Commercial Bank Process System Construction Practice

Firstly, this paper introduced the background of the bank processreengineering (BPR)from the operation transformation and its internal and external pressure and great advantage in risk management, business model and core competitiveness combined with BPR practice at home and abroad. Meanwhile, this paper traced the origin of BPR and sorted relevant literature, especially the research findings and experience by domestic scholars and experts according to China’s financial system and economic conditionsIn addition, the paper summarized three main problems from the business thought, operation model and organization structure in combination with the example H city commercial bank. The first problem is that there are a lot of worthless processes in the bank process; the second problem is that the service-oriented sense and product development capability are very weak and; the third problem is that all the branches and even the whole bank face the great pressure of operation transformation, such as business course, IT system architecture and organization structure. Therefore, the reform of city commercial bank is imperative.But at the same time, comparing with a large number of domestic banks process transformation, we found that commercial banks in the blind process of BPR accumulated many contradictions and even gone a wrong way. Firstly, some banks completely learned foreign experience in BPR process; secondly, the reform of traditional hierarchy management architecture was lagged, which had hindered BPR; thirdly, some banks are lack of knowledge of operation risk brought out by new processes and systems and relied too much on IT system control over various risks; fourthly, it is common that many banks are short of long-term plans and don’t pay more attention to difficulties of BPR; fifthly, there is not enough communication among relevant departments during integration and merging.H Bank, has fully understood the problems in the course of current operation and BPR. So, since2010, H bank has re-engineered its process smoothly. The paper put forward related principles and suggestion on IT architecture and management.Commercial banks should follow such principles as customer-oriented idea, operation standardization, centralization of risk control and intensification of the business processes forever. During the course of BPR, the bank shall widely popularize its idea and eliminate misunderstanding and prejudice, which reduce unnecessary cost; secondly, there is a system of plan on business process, IT structure and organization architecture. According to the experience of H bank and other banks at home and abroad, process model determines the IT system architecture, and process models and IT system architecture in turn determine the bank’s organization. Therefore, the bank shall do the sorting of business processes well. Optimization organization is the safeguard of operation after BPR and the sorting of functions of centralization operation center is the key base of organization. In some sense, H bank’s BPR smoothly is closely related to function orientation of operation center which often includes basic operation and management functions. The organization is the protection of the successful operation of the processing bank, the functions of the job center comb, vertical and business line management is centralized operations organization to build the key. In a sense, the H-line has been able to successfully carry out the transformation process is closely related with the functions of positioning centralized operations center. Judging from the current situation, operations and management functions of the basic functions of the center, but the operational planning and system support is also essential. But the operational planning and system support are also essential.