{"id":809,"date":"2018-05-17T00:52:22","date_gmt":"2018-05-17T06:52:22","guid":{"rendered":"https:\/\/www.morphis-insights.com\/?p=809"},"modified":"2024-07-24T14:47:19","modified_gmt":"2024-07-24T14:47:19","slug":"legacy-banking-modernization","status":"publish","type":"post","link":"https:\/\/morphis-tech.com\/blog\/legacy-banking-modernization\/","title":{"rendered":"Legacy Banking Modernization"},"content":{"rendered":"\n<h4 class=\"wp-block-heading\">It\u2019s Easier to Start a New Bank than Modernize an Old One<\/h4>\n\n\n<p class=\"p1\"><span class=\"s1\">Addressing to the subject &#8220;<strong>legacy banking modernization<\/strong>&#8220;, read the headline in the UK\u2019s newspaper The Sunday Times on April 29th, 2018. It was a reaction to the TSB fiasco we mentioned in our last post <span class=\"s2\"><a href=\"https:\/\/www.morphis-insights.com\/cobol-legacy-modernization\/\" target=\"_blank\" rel=\"noopener noreferrer\">How We\u2019ve Taken the Pain and Risk Out of Legacy Modernization<\/a>\u00a0<\/span><\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Some context on TSB first. A planned system upgrade on April 20th went wrong and led to millions of customers losing access to their accounts, some customers seeing other customer\u2019s accounts, and a week later 10% of customers (around half a million) still unable to access their accounts to pay bills, staff and otherwise manage their affairs.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Needless to say the fallout has been significant but what interested me most was the article by Rosamund Urwin that provided the title for this post. The quote that provided the title was from Anne Boden, CEO of the digital challenger bank, Starling. From that standpoint the quote was not surprising. But there\u2019s more context to take into account from the article:<\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li1\"><span class=\"s1\">Having acquired TSB from Lloyds, new owner Banco Sabadell was paying Lloyds \u00a3200M a year to rent their system. That\u2019s a big driver to migrate over to the new parent\u2019s banking system<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Banco Santander walked away from acquiring RBS\u2019s Williams &amp; Glyn division because of the likely high cost of extricating them from the RBS banking platform<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Most bank bosses are not IT savvy [and <a href=\"https:\/\/www.morphis-insights.com\/legacy-systems-eat-elephant\/\" target=\"_blank\" rel=\"noopener noreferrer\"><span class=\"s2\">rely on trusted advisors to counsel them<\/span><\/a> \u2013 my editorial, not from the article]<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Banks struggle to hire the best staff to run their technology as potential recruits are reluctant to work on ancient technology. It\u2019s especially hard to hire CIOs given the impact this kind of fiasco can have on them and their careers. Apparently \u201care you planning a migration?\u201d is now a qualifying question for candidate CIOs<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Post-financial crisis, High Street banks are having to wrestle with their legacy systems as they need to untangle themselves from other divisions such as investment banking.<\/span><\/li>\n<\/ul>\n<p class=\"p1\"><span class=\"s1\">The net of all of this? If the title of this post is to be believed then the natural outcome is that we\u2019re about to lose all of our brand name banks. Not this year maybe but over the coming decades for sure.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">That may be the case, but it doesn\u2019t need to be because it\u2019s too risky, too difficult, too costly, too lengthy a process to modernize those <strong>legacy banking systems<\/strong>. Here are several <a href=\"https:\/\/morphis-tech.com\/#\/casestudies\">examples of modernization projects<\/a> that went well, and that didn\u2019t make the Sunday papers (because they went well)\u2026<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Examples of <strong>legacy banking modernization:<\/strong><\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">1. Novo Banco<br \/><\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">This migration project consisted of replacing the Unisys ClearPath \/ OS2200 system in COBOL74 with persistence in hierarchical DMS2 models for an IBM MVS, EnterpriseCOBOL, with persistence in DB2 relational models, managed by OLTP CICS.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">We participated in the migration of the teleprocessing transactions and the approach was to identify and mark the Basic functional services and to redefine the transactions as a composition of these basic services.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The project forced the migration of an entire banking system, the adoption of a new banking framework, and the conversion of a relational data system into a relational system.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The approach was based on a first phase of marking and understanding, followed by a preparation phase and culminating in the migration and generation of code for the target system.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The project took about two and a half years and was an absolute success. The migrated system continues to run today and supports the daily execution of millions of banking transactions.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">2. Santa Casa Misericordia de Lisboa<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">This is Portugal\u2019s largest social assistance agency. The project involved the migration and integration of several heterogeneous Social Welfare VMS COBOL applications to a Microsoft .NET web application.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The presentation and business logic were intertwined (over 90 FMS screens and 85 online Cobol programs). 130 batch programs produced over 90 reports, including check prints, receipts and reports to other systems (SAP). 185 VMS scripts were used both to define the batch processes\u2019 sequence and the routing of the screens. All data models were based on sequential and indexed files.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The major challenge was that the screens were obsolete meaning we had to generate new screenshots derived from the fields of the corresponding SQLServer tables.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">All applications were migrated on time (&lt;4 months), on budget, and seamlessly integrated with the other applications migrated from <a href=\"https:\/\/transformer.morphis-tech.com\/\">Oracle Forms by Morphis.<\/a><\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">3. Banco Popular (now Banco Santander)<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">This was a documentation project as part of the modernization of their operations platform and included fully automated analysis and extraction of all technical documentation for a huge set of teleprocessing operations and processes built-in TP-16 technology (MDCS-TPnet Fujitsu). The resultant documentation included all execution flow diagrams and data binding maps from the front-end to back-end COBOL transactions.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Analysis and generation of multiple formats of technical documentation from 867 teleprocessing operations. This required the analysis and information extraction from 15,000 heterogeneous sources and programming paradigms (TDF, BDF, SCR, LV, NCL, PRF (all TP-16 proprietary languages), REXX, COBOL\u2026)<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Some of the requested information to extract could only be determined at run-time and different document formats needed to be produced: Visio diagrams, Excel sheets, Word etc.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">The project was delivered on schedule with a total of 1,200 operations processed and documented from 15,000 sources.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">4. Banco Popular (now Banco Santander)<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Modernization of the \u2018Canal Internet\u2019 application (code analysis and documentation of the bank \u2018canal internet\u2019 transactions.)<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Automatic reverse analysis, extraction of documentation and generation of COBOL layers to support the <strong>migration<\/strong> of all the operations of internet channels (HTML, JavaScript, TP16 (Fujitsu MDCS-TPNet), COBOL).<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">This required:<\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li1\"><span class=\"s1\">Analysis and generation of multiple technical documentation formats, for around 300 internet channel Front-End functionalities to support the ongoing manual migration<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Analysis and generation of XML signatures and COBOL snippets for around 700 Back-End transactions, to address the ongoing mainframe and middleware evolution<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Determination of the closure of the implementation sources through iterative dependencies analysis, for each Front-End functionality and Back-End transaction; some of which could only be done at run-time<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Loading, analysis and information extraction of around 7000 Front-End heterogeneous sources (JavaScript, HTML\/HTX, JSP, Java, IHC, PRF, \u2026)<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Dealing with very permissive languages which led to many inconsistent and badly formed sources.<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">The 700 Back-End transactions were implemented on thousands of COBOL modules (installed base of 75,000)<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Back-End analysis and generation implied very complex algorithms to map Front-End interfaces with COBOL structures, based on data flow and program flow analysis<\/span><\/li>\n<li class=\"li1\"><span class=\"s1\">Dynamic layout definition<\/span><\/li>\n<\/ul>\n<p class=\"p1\"><span class=\"s1\">As a result, more than 360 internet channel functionalities and 740 Back-End transactions were processed and documented. The migrated functionality based on the acquired information was in production before completion of the rest of the project.<\/span><\/p>\n<p class=\"p1\"><span class=\"s1\">Hopefully, these few examples illustrate that a) modernization is not as daunting as it seems, b) non-IT savvy CEOs have an alternative viewpoint to their \u2018trusted advisors\u2019, and c) CIOs can freely move without worrying about migration projects. If any of those apply to you then please contact us using the link in the header of this page. Or, visit our Getting Started page also in the header.<\/span><\/p>\n<p><a href=\"https:\/\/morphis-tech.com\/blog\/morphis-helps-modernize-p2-qbyte-fm\/\"><em>Read also &#8220;Morphis Helps Modernize Leading Oil &amp; Gas Financial Management Solution&#8221;<\/em><\/a><\/p>","protected":false},"excerpt":{"rendered":"<p>It\u2019s Easier to Start a New Bank than Modernize an Old One Addressing to the subject &#8220;legacy banking modernization&#8220;, read the headline in the UK\u2019s newspaper The Sunday Times on April 29th, 2018. It was a reaction to the TSB fiasco we mentioned in our last post How We\u2019ve Taken the Pain and Risk Out [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":7198,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[95],"tags":[118,83,119,103,120,121],"class_list":["post-809","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-morphis-clients","tag-application-modernization","tag-banking","tag-banking-legacy-modernization","tag-cobol","tag-legacy-migration","tag-legacy-modernization"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.1.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Legacy Bank Modernization ...It\u2019s Easier to Start a New Bank...<\/title>\n<meta name=\"description\" content=\"Is legacy banking modernization so difficult? 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This article talks about the TSB fiasco we mentioned in our last post, and our succesful cases. 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