Back in 2016 a bank asked us to do some research into the issues caused by migrating mortgages. In the ensuing project, the management of the mortgage portfolio was outsourced to a system supplier. We translated the results of our research into a proposal with possible solutions, leading to a second project, carried out in collaboration with both the bank and the supplier. We at ITDS played consultancy and project-management roles in the conversion.
We converted the issues that were unearthed into requirements and then, by means of Scrum methodology into user stories. In doing the latter we facilitated good communication between the bank and system supplier because it was crucial to keep the bank up-to-date on the delivered functionalities. We immediately translated the bank’s requirements into user stories, sharing them with the system supplier so they could provide the appropriate solutions. We also ensured that they complied with our requirements and made the necessary amendments to the process descriptions and instructions. The employees involved were shown a demo of the delivered functionalities.
All issues were resolved by the system supplier and the bank now uses the external system, working closely with the system supplier. To document and secure the responsibilities and activities we have compiled a process manual, outlining all the work processes, together with the associated flowcharts, RACIS and process descriptions. This keeps the division of labour clear, with all involved employees being fully aware of what is expected of them.
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WHAT CLIENTS SAY
Set up and implementation of a Customer Due Diligence policy
“Making a good start was half the battle”
The challenge facing KAS BANK was to implement a Customer Due Diligence policy and rationalise customer files in a limited timeframe.
In collaboration with ITDS, project manager Marc Brouwer took on the challenge.
A social strategy and implementation for OHRA
“As soon as we were satisfied, they’d raise the bar”
In the space of just a few years the role of Social Media at OHRA has grown from “a nice little extra” to a fully fledged business channel.
Iris Wezenberg – previously Social Media Manager and now Online Service Manager with this Dutch insurer – explains how it all came about.
An international IT strategy and organisational change
“You have to get people onside because not everyone likes change”
In just over 40 years Brunel has evolved from a Delft-based brokerage company into an international service provider employing more than 11,000 people in 37 countries. In many of these countries Brunel used local IT systems, each with its own definitions. To make it all future-proof, all these systems had to be replaced by a single system based on the same standard.
Stefan de Boer, Manager Global IT, tells about the collaboration with ITDS.
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