A successful core banking system implementation project is one that takes the bank away from “account centricity” and closer to “customer centricity” within an architecture that will support the bank's growth, and gives the bank measurable productivity gains, helps manage risk and credit exposure, at a lower total cost of ownership than any systems replaced. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Customer centricity	Extend implementation supports 24x7x365 online real time transactions with minimum repose across all channels/ middleware
	Time taken for day/ period batch processing to complete
	# of screens needed for 360 degree customer view
Architecture	# and explanation of architecture features that support future growth
	# of modules
	# of interfaces
	Benchmarked transaction capability of chosen solution
Productivity gains	Reduction in time to create new products and services
	Bank staff productivity (time saving)
	Time to market
	Improvements in cross sell/ up sell rates
Risk/ credit exposure management	# with explantion of features provided
TCO	Frequency of solution upgrades
	Evidence of improvement
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	scope of project (# of countries/ branches served)
	Business case for implementation (why now)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful lending platform implementation project is one that provides the bank/ financial institution with the ability to differentiate lending products and services, manage risk and credit exposure, and pursue new market opportunities within new segments. The bank/ financial institution gains significant productivity benefits throughout the entire loan lifecycle process, both for loan fulfilment- origination, servicing and collection – and loan risk management processes. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Product/ service differentiation	#/ type of new/ improved products
	#/ type of new/ improved services
	Improvement in cross/ upsell rates
Architecture	# and explanation of architecture features that support future business growth
	Benchmarked transaction capability of chosen solution
Business goals	#/ examples new geographic regions served
	#/ examples new market segments/ business lines served
	# of loans originated and serviced in new markets/ segments
Productivity gains	Named tools to improve loan origination processes
	Reduction in time to create new products and services
	Named tools to improve loan servicing processes
	Reduction in time to service loans
	Named tools to improvecollection processes
	Reduction in NPLs
Credit exposure management	#/ explanation for tracking credit risk
	# / explanation of features for managing credit risk
Risk management	#/ type/ explantion of loan securitisation management features
	#/ type/ explanation of loan syndication management features
	#/ explanation of features to capture collateral information and monitor exposure
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	scope of project (# of countries/ branches served)
	Business case for implementation (why now)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful multi channel implementation project is one that rationalises existing customer touchpoints (channels) to give the bank the ability to deliver a continuously improved and enhanced customer experience in a co-ordinated and seamless manner across all existing and future channels, within a secure network. This will achieve measurable business goals such as customer retention, cross-selling and market share. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Channel rationalisation	# of channels impacted
	# of countries/ branches impacted
	Evidence of change in channel management structure
	Improvements in staff productivity
Customer experience	# of new products/ services available through (all) channels
	#/ type of new personalisation features
	Improvement in customer satisfaction as result of project
	Increase in number of customers transacting as a result of project
Future-proofed architecture	# Load balancing features - able to cope with changes in demand
	# and explanation of architecture features that support future growth
Security & fraud management	#/ type of measures to improve customer verification proceedures
	# / type of measures to improve network security
	# of tools/processes for improvement of customer account protection
Business goals	Reduction in customer churn as a result of project
	Improvement in customer cross-sell rates
	Improvement in market share
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered (e.g. vendors rejected, alternative schemes considered)
	Reasons given for rejection

A successful branch automation implementation project is denoted by maximised utilization of the branch footprint due to increased numbers of satisfied customers drawn to branches as a result of improved staff productivity, reduced teller error rates and improved customer fraud management procedures, giving the bank improved cross selling rates and reduced staff training time on user friendly systems, all in a manner that is consistent with the bank’s brand. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Branch footprint	Increase in number of customers using branch for transactions
	Increase in number of customers using branch for service queries
	Improvement in customer satisfaction
	Reduction in customer churn
	# of branches impacted
Branch staff productivity	Improvement in account opening time
	Named tools available to improve teller productivty
	Named process improvments to improve teller productivity
Error reduction	Time saved through error reduction
	Named process improvements to reduce errors
Fraud management	Introduction/ upgrade of automated measures to improve customer verification proceedures
	Introduction/ improvement of tools/processes for customer account protection
Sales enablement	% increase in marketing campaigns executed at branch level as a result of implementation
	% improvement in cross-sell ratio at branch level
	Degree of improvement in automation of sales fullfillment processes
Staff training	Reduction in time spent training staff
User friendly systems	Willingness of staff to use new system
Brand consistency	Proof of consistency of error reduction across banches
	Consistency of customer satisfaction rates across branches
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful self service banking implementation project is one that both optimises operational costs for the bank and maximises utilisation of the footprint available for a full range of transactional activities delivered within a secure environment, while achieving measurable customer origination, selling and cross-selling goals. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Cost optimisation	New / improved maintenance capabilities/ features
	Changes in implementation time taken for new/ additional equipment
Footprint	Increase in customers using self service machinary
	# / type of transactional activities available through self-service
	# of self-service machines impacted
Business goals	Increase in customer origination, selling, cross selling rates as a result of project
Security/ fraud management	Upgrade of measures to improve network security
	# new/ enhanced self service hardware security features
	Improvement of tools/processes for customer account protection
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful CRM implementation project improves the bank’s ability to increase sales to new and existing customers by facilitating processes for sales force automation, customer service and support, and campaign management for both management and sales staff, and utilises all marketing channels both traditional and emerging. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Sales force automation	Improvement in cross-sell ratio as a direct result of project
	Improvement in customer profitability ratio that can be attributed to project
	Inclusion/ scope of analytics tools
	Increase in sales per (sales) employee that can be attributed to project
Customer service and support	Improvement in customer satisfaction as result of project
Campaign management	#/ type of marketing media utilised
	Increase in marketing campaigns executed  as a result of implementation
Staff impact	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful data and analytics implementation project gives the bank real-time capabilities to manage, extract and use transactional data, or originate analysed data, to meet multiple business, regulatory compliance, or risk management goals and where the data is handled within a centralised data and information architecture. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Data management	# and types of different data sources
	Range of analytical and predictive capabilities supported
	Data governance adherence (explanation of policy)
Goals	Supports Basel II compliance
	Provides insight for marketing propositions
	# / explanation of tangible, quantifiable business goals
Solution architecture	# of data warehouses supported by the bank
	# of departments accessing/ using data from system
	Number of users supported at any one time
	Degree of real-time access
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful retail payment implementation project is one that ensures low value payments are made through high availability, secure, readily adaptable, auditable systems, tightly integrated across end to end workflows, where access for new and existing retail users is easy no matter the interface and offers them the widest range of functionalities/ currencies, and the payment processing is failsafe and executed in as near real time as possible in a compliant manner. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Scope of project	(International) scope of project - no of countries/ branches/ locations served as a result of project
	# of customer supported as a % of customers retail customer base
	# of  new/ upgraded issuance/ acceptance locations supported as a result of project
	Cost per transaction
Compliance/ Security/ fraud management	#/ explanation of compliance measures addressed
	# explanation of anti-fraud measures included
	#/ explanation of security measures included
Access	# of named channels/ types devices supported
	# of currencies supported
	Supports peer to peer
	# of named functionalities supported
Processing	Real time and offline operations available
	Internal controls for auditablility
	Exception processing capability
	Robustnest (failsafe)
Solution architecture	Progammable rules engine
	Outline of architecture shows end to end workflows
	Interoperable
	Scalable
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful corporate payments implementation project is one that enables real-time and secure completion of low or high value transactions, supporting end-to-end supply chain, high STP and exceptions processing capabilities, multiple business goals, multiple accounts and multiple currencies, regardless of messaging formats, utilizing multiple channels or devices at the lowest possible cost per transaction and minimum error rates, in a regulatory compliant manner. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Scope	Transaction value range
	Business goals satisfied
	Cost per transaction
Compliance/ Security/ fraud management	#/ explanation of compliance measures addressed
	# explanation of anti-fraud measures included
	#/ explanation of security measures included
Access	#/ type of accounts supported
	# / type channels/ devices supported
	# of currencies supported
	# of named functionalities supported
Processing	Real time and offline operations available
	Internal controls for auditablility
	High STP rates
	Messaging format limitations
	Exception processing capability
	Robustnest (failsafe)
Solution architecture	Progammable rules engine
	Outline of architecture shows end to end workflows
	Scalable
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	(International) scope of project - no of countries/ branches/ locations served as a result of project
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful financial supply chain (FSC) implementation project enables corporates and their extended supply chains to exchange financial instruments, access working capital financing and manage payments and receivables in real-time, in multiple currencies, through secure, multiple channels, regardless of messaging format, with minimum error rates in a regulatory compliant manner and for the bank to track and manage credit risk for any of the trading parties for whom financing is provided. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Processing	Real time and offline options available
	Internal controls for auditability
	Messaging format limitations
	Quantified STP rates
	Exception processing capabilities
	Robustness (failsafe)
Access	# of named channels/ types of devices supported
	# of types of financial instruments supported
	# of currencies supported
	# of named functionalities supported
Risk/ credit exposure management	# with explanation for tracking credit risk
	# with explanation of features for managing credit risk
Compliance/ Security/ fraud management	#/ explanation of compliance measures addressed
	# explanation of anti-fraud measures included
	#/ explanation of security measures included
Solution architecture	Progammable rules engine
	Outline of architecture shows end to end workflows
	Interoperable (explanation)
	Scalable (explanation)
Integration with other systems	Risk management system - explanation/ purpose
	Reporting systems - evidence/ purpose
	Other busines systems - explanation/ purpose
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	(International) scope of project - no of countries/ branches/ locations served as a result of project
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful mobile banking implementation project is one that supports a set of winning functionalities that corporate or retail customers demand and use, within a secure and regulatory compliant framework offering high real-time and end-to-end STP levels, to achieve measurable bottom line goals such as customer retention, cross-selling or market share. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget

Dimension	Criteria considered by judges
Functionalities	Corporate offerings
	Retail offerings
	Evidence of usage
Compliance	#/ evidence of compliance measures addressed
	Internal controls for audit
Security/ fraud management	#/ explanation of anti-fraud measures included
	#/ explanation of security features included
Processing	Real time
	Quantified STP rates
	Robustness (failsafe)
Business goals	Reduction in customer churn
	Improvement in customer cross-sell rates
	Improvement in market share
Solution architecture	Outline of architecture shows end to end workflows
	Interoperable
	Scalable
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	(International) scope of project - no of countries/ branches/ locations served as a result of project
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful treasury management system implementation is one that provides full and real time transparency and control of financial information generated by both simple and complex instruments, including cash, handled by the bank. It has full integration with systems supporting risk management, reporting and business users of the bank’s ongoing funding capabilities, without compromising on the separation of front and back office. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget

Dimension	Criteria considered by judges
Transparency & control	Simple/ complex instruments/ cash handled
	Explanation of how transparency & control are achieved
	No/ type internal/ external information sources accessed
Integration with other systems	Risk management systems - explanation/ purpose
	Reporting systems - explanation/ purpose
	Other business systems - explanation/ purpose
Task automation	Tranasaction task automation - explanation
	Other associated task automation - explanation
	Anaysis of funds/ revenue provided
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Busines goals addressed
	(International) scope of project - no of countries/ branches/ locations served as a result of project
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful security and risk implementation project must continuously contribute to the avoidance of operational risk by demonstrating, on an enterprise level, the ability to identify and prevent active instances of quantifiable fraud or other threats / intrusions to the bank’s network or systems. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Scope of project	Range of business areas addressed
	Range of mission critical systems solution addresses
	Range of non-mission critical systems solution addresses
Threat identification	Explanation of how solution fits organisations security  strategy
	Explanation of how bank continuously learns from threat(s) identified
	Explanation of how solution quanifies risk avoidance with opportunity
Solution architecture	Network security features addressed (Explanation)
	Customer security features addressed (explanation)
	Authorisation/ accreditiation procedures established (Y/N)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful HR system implementation project is one that supports all HR functions end to end with high STP on an enterprise level basis and integrates with the accounting and other critical administrative functions of the organization, while ensuring individual talent and performance tracking. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Scope of project	No of sites supported
	No of HR operations supported
	No staff features suported
	No of automated processes
HR Solution functionalities	Payroll (Y/N)
	Time & attendance (Y/N)
	Benefits administration (Y/N)
	HR management information (Y/N)
	Recruitment (Y/N)
	Training & development (Y/N)
	Performance record (Y/N)
	Organisation and resource planning (Y/N)
	Absence management (Y/N)
	Employee self service (Y/N)
	Other (Named)
Solution architecture	Integration with core banking system (Y/N)
	Integration with accounting system (Y/N)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Scope of project (# of countries/ branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project	Named alternative approaches considered
	Reasons given for rejection

A successful cloud based programme is one that demonstrates the bank’s ability to securely access and process data in publicly available networks and interface with its own proprietary customer data to implement commercially successful programmes. This service delivery model is considered successful when the bank can demonstrate that the selection of a cloud based strategy is the optimal delivery model for current and future strategic developments, and that the IT services provided integrate seamlessly, are reliable, secure and maintained and the IT services contract delivers a competitive cost of transaction and service standards.

Dimension	Criteria considered by judges
Scope of project	No of branches/ countries accessing utility directly as a result of project
	Importance of business benefits to bank
Cloud strategy selection	Control trade -offs for bank in using cloud model
	Risk/benefit trade off for banks customers
IT service	Key software systems are kept up to date, available, and managed for performance by experts
	Superior reliability, availability, scalability of the ASP's product/service
	Integration with the bank's systems has been successfully addressed
Cost minimisation & service standards	Assured security and protection of the Bank's data
	Reduction of IT costs to predictable periodic fees, based on usage, and not on hardware/software provision
	The Service level agreement guarantees minimum level of service, superior to alternatives
Strategic & future development	Access to product and technology experts dedicated to the ASP's products/applications
	Evaluation of the cloud service provider's service performance, capabilities, financial viability and continued stability to provide excellent service.

A successful technology outsourcing project satisfies three main criteria: the client is fulfilling their own business objectives as a result of the service provided by the outsource vendor; the relationship is operating effectively and the vendor is showing flexibility to react to client needs; the outsource vendor is making a fair return for their services

Dimension	Criteria considered by judges
Measure of project success	Scope of project
	Are clients business objectives being met - explanation
	Is the relationship operating effectively
	Is outsource vendor making a fair return

A successful IT consulting project must show a clear IT related purpose and have support from within the business, follow a defined consultant selection procedure, have clear plans and methodologies that are adhered to and include stakeholder engagement, to achieve the project objective in time and within budget with proof that it was subsequently used by the client

Dimension	Criteria considered by judges
Consulting Project Perquisites	Clarity of the project purpose, and definition of the consulting project objectives
	Evidence of clear sponsorship of the consulting project.
	Evidence of business and end user buy-in and involvement in the purpose of the consulting project, including evidence of appropriate project boards and other governance processes
Consultant selection	Procurement process followed in selection of the consulting firm
	Evaluation and selection criteria employed in consulting firm selection
	Evidence that the consulting firm conformed and delivered according to the original selection criteria
Consultant project delivery	Use of relevant methodologies
	Appropriate consulting project plan, and evidence the plan was adhered to.
	Engagement between the consultants and the banks executive, managers and staff, and other stakeholders
Outcome	Delivery to time, cost, and deliverable quality
	Evidence that the consulting project achieved its objective through confirmation that the advise provided was fully considered and used in decision making and/or the consulting project deliverables enabled later stages of a bigger project or work programme.

A successful smart branch implementation project is the one that maximises utilization of the branch footprint and provides service and process innovations resulting in higher number of satisfied customers drawn to branches. Should enable improved staff productivity, service quality, self service innovation and better managed customer waiting times giving the bank access to new customer segments and improved cross selling rates, all in a manner that is consistent with the bank’s brand. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered
Branch footprint	Increase in number of customers using branch for transactions
	Increase in number of customers using branch for service queries
	Improvement in customer satisfaction
	Reduction in customer churn
Branch staff productivity	Improvement in customer service time
	Improved mobility to front end/branch staff
	Improvement in customer query resolution
	Named process improvements to improve teller productivity
	Reduction in cost in servicing customers
	Reduction in number of branch staff (average compared to regular branches)
Queues	Reduction in customer waiting times
	Named process improvements to reduce queues
Self service automation	Introduction/upgrade of automated tools to improve customer verification proceedures - explanation
	Named self service process improvements
	Innovative self service automation - explanation
Sales enablement	% increase in marketing campaigns executed at branch level as a result of implementation
	end to end sales/approval process improvements
	Turnaround time improvement
	% improvement in cross-sell ratio at branch level
	Degree of improvement in automation of sales fullfillment processes
Brand consistency	Proof of consistency of error reduction across banches
	Consistency of customer satisfaction rates across branches
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Return on investment
	Impact (# branches/ customers served)
	Business case for implementation (why now)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful ATM (or Kiosk) implementation project is the one that optimises operational cost for the bank in handling of cash and other automated transactional activities delivered in a safe and secure environment, while achieving measurable customer origination, selling and cross-selling goals. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered
Project Scope	# of ATMs impacted
	# of branches impacted
	Improvements to ATM/ Kiosk estate management
Customer experience	# of new products/ services available through ATM
	#/ type of new personalisation features
	Improvement in customer satisfaction as result of project
	Increase in number of customers transacting as a result of project
Hardware	Robustness - explanation
	Noteworthy features - explanation
Security & fraud management	#/ type of measures to improve customer verification proceedures
	# / type of measures to improve network security
	# of tools/processes for improvement of customer account protection
Business goals	Reduction in operating costs
	Improvement in customer cross-sell rates
	Improvement in market share
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Return on investment
	Impact (# branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered (e.g. vendors rejected, alternative schemes considered)
	Reasons given for rejection

A successful mobile social media engagement project is one that supports a set of winning functionalities for a mobile environment that include, but are not limited to, marketing campaigns, customer communication , customer needs analysis and customisation of services, social media as a distribution channel, and P2P payments for defined customer segments within a secure and regulatory compliant framework to achieve measurable bottom line goals such as customer retention, cross-selling or market share. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget

Dimension	Criteria considered
Functionalities	Target segments
	# and range
	Evidence of usage
Reach	#/ type of mobile platforms supported
	# /types of mobile technology supported
Compliance	#/ evidence of compliance measures addressed
	Internal controls for audit
Security/ fraud management	#/ explanation of anti-fraud measures included
	#/ explanation of security features included
Processing	Real time
	Quantified STP rates
	Robustness (failsafe)
Solution architecture	Progammable rules engine
	Outline of architecture shows end to end workflows
	Interoperable
	Scalable
Business goals	Customer uptake projections vs actual achieved
	Improvement in customer cross-sell rates
	Improvement in market share
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Return on investment
	Impact (#  customers served/ # merchants served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful mobile security implementation project must continuously contribute to the avoidance of operational risk by demonstrating the ability to identify and prevent active instances of quantifiable fraud or other threats/intrusions to users of the bank’s systems accessing the bank though mobile devices. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered
Scope  of  project	Retail and/or corporate mobile functionality addressed
	Range of mission critical mobile solutions addressed
	Range of non-mission critical mobile solutions addressed
Threat identification	Explanation of how solution fits organisations security  strategy
	Continuous feedback loop for learning from threat(s) identified in place (Y/N)
	Explanation of how solution quantifies risk avoidance with opportunity
Solution architecture	Network security features addressed (Explanation)
	Customer security features addressed (explanation)
	Authorisation/ accreditiation procedures established (Y/N)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Impact (# branches/ customers served)
	Return on investment
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful governance, risk and compliance (GRC) implementation project reduces the cost and effort needed to proactively prevent risk events and compliance violations by providing real time insight and automation of GRC processes. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered
Controls	Management of regulatory changes - explanation
	Operates in real time Y/N
	Compliance processes - explanation
Integration with other systems	Risk management systems - explanation/ purpose
	Reporting systems - explanation/ purpose
	Other business systems - explanation/ purpose
Cost	Quantification of cost savings
Task automation	Risk management automation - explanation
	Audit management automation - explanation
	Compliance management automation - explanation
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Business case	Busines goals addressed
	Return on investment
	Impact (# branches/ customers served)
	Business case for implementation (why now)
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful core banking system implementation project is one that takes the bank away from “account centricity” and closer to “customer centricity” within an architecture that will support the bank's growth, and gives the bank measurable productivity gains, helps manage risk and credit exposure, at a lower total cost of ownership than any systems replaced. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Customer centricity	Extend implementation supports 24x7x365 online real time transactions with minimum repose across all channels/ middleware
	Time taken for day/ period batch processing to complete
	# of screens needed for 360 degree customer view
Architecture	# and explanation of architecture features that support future growth
	# of modules
	# of interfaces
	Benchmarked transaction capability of chosen solution
Productivity gains	Reduction in time to create new products and services
	Bank staff productivity (time saving)
	Time to market
	Improvements in cross sell/ up sell rates
Risk/ credit exposure management	# with explantion of features provided
TCO	Frequency of solution upgrades
	Evidence of improvement
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	scope of project (# of countries/ branches served)
	Business case for implementation (why now)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection

A successful smart branch implementation project is the one that maximises utilization of the branch footprint and provides service and process innovations resulting in higher number of satisfied customers drawn to branches. Should enable improved staff productivity, service quality, self service innovation and better managed customer waiting times giving the bank access to new customer segments and improved cross selling rates, all in a manner that is consistent with the bank’s brand. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension	Criteria considered by judges
Branch footprint	Increase in number of customers using branch for transactions
	Increase in number of customers using branch for service queries
	Improvement in customer satisfaction
	Reduction in customer churn
Branch staff productivity	Improvement in customer service time
	Improved mobility to front end/branch staff
	Improvement in customer query resolution
	Named process and tool improvements to improve teller productivity
	Reduction in cost in servicing customers
	Reduction in number of branch staff (average compared to regular branches)
Queues	Reduction in customer waiting times
	Named process improvements to reduce queues
Self service automation	Introduction/upgrade of automated tools to improve customer verification procedures - explanation
	Named self service process improvements
	Innovative self service automation - explanation
Sales enablement	% increase in marketing campaigns executed at branch level as a result of implementation
	end to end sales/approval process improvements
	Turnaround time improvement
	% improvement in cross-sell ratio at branch level
	Degree of improvement in automation of sales fullfillment processes
Brand consistency	Proof of consistency of error reduction across banches
	Consistency of customer satisfaction rates across branches
Business case	Size of deal relative to asset size of bank (measure of importance to bank)
	Return on investment
	Impact (# branches/ customers served)
	Business case for implementation (why now)
Implementation variances	Budget under/ over runs
	Delivery time over/under-runs
Implementation risks	Named implementation risks identified and quantified
	Risk mitigation (explanation)
Alternative project approaches	Named alternative approaches considered
	Reasons given for rejection