SEB AG, one of the leading Northern European banking groups, had outsourced the processing of securities and trading transactions to an external service provider. The task of the interim manager and his team was to historize the retail data in a tax-compliant manner. It was also necessary to delete data and prepare the applications for decommissioning.
Strategy for business-critical data deletion measures
The interim manager and his team developed a strategy to minimize the risk associated with these business-critical measures. In the banking environment, one of the biggest challenges is to shut down mainframe applications that have become increasingly sophisticated over the decades and replace them with modern IT architectures. This is made even more difficult by the fact that the knowledge carriers are sometimes retired. Documentation often does not meet the requirements for transparency and technical completeness.
Technical interdependencies of the affected applications identified
The team led by the interim manager first identified the technical interdependencies of the affected applications in both companies in close cooperation with the system managers. In the next step, these dependencies were eliminated step by step. The sequence was based on potential savings in monthly operating costs.
To validate the results, the MIPS (microprocessor seconds) billed were cross-checked with IT Controlling. In the next step, the test environments were deactivated and, after further checks, the production environments were deactivated.
IT migration without disruption
The project was successfully implemented without any disruption to operations. The knowledge gained in the pilot project and the process model were passed on to the team responsible for "Future IT" at the client's company as part of a know-how transfer.
Proof of concept for Beta93 system
In a further sub-project, the task was to analyze as part of a proof of concept whether the data (documents and print lists) in the Beta Systems Beta93 system used for archiving purposes could be separated into retail and merchant bank. The interim manager and his team were able to successfully validate the separability.
