The Awards Evaluation Criteria

Best AI Initiative Application or Programme
We believe that a successful Artificial Intelligence (AI) initiative maximises utilisation of the machine learning, robotics, cognitive computing and data analytics technologies to improve customer experience with operational efficiency, productivity, risk management, reduced errors and faster turnaround time, all in a manner that is consistent with the organisation's brand. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget. The current implementation success, impact of business and potential disruption as well as scalability will be key considerations

Dimension Criteria considered for evaluation
Scope of the project Key features and functions
Business operations impacted
Number of customers impacted
Number of employees
Number of business processes across with new technology is applied
Business case Size of the project
Business case/Justification
Potential future implications
Technology Innovation/Disruption Type of robotics processes implemented
Integration of robotics with existing processes
Disruption/innovation features
% Straight through processing
Impact on business Current business impact
Cost savings
Time saving
Productivity improvement
Revenue growth
Number of branches, countries covered
Improvement in customer satisfaction
Customer growth
Security features Number of security features
Number of anti-fraud features
Architecture and scalability Outline of architecture
Scalable
Robust
Interoperable
STP level
Implementation success Implementation challenges and risk management
Budget over/under-run
Delivery time over/under-run
Best API Platform Initiative, Application or Programme
We believe that a successful Open Banking and application programming interface (API) initiative is one that demonstrates the bank’s ability to securely access, process and share data or enable new value chain of service by building an ecosystem based on open interfaces with its distribution channels and ITsystems, improving end to end service delivery and customer experience. This service model is considered successful when the bank can demonstrate the optimal delivery model for current and future strategic developments, seamless integration, reliable and secure service while delivering competitive efficiency benefits.

Dimension Criteria considered by judges
Project scope New features added through API
No of branches/countries accessing application
Number of internal API
Number of API open to external IT companies
Number of API open to public
Technical design # of new functional capabilities added
Ease of integration of systems
Scalability of systems
Reliability of systems
Number of new application added through API
Risk management Control trade-offs 
Risk/benefit trade-off for FIs customers
Assured security and protection of the FI's data 
Efficiency Cost savings
Time saving
Productivity improvement
Number of customers impacted
Business impact # of new features offered to customers
Revenue growth
Customer growth
Implementation success Implementation challenges and risk management
Budget over/under-run
Delivery time over/under-run
Best ATM and Kiosks Initiative, Application or Programme
A successful ATM (or Kiosk) implementation project is the one that optimises operational cost for the bank in handling of cash and other automated transactional activities delivered in a safe and secure environment, while achieving measurable customer origination, selling and cross-selling goals. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered
Project Scope # of ATMs impacted
# of branches impacted
Improvements to ATM/ Kiosk estate management
Customer experience # of new products/ services available through ATM
#/ type of new personalisation features
Improvement in customer satisfaction as result of project
Increase in number of customers transacting as a result of project
Hardware Robustness - explanation
Noteworthy features - explanation
Security & fraud management #/ type of measures to improve customer verification proceedures 
# / type of measures to improve network security 
# of tools/processes for improvement of customer account protection  
Business goals Reduction in operating costs
Improvement in customer cross-sell rates
Improvement in market share
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
Return on investment
Impact (# branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered (e.g. vendors rejected, alternative schemes considered)
Reasons given for rejection
Best Blockchain Initiative, Application or Programme
We believe that a successful a successful blockchain initiative will be the one that utilises distributed ledger technology to achieve business goals, potentially disrupting the current operating models whicle ensuring scalability, reliability, transparency, real time transactions, greater operational efficiency, straight through processing and security in transactions in a decentralised environment. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered for evaluation
Scope of the project Number of countries/branches impacted
Number of customers impacted
Number of employees
Number of business applications covered
Business case Size of the deal
Cost and ROI
Business case/Justification
Potential future implications
Technology Type of blockchain
Technology disruption with the project
Number of systems ipacted
Potential impact on business Time savings
Cost savings
Efficiency improvements (cost/time savings)
# of corporate customers impacted
# of retail customers impacted
Revenue growth
Customer growth
Security features Number of security features
Data security features
Risk management features
Number of anti-fraud features
Architecture and scalability Outline of architecture
Scalable
Robust
Interoperable
STP level
Implementation success Implementation challenges and risk management
Budget over/under-run
Delivery time over/under-run
Best Branch Digitisation Initiative, Application or Programme
We believe that a successful branch digitisation initiative is one that maximises utilization of the branch and digital footprint to increase numbers of satisfied customers drawn to branches or new digital access points, improving access to new customers, improved staff productivity, reduced teller error rates and improved customer fraud management procedures, resulting in higher cross selling rates and customer satisfaction, all in a manner that is consistent with the bank’s brand. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget. The detailed evaluation scorecard can be found at

Dimension Criteria considered by judges
Branch footprint Increase in number of customers using branch and digital kiosks for transactions
New innovations in branches and physical presence
Increase in number of customers using branch for service queries
Improvement in customer satisfaction
Reduction in customer churn
# of branches impacted
Branch staff productivity Improvement in account opening time
Named tools available to improve teller productivty
Named process improvments to improve teller productivity
Improvement in customer query resolution
Error reduction Time saved through error reduction
Degree of improvement in automation of sales fullfillment processes
Named process improvements to reduce errors
Fraud management Introduction/ upgrade of automated measures to improve customer verification proceedures
Introduction/ improvement of tools/processes for customer account protection
Sales enablement % increase in marketing campaigns executed at branch level as a result of implementation
% improvement in cross-sell ratio at branch level
Degree of improvement in automation of sales fullfillment processes
Staff training Improved mobility to front end/branch staff
Reduction in time spent training staff
User friendly systems Willingness of staff to use new system
Brand consistency Proof of consistency of error reduction across banches
Consistency of customer satisfaction rates across branches
Implementation variances Budget under/ over runs
Delivery time over/under-runs
Business case Size of deal relative to asset size of bank
(measure of importance to bank)
Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Cloud Based Initiative, Application or Programme
A successful cloud based programme is one that demonstrates the bank’s ability to securely access and process data in publicly available networks and interface with its own proprietary customer data to implement commercially successful programmes. This service delivery model is considered successful when the bank can demonstrate that the selection of a cloud based strategy is the optimal delivery model for current and future strategic developments, and that the IT services provided integrate seamlessly, are reliable, secure and maintained and the IT services contract delivers a competitive cost of transaction and service standards.

Dimension Criteria considered by judges
Scope of project No of branches/ countries accessing utility directly as a result of project
Importance of business benefits to bank 
Cloud strategy selection Control trade -offs for bank in using cloud model 
Risk/benefit trade off for banks customers
IT service Key software systems are kept up to date, available, and managed for performance by experts
Superior reliability, availability, scalability of the ASP's product/service 
Integration with the bank's systems has been successfully addressed 
Cost minimisation & service standards Assured security and protection of the Bank's data 
Reduction of IT costs to predictable periodic fees, based on usage, and not on hardware/software provision
The Service level agreement guarantees minimum level of service, superior to alternatives 
Strategic & future development Access to product and technology experts dedicated to the ASP's products/applications 
Evaluation of the cloud service provider's service performance, capabilities, financial viability and continued stability to provide excellent service.
Best Core Banking Initiative, Application or Programme
We believe that a successful core banking system implementation project is one that takes the bank away from “account centricity” and closer to “customer centricity” within an architecture that will support the bank's growth, and gives the bank measurable productivity gains, helps manage risk and credit exposure, at a lower total cost of ownership than any systems replaced. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Customer centricity Extend implementation supports 24x7x365 online real time transactions with minimum repose across all channels/ middleware
Time taken for day/ period batch processing to complete
# of screens needed for 360 degree customer view
Architecture # and explanation of architecture features that support future growth
# of modules
# of interfaces
Benchmarked transaction capability of chosen solution
Productivity gains Reduction in time to create new products and services
Bank staff productivity (time saving)
Time to market
Improvements in cross sell/ up sell rates
Risk management # with explantion of features provided
TCO Frequency of solution upgrades
Evidence of improvement
Business case Size of deal relative to asset size of bank (measure of importance to bank)
scope of project (# of countries/ branches served)
Business case for implementation (why now)
Innovation # of new functional features enabled
# of new product features enabled
Improvement in customer satisfaction
Implementation variances Budget under/ over runs
Delivery time over/under-runs
Implementation risks Named implementation risks identified and quantified
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Corporate Payment Initiative, Application or Programme
A successful corporate payments implementation project is one that enables real-time and secure completion of low or high value transactions, supporting end-to-end supply chain, high STP and exceptions processing capabilities, multiple business goals, multiple accounts and multiple currencies, regardless of messaging formats, utilizing multiple channels or devices at the lowest possible cost per transaction and minimum error rates, in a regulatory compliant manner. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Scope Transaction value range
Business goals satisfied
Cost per transaction 
Compliance/ Security/ fraud management #/ explanation of compliance measures addressed
# explanation of anti-fraud measures included
#/ explanation of security measures included
Access #/ type of accounts supported
# / type channels/ devices supported
# of currencies supported 
# of named functionalities supported
Processing Real time and offline operations available 
Internal controls for auditablility
High STP rates
Messaging format limitations
Exception processing capability
Robustnest (failsafe)
Solution architecture Progammable rules engine
Outline of architecture shows end to end workflows
Scalable 
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
(International) scope of project - no of countries/ branches/ locations served as a result of project 
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
Best CRM Initiative, Application or Programme
A successful CRM implementation project improves the bank’s ability to increase sales to new and existing customers by facilitating processes for sales force automation, customer service and support, and campaign management for both management and sales staff, and utilises all marketing channels both traditional and emerging. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Sales force automation Improvement in cross-sell ratio as a direct result of project
Improvement in customer profitability ratio that can be attributed to project
Inclusion/ scope of analytics tools
Increase in sales per (sales) employee that can be attributed to project
Customer service and support Improvement in customer satisfaction as result of project
Campaign management #/ type of marketing media utilised
Increase in marketing campaigns executed  as a result of implementation
Staff impact Budget under/ over runs
Delivery time over/under-runs
Business case Size of deal relative to asset size of bank (measure of importance to bank)
Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Cybersecurity and IT Risk Management Initiative, Application or Programme
We believe that a successful cybersecurity and IT risk implementation project must continuously contribute to the avoidance of operational risk by demonstrating, on an enterprise level, the ability to identify and prevent active instances of quantifiable fraud or other threats /intrusions to the bank’s network or systems. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Scope of project Range of business areas addressed
Types of cybersecurity threat detection features
Range of mission critical systems solution addresses 
Range of non-mission critical systems solution addresses 
Threat identification Explanation of how solution fits organisations security  strategy
Type of fraud detection features
Explanation of how bank continuously learns from threat(s) identified
Explanation of how solution quanifies risk avoidance with opportunity 
Solution architecture Network security features addressed (Explanation)
Customer security features addressed (explanation)
Type of data analytics features 
Types of IT security systems implemented
Types of real time risk monitoring features
Types of access controls 
Authorisation/ accreditiation procedures established (Y/N)
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Efficiency improvements
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
Best Data and Analytics Initiative, Application or Programme
A successful data and analytics implementation project gives the bank real-time capabilities to manage, extract and use transactional data, or originate analysed data, to meet multiple business, regulatory compliance, or risk management goals and where the data is handled within a centralised data and information architecture. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Data management # and types of different data sources 
Range of analytical and predictive capabilities supported
Data governance adherence (explanation of policy) 
Goals Supports Basel II compliance
Provides insight for marketing propositions 
# / explanation of tangible, quantifiable business goals
Solution architecture # of data warehouses supported by the bank
# of departments accessing/ using data from system
Number of users supported at any one time
Degree of real-time access
Implementation variances Budget under/ over runs
Delivery time over/under-runs
Business case Size of deal relative to asset size of bank (measure of importance to bank)
Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered 
Reasons given for rejection
Best Enterprise Governance, Risk and Compliance Initiative, Application or Programme
A successful governance, risk and compliance (GRC) implementation project reduces the cost and effort needed to proactively prevent risk events and compliance violations by providing real time insight and automation of GRC processes. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered
Controls  Management of regulatory changes - explanation
Operates in real time Y/N
Compliance processes - explanation
Integration with other systems Risk management systems - explanation/ purpose
Reporting systems - explanation/ purpose
Other business systems - explanation/ purpose
Cost  Quantification of cost savings 
Task automation Risk management automation - explanation
Audit management automation - explanation
Compliance management automation - explanation
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Busines goals addressed
Return on investment
Impact (# branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered 
Reasons given for rejection
Best Financial Supply Chain Initiative, Application or Programme
A successful financial supply chain (FSC) implementation project enables corporates and their extended supply chains to exchange financial instruments, access working capital financing and manage payments and receivables in real-time, in multiple currencies, through secure, multiple channels, regardless of messaging format, with minimum error rates in a regulatory compliant manner and for the bank to track and manage credit risk for any of the trading parties for whom financing is provided. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Processing Real time and offline options available
Internal controls for auditability 
Messaging format limitations
Quantified STP rates 
Exception processing capabilities
Robustness (failsafe)
Access # of named channels/ types of devices supported
# of types of financial instruments supported
# of currencies supported
# of named functionalities supported
Risk/ credit exposure management # with explanation for tracking credit risk
# with explanation of features for managing credit risk
Compliance/ Security/ fraud management #/ explanation of compliance measures addressed
# explanation of anti-fraud measures included
#/ explanation of security measures included
Solution architecture Progammable rules engine
Outline of architecture shows end to end workflows
Interoperable (explanation)
Scalable (explanation)
Integration with other systems Risk management system - explanation/ purpose
Reporting systems - evidence/ purpose
Other busines systems - explanation/ purpose
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
(International) scope of project - no of countries/ branches/ locations served as a result of project 
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
Best HR Technology Initiative, Application or Programme
A successful HR system implementation project is one that supports all HR functions end to end with high STP on an enterprise level basis and integrates with the accounting and other critical administrative functions of the organization, while ensuring individual talent and performance tracking. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Scope of project No of sites supported 
No of HR operations supported
No staff features suported
No of automated processes
HR Solution functionalities Payroll (Y/N)
Time & attendance (Y/N)
Benefits administration (Y/N)
HR management information (Y/N)
Recruitment (Y/N)
Training & development (Y/N)
Performance record (Y/N)
Organisation and resource planning (Y/N)
Absence management (Y/N)
Employee self service (Y/N)
Other (Named)
Solution architecture Integration with core banking system (Y/N)
Integration with accounting system (Y/N)
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
Best Lending Initiative, Application or Programme
A successful lending platform implementation project is one that provides the bank/ financial institution with the ability to differentiate lending products and services, manage risk and credit exposure, and pursue new market opportunities within new segments. The bank/ financial institution gains significant productivity benefits throughout the entire loan lifecycle process, both for loan fulfilment- origination, servicing and collection – and loan risk management processes. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Product/ service differentiation #/ type of new/ improved products
#/ type of new/ improved services
Improvement in cross/ upsell rates
Architecture # and explanation of architecture features that support future business growth
Benchmarked transaction capability of chosen solution
Business goals #/ examples new geographic regions served
#/ examples new market segments/ business lines served
# of loans originated and serviced in new markets/ segments
Productivity gains Named tools to improve loan origination processes
Reduction in time to create new products and services
Named tools to improve loan servicing processes
Reduction in time to service loans
Named tools to improvecollection processes
Reduction in NPLs
Credit exposure management #/ explanation for tracking credit risk
# / explanation of features for managing credit risk
Risk management #/ type/ explantion of loan securitisation management features
#/ type/ explanation of loan syndication management features
#/ explanation of features to capture collateral information and monitor exposure
Business case Size of deal relative to asset size of bank (measure of importance to bank)
scope of project (# of countries/ branches served)
Business case for implementation (why now)
Implementation variances Budget under/ over runs
Delivery time over/under-runs
Implementation risks Named implementation risks identified and quantified
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Mobile Initiative, Application or Programmed
A successful mobile banking implementation project is one that supports a set of winning functionalities that corporate or retail customers demand and use, within a secure and regulatory compliant framework offering high real-time and end-to-end STP levels, to achieve measurable bottom line goals such as customer retention, cross-selling or market share. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget

Dimension Criteria considered by judges
Functionalities Corporate offerings
Retail offerings
Evidence of usage
Compliance #/ evidence of compliance measures addressed
Internal controls for audit
Security/ fraud management #/ explanation of anti-fraud measures included 
#/ explanation of security features included
Processing Real time 
Quantified STP rates
Robustness (failsafe)
Business goals Reduction in customer churn
Improvement in customer cross-sell rates
Improvement in market share
Solution architecture Outline of architecture shows end to end workflows
Interoperable
Scalable
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
(International) scope of project - no of countries/ branches/ locations served as a result of project 
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
Best Mobile Security Initiative, Application or Programme
A successful mobile security implementation project must continuously contribute to the avoidance of operational risk by demonstrating the ability to identify and prevent active instances of quantifiable fraud or other threats/intrusions to users of the bank’s systems accessing the bank though mobile devices. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered
Scope  of  project Retail and/or corporate mobile functionality addressed
Range of mission critical mobile solutions addressed 
Range of non-mission critical mobile solutions addressed 
Threat identification Explanation of how solution fits organisations security  strategy
Continuous feedback loop for learning from threat(s) identified in place (Y/N)
Explanation of how solution quantifies risk avoidance with opportunity 
Solution architecture Network security features addressed (Explanation)
Customer security features addressed (explanation)
Authorisation/ accreditiation procedures established (Y/N)
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Impact (# branches/ customers served)
Return on investment
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Regulatory Technology Initiative, Application or Programme
We believe that a successful regulatory technology initiative utilises information technology to enhance and digitise regulatory processes with a focus on regulatory monitoring, reporting and compliance while ensuring transparency as well as consistency in regulatory reporting process. It facilitates reduced cost and resources to proactively prevent risk events and compliance violations by providing a data analytics based real time insight, addressing risks and ensuring effecient regulatory compliance. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget. The detailed evaluation scorecard can be found at

Dimension Criteria considered
Features # of digitised functions in regulatory reporting
Operates in real time Y/N
# of innovation features added
# of compliance processes digitised- explanation
Integration with other systems Risk management systems - explanation/ purpose
Reporting systems - explanation/ purpose
Other business systems - explanation/ purpose
Cost Quantification of cost savings 
Time saving
Resource saving
Risk management Risk management automation - explanation
Data analytics features
# Real time insights
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Busines goals addressed
Return on investment
Impact (# branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered 
Reasons given for rejection
Best Retail Payment Initiative, Application or Programme
A successful retail payment implementation project is one that ensures low value payments are made through high availability, secure, readily adaptable, auditable systems, tightly integrated across end to end workflows, where access for new and existing retail users is easy no matter the interface and offers them the widest range of functionalities/ currencies, and the payment processing is failsafe and executed in as near real time as possible in a compliant manner. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Scope of project (International) scope of project - no of countries/ branches/ locations served as a result of project 
# of customer supported as a % of customers retail customer base
# of  new/ upgraded issuance/ acceptance locations supported as a result of project 
Cost per transaction 
Compliance/ Security/ fraud management #/ explanation of compliance measures addressed
# explanation of anti-fraud measures included
#/ explanation of security measures included
Access # of named channels/ types devices supported
# of currencies supported 
Supports peer to peer 
# of named functionalities supported
Processing Real time and offline operations available 
Internal controls for auditablility
Exception processing capability
Robustnest (failsafe)
Solution architecture Progammable rules engine
Outline of architecture shows end to end workflows
Interoperable 
Scalable 
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered 
Reasons given for rejection
Best Self-Service Banking Initiative, Application or Programme
A successful self service banking implementation project is one that both optimises operational costs for the bank and maximises utilisation of the footprint available for a full range of transactional activities delivered within a secure environment, while achieving measurable customer origination, selling and cross-selling goals. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Cost optimisation New / improved maintenance capabilities/ features
Changes in implementation time taken for new/ additional equipment
Footprint Increase in customers using self service machinary
# / type of transactional activities available through self-service
# of self-service machines impacted
Business goals Increase in customer origination, selling, cross selling rates as a result of project
Security/ fraud management Upgrade of measures to improve network security 
# new/ enhanced self service hardware security features
Improvement of tools/processes for customer account protection 
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Size of deal relative to asset size of bank (measure of importance to bank)
Scope of project (# of countries/ branches/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project approaches Named alternative approaches considered
Reasons given for rejection
Best Treasury Management Initiative, Application or Programme
A successful treasury management system implementation is one that provides full and real time transparency and control of financial information generated by both simple and complex instruments, including cash, handled by the bank. It has full integration with systems supporting risk management, reporting and business users of the bank’s ongoing funding capabilities, without compromising on the separation of front and back office. The implementation process starts with a clear business case, balances the risks involved, considers a variety of alternative approaches and delivers the project within time and budget

Dimension Criteria considered by judges
Transparency & control Simple/ complex instruments/ cash handled
Explanation of how transparency & control are achieved
No/ type internal/ external information sources accessed
Integration with other systems Risk management systems - explanation/ purpose
Reporting systems - explanation/ purpose
Other business systems - explanation/ purpose
Task automation Tranasaction task automation - explanation
Other associated task automation - explanation
Anaysis of funds/ revenue provided
Implementation variances Budget under/ over runs 
Delivery time over/under-runs 
Business case Busines goals addressed
(International) scope of project - no of countries/ branches/ locations served as a result of project 
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified 
Risk mitigation (explanation)
Alternative project Named alternative approaches considered 
Reasons given for rejection
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