2. Banco de Credito del Peru (BCP)
Leading Bank in the country, offering different products and services from retail to wholesale banking.
Part of the largest financial services holding company in Peru, CREDICORP, with businesses in Peru,
Bolivia, Colombia, Chile and Panama.
Credicorp is engaged in commercial banking, insurance, pension funds and investment banking.
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3. Banco de Credito del Peru (BCP)
Total Assets: US$ +35 billion
+20,000 employees
+5 million customers
~400 branches, ~2,000 ATMs, ~5,500 banking agents
Credicorp @ New York Stock Exchange (NYSE: BAP)
2012 Net Income: US$ 660 million
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5. The Goal
Redesign the sales & service software platform in order to simplify operational work of
branch agents and to improve customer experience by reducing waiting time and human
errors.
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6. Chronology: From 2004 to 2010
2009-2010:
IBM Web Content Manager
for Intranet Employee Portal
2006-2008:
360° Customer view
New Claim process
2004-2005:
IBM WebSphere Portal implementation
as SSO solution for intranet applications
7. The Solution
BCP has been working with
IBM in their SOA strategy for
the past 10 years.
BCP was looking for a platform
that allows to integrate
transactional services and
customer information in a
single user interface.
Due to the experience in
previous projects, IBM
WebSphere Portal was chosen
as the most adequate software
platform for the solution.
IBM Business Partner
Synopsis was chosen for
project implementation.
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8. Main Business Units Involved
Channels Planning & Development
Retail Business Planning & Development
Business Processes Improvement
Product Managers
Audit
Compliance
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10. The Results
Integrated user interface.
Reduced customer waiting time at
branch sales and service agents.
Improved customer satisfaction.
Improved user experience and employee
productivity.
Reduced time to market of new products
and services.
Higher service level standards.
Better audit capabilities.
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11. Usage Statistics
Savings Account Opening Process: Transactions
120,000
Transactions
100,000
80,000
60,000
40,000
20,000
0
May
Jun
Jul
Portal
87,890
85,776
97,284
Old App
38,961
34,022
33,985
Month
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12. Usage Statistics
Savings Account Opening Process: Duration
12
10
Minutes
8
6
4
2
0
February
March
April
May
June
Months
Goal
12
Old App
Portal
July
14. Lessons Learned
Best Practice (BP) – Improvement Opportunity (IO) – Urgent Action (UA)
Type
Subject
Detail
BP
Prototype design
Before deploying new products in Portal, prototypes were designed and built for end users to
see the products and make comments and suggestions about them.
BP
Process Improvement
team commitment
Functional and process analysts were committed to the project to redesign the business
flows and procedures.
BP
Deployment and pilot
strategy
Two end users took part of the deployment process for full understanding of the new
platform. They were in charge of training other users during the pilots.
BP
Phasing strategy
A phasing strategy was defined in order to early accomplish project requirements.
IO
Application impact
analysis
Application impact analysis was needed in order to discover hidden issues that could lead to
critical problems. Some requirements were not put into production until all dependencies
were changed or eliminated.
IO
Web services’ SLAs
Some web services did not meet required response time SLAs, causing negative impact in
overall Portal performance. Additional effort and cost were put in place for tunning
middleware components and web services.
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15. Lessons Learned
Best Practice (BP) – Improvement Opportunity (IO) – Urgent Action (UA)
Type
Subject
Detail
UA
IBM expert support engagement
IBM Support had to be engaged to resolve some critical technical issues that
could not be resolved by the project’s technical team. Engage IBM support
team as soon as possible to reduce delays.
UA
Environment availability
Development and testing of certain business requirements were delayed as
platform environments were not installed on time. Impact was not only in
project’s time but also cost.
UA
Platform monitoring
Portal was deployed without appropriate monitoring tools. Post-production
incidents happened because of lack of monitoring. Define end-to-end points of
measurement and thresholds, and deploy appropriate monitoring tools.
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19. Other Projects
Integration of New Intranet with IBM Connections for corporate social network (Q3
2014)
Portal deployment in call center agents (Q4 2014)
Wholesale Customer Portal (Q1 2015)
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