Due to emerging market demands, Banking It should be up to date and continuously provide more value. do this The rules cover several things, including: the ability to provide leading IT-based solutions that can service banking and finance in the field of loans, credit cards, tradable items, as well as providing easier, faster and Provide more accurate to the customer. Also, the final operation requires based tools IT It is to control the volume of transactions It deals with input, efficiency and production management in process functions.
Because of this demand, the bank's IT unit often develops strategic and mission-critical applications for customers and operations The bank is already occupied. Other support units (such as providing services for employees, supporting administrative services business units and the development of other business-related innovations) exist in banks whose requests are critical is not considered Also, projects such as: the process of providing services for new employees (inside or outside the organization), purchased The requirements and its delivery as well as the tracking of the correct functions and such things are delayed and abandoned. Because IT prioritizes critical projects.
These types of projects don't go away over time because they require ingenuity and can provide real benefits. do Such as: saving time for support units, reducing the cost of overhead work and also helping to reduce risk. But As there is a lot of competition in the bank for limited IT resources and in order to provide technology-based solutions, The needs of support units are often poorly represented and the list of IT-based projects grows longer and longer.
The projects mentioned above are generally automated processes for tracking and workflow tools BPM use. They do not require the same types of complex data required by bank financial systems. All requests They are automated. Automation makes the flow of interception or the passing of information between controls more efficient It has been and supports various vendors, visitors and approvers of various business units.
For example, a type of a Request to review progress in banking process innovations (which includes a number of six sigma projects is), we examine
Six Sigma It is part of the strategic process development program of banks. These projects last six to eight months and from DMAIC (Define, Measure, Analyze, Improve, Control) or DMADV (Define, Measure, Analyze, Design, Verify) use he does.
The bank basically implemented 50 of these projects and only 3 to 5 Black Belt (A person who specializes in such matters projects) there is support for all of them. Each black belt spends approximately 20 hours per month on each project and observes their progress and guides the project leaders. Therefore, tracking the status of projects manually and Also, concerns about it cause too much time to be lost for black belts.

A general requirement in the management of these projects is to track the status of the project when it is together with the documents of Six Sigma projects. The required phases of DMAIC are passed. The Six Sigma program requires an intranet-based tracking system in order to facilitate Tracking project progress includes approving the process in successive phases. Anyway, since the Six Sigma program is an innovation is considered non-critical, IT development in this system provides a kind of support for other units that are more critical and They need banking systems.
This is where BPM tools come in project workflow tracking It will be very useful. First, the life cycle of the project Remember Six Sigma projects.