Products and Services
Bank VTB 24  
Bank VTB 24

<h4>1. Company Description</h4>
<p><b>1.1. Industries in which the Company Operates</b></p>

<p>A banking business. Bank VTB 24 is a retail bank and part of VTB banking group (Vneshtorgbank). The bank mainly provides financial services to individuals, entrepreneurs, and small businesses.</p>

<p><b>1.2. Territorial Distribution</b></p>

<p>More than 430 branches and additional offices in Russia.</p>

<p><b>1.3. </b><b>Number of Staff</b></p>

<p>More than 18,000 employees</p>

<p><b>1.4. </b><b>Personnel and Departments Using the WebTutor System</b></p>

<p>All bank employees</p>

<h4>2. Project Objectives<br> </h4>

<p><b>2.1. </b><b>The program has been implemented to meet the following business requirements:</b></p>

<p>The main project objectives: </p> <ul> <li>Provision of training for regional branches </li> <li>Planning and accounting for training activities </li> <li>Testing personnel </li> <li>Planning and accounting fore budget expenditures </li> </ul>

<p><b>2.2. </b><b>Which business processes should be automated?:</b></p>

<p> </p> <ul> <li>Planning and accounting processes, internal and external training </li> <li>Distance learning and testing (including the automatic assignment of courses and tests to certain categories of staff) </li> <li>Monitoring the progress and results of staff trainings </li> <li>Organize (within the requirements of CBR) training on countering the legalization (laundering) of proceeds from criminal activities and terrorist financing </li> <li>Budgeting and expense accounting </li> </ul>

<p><b>2.3 </b><b>What were the criteria for successfully implementing the planning stage?</b></p>

<p> </p> <ul> <li>The successful functioning of the DLS, testing, and Learning Center </li> <li>Launching the Learning Portal with access by all bank employees in all branches </li> </ul>

<p>As of September 2008, the following criteria for successful system development had been identified: </p> <ul> <li>"Highly automate" learning processes (by 60%) by mid-2009, and by 80% - by the end of 2009 </li> <li>Achieve a rate of 40,000 people/courses a year for distance learning training </li> <li>Give DLS access to 60% of the workforce by end of 2009 and 80% of the workforce by end of 2010 </li> </ul>

<p><b>2.4 </b><b>What did the project plan involve (scope statement, analyzing business processes, etc.)</b></p>

<p>At the stage of system implementation:<br> The goals for system implementation were identified. Questions as to how exactly the system would function were addressed. These elements influence the formation of the scope statement.</p>

<p>At the stage of system development:<br> System development will occur in two main areas: automate learning processes and develop a series of distance learning courses. Therefore, action plans were created for these areas: schedule development/purchase of distance learning courses and plan automation process. In order to prepare these plans, a needs assessment of the bank was conducted and appropriate plans were drawn up on the basis of this analysis.</p>

<p><img src=";FieldElemFormat=gif" height="405" width="630" /></p>

<p>Fig. 1 - Portal interface</p>

<h4>3. Project Parameters</h4>

<p><b>3.1. </b><b>Time frame for project implementation and milestones:</b></p>

<p>System installation- February 2007 <br> Trial operation of the system (training system, test implementation in selected units, several additional offices in Moscow and greater Moscow as well as in several branches) - by March 2008 <br> Refinement of the system and its content, preparation, negotiation and drawing up of system operation regulations - by the end of August 2008 <br> Launch operation (in all banks simultaneously, including all branches) - September 1, 2008 </p>

<p><b>3.2. </b><b>The customer project team (from IT to HR). </b><b>Team roles: how was interaction directed?</b></p>

<p> </p> <ul> <li>Project Manager - full time on the project (from HR) - responsible for overall project coordination </li> <li>Specialist (from HR) - full time - to coordinate technical aspects of the project </li> <li>IT Specialist - a part-time - responsible for uploading the HR database </li> <li>Contractual involvement of some IT professionals - for testing channels, establishing a backup system, etc. </li> </ul>

<p><b>3.3. </b><b>Main difficulties encountered during the project</b></p>

<p> Issues encountered during the project can hardly be called "difficult". Basically, they were just questions that required rapid decisions and were successfully solved in a normal manner. </p>

<p>The system installation did not occur under the IT department's supervision. So when implementing the system, the project team encountered some resistance from IT. However, through negotiation and clarification of system operations and how it interacted with other systems, the staff successfully overcame this resistance and IT is now willing to help if necessary.</p>

<p><b>3.4. </b><b>Did the time frame and cost conform to expectations?</b></p>

<p>Financial costs - yes. The time estimated to complete the installation was longer than planned.</p>

<p><b>3.5. </b><b>What IT limitations affected project outcomes?</b></p>

<p>There were some initial fears that the limitations of some channels would not allow regional offices to successfully use a centralized system. But, so far, everything is working properly - even with a 512Kbit/s channel no overload occurred. Yet, staff members are ready to jump in and create a distributed system if needed.</p>

<p>Also, it was not possible to immediately download data from the WebTutor personnel system. In the end, it turned out that the database had been moved from one server to another and because of this, there was no data download. After identifying the cause of the problem, it was immediately solved: the correct path was restored and all necessary information has been successfully downloaded to the WebTutor system. </p> <br> <br> <img src=";FieldElemFormat=gif" height="463" width="650" />

<p>Figure 2 - Screenshot from a course created using the CourseLab editor</p>

<h4>4. Project Development</h4>

<p><b>4.1. </b><b>Development Plans (the automation of these business processes is planned) </b></p>

<p> </p> <ul> <li>Further automation of key business processes associated with staff training, including the further development of courses, training process automation on countering the legalization (laundering) of proceeds from criminal activity and terrorist financing, etc., and full automation of internal and external training processes: from drafting a plan to receiving training progress notifications. </li> <li>Conducting web conferences and webinars using virtual classroom technology </li> <li>Setting goals for staff according their development plans and assessment goal fulfillment </li> </ul>

<p><b>4.2. </b><b>Filling With Content: how was it accomplished?</b></p>

<p>At present, the courses for the bank's front offices have been developed (by the end of this year there will be about 30 courses). Next year we will focus on developing courses for the back offices, underwriting, etc. Some skills courses are also planned for next year: Negotiating, conflict resolution, conducting an interview, mentoring, etc.</p>

<p>The courses are designed by both internal and external developers. All product courses are developed by in-house bank experts.</p>

<p><b>4.3. </b><b>System Support and Development Team<br> </b></p>

<p>To date, there are 2 people on the project team: </p> <ul> <li>Project Manager: responsible for system development </li> <li>A specialist responsible for the technical side of the system </li> </ul> Both employee are involved in developing courses. One person will be appointed to administer the system: assign courses, enter events, manage news, forums, etc.

<h4>5. Project Results</h4>

<p><b>5.1. </b><b>Achieved Results (qualitative and quantitative)</b></p>

<p> </p> <ul> <li>Learning Portal is available to all bank employees </li> <li>Employees actively use the Learning Portal </li> <li>The first online courses were created in-house </li> <li>During the first month of commercial system operation, 4,589 people/courses were recorded </li> </ul>

<p><b>5.2. </b><b>Cost Efficiency</b></p>

<p>At this stage it is difficult to assess the cost-effectiveness, as the system has only recently been launched and further development of the system still remains to be accomplished. An assessment could be done by the end of next year (2009), when all the development activities will have been performed and it will be a year since the start of commercial system operation (the system was launched the first of September 2008).</p>

<p><b>5.3. </b><b>Most Significant Results - what stands out?</b></p>

<p>Very often in large companies, the introduction of such systems is not always perceived positively at first. However, here at VTB 24, the staff was thrilled to implement the system. The project team considers their positive reaction to be the greatest project achievement. The positive response from employees is the most important indicator of the project's success.</p>

<p><b>5.4. </b><b>Employee reaction to system implementation</b></p>

<p>Staff have been very interested in the Learning Portal. Many applications have been received for existing courses, as well as questions about what courses are planned for the near future.</p>

<p><b>5.5. </b><b>Feedback from company managers following system implementation</b></p>

<p>Almost the entire bank was waiting for the system to begin operation. The project team was broadly congratulated at its launch by company managers.</p>