses for Banking T & O: Execution Approach
Professional Short Courses We can create professional short-course versions of the existing banking T & O related courses in our Masters and Bachelors programmes
SMU MITB (FS) Programme Curriculum

SMU BSc (ISM) Banking Processes & Solutions Track

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Significant Contributors to the UBPF

Faculty, Staff & Adjuncts of the SMU School of Information Systems
Steven MILLER Sajeeve THOMAS Enoch CHNG Michelle CHEONG Randall E. DURAN

Sandeep LAL
NG Peng Khim SAM Anne Me YEO Loy Khim

From the Global Banking & Technology

We would also like to acknowledge other Banking Technology & Operations (T&O) experts and line-of-business experts who choose to remain anonymous

Other Banking Industry Contributors

The Infosys Finacle Product Team

Significant Contributors to the UBPF (contd)

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.
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

Sponsoring Agencies of the Singapore National Infocomm Competency Framework:

Infocomm Development Authority of Singapore (IDA) Singapore Workforce Development Agency (WDA)

NG Peng Khim, Citi DBS

SEE Chim Tiam, Merrill Lynch Global Services SHEE Tse Koon, Standard Chartered Bank

Consultants to the Committee PricewaterhouseCoopers LLP

Thyag VENKATESAN Xavier BAUDEZ

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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 sis_masters@smu.edu.sg

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