Digital Banking Implementation at a large Challenger Bank
Here we discuss how we successfully managed this complex project, along with the extra support we offered our client. Digital banking has recently been the focus for all high street retail banks, and in September 2014 our client launched a brand new range of Digital ATMs into their Retail Branch Network across the UK. A pilot of 70 machines needed to be rolled out in early October, which required a group of contractors to assist branch staff and train customers during this implementation period. The machines came with multiple added functions including: contactless card access, cash deposit options, touch screen navigation, a ‘favourites’ menu option, and digital cheque scanning and processing. As you can imagine, with the roll out of this brand new technology, the client expected a large number of incidents and technical issues to arise on a day to day basis.
It was originally intended to roll out in two phases, with phase one finishing in December and phase two starting in January. However, unexpected technical issues forced a different hand, and the machines were rolled out into only 25 branches. The project was subsequently put on hold in order to stabilise the existing machines.
During this stabilisation period the roll out plan changed to ensure that future installations of machines went smoothly and did not cause further issues. They slowed down to installing into 5-10 branches over a 2 month period, meaning the project would last a lot longer than originally envisaged.
Our client enlisted our help in sourcing competent, tech-savvy, customer service focused contractors to support the branches in the management of these new machines. These Onsite Support Agents played a key role in managing the installations, monitoring software updates, and are also involved with training customers, branch staff, IT teams, and the project team. Their main responsibilities are to demonstrate how to use the machines and manage any technical issues that occur.
In the original specification, the client viewed the project to be short term and offered our associates a 12 week contract. 16 months later, we have 45 associates in branches across the country and the requirement is still growing.
How did we do this?
We were involved very heavily from the start of the project, as the client gave us a lead on resource allocation. It became clear that there was a need for a Project Assistant Manager to take control of co-ordination, and be a key liaison between Grovelands and the Senior Project Management. We were honoured to have one of our own employees seconded to their HQ in London to support the client in this capacity. We later promoted a contractor from within the project, having defined the scope of the role. Their role was crucial in overseeing and co-ordinating the project across the country.
Grovelands continued to stay very involved throughout the project. The client proceed to extend the contractors indefinitely, agreeing to automatic rolling contracts. The basis of this success can be assigned to our willingness to be highly consultative and creating a trusted advisor relationship status. To this day we continue to carry out a tailored service which focuses primarily on the management of the DATM project and it’s contractors. The service continues to: liaise with senior project managers, organise and create the project schedule according to roll out deadlines, collate and distribute incident report logs, collate and communicate performance feedback, assess resourcing needs and advise appropriately, assess attrition stats, and advise on contract terms appropriately.
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