With the support of Cleverics consultants Raiffeisenbank has developed a new service approach for IT management.
With one of the most competent ITSM teams in Russia, in the past few years Raiffeisenbank has been developing and applying its own IT service management solutions. At the beginning of the project to develop strategies to employ the service approach, the bank already ran several IT management operational processes, and a number of Service Level Agreements (SLA) and operating agreements (OLA) had been signed.
When developing internal processes, the IT management team makes extensive use of the practice of making their own relatively small changes in the organization of work instead of implementing one-off major projects. This approach provides the required flexibility and quick initial results, with the specifics of the organization and the current situation given a high level of due consideration. However, for the successful development of IT management systems we must periodically define our strategic direction, and identify the target state for the next two or three years. One of the key points here was the issue of values and implementation strategies for the service approach.
Under this project, the bank’s specialists in conjunction with Cleverics consultants identified the target state of the service approach as a method of IT management, and its implementation programme. The target state defines:
The implementation programme includes performing primary and supporting operations with the work schedule and responsibilities for the coming year, as well as the promising directions of development in the long term.
Under the project the IT services directory structure was created. The majority of services were defined not only in clear business terms, but based on the business processes of the bank, which as of today are by far the best practice. The need for such an approach, in particular, was dictated by the overall IT development strategy with the focus on customer service and effective collaboration with users of information technology.
The result obtained will be used by the bank over the next two years in the phased development and restructuring of the IT management processes, the development of cooperation with business clients, and the creation of more mature monitoring and reporting standards.
ZAO Raiffeisenbank is a subsidiary of Raiffeisen Bank International AG. Raiffeisenbank ranks 10th among the Russian banks in terms of assets, based on 2011 results (Interfax-CEA). According to the same Interfax-CEA data, ZAO Raiffeisenbank ranked 5th in terms of private deposits and 8th with regard to consumer lending.
Raiffeisen Bank International AG (RBI) regards both Austria, where it is a leading corporate and investment bank, and Central and Eastern Europe (CEE) as its home market. In CEE, RBI operates an extensive network of subsidiary banks, leasing companies and a range of other specialised financial service providers in 17 markets. RBI is the only Austrian bank with a presence in both the world’s financial centres and in Asia, the group’s further geographical area of focus. Around 60,000 employees service about 13.7 million customers through around 2,900 business outlets, the great majority of which are located in CEE. Raiffeisen Bank International is a fully-consolidated subsidiary of Raiffeisen Zentralbank Oesterreich AG (RZB). RZB indirectly owns around 78.5 per cent of the common stock, the remainder is in free float. RBI’s shares are listed on the Vienna Stock Exchange. RZB is the central institution of the Austrian Raiffeisen Banking Group, the country’s largest banking group, and serves as the group head office of the entire RZB Group, including RBI.