Absolute Bank (WebTutor)

1. Company Description

1.1. The industries in which the company works

Banking business

1.2. Territorial Distribution

48 branches and additional offices

1.3. Number of Staff

More than 4,000 employees

1.4. Staff Categories Who Use the System

All employees of the bank

2. Solved Problems / Assigned Tasks

2.1. Business Requirements For Implementation

The main objective at system implementation: training of regional employees. And also:

• Increase in efficiency of training of employees
• Carrying out training in uniform standards
• Optimal planning of the working time spent for training

2.2. What business processes had to be automated (assessment, training, personnel recruitment, the expense accounting on training, etc.)

At the beginning only implementation of distance learning and maintaining an event calendar was planned, then (after implementation) systems appeared new tasks:

• automation of process of external training: from scheduling and submission of requests before accounting of the budget
• automation of process of training
• integration with a system e-Staff for conducting testing of personnel at selection
• process automation of internal training

2.3. Criteria of Successful Implementation at the Planning Stage

Availability of the Educational Portal in all bank branches; a possibility of holding mass procedures for personnel development for regional employees whose number constantly increased.

2.4. Project Planning (Requirements, Analysis of Business Processes).)

At system implementation it was made terms of reference and the plan of the corresponding works according to which implementation was made. When there were additional problems of automation: on each of tasks it was made separate terms of reference and the work plan. At the same time for drawing up these documents the analysis involved in business process automation was carried out.

3. Project Parameters

3.1. Terms of Implementation and Milestones of the Project

• The beginning of the project – May, 2006
• Filling, setup and system testing – June – December, 2006
• Implementation in all bank branches – January, 2007

3.2. Project Team on Customer Side (from IT and grom HR). Roles in the Team, How the Interaction Took Place

The project team in the following structure was engaged in system implementation:

• The project manager (from HR)
• The project manager (from IT)
• The specialist (from IT)

The similar line-up of the team of the project is caused by the fact that in the Absolute Bank at implementation of any software the crucial role is played by IT division.

At development of a system the project team changed:

• The project manager (from HR) – development of a system
• The specialist (from HR) – support of the current processes in a system
• The specialist (from IT) – support of the server of a system

3.3. The Main Difficulties During the Project

There were problems with an input on the Educational Portal (logins of users), but thanks to harmonious actions of specialists of IT division and WebSoft company the problem was quickly enough fixed.

3.4. Did the Time and Financial Costs Correspond to the Previously Planned

There were insignificant deviations on terms.

3.5. What restrictions of IT infrastructure affected the project

In Bank rather good communication channels, but, nevertheless, there were several "heavy" rates which "suspended" the system server. For such rates the distributed circuit was implemented, i.e. rates were laid out as well on servers of branches: at the same time purchase of additional servers was not required, the current servers appeared enough.

4. Project Development

4.1. Development plans (what automation of business processes is still planned)

• The expense accounting on all training events of bank
• "Entrance" testing of candidates
• Further development of rates and tests
• Further setup of a system for the purpose of minimization of routine work on planning, informing, appointment and processing of results of training
• Setup on the Portal of the analytical interface for heads and experts of divisions which allowed to them to obtain information on results of training and testing on the employees
• Use of technology of the Virtual class for carrying out on-line of seminars (webinars)

So far in plans – automation of the specified business processes, use of the Educational portal for holding webinars is in the future possible.

4.2. Filling With Content - How to Solve the Problem

Electronic rates are developed in the following directions:

• Products and services of Bank
• Work with banking software
• Project management
• Personal efficiency
• Adaptation rates

Mainly all rates are developed by forces of Bank. External forces developed only an adaptation rate for new employees. Also was the project management rate purchased.

4.3. Team to Support and Develop the System

• Project manager
• Administrator of the Portal (purpose of rates, creation of reports, user support).
• The project manager and two specialists working according to the works agreement are involved in development of electronic rates.

5. Project Results

5.1. Results (Quantitative And Qualitative)

• The Educational portal available in all bank branches is open
• The key received indicator is on average 1500 cheloveko-rates a month
• It became very convenient to create reports on results of training and testing of employees
• It became easy to trace to what when and as employees studied
• Process of adaptation of new employees is facilitated

The key received indicator is 1500 cheloveko-rates in a month. Other indicators can be selected after carrying out automation.

5.2. Economic Efficiency

After the first three months of use of a system formal calculation of cost efficiency was made: the amount of economy which was received for the account of use of remote form of education, corrected on effectiveness ratio of training was calculated (i.e. the relative coefficient showing digestibility of material at a remote form). Results were impressive in spite of the fact that in the first three months the quantity of cheloveko-rates was around 500-700 in a month.

5.3. The Most Significant Results Are Something Most Notable

Input of a system in continuous operation, availability of the Educational Portal in all bank branches

5.4. Reaction of Staff of the Company on System Implementation

System implementation was followed by resistance of some employees of the bank. The first two months while the personnel got used in new form of education that only the project team had not to listen to. But for the third month practically all who gave negative reviews estimated advantages of distance learning and changed the relation to a system for positive and even asked to appoint by it additional rates.

5.5. A feedback from heads (the company and divisions) according to the results of system implementation

Feedback as such was not – but from heads "orders" for development of remote rates began to arrive