The Awards Evaluation Criteria

Best AI and Robotics 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 rendering greater intelligence to machines. The initiative should improve customer experience along with greater 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
Number of processes fully automated with bots
Number of processes partially automated (need human intervention)
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
Number and type of machine learning based applications and features
Number and type of natural language processing
Number and type of software bots
Number and type of physical robots
% Straight through processing
Impact on business Current business impact
Cost savings
Time saving
Productivity improvement
change in error rate
Revenue growth
Number of branches, countries covered
Improvement in customer satisfaction
Number of Customer growth
Security features Number of security features
Number of anti-fraud features
Architecture and scalability Outline of architecture
Number of transactions and processes scalable to
Robust
Number/Type of systems, applications interoperable with
% STP level
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 Biometrics Initiative, Application or Programme
We believe that a successful biometrics initiative provides automated, real time, reliable and accurate authentication system supported by large scale database and continuously contributes to the avoidance of operational risk by previnting instances of intrusions and access to the bank’s systems. It should be scalable to multiple biometrics standards and databases and should be robust with high usability through different channels. 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. Detailed scorecard can be found at -

Dimension Criteria considered by judges
Scope of project Range of business areas addressed
Number of countries covered
Number and % of customers or employees covered
Name and number of channels implemented across
# and type of transactions access secured through this system
Number of systems access secured through this
Threat identification Explanation of how solution fits organisations security strategy
Type of underlying biometric standards 
Explanation of how bank continuously learns from threat(s) identified
Explanation of how solution quanifies risk avoidance with opportunity
Technology features 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
Scale of underlying data base
Ability to scale to new standards
Implementation variances Budget under/ over runs
Delivery time over/under-runs
Business value Time taken per transaction
% of authentication in real time
Productivity gains (FTE) due to the project
Manpower saving due to the project
Evidence of usage (daily number of users)
Cost savings due to the project
Implementation risks Named implementation risks identified and quantified
Risk mitigation (explanation)
Alternative project Named alternative approaches 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 automates with digital technologies, redesigns and maximises utilization of the branch footprint resulting in improved staff productivity, reduced teller error rates and improved customer fraud management procedures, giving the bank improved cross selling rates and reduced staff training time on user friendly systems, 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.

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
We believe that a successful cloud based project is one that demonstrates the bank’s ability to securely access and process data in remote servers through internet and publicly available networks and interface to implement commercially successful programmes. This service delivery model is considered successful when the bank can demonstrate cloud as the optimal delivery model for current and future strategic developments, and that the Information Technology (IT) services provided integrate seamlessly, are reliable, scalable, secure 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 Data and Analytics Initiative, Application or Programme
We believe that a successful data and analytics implementation project gives the bank real-time capabilities to manage, extract and analyse transactional and big data, to meet multiple business, regulatory compliance, or risk management goals and provide effective and timely insights. The overall data pool should be governed within a centralised data and information architecture which is robust, scalable and provides notable business value. 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) 
# and type of enterprise data warehouse
# and features of data lake
# of data centre automation features
Data centre space utilised
# of SQL databases
Scalability of data system architecture
 % of applications in cloud
Big data readiness Average % of unstructured data per month
Average % of semi structured data per month
% of digital data points
# of external public database connected to (batch/real time)
# of external semi structured data sources connected to (batch/real time)
# of unstructured data sources connected to (batch real /time)
# of voice data points processed
Average computation power of servers (petaflops)
# of NoSql databases with security certificates
 Analytics processing Average speed of data analytics processing per minute by applications
Total number and type of analytics applications added
Total number and type of real time analytics applications added
Number of diagnostic analytics applications added
Number of predictive analytics applications added
Number and frequency of reports by applications
% of data processed in real time
Number of Machine learning based analytics applications, features added
Number of AI based analytics applications
Supports Basel III compliance (y/n)
Number of departments accessing the system
Imporvement in lead conversation rate following the implementation
improvement in cross sell rate following the implementation
Number of users supported at any one time
Implementation variance 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)
Named alternative approaches considered 
Reasons given for rejection
Best Digital Transformation Initiative, Application or Programme
We believe that a successful digital transformation initiative includes modernisation of IT architurecture with digital design solution, automated processes and integration of multiple back-end systems and channels towards an agile and omni-channel environment. The implementation should demonstrate clear increased operational efficiency gains, maximised utilisation of digital footprint and increased numbers of satisfied customers along with scalable and robust integrated IT architecture. The implementation process starts with a clear business case, balances the risks involved, considers a v ariety of alternative approaches and delivers the project within time and budget.

Dimension Criteria considered by judges
Digital foorprint and Omni-channel integration Increase in number of customers using digital channels
Number of channels integrated
New innovations introduced in digital services
% products/ services available through (all ) channels
Improvement in customer satisfaction
Reduction in customer churn
Evidence of change in digital channel usage
Digital and agile processes Number of automated processes introduced
Number of paperless processes
Features of agile process introduced
Named process improvments to improve productivity
% of STP
Improvement in time taken to launch new products and services
Improvement in time taken to complete transactions
Technology architecture Number of back-end systems integrated
Degree of improvement in automation of sales fullfillment processes
Scalability of the system
# Features to facilitate fintech integration
Number of system downtime/hardware failure incidents 
Features on new digital system/platform introduced
Number of open APIs
Any other integration features of IT architecture
Security management New cyber security features added
New fraud management and security features
Data and analytics integration Key data integration features added
Improved analytics following the project
Efficiency Reduction in time taken for transaction / processes
Reduction in manpower requirement
Reduction in time spent training staff
Improvement in revenue 
Cost savings from the implementation
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/ channels / 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 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 Process Automation Initiative, Application or Programme
We believe that a successful process automation initiative enables a large scale, end to end auomated and digitized work flow through the use of emerging technologies, uses agile development methods and backed by integration of IT systems, delivering higher business value. It should result in significant operational effeciency, notable cost and time savings, reduced errors along with lower operational risk bringing greater business value and customer satisfaction. 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
Technology innovation Underlying emerging technology features
Software development process agile (Y/N)
Number and details of the processes automated end to end
Number and details of the processes automated partially
Number of IT systems integrated
Scalability of technology across processes
Effeciency and productivity improvements Time saving
Cost savings
Error reduction
Time taken to train the staff
Reduction in manpower requirements
Automated process equivalent FTE
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 lines impacted
Scope of project (# of countries/ users/ customers served)
Business case for implementation (why now)
Implementation risks Named implementation risks identified and quantified
Risk mitigation (explanation)
Customer satisfaction Named self service process improvements
improvement in customer satisfaction
Reduction in time taken to serve
Improvement in customer acquisition, market share
Increase in paperless processes
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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