IS444 Session 1 - Banking Technology & Operations, and Architecture 2024 PDF

IS444 – Digital Banking Enterprise Architecture Session 1 Introduction to Banking Technology & Operations, and Architecture Alan Megargel Phone: +65 9669 0924 Email: [email protected] ...

IS444 – Digital Banking Enterprise Architecture Session 1 Introduction to Banking Technology & Operations, and Architecture Alan Megargel Phone: +65 9669 0924 Email: [email protected]  SMU Classification: Restricted Outline Objectives On completing this module, you will understand: How banks are organized internally Job roles and career paths in banking Enterprise Architecture in banking Topics Front office, Middle office, Back office Technology & Operations functions Bank-wide Tech & Ops initiatives Architecture Roles Enterprise Platforms 10/14/2024 2  SMU Classification: Restricted What is a Bank? What is a Digital Bank? What is Architecture? What is Enterprise Architecture? 3  SMU Classification: Restricted SMU Unified Banking Process Framework (UBPF) Customer Investment Banking Corporate & Private Banking & Wealth Retail Types & Capital Markets Institutional Banking Management Banking Securities Investing Financing Customer Savings/ Personal/ Support for Receiving/ Managing Safekeepin Needs Cross Border Paying Portfolio g/ Trade Surplus Business Trade/Projects for Services Risk Settlement Funds Needs Support Bank Deposits/ Remittance/ Capital/Currency Products Loans/Advances Trade/Project Custodian Investments/ Cash Mgmt / Commodities Fund Raising Finance Services and Insurance Cards Market Services Transactio n PROCESS DATA TECHNOLOGY Fulfilment Enablers Accounting & Internal Risk Financial Management, Customer, Systems Design, Sales Force, Bank Controls, Controls, Distribution Channels, Controls, Manageme Reporting, Reporting, Production Audits Compliance Data & Analytics nt Needs Financial Risk Channel Operations & Technology Management Management Management Management The Unified Banking Process Framework is used to visualize how a bank meets customers needs and internal management needs through processes, data and technology 4 Business Function Framework (large SMU Classification: Restricted Australian bank) Business Function Framework Version 2 draft (Visio) 4. Channels 2. Party (Customer) 1. Product 2.1 Contact 2.2 Customer 1.2 Banking Products & Services 4.4 Assisted 4.2 Sales Relationship Management 1.1.1 Deposits (inc cash mgt) 1.1.10 Nostro Accounts 4.4.1 Branch (inc registration, workflow) Management 4.2.1 Needs Analysis 2.3 Customer Information Management 1.1.2 Credit Cards 1.1.11 Derivatives 4.4.2 Call Centre (inc hierarchy mgt, authorisations - enrollment) 4.2.2 Quotation 1.1.3 Leasing 1.1.12 FX 4.4.3 Mobile Banker 2.4 Customer Analytics (inc operational and marketing) 1.1.4 Mortgages 1.1.13 Safety Dep. Box 4.4.4 Broker 4.2.3 Advice 2.5 Relationship Pricing 1.1.5 Loans 1.1.14 Securities (ie shares) 4.4.5 Relationship Mgr 4.2.4 Leads Mgmt 2.6 Identification & Authentication 1.1.6 Merchant Services 1.1.15 Capital Markets 4.1 Partner Integration & Management 1.5 Customer Agreement Management 4.4.6 Postal Mail 4.2.5 Campaigns & Offers 1.1.7 Guarantees 1.1.16 Custody 4.4.7 Email 3. Operations 1.1.8 Trade Finance 1.1.17 Cmmrcl Lending 4.4.8 Fax 4.3 Servicing 3.1 Product Administration 3.1.1 Origination 3.1.7 Exceptions 1.1.9 Corp Finance 1.1.18 Money Markets 4.3.1 Contact Capture 4.5 Unassisted (inc imaging, call recording) 3.1.2 Fulfilment 3.1.9 Collateral Mgt 1.2 Wealth Management 1.3 Insurance 4.5.1 ATM 4.3.2 Query Resolution 3.1.3 Underwriting 3.1.11 Document 1.2.1 Platforms (i.e. 3rd party 1.3.1 Life 4.5.2 POS Mgt products, WRAP) 4.3.3 Account Servicing 3.1.4 Decisioning 1.2.2 Structured 1.3.2 General, Travel 4.5.3 Web 3.1.8 Collections Products 3.1.5 Credit Mgmt 1.3.3 Business 4.5.4 IVR 4.3.4 Statements (inc limits mgt) 3.1.10 Syndication 1.2.3 Funds (inc loan trading) 1.3.4 Credit 3.1.6 Claims 1.2.4 Asset 4.5.5 Mobile 4.3.5 Invoices & Advices Management 4.5.6 Data Exchange 3.2 Transaction Management 4.3.6 Alerts 1.4 Product Management 3.2.1 Payments 3.2.4 Reconcilliation 4.5.7 Thick Client 1.4.1 Aggregation & 1.4.3 Performance Bundling Management 3.2.2 Trading 3.2.5 Clearing 4.5.8 Vouchers (inc chq) 1.4.2 Lifecycle 1.4.4 Product 3.2.3 Securitisation 3.2.6 Settlement Management Manufacturing 5.1 Finance & Accounting 5.2 Human Resources 5. Corporate & Shared Services 5.5 Legal 5.6 Risk 5.1.1 Accounting (G/L) 5.2.1 Payroll 5.3 Corporate Affairs 5.4 Corporate Services 5.5.1 Industry 5.6.1 Security Compliance 5.1.2 Accounts Payable 5.2.2 People Mgmt 5.3.1 Public Relations 5.4.1 Procurement (inc BASEL, KYC, FSRA) 5.6.2 Fraud Detection & Receivable 5.5.2 Corporate 5.2.3 Incentive Mgmt 5.3.2 Corporate 5.4.2 Supplier Mgmt Compliance 5.6.3 Audit 5.1.3 Treasury Responsibility 5.2.4 Learning & 5.4.3 Facilities Mgmt 5.5.3 Advice 5.6.4 Risk Management Development 5.3.3 Govt & Regulatory 5.1.4 Taxation Affairs 5.4.4 Asset Mgmt 5.5.4 Dispute 5.2.5 Occupational 5.6.5 Modelling & 5.1.5 Capital Mgmt Health & Safety Resolution Forecasting 5.6.5 Financial Crime (inc AML, CTF, PEP ) 5.7 Strategy & 5.8 Project Delivery & 5.9 Marketing & 5.10 Technology & Market Analysis Governance Communications Operations Support 5.11 Enterprise Services 5.11.1 Management Information 5.11.2 Productivity 5.11.3 Collaboration 5.11.4 Knowledge Mgmt Classification: Restricted 5  SMU Classification: Restricted Bank Functions Customer Account Transaction Front Origination Origination Origination Office Product Customer Financial Sales Service Advisory Risk Credit Rates/ Complian Internal Middl Management Evaluation Pricing ce Audit e Treasu Financial P&L Regulatory Office ry Accounting Management Reporting Operation s Transaction Account Collectio Credit Card Fulfilment Services ns Ops Loan Payment Trade Finance Investment Treasury Ops Ops Ops Ops Ops Back Technolog Office y Data Incident Technology Solutions Centre Management Core Banking: Credit Teller ATM Infrastruct Change Deposits/Loans Card ure Management Online/Mobile Call Payment Cash Mgmt Disaster Recovery Planning & Banking Centre s Trade Investment Treasur Business Testing Finance s y Intelligence 6  SMU Classification: Restricted Technology Focus “Run the “Grow the Bank” Bank” aka “BAU” (Business as Usual) Increase revenue Ensure 24x7 uptime Increase market share Prevent production problems Expand into new markets Improve technology Improve customer experience performance Develop new digital innovations Perform technology Implement the latest patches/upgrades technologies Ensure data retention & Modernize/replace legacy backups systems Ensure standards compliance Gain competitive advantage Reduce technology & through business intelligence / operations cost data analytics 7  SMU Classification: Restricted BAU Functions “Run the bank” Data Centre All of a bank’s production systems and customer transaction data reside in one or more highly secured, 24x7, data centres. To achieve 24x7 uptime, there are built in redundancies at many levels, such that there is no Data Centre single-point-of-failure. outages affect the o bank’s reputation, Active-active, load balanced, high availability servers. o Backup networks (WAN, and Lease Circuits). and incur o Backup incoming high voltage power. o Backup air-conditioning compressors. regulatory Physical Securitypenalties. o Disaster Recovery (backup) data centres. Only authorized personnel are allowed access o Data Centre Operators o Anyone else needs to have an approved Change Request form Two-Factor-Authentication (2FA) of root/admin password to each system o Hardware Token or SMS o Data Centre Operator holds half of a dual control 8  SMU Classification: Restricted BAU Functions “Run the bank” Change Management Any change to production systems requires prior approval by a Change Management committee, typically chaired by the Data Centre head. o Approved changes are scheduled for weekends, avoiding regulatory reporting periods. Types of changes include: o New application systems, OS patching, DB patching, Network firewall rules, any kind of performance tuning, even changing a cable requires prior approval. Application versioning is done by a Change Team, who are the few people in the bank having access to all network environments; Development (DEV), Code SystemSITIntegration UAT Testing (SIT),Prod User Acceptance Testing (UAT), and Production (PROD). Develope DR rs Test Failures Change Team only 9  SMU Classification: Restricted BAU Functions “Run the bank” Incident Management Weekly meeting to follow up on production incidences Emphasis is on prevention KPI’s to reduce High/Medium/Low severity incidences Metrics are tracked and managed, for example:The root cause of o by platform: network/server incidences is 80-90% o by application/channel: (eg; internet banking) o by business unit: retail, corporate, etc..) due to poorly o by location: ATM, branch, country, region managed changes. Command Centre Only authorized personnel are allowed access o Technology Call Centre Operators o First-Level Investigators Metrics / trends / dashboards are displayed on large video screens First level investigators escalate to second level specialists Bank-wide outages are 10  SMU Classification: Restricted BAU Functions “Run the bank” Infrastructure - Platforms Engineer redundant systems (no single-point- of-failure) o Active-active, load-balanced o Session replication, DB replication System maintenance o OS patching / upgrades o DB patching / upgrades o OS/DB performance tuning Infrastructure - Networks Engineer redundant networks (no single-point- of-failure) o Active-active switches/routers/firewalls o Active-active WAN circuits from multiple providers o ISDN backup for lease circuits (eg; branches, ATMs) Network maintenance o Switch/router/firewall patching o Add/modify firewall rules 11  SMU Classification: Restricted BAU Functions “Run the bank” DR site required to Disaster Recovery Planning & Testing be at least 10km away from Production. Normal Operation All transactions (and any changes to the data) occurring in Production are replicated over to DR in near realtime.  Synch or Asynch? Testing The regulator requires all banks to perform DR testing once per year. All hands on deck! Over one night: 1. Swing the network from Production to DR (disabling Production site) 2. Staff makes live transactions which hit the DR site. Verify transactions. 12  SMU Classification: Restricted Technology Solutions “Grow the bank” Solution Development Lifecycle Responsible Role  Business Supported By CxO  Enterprise Architects Strategy Delivers overall strategy for the bank Solution Business Head  Segment/Domain Architect, Business Ideation Analyst Business Delivers solution concept which aligns to the bank’s “Grow Case strategy Business Analyst  Solution Architect the Developmen bank” t Delivers business case paper: cost, timeline, quality Project requirements Management Committee  Approved by Business Funding Head, CFO, CEO Approves funding, authorization level based on Project amount required Implementat Project Manager  Solution Architect, Tech. Solutions ion Specialists Delivers solution within cost, timeline, and quality requirements “Run Deployment Change Mgmt Team  Tech. Infra. Specialists the (Platform/Network) BAU, maintains solution until end-of-life bank” 13  SMU Classification: Restricted Enterprise Platforms The main subject of this Where course. Enterprise Platforms, within an SOA Layered Architecture, reside in the middle layer and ideally implements all of a bank’s business logic, processing logic, and business rules. What Enterprise Platforms include; ESB, BPM, BRMS, MDM, EDW. (Note: EDW is technically not in the middle layer. We will cover that later.) How Standards-based, GUI-driven designer tools enable the rapid assembly of new solutions by reusing existing software components (services, processes, rules, etc..) Who Centrally managed by platform specialists, to support the entire bank’s solution development requirements. Platform team roles include; Solution Architects, Business Analysts, Project Managers, Developers, Data Analysts. Why The resulting flexible architecture can accelerate time-to-market of new innovative digital solutions which can compete directly with non- bank FinTech alternatives. 14  SMU Classification: Restricted Operations Functions Operations Centres Loan Ops, Credit Card Ops, Payment Ops, Trade Finance Ops, etc.. Transaction fulfilment processes that include human steps (not fully automated) For example: Corporate Loan Credit Evaluation Process o Review firm’s management structure and character, and review firm’s industry outlook o Gather financial reports, and compute financial ratios, e.g., working capital, debt to equity, etc. o Analyze cash flow from operations, investments, and financing o Project borrower’s financial condition based on sales, payables, and notes payable to banks o Classify risk level, and submit loan proposal for approval Operations are supported by Business Process Management (BPM) engines which execute the end-to-end workflow of long running processes. 15  SMU Classification: Restricted Bank-wide Tech & Ops Initiatives Data Centre Consolidation The number of a bank’s data centres increases over time, due to mergers & acquisitions. Operating many data centres is costly, so the aim is to consolidate and reduce. Most banks have ongoing initiatives to reduce their number of data centres. Careful planning is required in order to not disrupt banking operations. 16  SMU Classification: Restricted Bank-wide Tech & Ops Initiatives Regional Operations Hubs Just like for data centres, back-office operation centers are also consolidated into “hubs”. Trade Finance Ops, for example, might be setup in one location to provide cross-border support for an entire region. Benefits include: o Reduced operating cost due to better economies of scale and low-cost locations o Standardized operation flows and procedures 17  SMU Classification: Restricted Bank-wide Tech & Ops Initiatives Business Process Re- engineering (BPR) Typically, a customer experience driven initiate, BPR focuses on reducing the end-to-end cycle time, and reducing error rates, of a bank’s core business processes. BPR is an ongoing activity and collaboration between Business Process Management (BPM) specialists, and operations specialists. Process data collected by the BPM engine is analyzed for inefficiencies, and the process is then improved / re-engineered. BPR can be applied to any 18  SMU Classification: Restricted Bank-wide Tech & Ops Initiatives BASEL Compliance Banks operating in Singapore are required to accurately measure their risk exposure to counterparties and assets, in terms of Risk Weighted Assets (RWA), in order to satisfy Capital Adequacy Ratio (CAR) requirements. Lower RWA means lower overall risk. Banks’ RWA must be reported to the regulator every month. Banks that meet the minimum CAR requirement will have more Eligible Capital for investments, otherwise they will need to set aside more Reserve Capital. BASEL implantation requires bank-wide Technology & Operations involvement. 19  SMU Classification: Restricted Bank-wide Tech & Ops Initiatives Internal Audit Each function within Technology & Operations must pass a yearly internal audit. Internal Auditors are dispatched from the Middle Office compliance function. Each audit is conducted over 4-6 weeks. The audit report can be up to 100 pages, and details exceptions only (no kudos). Technology audits focus on Information Security and Standards Central Bank Audit compliance. Each Operations bank’saudits Tech &focus Ops on process/procedure must compliance. pass a periodic external audit from the central Internalbank. audits are done in preparation for central bank audits. The scope (which Tech & Ops functions will be covered), and the frequency of audit depends on past audit performances. A poor audit will result in more frequent audits. A failed audit will result in penalties imposed by the central bank which may include fines or a higher reserved capital requirement. For the person in charge, failing one of the above audits can be a career limiting event. 20  SMU Classification: Restricted What is Enterprise Architecture? October 14, 2024 21  SMU Classification: Restricted What is the Purpose of Enterprise Architecture? Connects the dots between business goals, business strategies, business processes and the technology needed to support those business processes that lead to achieving the business goals. – Helps planning, building/acquiring, modifying, deploying, maintaining IT assets – Best means of communication across stakeholders and the Technologists, drives consensus/discipline Improves competitive advantage – this is always going to be a key factor. EA does not sell purely on its own merits. It must have a commercial impact. This can be achieved by – Reducing costs and waste (leverage/reuse, risk reduction, improved security, optimization, aligning information, improved compliance) – Increasing revenue (speed to market, product & service innovation, improved agility/interoperability)  SMU Classification: Restricted Why Do Banks Need Enterprise Architecture? Banks typically have a diverse range of systems and applications. EA provides a roadmap for integrating and modernizing these systems, making it easier to adapt to emerging technologies and industry trends. EA enables banks to streamline their processes, eliminating redundancies, and reducing operational costs. EA helps identify areas where automation and standardization can lead to increased efficiency. EA helps banks design their infrastructure and systems in a way that allows for scalability and flexibility. This is crucial as banks need to adapt to changing market conditions and customer demands. EA can help banks manage the complexity of organizational change. EA provides a structured approach to understanding how changes in one area of the organization will impact other areas, helping to minimize disruptions. 10/14/2024 23  SMU Classification: Restricted Architect’s Sphere of Influence An effective Enterprise Architect has a large sphere of influence and has a direct impact on strategy outcomes. 10/14/2024 24  SMU Classification: Restricted Architect’s Varying Degrees of Depth/Breadth Varying degrees of depth/bredth across the 4 architecture domains 10/14/2024 25  SMU Classification: Restricted Enterprise Architect Skill Set 10/14/2024 26  SMU Classification: Restricted Architect’s Role in the Product/IT Lifecycle Enterprise Architecture is distinctly differenct from Solution Architecture 10/14/2024 27  SMU Classification: Restricted Enterprise Architecture Specialization A typical Enterprise Architecture group will have specialists covering a specific technology disciplines They set direction across the entire enterprise, for their discipline Solution Architecture Governance 10/14/2024 28  SMU Classification: Restricted Enterprise Architecture in Banking An Enterprise Architect’s work should result in one of the following: – Increased Revenue – Reduced Expense Increase Revenue Reduce Expense Save cost through server Products Infrastructure virtualisation. Avoid losses due to info Channels Security security breach. Cross Sell Up Sell Avoid development costs CRM SOA/BPM Gain Market Share through reuse. “Grow the Bank” Avoid losses due to non- Business Intelligence performing loans. Marketing Credit Risk Mgmt Avoid loss of business Campaign Mgmt AML due to reputation risk. Enterprise Architects are responsible for ensuring best practices are in place for measuring and reporting success (financial benefits). An Enterprise Architect’s value is quantified through benefits realisation. 10/14/2024 29  SMU Classification: Restricted Example Engagement Model, SOA I nitiation Req’ments Analysis Design Build Test Deploy Centrally Funded Funded by Projects Project PM/ TPM/ BA SOA Centre of Excellence I ntegration Delivery Centre Schema Generation Service Definition Service Modelling I nterface Design Service Analysis Engagement Engagement Service Released * Testing Req’ments once project Contract I nterface is funded. Spec. I ncludes cost avoidance Cost due to reuse. Est. Service Contract Service Service Service Governance Consumer Provider Service Life Cycle Mgmt. Delivery Centre Delivery Centre Conceptual Architecture Service Portfolio Mgmt. Needs * I ndependent Testing Centre Discussion Service NOTES Repository Divisional 1) SOA CoE is accountable for I ntegration benefits realisation. Consulting Reuse rate >= x% I ntegration Architects Architects Cost Avoidance through reuse >= y$ (Specialist Focus) Reduction in I ntegration delivery cost by z% 2) Cost estimation based on standard pricing for simple/ medium/ complex services. Enterprise Architect, I ntegration & BPM 3) Project PM’s must include cost avoidance figures into their business case papers. Direction Guidelines 4) Service contracts are only released for funded projects. Domain Authority Patterns 5) Delivery Centres only work on funded projects. I ntegration Best Practice Standards 30  SMU Classification: Restricted What are Enterprise Platforms? October 14, 2024 31  SMU Classification: Restricted Enterprise Platforms – SOA (ESB) AJAX Portlets WSRP B2B Other Service Consumer consumers Integration (Enterprise Service Bus Approach) Data Architecture and Business Intelligence QoS, Security, Management, and Monitoring Infrastructure Service business processes process choreography Governance services atomic and composite Service Provider service components operational Packaged Custom OO systems Application Application Application Referenced from “SOA Reference Architecture”, The Open Group April 2009 Composite Service Atomic Service Registry SOA Reference Architecture 10/14/2024 32  Enterprise Platforms – SOA, Loan Origination SMU Classification: Restricted Example 10/14/2024 33  SMU Classification: Restricted Enterprise Platforms - BPM Process Model Page Flow Model  Business process definition  Participant specification  Service interactions  User interaction  Workflow patterns process  Simulation  Lightweight,  Emulation and stateless Debugging  Service interactions Form Model Data Model Organization Model   Model and test form Data vocabulary  Org Units, definition  Form rules Hierarchies  Simple and complex  Platform  Positions data independent   Capabilities,  Re-use across Ajax client & components Privileges processes   Mapped to  Form generation Gadget (GWT) client corporate  Service definitions  Custom clients directory (LDAP) 10/14/2024 34  SMU Classification: Restricted Enterprise Platforms - BRMS 10/14/2024 35  SMU Classification: Restricted Enterprise Platforms - MDM Reference data Reference data is USED by an organization typically supports Country codes & attributes lookup tables, to map Currency codes & descriptions descriptions to codes (eg; Singapore = SG) Product types etc. Master data is PRODUCED by an Master data is typically organization static data (rarely Customers changes) Master data is typically Products / Assets / Services not transaction data Legal Entities / Counterparties MDM can support both real-time and batch modes 10/14/2024 36  SMU Classification: Restricted Enterprise Platforms - EDW Note: In banks, EDW is NOT a “legal system of record”. 10/14/2024 37  SMU Classification: Restricted What are the Job Roles in a Bank? October 14, 2024 38  SMU Classification: Restricted Job Roles Front Office Middle Office Branch Teller Credit Risk Officer Relationship Compliance Manager Officer Financial Advisor Internal Auditor Call Centre Info Security Operator Specialist Fraud/AML Specialist Back Office - Operations Financial Operations Officer (eg; Loan Officer) Accountant Market Analyst Back Office – Technology BAU Back Office – Technology Solutions Data Centre Specialist Core Banking System SA/PM/BA Platform Engineer (Web Server/OS/DB) Credit Card Systems SA/PM/BA Network Engineer (LAN/WAN) Payment Systems Incident Management Specialist SA/PM/BA Change Management Specialist Trade Finance Systems SA/PM/BA Disaster Recovery Specialist Investment Systems SA/PM/BA Treasury Systems SA/PM/BA Back Office – Enterprise Platforms Call Centre Systems ESB, BPM, BRMS SA/PM/BA, Data SA/PM/BA Analyst Branch Teller SA/PM/BA MDM, EDW SA/PM/BA, Data Online/Mobile Banking SA/PM/BA Analyst ATM Manager, BA = SA = Solution Architect, PM = Project SA/PM/BA Business Analysist 39  SMU Classification: Restricted Architect Roles Enterprise Architects Enterprise Architects set Segment/Domain Segment/ Segment/ Segment/ bank-wide Domain Domain Domain architecture Architects provide Architects Architects Architects architectural direction, and guidance and Retail Corporate Investme bridge the gap nt between silos. consulting within Banking Banking Banking their business Business Business Business Unit Unit unit. Unit Solution Architects develop a detailed solution architecture for a single system or application. Solution Architec ts 40  SMU Classification: Restricted Job Ranks Bank Job Ranks (local Equiv. Tech Company Job banks) Ranks CxO CxO Executive Vice President (EVP) Vice President (VP) / SVP / Senior Vice President (SVP) EVP Vice President Head (VPH) Executive Director Vice President (VP) Senior Director Assistant Vice President Head Director Entry level (AVPH) Senior Manager, Principle for fresh Assistant Vice President (AVP) Engineer grads Manager, Management Manager, Senior Engineer Associate (MA) Engineer, Senior Technician Assistant Manager (AM) Technician Bank Officer (BO) Operator Typical jobranks Clerk for local banks still follow Clerk the tradition carried over from small, possibly single branch, banks. A fresh grad can expect to be promoted to AVP within 5-10 years. Job roles can span across job ranks, for example a Solution Architect might be promoted through the ranks of MA, AVP, AVPH, VP. At all job ranks, bank employees typically earn 30% more 41  SMU Classification: Restricted Work Environment Open office concept is the standard. Rows of benches with no partitions. Assigned seats mostly, but some banks have open seating. Offices are reserved for very senior management. Pantries on every floor, stocked Be prepared with to work food andlong hours. Lots on your plate. The work never ends. beverages. The work is challenging and rewarding. Lots to learn. Opportunities to grow. Banks are complex, and there are huge technology problems to solve. That’s why banks need the best technology people, and they pay more $$$$. 42  SMU Classification: Restricted Summary Learning objectives for this session – Front office, Middle office, Back office – Technology & Operations functions – Bank-wide Tech & Ops initiatives – Architecture Roles – Enterprise Platforms Next session – Digital Banking Channels – Lab 1: SMU tBank Channels October 14, 2024 43  SMU Classification: Restricted THE END Alan Megargel Phone: +65 9669 0924 Email: [email protected] October 14, 2024 44