• To build unified support and interaction processes in all acquired operators;
• To build the service management process;
• To build the incident management process;
• To ensure high-quality operation, along with minimizing the use of support resources;
• To build a flexible support scheme, enabling to increase amount of work with minimum costs;
• To ensure continuous infrastructural support of high sales rates in acquired companies.

The main task of the system is to organize collection and analysis of information obtained from the bank and financial subsidiaries of VTB Group. As regards reporting for consolidation, the bank’s reporting is considered as reporting by any of the FSs.

The system is designed for solving the following subtasks:

• To create a single control center for incoming information about the fact of uploading a report as of a specific date, or about the fact of absence of such report;
• To create a single control center for data quality at the upload stage;
• To automate consolidation and aggregation of data received;
• To automate consolidation and aggregation of data received.

Within the project framework, the following tasks were performed:

• Unified procedures were established for collection and preparation of reporting in FSs;
• Collection of IFRS statements was implemented via the corporate information network;
• Reports across VTB Group were re-engineered (Stage 1) .

• Analysis of banking systems;
• Development of a data load model and concept;
• Development of the data storage itself;
• Development of eighty-three report forms meeting all relevant requirements of regulatory authorities;
• Development of four largest management reports that are more important than the majority of management and analytical reports;
• Development of a client interface for consolidation of financial indicators of the bank with those of its subsidiaries;
• Generation of IFRS-compliant consolidated statements.

• To develop and describe business processes of retail product sales and maintenance, and to agree them with members of the project working group;
• To work out and approve the integration infrastructure of the solution;
• To prepare the SFOS deployment plan taking into account priorities of the bank’s business development and interrelations with external projects;
• To analyze risks, to assess their potential impact, and to prepare ways of minimizing them..

• To analyse the list of the necessary indicators to be implemented and attributes for data segments of CAIS according to set priorities;
• To determine availability of the necessary data for calculation of indicators in source systems;
• To create a logical data storage model;
• To describe a target system and applied architecture of the data dstorage up to the level of data streams and composition;
• Formulate requirements to IT infrastructure;
• Create physical data storage model;
• Develop and deploy a set of reports according to the set priorities and a number of reports;
• Create procedures necessary for deployment and support of data storage operation, including:
• CAIS administration procedures;
• Procedures and regulations of interaction with source systems;
• Procedures of data upload to CAIS;
• Procedures of data quality control in CAIS;
• Procedures of User Support (sorting our issues, change requests).

As its customer base grew, VimpelCom was faced with the need to automate the integrated management of subscriber communications. VimpelCom’s Moscow call center alone was receiving more than 100,000 calls a day, and there were six centers throughout Russia. Thus, company employees on a daily basis handled an enormous amount of information that had to be structured and used for making management decisions. In order to maintain high standards of handling customer enquiries, the company has to constantly monitor the speed and efficiency of each call center’s day-to-day operations.

• To analyze existing business processes on formalization and maintenance of cash loans, mortgage credits and auto loans, as well as on collection of overdue debts;
• To design target business processes (TO BE);
• To develop functional and technical requirements for the Oracle Siebel CRM 8.0;
• To design the target architecture of the system, including implementing schemes of Siebel CRM 8.0 integration with the bank’s ABS;
• To implement consistent processes based on Oracle Siebel CRM 8.0 solution and to make integrations in line with functional requirements;
• To migrate data and business processes from the existing CRM system to Oracle Siebel CRM 8.0;
• To integrate the system with other information systems and environments:
  • ABS Va Bank Plus;
  • ABS Va Bank XL;
  • Card Suite system;
  • Lotus Notes;
  • Corporate Data Storage (DWH);
  • Banks’ Credit Scoring System;
  • Telephone station Alcatel Call Center;
  • Address base of the Russian Federation (All-Russian Classifier of Addresses).

• Automation of POS-lending processes;
• Automation of processes of direct and cross sales of plastic cards;
• Automation of workplaces of:
  • trading network employees;
  • contact center agents;
  • regional loan desk employees;
  • Headquarters employees who monitor and administer processes;
• Creation of a portal for partners — representatives of trading networks.

Creation of storage of data, introduction of system of the administrative and consolidated reporting

In order to achieve the project aims, the following tasks must be dealt with:

1. The identification of business tasks facing the customer, the analysis of the customer’s IT landscape, and the development of a MIS development concept based on the following information: 

• To identify business tasks and to prioritize them
• To perform high-level analysis of key business processes, formalize business requirements, and build a reporting structure
• To develop common terminology and metrics for standardized data provision
• To formalize requirements for the initial data composition of source systems
• To develop functional design and target architecture of the solution, to develop and agree upon implementation staging
• To formalize proposals for supplementing corporate-wide manuals and analytics
• To formalize proposals for modifying data storage structures of the IBM TDW model

2. To deploy the MIS, including the development and deployment of both prototype, and commercial solution:

• To design, and develop the functionality
• To carry out technological and functional testing, including testing of integration with adjacent systems and source systems, to identify and correct errors
• To carry out training of key and end users
• To make preparations for pilot operation (PO)
• To put the CDW into pilot operation, and to stabilize its operation
• To put into commercial operation

3. To transfer the IT system to the support group

• Russian, tax and GAAP accounting is implemented
• Automatic information consolidation for the group of companies
• Using Russian localization
• Centralized procurement mechanism using applications and purchase orders
• Electronic authentication of documents, including applications and purchase orders, and register of payments
• Starting budgeting and HR management processes at the headquarters of the company
• Deployment of the system in regional offices of OJSC VimpelCom
• Providing support to 5,500 users on a single server of the system 11 time zones, from Kaliningrad to Kamchatka
• Integration with Amdocs Ensemble billing system
• Integration with several Client-Bank systems

The tasks assigned during the course of implementation of this project included enhancement of the HR management system and the creation of a unified employee information database that would include: employee personal data, salary, HR budgeting, etc., which would ensure efficient management of the company and its operating activities.

• To build a corporate information system based on Oracle E-Business Suite;
• To carry out the transition to new business processes supported by Oracle E-Business Suite;
• To introduce project accounting into the company ;
• To automate the processes of financial, business, and tax accounting ;
• To ensure management of accurate, consistent, and timely information about each aspect of the company’s activities.

Within the project framework, the following tasks were performed:

• The glossary of basic commercial KPIs was developed and approved;
• Based on best industry models, the CDW data model and the CDW target architecture were developed; the release plan for implementing requirements and transition to the CDW target architecture was proposed;
• A unified reporting environment SAP Business Objects was deployed;
• Detailed layers and marts in then following subject areas were implemented: subscriber base, revenue, P&L, and indicators of network operation quality;
• KPI dashboards regarding network operation quality (Xcelsius) were implemented;
• The operating reporting block based on Siebel CRM data was implemented;
• Business processes of subscriber accounting were modified.

AT Consulting was responsible for the arrangement of the office project, project management, coordinating the design of future business processes of subsidiaries and the introduction of new business processes. They were also responsible for data migration from old IT systems to the new ones, as well as for organizing and carrying out testing and deployment of the target architecture.

In 2005 the management of OJSIC "Ingosstrakh" made the strategic decision on need of introduction of new information systems for management of relationship with clients. Taking in attention these factors, the management "Ingosstrakh" set a task for AT Consulting: to develop requirements to Customer Relationship Management System.

Support and development of the data storage.

• Creating an Information System that would allow administrative statistics to be collected ("MOGU" subsystem, which is the abbreviation for "Monitoring of government services")
• Creating an Information System that would reflect the structure of all departments and branches of “Rosreestr” – the Reference System ("Spravochnik" subsystem)
• Creating analytical showcases to display metrics and statistics being collected.

• Formulation of strategy for data storage development;
• Business analysis of requirements for creating reports and analysis of processes of acquiring regulatory fillings in existing source systems;
• Storage data model optimization, creation of new datamarts and report transition to the new model of storages;
• Technical optimization of data download algorhithms;
• Data quality on source systems;
• System setup and transfer for support.

БUnder certain conditions, when the attraction of a new customer is much more expensive than the retention of an existing one, information about customers, their preferences and activities becomes very valuable. Bank Petrocommerce decided to start the project "Enhancement of the Customer Relationships Management System" and to outsource development of a requirements specification for the deployment project to an external contractor. The main factors that had caused the beginning of the CRM project in Bank Petrocommerce were as followed: growth of target customer segments, the need to develop sales channels for banking products, expansion of integrated product offering and the tasks on standardizing procedures of banking products preparation and distribution through the branch network.

During implementation of this project a team consisting of AT Consulting employees and KaR-Tel professionals solved a number of issues. To maintain provided services and processes, together with platform replacement it was necessary to implement and make changes to ten IT systems and run six new network platforms. In fact, complete replacement of the old company's IT architecture was conducted within the framework of the project.

Generation of corporate and analytical reports based on the corporate data storage