The Construction And Implementation Of Operation Level System Of CCB

With the rapid development of Internet technology and information technology, deep integration of information technology and banking business has become an important means to build the core competitiveness of the banking industry. Information technology has now turned into not only supporting force of enforcing financial innovation, promoting development of the banking industry, but also important utility of managing and preventing risk, sustaining financial stability, whereas at the same time it also has its fragility and vulnerability. Especially with the opening of the financial markets, banking risk control will confront with more severe challenges and trials. To implement effectively the primarily goal of ensuring safety, sustainable and stable operation for banking industry, archiving effectively risk control, refinement of management and control methods must be established to improve internal IT service management capabilities. From the practical experience viewpoint of China Construction Bank, Nowadays’ IT management still exist the following problems: the traditional shaft type management mode, which leading to each work unit following his own policy, management information communicates not smoothly; the responsibility is not clear among each work unit, and the cohesion between the application development team and operating and maintenance team is loose, which could not meet the requirement of the whole team’s effective coordination and quick problem solution; Lack of unified service goals, which leads to various levels of operating and maintenance management, various management standards. And such situations further leads to management difficulty to head offices’unified guidance and supervision; Lack of unified service capability measurement means, which leads to every work unit do not have conscious understanding to the results of service, further leads to business department’s unsatisfied to service quality and service effectiveness.In the "Twelfth Five Year Plan" period, Under the background of playing a leading role in information technology, meeting the rapid development of banking business, realizing the integration of IT and business, establishing very fruitful IT service management system, providing consistently safety, integrated and available IT services, is the fundamental base of IT management of domestic banking industry, and also the key to enhance IT competitiveness. As an important part of the IT management system, IT operation level management system has archived the effective management of IT organization services capabilities on the inside, provided effective support to satisfy business requirements on the outside, played important role in the IT refinement of management and risk management. IT operation level management system of China Construction Bank aim at enhancing the information technology service level, put forward four management principals of "safe production" as the core, "service oriented" as the guidance, "service management" as the framework, "index evaluation" as the driven force, realize service goal from top to bottom, system management capability from bottom to up support service ability. This literature aim at systematic thinking on development level of operation level management of China Construction Bank, building standard model of operation management system in line with Chinese banking industry, Exploring IT refinement management capabilities based on operation level management, and continuous improvement.