International strategic imperatives

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International strategic imperatives by Mind Map: International strategic imperatives

1. 2 - System architecture

1.1. 2.4 - Enterprise architecture

1.1.1. Group wide architecture

1.1.1.1. Scenarios for core banking system

1.1.1.2. As is blueprints and target architecture

1.1.1.3. Centralized governance process

1.1.1.4. Define architecture guidelines and objectives

2. 1 - IT strategy and innovation

2.1. 1.1 - IT budgeting and technology investment

2.1.1. Quarterly budget execution control in place

2.2. 1.2 - Demand and resource management

2.2.1. Demand management criteria and resource management strategy definition

2.2.2. Demand and resource management documented for international units

2.2.3. Demand and resource management in place and continuously monitored

2.3. 1.3 - Portfolio management

2.3.1. Portfolio management process definition

2.3.2. Periodic portfolio meetings

2.3.3. Consolidation of the portfolio view per international units

3. 3 - Resources management and planning

3.1. 3.7 - Learning and development

3.1.1. Training needs identified

3.1.2. Corporative training plan defined for 2020/2021

3.1.2.1. Training sessions

3.1.3. Corporative training plan implemented

3.1.4. Training and certifications performed for the resources across units

4. 7 - Improve risk and security management

4.1. 7.5 - Cyber security

4.2. 7.6 - Risk management

5. 5 - Infrastructure and operations

5.1. 5.11 - Infrastructure maintenance

5.1.1. Cape Verde and France consolidation strategy access

5.1.2. Infrastructure strategy definition

5.1.3. Centralized process and monitoring

5.2. 5.12 - Service desk management

5.2.1. Centralized service desk process and services catalogue

5.2.2. Centralized process for event, incident, request and access management

5.2.3. Common IT service management rolled out for all units

5.2.4. France service desk rolled-out

5.2.5. Cape Verde service desk implementation in progress

5.2.6. Service desk specs defined for Angola

5.3. 5.13 - Disaster recovery and continuity

6. 4 - Project management and IT support

6.1. 4.8 - Programme and project management

6.1.1. Project Management methodology definition

6.1.2. Consolidation of the project repository

6.1.3. Business case for an integrated programme and Project Management tool defined

6.1.4. Consolidation of the project repository and centralised vendor governance

6.2. 4.9 - Deployment transition and change management

6.2.1. Defined change management procedures

6.2.1.1. Measure the current maturity level

6.2.1.2. Identify gap between the current and target level

6.2.1.3. Define action plan

6.2.2. Change advisory board in place

6.2.3. Change management process in place

6.3. 4.10 - sourcing execution

6.3.1. Provisory repository of vendors definition and implementation

6.3.2. Vendors catalogue

6.3.3. Clear articulation of requirements and preselection of potential vendors as part of the defined sourcing strategy framework

6.3.4. Defined subcontracting policy

6.3.5. Defined corporate model of the procurement function

7. 6 - Enable data governance

7.1. 6.14 - BCBS 239 capabilities (data quality, data management and data traceability

7.2. 6.15 - Advanced analytics ecosystem