Henderson says it supports self-service provisioning of virtualised replicas of channels, middleware, core banking, customer and bank data, application support, training and innovation lab practices. The company has since utilised more than 900 replicas of the bank across its private cloud.
“Prior to ‘Bank in a Box’, we could take three months with 10 engineers and numerous infrastructure elements to create a replica of the bank to support a major project,” he said. “Now it takes 10 minutes, and the teams can have as many as they like. Our recent launch of Living Super used over 60 replicas alone to deliver the new business faster and had a high impact on quality.”
The private cloud will simplify ING Direct’s platform services, reduce ‘run’ costs by 30 per cent, and increase agility and capability, Henderson said.
The CIO aims to complete the transformation project this year so that he can “then focus quickly where it truly matters – on the systems of engagement with our customers and staff, and being able to leverage the insights from the valuable data we collect each day”.
UTS CIO Christine Burns
Project management has been a big part of the CIO role for quite a long time but it is now moving away from just managing an IT project to effectively engaging stakeholders and the business to ensure value is delivered.
Christine Burns, CIO of the University of Technology, Sydney, manages several projects as part of the university’s $1 billion campus upgrade and manages many different project stakeholders across the university facilities.
“I have a monthly whole of team meeting and I’ve been getting people in from other parts of the university to present about their strategy or what’s happening in their particular part of the university at the moment,” Burns said.
“It means my own team becomes much better informed about what the priorities might be for different parts of the university. That’s helpful on many different levels. Right down to help desk it helps call operators understand if a particular query will be important or not and then flowing through to the teams working on projects understanding how the particular project fits in to what another part of the university is trying to do,” she said.
Being a business analyst and not just a project manager is also part of Burns’ strategy to build stakeholder confidence and engagement in the project. She said often it can be easy for project managers can get 'bogged down' in delivering the project on time, to budget and to scope, leaving stakeholders to wonder how the project will meet business outcomes, deliver value and improve their operations.
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