technical assistance consultant’s report · external or internal to nbc), should ensure they...

Technical Assistance Consultant’s Report

Project Number: 34389-02 April 2010

Cambodia: Second Financial Sector Program Implementation (Financed by the Technical Assistance Special Fund; e-Asia and Knowledge Partnership Fund [funded by the Republic of Korea]; and Financial Sector Development Partnership Fund [funded by the Government of Luxembourg)

Prepared by A. Carline

Auckland, New Zealand

For National Bank of Cambodia Ministry of Economy and Finance Ministry of Commerce

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents. (For project preparatory technical assistance: All the views expressed herein may not be incorporated into the proposed project’s design.

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VINSTAR Consulting

Final Report

TA No. 4999-CAM: Financial Sector Program II

Implementation

Submitted to

Government of Cambodia

and

Asian Development Bank

April 2010

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TA No. 4999-CAM:

Financial Sector Program II Implementation

Final Report

Prepared by: Andrew Carline

VINSTAR Consulting

Suite 5

21 Williamson Avenue

Ponsonby

Auckland

New Zealand

Phone: (64 9) 3760041

Fax: (64 9) 3760046

Email: [email protected]

www.vinstar.com

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Contents

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Contents

Abbreviations

Executive Summary

Main Report

Section 1 – Background

Section 2 – Project Activity Review

Section 3 – Situational Comments

Section 4 – Lessons Learned

Section 5 – Recommended Actions

Section 6 - In Conclusion

Appendices

Appendix 1 – Summary of Project Manager’s Progress on TOR Activities

Appendix 2 – Project Manager’s TOR

Appendix 3 – Index of Previously Delivered Outputs

Appendix 4 – Final Risk Register

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Abbreviations

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Abbreviations

ADB Asian Development Bank

BPM Business Process Modification

CBS Core Banking System

DBA Database Administrator

FAT Functional Acceptance Testing

IBS Integrated Banking System

ITO Information Technology Office

MEF Ministry of Economics and Finance

NBC National Bank of Cambodia

PRC Procurement Review Committee

PRG Project Review Group

PSC Project Steering Committee

RMC Risk Management Committee

TOR Terms of Reference

UAT User Acceptance Testing

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Executive Summary Background Cambodia’s central bank, the National Bank of Cambodia (NBC), provides a range of banking services to government departments. In addition, the NBC holds deposits from commercial banks. Finally, the NBC collects tax payments from businesses operating in Cambodia on behalf of the Cambodian Tax Department. Previous technical assistance funded by the Asian Development Bank (ADB) had identified the need for a consolidated system for use by front office and back office functions within NBC. Each department used its own system or systems, as well as manual processes to perform their functions. This resulted in a number of operational challenges for the bank, such as long wait times for customers, duplication of work and inaccurate data. The aim of this TA has been to assist the National Bank of Cambodia through the selection, implementation and operation of a suitable new banking package that would address the above issues. The international team for this project consisted of a Project Manager and an IT Systems Expert. Additionally there was a local IT Consultant assigned to the project. This report details this project from the perspective of Mr. Andrew Carline. Mr. Carline was first engaged as an IT Systems Expert. Mr. Carline took on the role of Project Manager when the incumbent (Ms. Zoe Carino) became sick, around December 2008. In 2009 Ms. Carino took on the part-time role as IT Systems Expert. Ms. Carino has separately submitted a final report covering her role on the project. Project Review The project commenced in January 2008. At this time Ms. Carino was working with a small NBC project team to develop the software assessment and selection process. Mr. Carline commenced work as the IT Systems Expert in May 2008. During his first two visits it was identified that internal capabilities within NBC would need to be improved for NBC to effectively contribute to the project. Consequently there was a focus was on the following ‘business change’ activities as well as progressing the software assessment and selection activities.

� Implementing an IT Office Help Desk � Improving IT vendor management capabilities � Implementing a Risk Management Framework within the business

From January 2009, Mr. Carline was performing the project management role; and in particular assisting NBC complete contract negotiations with the three vendors; Oracle, Interflex and Neeka. These negotiations were completed in February 2009 and the project commenced in March 2009. At this time the vendor team arrived on site, and the NBC project team was increased to 24 staff. Numerous project activities were progressing from this period (hardware procurement, product walkthrough/gap analysis/customisation specifications) and a project governance framework was established.

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In May 2009 it became apparent that the training of the NBC core team members had not being as effective as was required, and delays in parameterisation and functional acceptance testing were being experienced. Ultimately a revised project schedule was recommended that included extra training and additional time for some tasks. Implementation for Head Office was re-scheduled from late November 2009 to late January 2010. NBC senior management were asked to take a more visible role as stakeholders in the project, and reinforce to NBC core team members the importance of the project. No further requests for team members to attend training or seminars were to be approved. The project schedule and the revised funding were approved by the NBC steering committee in May 2009 and the Procurement Review Committee in June 2009. During the period from September to October 2009 data conversion activities were delayed, and although not impacting the Head Office implementation they were expected to delay the Siem Reap branch conversion. Although the test data conversions were successful in terms of data reconciliation the time taken was outside expectations. Consequently the NBC decided to close the Head Office for two days prior to the live implementation conversion. In December 2009 UAT was signed off, three delayed items were highlighted that were not signed off, (these were ultimately signed off and implemented in February and March of 2010). The system went live at Head Office on the 2nd February 2010 as planned. Post implementation support was provided on-site by Oracle until mid-March, and is now provided remotely from the Oracle support centre in Bangalore. The Siem Reap branch went live on February 22nd, and the Securities module was implemented on the 9th March. Although not in the original project scope, the Phnom Penh branch went live on 29th March 2010. Situational Comments There are two open items on the risk register that need to be addressed by NBC.

� The IT Office need to take ownership of the FlexCube system, and appropriately resource the Business Systems Group that has been established for this purpose. At the same time NBC must ensure that the departments using the system do not abdicate their responsibilities for the successful operation of the system.

� Further work needs to be done by the Exchange Department to ensure they are comfortable and capable using the Securities module and that improper use does not have flow on adverse impact to other users of the system.

NBC needs to ensure that the skills and experience it’s staff have developed on this project are well utilised on future projects, and that the resources are not lost to NBC because of under-use or departures of such staff, as occurred towards the end of the project. Formal contracts for vendor support will be critical in the future, as the NBC IT environment becomes more complex. Additionally time spent proactively developing strong vendor relationships will be time well spent.

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Lessons Learned Two key lessons were learnt that should be applied in subsequent NBC projects:

� It is essential to put in place a multi-layered project governance and reporting structure. The Project Manager must ensure he actively and frequently engages with stakeholders at all levels.

� The preferred learning and work styles of NBC staff should be understood and

accommodated in the planning and management of projects at NBC.

Recommendations The key recommendations following from this project are as follows: Recommendation One. It is strongly recommended that additional TA support is approved and available commencing as soon as is feasible. Since both international consultants completed their existing TA assignments in March a decision on ongoing additional TA support is a matter that requires attention from the ADB as soon as is feasible. Recommendation Two. The NBC IT Office has been advised to engage the Interflex (the local Oracle partner) to provide some additional support for these services in the interim. Recommendation Three. Project managers and project team members, (whether external or internal to NBC), should ensure they review the lessons learned on this project and apply the necessary project governance and management processes to ensure their project is a success. In Conclusion The project was successfully completed to the revised schedule agreed in May/June 2009. This was a major undertaking and achievement for the NBC, but one that could not have been achieved without assistance from the ADB. Most of the challenges on the project came from the lack of experience of NBC staff in work of this nature, as well as the preferred learning and work styles of the NBC staff. It is hoped that NBC staff will apply their learning’s and experience effectively on future NBC projects. A number of tasks have been identified that NBC should progress in the coming weeks. In addition there are a number of issues/risks to be addressed, some as a matter of urgency/priority. To ensure NBC continue to focus on these tasks and issues, as well as implementing good management and maintenance practices for the FlexCube system a number of recommendations have been made in this report, it is strongly encouraged that NBC act on these recommendations as soon as is feasible.

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Page 1

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Main Report 1. Background Cambodia’s central bank, the National Bank of Cambodia (NBC), provides a range of banking services to government departments including current accounts, term deposits, loan facilities as well as issuing cash for payment of salaries. In addition, the NBC holds deposits from commercial banks that constitute the private banks capital adequacy requirements. Finally the NBC collects tax payments from businesses operating in Cambodia on behalf of the Cambodian Tax Department. Most of these services (excluding private banks’ capital holdings), are also offered from 20 NBC branches located in provincial capitals. Previous technical assistance funded by the Asian Development Bank (ADB) had identified the need for a consolidated system for use by front office and back office functions within NBC. Specifically the; Accounts Department, Banking Operations Department, Exchange Department and the Issues Department. It was also recommended that the system be installed in all NBC branches. Each department used its own system or systems, as well as manual processes to perform their functions. This results in a number of operational challenges for the bank:

� Customers have to visit multiple departments to process a transaction.

� Extended waiting times for customers (up to 2 hours for withdrawals, over 30 minutes for a deposit).

� The same data has to be entered into more than one system, resulting in; o Duplication of effort o Errors requiring reconciliation and remediation effort o Lack of data currency (Accounting data was up to 3 weeks out of date) o Difficult to produce consolidated, accurate and timely management

information reports. The aim of this TA has been to assist the NBC through the selection process of a suitable new banking package that would address the above issues. Then provide support through the implementation process and finally provide immediate post “go live” assistance to ensure the successful establishment of the new system. The international team for this project consisted of a Project Manager and an IT Systems Expert. This report details this project from the perspective of Mr. Andrew Carline. Mr. Carline was first engaged under TA-4999 CAM as an IT Systems Expert. His first field visit commenced in May 2008. During the 3rd field visit Nov/Dec 2008 the Project Manager (Ms. Zoe Carino) at the time had to leave for health reasons and Mr. Carline took on the project management task of preparing for contract negotiations. From visit four onwards Mr Carline’s was formally performing the project management role as well as completing remaining tasks from the IT Systems Expert’s TOR. Ms Carino has separately submitted a final report covering her role on the project.


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2. Project Activity Review

2.1 Mobilisation of IT Systems Expert/Project Manager

Mr. Carline undertook the following field visits:

Visit One - 5th May to 24th May 2008

Visit Two - 4th August to 17th October 2008

Visit Three - 18th November to 19th December 2008

Visit Four - 13th January to 23rd February 2009

Visit Five - 13th March to 10th April 2009

Visit Six - 27th April to 21sr July 2009

Visit Seven - 13th August to 16th September 2009

Visit Eight - 25th September to 11th December 2009

Visit Nine - 11th January to 30th March 2010

At the completion of each field visit a Visit Report was prepared and submitted to the ADB together with key deliverables completed during the visit.

2.2 Field Visits

Visit One This was a planning visit where the scope and timing of the work under the IT Systems Expert work defined in the TOR was agreed with the client, (NBC) and the then Project Manager, (Ms. Zoe Carino). There were two groups of tasks for the IT Systems Expert detailed in the TOR:

� ‘Project tasks’ directly related to successful execution of the project.

� ‘Business Change’ tasks that will enable NBC staff to effectively implement and operate this, and subsequent system installs.

An initial work plan was produced and agreed, albeit it was acknowledged that precise timings were likely to vary once the project commenced. A review of bid document specifications and IT Office capability were completed. Reviews of architecture, networks and the IT Services market were commenced. It was the opinion of the IT Systems Expert that development of the NBC IT Office capabilities was an area of high priority. This was raised with the project steering committee, the Project Manager, and Mr. Hul Saphea, Head of the IT Office. Work on this area was planned to be further progressed in Visit Two. Visit Two Again during this visit work focussed on two distinct groups of tasks:

� ‘Project tasks’ directly related to successful execution of the project.


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� ‘Business Change’ tasks that would enable NBC staff to effectively implement and operate this, and subsequent system installations.

The period of this visit was extended to cover delays in completing the vendor assessment and the timings of the ‘Proof of Concept’ presentations by the short-listed vendors. The two short-listed vendors were decided after 1st round scoring during this visit. The POC presentations occurred in September, revised RFP responses were received mid-October and final scoring completed prior to the end of this visit. The IT Systems Expert worked closely with the IT project team members scoring the technical element of the bid, and tried to ensure that personal preferences for particular technology-sets did not inappropriately influence the scores allocated. Some preparation work for contract negotiation was completed, and each of the vendors was provided with a list of contractual expectations. The reviews of architecture, networks and the IT Services market were completed. On the capability development activities progress was mixed during this visit:

� A Help Desk tool was selected and configured, implementation was scheduled for 1st December 2008.

� A Risk Management Framework was developed, and this framework was accepted

by NBC senior management, including the Governor of the bank. The first risk management committee meeting was scheduled for November 2008.

� There was little progressing on developing a ‘vendor management’ capability

within the NBC IT Office as the resource who would be responsible for this had not returned from an extended overseas visit.

Visit Three The third visit focussed on two areas:

� Contract negotiation

� Implementing new organisational capabilities; o IT Help Desk o Risk Management Framework o IT Vendor Management

The preferred bidder was agreed in November. This bidder was Iflex (now known as Oracle Financial Services Software P/L). Although it was hoped to commence negotiations on November 17th this did not eventuate. External legal review of contracts, receipt of ADB NOL, ADB review of draft contracts, and revised contract delivery from vendors all delayed negotiation commencement until 11th December.


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Negotiations progressed rapidly within the period 11th December to 18th December. At which point both parties took a number of issues to refer back. Additionally one vendor (Oracle FS Software) requested changes to the General Conditions of Contract, which neither the NBC nor the International Consultants are empowered to authorise. This issue was referred to ADB legal counsel. All three vendors indicated that they were not willing to amend the prices that they submitted through the bid process. They stated that as this was a competitive bid process they offered their best price, including all available discounts at that time. NBC made one further request for price reductions based on the desire to include some additional hardware and maintenance within the current bid price. The vendors ultimately offered some additional minor discount. The Help Desk was successfully launched on December 8th. The Risk Management Committee was appointed, but did not meet in 2008. The first meeting was re-scheduled for Q1 in 2009. This was an acceptable timeframe in terms of identifying and implementing risk mitigation strategies relating to the Core Banking System, which will be the primary focus of the RMC in 2009. The Head of IT Office, Mr. Kru Vesna, returned from overseas and took on a lead role with the CBS vendor team, as well as other IT vendors servicing NBC. The IT Systems Expert began to provide coaching and guidance in this area. Visit Four Substantial further time was spent on contracts and negotiations. The vendors provided revised pricing in early January. Savings of approximately $180,000 on the Total Cost of Ownership, approximately 5% of the original TCO were achieved. However the NBC IT office belatedly identified improved hardware specifications, increasing the TCO by $170,000. Both the revised pricing and the additional expenditure were approved by the Procurement Review Committee during this visit. The ADB advised in mid January that the NBC could choose to use the vendor contracts, rather than the ADB standard. The NBC decided to adopt this approach for one of the vendors (Oracle FSS, Singapore), the others (Interflex, Cambodia and Neeka, Cambodia), agreed to use the ADB format. The contracts were approved for signing by the PRC on the 18th February, and signed by the Governor of the NBC on the 23rd February, following a presentation to the Governor, Assistant Governor and H.E. Mde. Tal Nay Im. The Risk Management Committee had been appointed, and a directive issued by the Governor that the Risk Management Framework was to be adopted. Consequently two staff members from Internal Audit were appointed to conducted operational risks reviews. The first of these operational risk reviews (for the IT Function) was conducted during February and the first Risk Management Committee was scheduled for the first week in April .


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Visit Five During this visit the implementation phase of the project commenced. The first members of the vendor team arrived on-site, 16th March 2009 and the NBC project team numbers were increased to 24 staff. A project ‘kick-off’ meeting was held on the 23rd March after planning activities between the Oracle project manager and the ADB project manager were finalised. A project governance framework was implemented. This covered steering committees, project status and project financials reporting. (See section 3.1 of this report to see how this governance framework evolved over time to address the specific needs of the project). Workshops commenced with the NBC project team members focussed on the functionality and processes within the NBC and comparing them to the FlexCube product. Gaps in function and potential process change areas were then derived from this. The Department Directors, via the Project Review Group (an extra element of project governance), were asked to ‘sign-off’ all agreed changes to current functionality and process. By the end of this field visit the hardware had been shipped from Singapore and arrived in Cambodia. Installation was scheduled to commence on the 23rd April assuming that customs clearance could be expedited rapidly with support from NBC and MEF. This left a tight deadline for the hardware and software to be fully installed and commissioned in time for the parameterisation phase that was due to commence on 25th May. Based on advice from the local ADB Consultant (Mr. San Chanrithy), NBC engaged a vendor to assist in the fit-out of the data centres to a suitable standard. The vendor engaged advised that the proposed production data centre was not suitable, for a number of reasons. This was consistent with the advice given by the local ADB consultant. Three alternate locations were suggested by NBC and the local and international ADB consultant recommended one of these new locations as suitable. NBC decided to remediate the problems with the existing production server room, and use this to house the production servers for the CBS. NBC said that they understood the risks with this approach. Unsatisfied with this situation the ADB project manager escalated the issue to senior NBC management whilst out of the field. The project schedule was reviewed and re-issued. Due to the high number of Cambodian public holidays in April and May that had not been factored into the plan by the vendor the end date for finalisation of the gap analysis was extended and the elapsed time for the training was also extended. The planned ‘go-live’ date was still in November. The project schedule was likely to be subject to further review, in particular once the effort for customisations was finally confirmed. Visit Six This was a critical period for the project. During this visit concerns in relation to the effectiveness of the training and the commitment of the NBC project staff were identified, escalated and to some extent addressed. It was the timely intervention by both the Oracle and ADB project managers that ultimately resulted in a slightly delayed, but highly


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successful system implementation. The project governance structures that had been put in place were instrumental in resolving these issues. It became evident that delays to Parameterisation and Functional Acceptance Testing activities were as a result of the NBC staff are not working effectively or learning new concepts at the rate required to ensure delivery to the planned timeframe. After discussions with some project team members it seemed that the method for delivering training had not resulted in an effective ‘knowledge transfer’ and understanding of the FlexCube system. A PRG meeting was held on the 8th June to address two issues:

1.To resolve the approach for allocating Customer Account Numbers

2. To address the ADB Project Manager’s concerns about the commitment of NBC resources to the project. After deliberation and subsequent discussion with the Governor it was agreed that the FlexCube system for allocating customer account numbers would be used. This was in line with the recommendation from both the international ADB consultants and the vendor project team. The issue re NBC resourcing and staff commitment was discussed. The project sponsor, (Dr. Sum) and the department directors agreed to reinforce the key messages with staff. In a particular that this was the time for NBC staff to take ‘ownership’ of the system and ensure they could manage and operate the system once the vendors and ADB consultants left. Additionally the PRG agreed that the project team would work longer working days (1 extra hour) to try and catch up the lost time. A further PRG meeting was held on the 24th June, the issue of project team commitment, NBC management support and the consequent project delays were discussed. This resulted in a number of actions:

� The project sponsor met with the project team to assure the team that had the full backing of NBC senior management, and that the project was of critical, strategic importance to the bank.

� The project sponsor met with department directors and instructed that project staff should not be performing work, other than related to the project.

� The ADB project manager began developing a revised project schedule that would allow time for additional training, extra time for testing, extended parallel run, and an implementation in early February 2010, rather than late November 2009. (This also addressed a new requirement from the Accounts Department not to implement the system so close to the end of the financial year).

Consequently a new project schedule was proposed by the ADB project manager. The changes were discussed with the ADB project officer, agreed by the NBC project steering Committee, and the funding re-allocations approved by the Procurement Review Committee for the project, which included members of the MEF.


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NBC Senior Management clearly understood that an extended project schedule alone was not sufficient to ensure project success. They had put in place other initiatives to ensure the NBC core team began to work in a more effective and efficient manner. Other key points to note during the period of this visit are:

� The Project Review Group reviewed the scope of the enhancements for customisations and only two were seen as essential. This brought cost of the customisations within the budget quoted in the final contract price. Consequently it was not necessary to refer to the Procurement Review Committee for additional funding for customisations.

� The hardware was installed and commissioned, and the operating system and

database software installed by the 22nd May, in line with the project plan. Installation of FlexCube commenced on the 22nd May, and was completed on the 29th May. UAT for the hardware, operating system and database install was signed off on the 3rd July.

� The production servers for CBS were installed in a temporary facility, with

inadequate air-conditioning and back-up/temporary power supply. After intervention by the project manager an alternative server room location was agreed. The permanent production data centre was scheduled to be ready within a few weeks, and transfer of the CBS servers to this new facility was scheduled to have minimal impact on the project.

� The first Risk Management Committee was held. The reviews of the IT Office risk

reviews conducted by Internal Audit were accepted, and where required the IT Office committed to implement risk mitigation strategies.

Visit Seven This visit focused on the following tasks in the implementation phase of the project:

� The Functional Acceptance Testing was completed and was signed off on 18th September.

� The Data Conversion activities commenced and progressed through the visit.

Although delayed these tasks were not expected to impact the project schedule. The biggest challenge was to identify a way to ensure that data in the old NBC systems (where the data was to be converted from), was up to date. Standard practice had been for that data to be up to 3 weeks out of date. NBC committed to ensure the data was only 2 days ‘old’ by the end of September, and on the mock conversion and production conversion week-ends would be ‘up to date as at Friday’ during the next Saturday. Test and mock conversions were scheduled in October. This activity was identified as the biggest risk to project success at this point.

� The Report Generation activity was in progress, and the majority of the reports

were scheduled to be completed prior to commencement of UAT.


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� Business Process Modification. This activity had just commenced at the end of the visit. There was potentially a large amount of business change involved, NBC had to ensure it did not attempt too much business change, and jeopardise the success of the system implementation.

� Server Room Commissioning The new production server room was completed.

The production servers were to be installed on the 26th and 27th September.

� Disaster Recovery Testing. Planning for this activity was completed. The Disaster Recovery test took place on the 24th and 25th September, just after this visit was completed.

Areas of concern that received the highest level of focus during this visit were:

� Data Conversion o Ensuring the data within the accounting system (Platinum) was current, so

that conversion activities could occur when scheduled.

� Business Process Modification o Ensuring the scope of the BPM was realistic so that NBC could implement

the necessary changes to support the designed process change.

� NBC staff commitment and Learning Orientation o This remained a concern and although being monitored there was little

realistic action that could be taken at that point. The project team were given additional training, extra time for testing, and continued to receive a higher degree of support from the consultants and vendors than is typical on a project of this nature.

Visit Eight By this stage of the project tasks and the project issues/risks were being ‘micro-managed’ The data conversion activities were delayed from their original schedule, however with the extended project timeframe that had been agreed previously these delays would not impact the overall implementation, although they were to have a ‘knock-on’ effect to the timing of the Siem Reap conversion work; as the team working on Data Conversion were also scheduled to work on the Siem Reap branch conversion. Three test data conversions were conducted through October. Although each conversion was successful in terms of data reconciliation the first two were not successful in terms of the time taken, or the ‘data currency’ of the Platinum data. Therefore it was agreed by the steering committee that for the production conversion we would close NBC Head Office for customer operations two days prior to the conversion (i.e. 28th and 29th January). As the 1st February was also a public holiday this give us a 5 day ‘window’ to complete the conversion. The third test conversion was a success in terms of both data reconciliation and timing.


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All reports specified were completed in time for UAT, with one exception. As we had not completed the parameterisation for the Securities module we had not included securities requirements into the Exchange Department reports. These reports were modified at a later date as required. All of the reports completed ‘unit testing’, they were all fully tested during UAT. The first phase of the BPM work completed on October 29th. This delivered documentation of 16 of 17 key processes impacted by the FlexCube implementation. One process relating to the Securities module could not be completed due to the reasons outlined above. The second phase of this work was to ensure that all forms for each process were in place (either new forms or existing forms); this was completed in early November. Additionally NBC had to decide it wished to update its current process manuals, or just append the new process documentation; (the latter option was chosen). User Acceptance Testing completed on December 11th. A ‘reduced scope’ sign-off was given on December 18th. There were a number of areas where UAT was not completed. These areas were being actively managed on a daily basis, by the ADB Project Manager, NBC Head of IT Office and the Oracle Project Manager. Decisions re these activities (i.e. impact on the CBS implementation, or reduced scope of implementation) was to occur week commencing January 11th and a final decision was to be taken at the “pre-implementation” steering committee on January 18th. These critical implementation issues/risks were as follows:

� Clearing Interface

A dedicated team was assigned to work on the clearing interface (development and UAT). At the ongoing progress reviews it was determined that this team was not sufficiently ‘up to speed’ in terms of understanding the process or conducting suitably detailed and structured UAT. Two additional NBC core team resources were assigned to assist with this work. In addition Ms. Zoe Carino worked with this team when she returned to the field on January 7th. The CBS could not go live without an effective clearing process in place, so this activity was closely monitored up to the January 18th steering committee.

� Branch Interfaces

There were two branch interfaces; one for branches that used the automated ‘Branch Management System’, one for the branches that operated manually. Both interfaces into FlexCube were tested. It was likely that there would be challenges in implementing the ‘manual branches’ interface by February 1st, as it required new manual processes to be implemented in numerous branches. NBC had indicated that since business volumes are low in these branches the interface could be rolled out progressively after the main implementation, if necessary. The exact status was assessed in time to make a recommendation to the steering committee on January 18th.

� Siem Reap Branch Conversion

A visit to the Siem Reap branch was conducted on the 18th to 20th November 2009.


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This work commenced later than planned due to the extra time and effort spent on the Head Office conversion. A plan was put in place to try and ensure the SR branch conversion could go ahead at the same time as the Head Office conversion. This plan was resourced by both NBC core team members and NBC staff at the SR branch. If the work was not on schedule by Jan 15th a recommendation would be made to defer the Siem Reap branch conversion until a later date.

� Securities Module

Despite constant focus from the Oracle team the NBC staff did not progress the implementation of the Securities module. A late decision to use this module was taken by the department director in August/September. The parameterisation sheets were made available to NBC core team members in late September. The intention was to complete parameterisation, training and functional testing prior to the commencement of UAT (November 6th), this was not achieved. Parameterisation only commenced on December 4th. Therefore UAT was not completed by the scheduled date of December 11th. If the work was not back on schedule by Jan 15th a recommendation would be made to defer the Securities module implementation until a later date.

Visit Nine The ninth (and final) visit focused on three areas:

� Completing implementation tasks, and the go live’ of the system

� Moving into an operational support mode

� Prioritising and planning future work The pre-implementation was disappointing. A number of senior staff attended a 2 day management meeting, and one member attended another 1 day seminar despite being asked to focus on the pre-implementation preparation. The low quality of this preparation contributed to the difficulties faced during the first week of ‘go live’, and meant that NBC were highly dependent on the external resources to ensure successful completion of each day’s processing. At the January steering committee it was decided that the Siem Reap branch conversion and the Securities module implementation would be deferred. Further, it was decided to progressively roll-out the automated branch roll-out during 2010, rather than implement at all branches at once, (an interim, semi-automated monthly branch interface was implemented instead). The issues with the clearing interface were resolved prior to the steering committee. The FlexCube system went live on February 2nd as planned. It was fortunate that we had a five day window for data conversion as problems were encountered with the accounting data conversion. Ultimately data reconciliation was completed less than 24 hours before the bank re-opened for business on the 2nd February.


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Although 4 days of parallel run were scheduled not all departments completed this; but at the end of the first week all business unit directors signed off the implementation as successful. The first upload for the branch interface was completed successfully on February 19th. This was the opening balances for all accounts in each branch (except Siem Reap). The monthly movements for all accounts in each branch are now uploaded during the 1st week of each month. The Siem Reap branch ‘go live’ completed successfully on February 22nd. Data conversion and reconciliation completed on February 20th. During the first day of operation there was some disruption, and some customers experienced longer wait times than normal. The issues were resolved quickly and normal operations were in place by the end of the first week. The Securities module went live on the 9th March. Securities were traded via this module during March. The Oracle team indicted that they believed that NBC staff have an inadequate understanding of the Securities module; and in particular the ‘back-office’ accounting entries. This concern was raised with the Exchange Department director, who agreed to sign-off UAT and implementation. It has been strongly recommended that all trades are entered into a test/training environment and End Of Day processing completed in this environment prior to trades being entered in the production system. The level of operational support required varied on a daily basis. Most was being provided by the Oracle team, with the ADB PM role required only to manage and drive activities to closure in instances when NBC staff were not able to be sufficiently decisive. The concern remains that the NBC staff understanding and operational support processes will be inadequate to ensure effective operation of the system at all times; especially if there are problems with the system that have not being encountered to date. Although not in the original project scope the Phnom Penh branch went live on 29th March. This branch conversion was fully managed by the NBC team, with one Oracle consultant playing only an advisory role. Subsequent branches will be converted purely by NBC staff. Prioritising and planning future work fell into a number of areas:

� IT Infrastructure. There are two areas of focus for the IT Office in coming weeks. The first is to ensure the DR server room is completed to the required standard. This includes installation of the UPS that was delivered in May 2009. The second is the installation of a test/training environment. Both of these items were highlighted to NBC at the March steering committee, as well as prior to this meeting with the Head of the ITO office.

� Branch Roll-out Strategy & Implementation. A strategy for rolling out FlexCube to the other branches has been developed. The Phnom Penh branch was converted to FlexCube on the 27th March and went live on the 29th March. This branch conversion was fully managed by the NBC team, with one Oracle consultant playing only an advisory role. Subsequent branches will be converted purely by NBC staff.


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� Automation of the SWIFT interface. The need to progress the automation of the

SWIFT interface was raised at the March steering committee. This should be priority focus area for the Exchange Department now that the Securities module has been implemented

� Process Reviews. There is further room for improvement in the Cash Withdrawal

process. It is recommended that NBC look again at this process, and implement improvements.

� The Clearing Process. The process that has been implemented has a number of

weaknesses that could result in errors, or potentially fraudulent activity. It has been recommended that Internal Audit conduct a review of the process and report to the next RMC scheduled for April. Ms Zoe Carino documented the areas of concern, and her report has been shared with Internal Audit.

� User and Procedure Documentation. A user manual has been developed for the

Clearing process. Procedure documents for a number of processes have been written, and a template for creating further procedure manuals provided. NBC must assign resources to this task for it to progress further.

� System Ownership and Operational Support Procedures. It was decided at the

March steering committee that the IT Office would be nominated as the NBC ‘System Owners’ and that the Business Systems Group would report into the Head of the IT Office. Processes for completing EOD processing and requesting operational support/system changes were outlined at the steering committee and the NBC core team members were briefed on these processes the week after the steering committee.

2.3 Summary of Achievements

First Field Visit

� IT Architecture Review - completed

� Specification Review - completed

� IT Network Review - completed

� IT Function, Procedures and Capabilities Review - completed

Second Field Visit

� First phase vendor assessment and short-list selection - completed

� Second phase vendor assessment - completed

� IT Software and Services Market Review - completed

� Current and Future Technology Systems Report (IT Architecture) - completed

� Agreement with NBC IT Office to resource and implement Help Desk - achieved

� Agreement with NBC ‘executive committee’ to implement Risk Management Framework - achieved

� High level user department process review - completed


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Third Field Visit

� IT Help Desk - implemented

� Risk Management Committee - appointed

� IT Vendor Manager appointed, training/coaching - commenced

Fourth Field Visit

� Contract Negotiations - completed

� Contract - signed

� 1st Operational Risk Review - commenced by Internal Audit

� 1st Risk Management Committee meeting - scheduled

Fifth Field Visit

� Project Implementation Phase - commenced

� Project Governance Structures - in place

� Product Walkthrough - commenced

� Hardware Delivery - in progress

Sixth Field Visit

� Risk Management Committee – meeting held

� Project Implementation Phase - progressing


� Product Walkthrough - completed

� Training - completed

� Hardware Installation and Commissioning - completed

� Functional Specifications for Customisations - delivered

� Parameterisation - completed

� Functional Testing Preparation - in progress

� Data Conversion Tasks - commenced

� Report Generation Tasks - commenced

Seventh Field Visit



� Functional Testing - (almost) complete

� Data Conversion Tasks - in progress

� Report Generation - in progress

� Business Process Modification - commenced

� Server Room Commissioning - complete


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� Disaster Recovery Testing - scheduled

Eighth Field Visit



� Functional Testing - complete

� Data Conversion, Tests and Mock Conversions - completed

� Report Generation - completed

� Business Process Modification - completed

� User Training – 1st Phase completed

� User Acceptance Testing - (almost) completed

� Siem Reap Branch Conversion - commenced

Ninth (Final) Field Visit

� Data Conversion, ‘Go live’ and Parallel Run - completed successfully for Head Office

� Branch Interface - completed

� SR Branch Conversion - completed

� PP Branch Conversion - completed

� Securities Module - implemented

� Inputs for Development of Process Manuals - delivered

� Branch Roll-out Strategy - developed

� Operational Support and Remote Processes - developed

� Project - completed (on schedule)

The specific deliverables completed by the Project Team over the duration of the TA are listed in Appendix 3.


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3. Situational Comments

3.1 Risk Management

The two open items on the risk register (see Appendix 4) remain a concern. Firstly, ownership of the system has been vested with the IT Office. This is the best arrangement for NBC since the system is used by 4 different business units as well as independent branches and there is no ‘natural owner within the business. However ownership of systems by the IT function can lead to abdication of responsibility for critical tasks by business units, this needs to be guarded against. Additionally the IT Office need to take the ‘ownership’ accountability seriously and ensure that the Business Systems Group that has been set up for this purpose is adequately resourced, trained and focussed on the job. Secondly, the Oracle team remain concerned that the Exchange Dept team do not fully understand how the Securities module works in terms of the ‘back office’ accounting functionality. They believe this may give rise to problems with data accuracy/quality in the future that will be difficult to identify and resolve. And this in turn may lead to problems in completing EOD processes. The issue was raised with the Exchange Dept director, as well as the relevant project team members. They are all confident that they are sufficiently trained and knowledgeable to operate the module. They have been advised to enter all trades in the test/training environment and run the EOD processing, and check the outputs prior to entering any trades into production.

3.2 Local Capacity

This project was a major undertaking for NBC and one that could not have been completed successfully without the external TA assistance provided by ADB. The bank had not previously executed a systems implementation project of this scale and complexity and management and staff did not understand the project management and governance processes that needed to be put in place to deliver a successful outcome. The nature of project work, as opposed to, repetitive, manual/semi- automated process work was also not initially appreciated by NBC management and staff. For many NBC staff on the project the hierarchical ‘command and control’ management structure did not lend itself to staff taking accountability for outcomes on the project, or for them comfortably taking on new tasks. The project was seen as ‘high risk, low reward’ for staff assigned to it; and the ‘fear of failure’ a great concern for many. However, a number of NBC staff undoubtedly developed new skills through the project, and some grew to welcome new challenges and thrived in the project environment. In general this was true of the more junior members of the project team. The supposedly more ‘senior’ members of the team coped less well with a different work environment, and often delegated their tasks to the junior team members and avoided responsibility wherever possible.


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The initial poor outcomes from the functional training were a surprise to the vendor and the ADB consultants. Additional time and an alternative style of training had to be developed to accommodate the preferred learning style of the NBC project team. The recent loss of trained resources in the IT Office is an additional risk. Recently two of the three staff that were trained as DBAs and also as to use the BI report writing tool have either left NBC or transferred to other departments. This leaves an exposure in both areas that must be addressed as a matter of urgency. Plans or actions to progress or address the above have been developed, and in some cases commenced.

3.3 Vendor Support

Vendor support comes from all three vendors engaged on the project; Neeka (Hardware), Interflex (Oracle tools, products and systems), Oracle FSS (the FlexCube banking system). Once the warranty period is completed a long-term maintenance contract with Neeka should be in place. It would be beneficial if this covered all hardware at NBC not just the CBS hardware. As further projects come on-line (such as payments) NBC will get economies of scale in terms of maintenance contract pricing. Interflex should also be engaged to provide some additional support for services where the NBC resources are not yet adequately skilled or experienced.

3.4 Future Work Plans

The future work that was identified during the latter stages of the final visit needs to be progressed in the short term (over the next 6 to 12 months). It is highly likely that without external project management providing the necessary drive and focus much, if not all of the work will fail to complete, or even progress.


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4. Lessons Learned

4.1 Project Governance

It is essential to put in place a multi-layered governance and reporting structure. The Project Manager must ensure he actively and frequently engages with stakeholders at all levels. Operational Managers (such as department directors at NBC) have numerous day-to-day accountabilities and frequent contact and communication is necessary to ensure they remain focussed on the project outcomes as well as their operational responsibilities. A good relationship with the Project Sponsor, who should be as senior as possible, is essential. 1-on-1 meetings prior to all steering committee meetings (as a minimum) are essential. Frequent formal communication with the Project Team must be maintained, this should happen at least twice a month, more frequently during key periods in the project. Planning and executing a communication strategy with all NBC staff is desirable, don’t assume communication to staff will occur through other management communication channels. For the CBS project we put in place the following:

� A Steering Committee chaired by the project sponsor, and attended by directors of all stakeholder departments. Project team members from each department also attended as advisors, and as part of the project team communication strategy.

� A Project Review Group was established for the project team and the stakeholder

department directors and senior staff. This group provided a forum for NBC Department Directors to review the work of the project team, make decisions, and resolve project team issues. Examples include the general ledger design

� Bi-weekly Phone Conferences were held between the ADB Project Manager, the

Oracle Project Manager and the Oracle Relationship Manager. � Monthly Status Reports were produced by the Oracle Project Manager. This was

forwarded to all stakeholders (including the ADB). This status report was accompanied by a situational commentary from the ADB Project Manager.

� Visit Reports were submitted by the ADB-funded Project Manager at the end of

each visit.

4.2 Learning and Work Styles within NBC

Working within NBC it is important to understand the preferred learning style of staff. Essentially a self-directed learning approach, where trainees are given the resources and are expected to study/read/learn themselves was not effective. When the training was re-written it was focussed on presenting the training materials, showing real examples, and


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then sitting with the trainees whilst they practiced using the system themselves. This is more time consuming and resource intensive than is typical than most work environments. NBC work relatively short hours (7am to 4pm with a 2 hour lunch break), and most people tend to be in the office for less than these hours. Staff attend many seminars, management meetings and overseas training, and this seems to be a key focus within the organisation. Combined with a high number of public holidays, and staff being asked to participate in other activities planning the output of resources on a project can be problematic. There was also a tendency on the part of some project team members to delegate work to junior members, or to the external consultants (vendors and ADB). This does not assist in knowledge transfer or capability building within NBC and should be avoided.


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5. Recommended Actions There are a number of work activities that have been identified that need to be completed. They are either not started or have just commenced. They are as follows:

� Installing the additional I.T. Infrastructure

� Implementing the Branch Roll-out Strategy

� Automation of the SWIFT interface

� Conducting Process Reviews, (and implementing changes as appropriate)

� Completing procedure documentation

� Implementing the Operational Support Procedures (Details of the specifics of these tasks can be found in Section 2 of this report, under the sub-section entitled: 2.2 Field Visits - Visit Nine) It is expected that NBC will require some external support to progress these tasks, and that without that support the tasks will not proceed as planned. The same is true of addressing the risks outlined in the previous section. Recommendation One. It is strongly recommended that additional TA support is approved and available commencing as soon as is feasible. Since both international consultants completed their existing TA assignments in March a decision on ongoing additional TA support is a matter that requires attention from the ADB as soon as is feasible. There is a need to address the concern that the NBC staff do not yet have the experience to provide effective operational support should an unexpected problem occur. (Whilst this has not happened to date, it is highly likely it will, it is just a question of when). Recommendation Two. The NBC IT Office has been advised to engage the Interflex (the local Oracle partner) to provide some additional support for these services in the interim. Finally, NBC will conduct an increasing number of projects of this nature in coming years. Additionally the NBC technology environment will be increasingly complex, and at the same time integral to the effective operation of NBC. Recommendation Three. Project managers and project team members, (whether external or internal to NBC), should ensure they review the lessons learned on this project and apply the necessary project governance and management processes to ensure their project is a success.


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6. In Conclusion The project was successfully completed to the revised schedule agreed in May/June 2009. This was a major undertaking and achievement for the NBC, but one that could not have been achieved without assistance from the ADB. Most of the challenges on the project came from the lack of experience of NBC staff in work of this nature, as well as the preferred learning and work styles of the NBC staff. It is hoped that NBC staff will apply their learning’s and experience effectively on future NBC projects. Although business disruption was minimal, and less than anticipated at Head Office, the Siem Reap and Phnom Penh branches it is essential that NBC focus on proper operational support of the system. This includes preventative tasks (such as regular DR testing, database and systems optimisation etc), as well as ensuring their support processes provide an effective and efficient resolution to any operational or system problems that are encountered. A number of tasks have been identified that NBC should progress in the coming weeks. In addition there are a number of issues/risks to be addressed, some as a matter of urgency/priority. To ensure NBC continue to focus on these tasks and issues, as well as implementing good management and maintenance practices for the FlexCube system a number of recommendations have been made in this report, it is strongly encouraged that NBC act on these recommendations as soon as is feasible.

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Appendices

Appendix 1 – Summary of Project Manager’s Progress on TOR Activities

Appendix 2 – Project Manager’s TOR

Appendix 3 – Index of Previously Delivered Outputs

Appendix 4 – Final Risk Register

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Appendix 1 - Page 1

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Appendix 1: Summary of Project Manager’s Progress on TOR Activities

TOR Item: 1 Project Manager

TOR Activity Progress Report/Action Taken Assist the NBC staff in administering the remainder of the overall project and ensuring the delivery of the required project deliverables, including adapting the software systems to meet NBC's management information requirements, installation of the new software systems, data conversion and construction, test the systems and provide troubleshooting assistance.

• All tasks completed

Comments/Issues Comments

Future Work None


TOR Activity Progress Report/Action Taken Assist the NBC staff in effectively managing the selected vendor(s) to deliver on their contractual project deliverables in a timely and effective manner.

• Worked closely with NBC CIO, who will deputise for the Project Mgr during absence.

Comments/Issues Comments Future Work “ PRO BONO” ADVICE TO NBC CIO AS REQUESTED


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TOR Activity Progress Report/Action Taken Ensure the vendor provided training, and the additional required training programs; are identified, planned and conducted in a timely and effective manner.

• Initial technical training for IT project team has been completed.

• Training program for project team completed in April.

• Additional training for the core team and the system users was scheduled and delivered

• The Oracle Report Writing tool training was conducted on 6th June 2009.

• Final database training was completed in June 2009.

• The “IT Strengthening Program” is underway. Comments/Issues

Comments Although local suppliers for the ‘IT Strengthening’ program do not exist. The PRC requested we find a local supplier to source. This has been done, and the PRC accepted the team’s recommended supplier and program. A training schedule has been agreed and has commenced.

Future Work NONE


TOR Activity Progress Report/Action Taken Provide regular project status reports to the NBC steering committee and the ADB, including the vendor's project status reporting.

• Monthly status reports submitted.


Future Work NONE


TOR Activity Progress Report/Action Taken Submit a final report upon contract completion to the NBC and ADB

• Draft report submitted to Vinstar 18-04-10

• Revised draft submitted Vinstar 28-04-10


Future Work Revisions as required

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Appendix 2

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Appendix 2: TOR for Project Manager 1. Assist the NBC staff in administering the remainder of the overall project and ensuring the delivery of the required project deliverables, including adapting the software systems to meet NBC's management information requirements, installation of the new software systems, data conversion and construction, test the systems and provide troubleshooting assistance. 2. Assist the NBC staff in effectively managing the selected vendor(s) to deliver on their contractual project deliverables in a timely and effective manner. 3. Ensure the vendor provided training, and the additional required training programs; are identified, planned and conducted in a timely and effective manner. 4. Provide training where necessary to NBC staff, with regular project status reports to the NBC steering committee and the ADB, including the vendor's project status reporting. 5. Submit a final report upon contract completion to the NBC and ADB.


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Appendix 3: Index of Previously Delivered Outputs Presentation to Head of NBC IT Office on NBC Network, IT Architecture and IT Capability Requirements Visit 1 Report, Appendix 4 _________________________________________________________________________________________________________________

Report on I.T. Software Market and Support Services Visit 2 Report, Appendix 4

Existing and Future Technology Systems at NBC (By Mr, San Chanrithy Visit 2 Report, Appendix 5

Presentation to Department Heads: Risk Management Framework, Business Continuity Planning and Visit 2 Report, Appendix 6

Disaster Recovery Planning

Implementing and Operating a Risk Management Framework at the National Bank of Cambodia Visit 2 Report, Appendix 7

_________________________________________________________________________________________________________________

Presentation to Department Heads: IT Help Desk Visit 3 Report, Appendix 4

_________________________________________________________________________________________________________________

Presentation to Procurement Review Committee on Revised Pricing Visit 4 Report, Appendix 4

Procurement Review Committee Presentation on Contracts and funding allocation Visit 4 Report, Appendix 6

Project Presentation to the Governor and Senior Management team Visit 4 Report, Appendix 10

_________________________________________________________________________________________________________________

Project ‘Kick-off’ Presentations (Mr. Sundara Rajan, Oracle & Mr. Andrew Carline) Visit 5 Report, Appendix 4

_________________________________________________________________________________________________________________

Project Steering Committee Presentation Visit 6 Report, Appendix 5

Project Review Group Presentation Visit 6 Report, Appendix 8a

Procurement Review Committee Presentation Visit 6 Report, Appendix 8b

Project Review Group Presentation Visit 6 Report, Appendix 11


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Procurement Review Committee and Project Steering Committee Presentation Visit 6 Report, Appendix 12

_________________________________________________________________________________________________________________

Presentation to PRG Meeting on Data Conversion Visit 7 Report, Appendix 7

Presentation to PRG on Business Process Change Visit 7 Report, Appendix 8

All Staff (NBC) Presentation Visit 7 Report, Appendix 9

_________________________________________________________________________________________________________________

October Steering Committee Presentation Visit 8 Report, Appendix 7

Business Process Modification – Final Working Group Presentation Visit 8 Report, Appendix 8

Business Process Modification – Oracle Consultants First Phase Report (Ms Veda, Oracle) Visit 8 Report, Appendix 9

December Steering Committee Presentation Visit 8 Report, Appendix 10

Establishment of a Business Systems Group Visit 8 Report, Appendix 11

_________________________________________________________________________________________________________________

January Steering Committee Presentation Visit 9 Report, Appendix 7

March Steering Committee Presentation Visit 9 Report, Appendix 8

_________________________________________________________________________________________________________________

Training Manuals for Accounting Dept, Bank Ops Dept, Exchange Dept & Issues Dept (NBC project team) Delivered by CD to ADB &

Business Process Modifications Maps for Key Processes (Ms Veda, Oracle) NBC as CD. Also stored on

User Guide for the Clearing Process (Ms Zoe Carino) CBS project directory

Procedure Documentation Tempalte (Ms Zoe Carino)

Procedure Documentation Example for each department (Ms Zoe Carino)

__________________________________________________________________________________________________________________

TA No. 4999-CAM: Financial Sector Program II Implementation Final Report Appendix 4

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Appendix 4: Final Risk Register This register is updated and included in each monthly status report. This is the report as at 26th February (excludes CLOSED issues) NBC-R11 Securities module implementation: The training

has been provided and the parameterisation

sheets have been shared. However, we are still

to receive the completed sheets. We feel that the

bank is not completely functionally aware of

requirements (as it is a relatively new business

area for them) and hence may not be able to do

the required parameterisation in time.

Solutioning 31-Aug-09 1-Sep-09 Open 3 3 3 27 31-Aug-09: The module training has been started. We are having

discussions with the bank to study and set up the bank's

requirements. We target to complete the parameterisation by the

end of FAT.

01-Sep-09: We are providing the required support for the

parameterisation activity.

05-Nov-09: There has been very less progress on this activity. The

bank needs to come out with a clear plan for parameterisation,

testing and implementation of the module, else, they will have to

proceed with the usage of journal entries. This has been already

communicated and escalated to the bank PM.

02-Dec-09: The parameterisation is not completed and there is an

imminent risk that the module will not be tested by end of UAT. The

bank needs to take the decision on the usage of the module in

Flexcube.

05-Jan-10: The lack in progress is a defunite risk for the

implementation of the module.

25-Feb-10: This activity is still not complete. NBC has not been

doing any specific testing for this and hence we have been insisting

that the bank should not use this module at this time. NBC does not

have a proper undrstanding of the module and is not understanding that the implications of the same are not just for their department, but for other departments also.

NBC-R17 We feel that there is no clear owner / driver for

the project after OFSSL and the ADB PM leaves.

There has to be clear ownership and

responsibility within th bank to maintain and run

a core banking system. This has been discussed

on multiple occassions, but we do not seem to

have much clarity on this.

Resources 10-Feb-10 Open 3 3 3 27 25-Feb-10: This has been discussed with the bank PM and also

with the OFSSL RM.

technical assistance consultant’s report · external or internal to nbc), should ensure they...

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