IT Strategy 2020 Workshop
New IT Strategy Focal Point Workshop
Day 2
29 July 2011
LRC 3, 1:30 – 5pm
Agenda

Welcome Note
Philip Erquiaga

Post ISTS II Capability
Barbara Davis

Group Exercise Instruction
Mikio Mukai

Group Exercise

Coffee Break

Group Exercise Presentation

Open Discussion

Closing Note
Group Leaders
Rajat Nag
Welcome Note
Philip Erquiaga
Director General, PSOD
Post-ISTS II Capability
Office of Information Systems and Technology
Barbara Davis
ADB BUSINESS PROCESS
Banking Operations
eOperations for SO and NSO
Consultant Management System (CMS)
Procurement System (PRS)
GFIS, TAIS, LFIS -> P3M-Fin
CLASS
Corporate Operations
Credit Risk Management System (CRMS)
Treasury Risk Management System (TRMS)
ODS – EDB, ODB, & RDB
ADB Portal, eStar, eBoard, eOperations, BDS, etc.
Capital Subscription System -> Fund Accounting
Oracle AP, AR, SR, GL
Funding Management System (FMS)
Investment Management System (IMS)
Bank Transaction Processing System (BTPS)
Oracle HR, PDP, Various Benefit Systems
SHIPMON, eTrip, Various Service Mgt Systems
Oracle Procurement, Supplier Management System
Budget Mgt & Control System (BMCS) -> Budget System
Lotus Notes, Network, Business Continuity Facility
Group Exercise
IT Strategy 2020 Workshop Day 2
Mikio Mukai
Topic
1.
2.
3.
4.
Day 2 – Group
Exercise
Topics
Key questions
Operational Effectiveness
 NSO & SO
 ICT in sectors
 Knowledge sharing
 Data management
 Regional integration
 Co-finance
Organizational Effectiveness
 Corporate change management
 Work program, budget, human resource
 Strategy, policy, business rules changes
 Employee Communication
 Education & training
 Organizational performance evaluation
Partnership
 External communication
 Civil organization relationship management
 Donor relationship management
 Peer organization harmonization
 Government interaction
 Event participants
 Complaints & Info request management
 Anti Corruption
 Accountability mechanism
Good Governance
 Geographic
 Centralized vs de-centralized operation
 Business continuity
 Operation risk management
 Security management
 Data archive & record management
Dept/Office
How should ADB work in NO & NSO (or PPP) field in terms of
process, information, data, documentation point of view? How
should operation process and knowledge integrate together? How
should ICT support in the sector development, especially strategic
sectors in Strategy 2020? How should regional integration and
country based operation marry? How should ADB main stream
funding and co-finance be integrated?
How should ABD manage organizational changes from policy,
strategy, business rules business process, resource requirements,
skill set, training, IT investment, employee communication? How
should ADB manage that policy level changes are implemented into
the execution level? How work program and budget support
organizational changes? How to retain consistency across the
organization ?
How should ADB retain various external communication history?
How should ADB manage different type of touch (contact) points?
How can ADB bring awareness of the importance of organizational
memory rather individual memory? How can ADB avoid complaints
including corruption and misplacement of requests?
RSDD
OREI
ERD
SERD
PARD
PSOD
OCO
SPD
IED
EARD
COSO
OGC
BPMSD
How should ADB operate geographically? How should ADB balance
centralized vs decentralized? How should ADB balance investment
and business continuity from operational risk point of view? How
should ADB manage various security (life , information etc)? How
should ADB manage organizational data and record?
OAS
OAG
ORM
CWRD
CTL
TD
OSEC
OCRP
DER
OAI
OSPF
SARD
Day 2 Group Exercise Instruction
1. Please discuss topics within the group and develop business
requirements list supporting IT capability and assuming organizational
changes in the given template. Suggested (not necessarily limited to)
view point for group exercise:








Consider timelines (e.g., immediate requirements, foreseeable requirements, or
transformational requirements ).
Think process rather than department or office.
Role-based rather than job-based.
Optimize end-to-end process rather than cross divisional process integration.
Geographic, work location.
Centralized vs decentralized issues.
Managed vs self-managed issues.
Etcetera…
2. Once business requirements are listed, please pick the top three
business requirements and put them in the presentation form.
Day 2 Group Exercise Output Format
Please discuss topics within the group and develop business requirements list supporting IT
capability and assuming organizational changes in the given template. Suggested (not
necessarily limited to) view point for group exercise:
Colum Title
Contents Guidance
#
D2G1-001 etc describe Day, group, and list number
BR Name
Provide short name of the business requirements
Description
Brief description of business requirements
IT Capability
Brief IT capability support realization of business requirements
Strategic Alignment
Describe relevant Strategy 2020 elements or any official
Priority
High, Medium, Low
Current State
Budgeted, Programmed (WPBF), Reported (in some form), First time
Timing
Immediate, mid term, and long term
Leading Dept/Office
Department or office that should lead business requirements implementation
Type of Requirements
Innovative, Efficiency improvement, Mandatory
Prerequisite/
Assumption
Prerequisite or assumption if require to implement such a business
requirements
Group Presentation
IT Strategy 2020 Workshop Day 2
Open Discussion
IT Strategy 2020 Workshop Day 2
Closing Note
Rajat Nag
Managing Director General, OPR
Thank You!
IT Strategy 2020 Workshop Day 2