The use of information technology in lending operations. Bank information technology

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Federal State Budgetary Educational Institution

Higher professional education

"Financial University under the Government of the Russian Federation"

DEPARTMENT "Banks and Banking Management"

Discipline test

"Development strategy of a commercial bank"

"Application of modern information technologies in the current activities of a commercial bank"

Completed by a 4th year student

group EZ-409

Nikolaeva Galina Ivanovna

Checked by: Markova O.M.

Moscow 2014

Content

Introduction
Conclusion
Application

Introduction

The widespread use of information technology has become an objective necessity. One of the areas where their importance is traditionally great is the financial sector. It is safe to say that the process of informatization of banking activities will continue in the future. The banking sector in the near future will be dominated by trends towards an increase in the quality and reliability of offered products and services, an increase in the speed of settlement operations, and the organization of electronic access for customers to banking products. This is primarily due to the desire of banks to achieve competitive advantages in the financial markets.

The systems for managing the activities of credit and financial organizations today represent an independent direction in the field of information business. Information systems for credit institutions have come a rather long way of development from simple, developed on personal database management systems, DBMS to modern ones based on client / server solutions of industrial DBMS that automate the entire range of banking business processes: liquidity management, personnel, banking risks, etc. etc.

Interest in the development of computerized banking systems is determined not by the desire to extract immediate benefits, but mainly by strategic interests. As practice shows, investments in such projects begin to bring profit only after a certain period of time necessary for training personnel and adapting the system to specific conditions. By investing in software, computer and telecommunications equipment and creating a base for the transition to new computing platforms, banks, first of all, strive to reduce the cost and accelerate their routine work and win the competition.

New technologies are helping banks, investment firms and insurance companies to reshape customer relationships and find new ways to generate profits.

Automation of banking operations is one of the main conditions for the successful operation of the Bank. The Bank's orientation towards further increasing the volume and improving the quality of services provided to customers is inextricably linked with the introduction of new and improvement of existing banking technologies, which remains one of the most priority tasks in the Bank's development strategy.

The purpose of this work is to consider the process of automating banking operations.

banking information technology

Chapter 1: Goals and Objectives of Banking Automation

Currently, banking information systems can automate almost all aspects of banking.

Automation of banking operations is the use of electronic and mechanical devices, economic and mathematical methods and control systems for processing, accumulating, analyzing and transmitting information about cash payments, settlements and other financial and credit operations over a distance.

The positive effects that automation usually brings can be divided into two categories:

1. Effects of the automation process

o Organize the available information about the automation object

o Develop a consistent view of the automation object

o Detect bottlenecks in the automation object

2. The result of automation

o Standardization of work technology

o Increase in the amount of available analytical information

o Reducing the organization's dependence on specific performers

o Increase the "bandwidth" of each specific performer.

The main goals of implementing banking automation systems are:

improving the quality of customer service;

- expanding the range of services provided to customers directly in the bank;

improved accounting services for organizations - the ability to service a client at home (i.e. preparation of payment documents directly from the client and their automated transfer to the bank with the client's ability to receive information about the status of his accounts and transactions on them);

- accelerating the processing of payment documents, reducing the time for transactions, increasing the throughput of the institution;

- ensuring high reliability of banking operations through a combination of various types of automatic and visual control;

- increasing the labor productivity of the bank's personnel; reduction in the number of personnel engaged in low-skilled, routine operations;

- advanced training of bank personnel and convenience of work;

- achieving security of operations and protection of information from unauthorized access and abuse.

Information systems management.

Information management systems, or MIS (Management Information System), have recently acquired great importance abroad, and Russian financial organizations are gradually beginning to use them. Let's consider the principles of construction and the basic functional content of such systems.

The principles underlying the Management Information System can be summarized in six key points:

· Ease of provision of information and its use. Information should be provided in various ways - in graphic, text, hypertext forms - and have advanced search, selection and sorting tools, flexible customization of their display;

· Efficiency of information provision. Management accounting data should reflect the real state of the credit institution at the current moment, the system should provide prompt data update when the primary accounting information changes;

· Advanced tools for analysis and access to information. In addition to convenient access to information, the system should have a wide range of tools for processing and analyzing it, predicting changes in the state of a credit institution based on methods of statistical, economic and mathematical, expert analysis;

· Prompt responses to queries and the ability to randomly select data. Data should be structured and formalized; if necessary, the user should receive transcripts and additional information with the required level of detail for all indicators and items of management accounting;

· Integration with the bank's office system, accounting automation system. The system should provide prompt access to both accounting and financial accounting data and personnel records, as well as to the organization's personnel management tools;

· The ability to draw up accounting data in accordance with international accounting standards GAAP and IAS.

One of the options for implementing the Management Information System is a three-tier structure. The first level organizes the exchange of data and the implementation of the Management Information System in the information space of the bank. The data processing level implements information processing techniques, calculation and analysis of indicators, blocks of statistical and economic and mathematical analysis. The uppermost level of data design provides user interaction with the Management Information System, organizes the user interface.

The functional composition of the Management Information System may vary depending on the size of the bank, the number of specialists working in it, the organizational structure and technology of activity. Typically, the Management Information System includes the following functional blocks:

· Management accounting system;

· Management of liquidity, assets and liabilities. This block should be built on the basis of various methods for assessing the bank's liquidity, provide forecasting of trends in liquidity;

· A unit for analyzing profitability (the bank as a whole, individual banking products, individual business processes and business structures);

· The bank's budgeting system (analysis of the distribution of income and expense items both for the bank as a whole and for individual structural divisions). The system should provide not only the design of the budget, but also the control over its execution;

· Means of personnel management (access to personnel records of employees in order to provide the necessary information to the heads of the bank). A mandatory requirement is the availability of tools for organizing and planning working hours. One of the alternative ways of solving this problem may be the joint functioning of the Management Information System with software tools for personnel management of independent developers.

Many banks are striving to introduce such a system, as it is currently the most adequate tool for banking management.

To achieve these goals, it is necessary to solve a number of main tasks with integrated automation:

1. Unification of software and hardware

Installation of unified application software in all institutions of the bank will make it possible to most effectively organize the implementation, maintenance and development of the automation complex. At the same time, many issues of the current operation of the complex can be resolved centrally, taking into account the experience of all divisions of the bank.

2. Ensuring the management of the bank's resources

Operational management of bank finances and organization of financial flows in real time are impossible without the use of automated systems. Therefore, one of the main tasks of automation is the development of tools for workflow and information exchange, human and material resources management.

3. Introduction of electronic technologies for customer service

One of the areas focused on attracting customers and expanding the range of services is the introduction of new, modern methods of customer service into everyday banking practice. These methods should primarily include the technology of electronic banking.

4. Ensuring information security

In the context of the complex automation of bank institutions and the development of the telecommunications system, the task of protecting information becomes of paramount importance. Within the framework of an integrated automation system, information security technology should, on the one hand, be organically linked to the LSI architecture, and on the other hand, should be focused on the use of certified software and hardware. The importance of information security technology is especially growing in the context of the introduction of electronic forms of banking services, such as "client-bank" subsystems, payment subsystems based on bank cards, etc.

Information security.

Along with many advantages, information systems are fraught with no less dangers. One of them is the possibility of unauthorized access to information and even transactions. Information security is the most important aspect of information technology, as it is aimed at protecting both client and internal information from unauthorized actions.

The rapid development of information systems in Russian banks makes the problem of information protection even more urgent. Despite the fact that, compared to Western banks, the share of automated business processes in our country is not so great, cases of violations of bank operations as a result of information failures, both intentional and unintentional, are becoming more and more frequent.

The causes of violations in the organization's information system are, as a rule, either erroneous actions of users or deliberate attacks on the system. In the latter case, the goal of an attacker may be to obtain information, perform any action, or destroy a system or part of it.

Let us dwell in more detail on the most common cases of violations and failures in the information systems of credit institutions, as well as methods of protection against them.

Cases of erroneous actions of users of an information system occur in almost all any large information systems. The mistakes made are usually associated with incorrect input of information into the automation system. At the same time, the consequences of an error can be assessed in different ways, due to the different value of the input data.

The most dangerous consequence of erroneous actions of a bank employee may be the commission of an operation with incorrect basic details (accounts or amount). The consequences of such errors, even if the transaction is corrected and the funds are refunded, significantly worsen the bank's image and reduce customer confidence in it. Therefore, in most banks, additional control systems are introduced and rather large penalties for employees who have made mistakes. However, despite this, one or two errors per 1000 documents are considered in some credit organizations as an acceptable norm.

Another very painful user error is the incorrect launch of any large process, for example, closing a trading day or revaluing currency funds. These kinds of errors usually cause disruptions in the entire organization, delays in customer service.

To minimize losses from these errors in the work with the information system, the following measures are usually taken. First, a well-thought-out and, preferably, documented policy of control over information resources in the bank is carried out, which should determine the types of basic documents, conditions and type of control over their passage. The following principles can be distinguished that determine the control policy:

· Additional visual control of documents for large amounts (over a certain predetermined level);

· Grouping of documents into bundles of no more than 30-40 pieces;

· Parallel independent input of key details of all (or at least external) payment documents.

Secondly, the system is configured in accordance with user rights, i.e. his access to operations should be limited to certain conditions and controlled parameters.

Thirdly, a clear regulation of the actions of employees in the event of erroneous operations is being introduced.

Fourthly, the professional development of employees using computer technology is regularly carried out.

However, these measures are rarely applied in full, despite the fact that their implementation is necessary. The main reasons are the high labor intensity and the lack of appropriate procedures in the software of the bank's information system. Such procedures are usually neglected when building a security system, especially in small banks where automation costs are low.

Deliberate attacks on the system occur quite rarely, but at the same time they are the most painful for the bank. In this case, the attacker can be either a third party or a bank employee. Usually, when developing the protection of an information system against the actions of an intruder, three types of attacks are distinguished, as indicated above.

The most difficult thing is to organize protection against unauthorized receipt of information. This is due to the fact that full protection often requires not only technical means, but also a set of procedures performed by the personnel, since often to obtain confidential information it is enough to "contact" someone from the bank's employees.

However, the damage from information leakage is usually small, which must be remembered when deciding on the allocation of funds for the development of such protection. Only a powerful organization (rival or government) can inflict significant damage by stealing information, which, at sufficient cost, will bypass any protection. It is also necessary to mention the restriction of access to the premises of the automation department and key functional services, which will serve as additional protection.

Unlike theft of information, unauthorized actions can often be proven and, therefore, prevented. Unauthorized actions are usually motivated by attempts to steal funds. Despite the presence of parallel paper-based document flow, Russian banks have a number of weaknesses that allow them to steal funds. At the same time, in general, it is a misconception that such crimes are committed by professional hackers using the Internet. In most Russian banks, the Internet is not integrated into the internal network environment or is protected with special care.

The most vulnerable link in the bank's information system to unauthorized actions is automatic group transactions, the amount and accounts of which are usually not subject to close control. Let's consider some of these operations.

Accrual percent on calculated bills and bills before demand. Usually, only the total amount of this group operation is known, and approximately. Minor changes in each transaction with the subsequent reset of the amount to the attacker's account are practically impossible to visual control. To prevent this kind of theft, it is recommended to have a specialized service within the security service for parallel control of automatic operations using methods that are closed to other employees.

Theft across the system client-bank. Due to the special attention paid to the protection of this system and the additional control of the passing amounts by the client, attempts of such an attack are usually in the nature of a one-time theft of a large amount.

Based on this, as a protection, it is recommended to limit for each client the maximum daily volumes of payments made through the client-bank system and regulate the mandatory daily control of the client's statement, even in the absence of payments.

The change external recipient payment. This type of theft is characterized by a change in the requisite after passing through the control stages. Protection against abuse is rather complicated and comes down to a prohibition on editing information after passing the control stages and before the electronic signature of the outgoing flight.

Another source of potential danger to information systems is destruction systems automation or her a separate module... Oddly enough, but one of the possible reasons for such actions is the desire of any bank employee (usually fired) to take revenge on the management and the organization as a whole. In this case, the results of the damage caused may appear after an indefinite time, which will make it impossible to identify the culprit. To protect against actions of this kind, it is possible to recommend regularly creating backups, introducing a ban on employee access to the information system after notifying him of his dismissal, improving the dismissal procedures in order to avoid revenge on the part of the dismissed.

5. Improving the efficiency of automation costs

With an integrated approach to bank automation, the task of increasing the efficiency of automation costs should be solved. The main way to increase cost efficiency should be the use of well thought out unified banking technologies, reliable software and hardware. When creating an information system, special attention should be paid to the means of setting up the system, its maintenance and development.

The unification of hardware and software across the bank will reduce costs not only for the acquisition, but also for the implementation and maintenance of automated banking systems.

6. Professional development of employees

The creation of an information system, the use of modern banking automated technologies imposes increased requirements on the personnel of the bank's divisions. This applies to both engineering and banking employees.

Chapter 2. New promising information technologies used in banking

The introduction of electronic systems for processing and transmitting information is becoming universal and universal, covering all areas of banking. Modern information technologies make it possible to coordinate the activities of bank divisions, expand interbank communications, and operate once in the financial markets of a number of countries. New possibilities of automation of banking operations of specialists' workplaces, information technologies of banking services make it possible to comprehensively solve the problems of analyzing banking activities, developing and creating regional, interregional and international banking systems.

Automation of information and other technologies of the bank contributes to the solution of strategic tasks. The main areas in which the automation of customer service affects the competitive position of banks are cost reduction and an increase in the quality of service.

The promotion of innovations in the Russian market of banking products is hindered by a number of factors: insufficient development of the legal framework, infrastructure, and telecommunications environment; low financial level of Russian consumers (legal entities and individuals). Hence the poorer set of financial instruments used, slower development of new products, etc. The bulk of banking innovations are aimed at the inter-corporate segment of the market. This is due to the large volume of transactions, the speed of implementation, the awareness of market participants, the heterogeneity of customers, which is a prerequisite for the emergence of new proposals.

An important direction in the development of banking technologies is Internet banking. Many large banks offer clients to use remote Internet banking. In Russia, Internet banking is most often understood as a system of remote management of bank clients' funds via the Internet. Virtual communication between the client and the bank takes place through the bank's website.

It is convenient and efficient. Internet banking is considered the cheapest way to pay for services, of course, if the client has a computer and is connected to the Internet. Internet banking works mainly in large banks: Sberbank of the Russian Federation, Alfa Bank, VTB-24.

The range of operations that can be carried out through Internet banking is quite wide. Internet banking allows at any convenient time, and most importantly, to instantly make most of the banking operations.

Various services can be provided to Internet banking users. These are account statements and payments for various services (mobile communications, Internet, utilities, long-distance communications). Through Internet banking, customers can make internal and external transfers on accounts, convert funds, send applications for opening deposits, obtaining loans, bank cards, etc.

Another area of improving information banking technologies for interaction with customers is the use of international electronic cards.

Systems of universal social electronic cards give citizens access to public services.

The social card is a bank card of the international payment system MasterCard, therefore its banking application allows the cardholder to use the standard list of card services: pay for goods and services in stores, make non-cash payments for services of housing and communal services companies, cellular companies, pay off tax debts and, of course, receive on the card is all required social benefits. In addition, several additional applications are sewn into the social card, in particular, transport, medical, pension, tax and discount applications.

Multimedia can be noted as another modern information banking technology. Multimedia is an interactive technology that allows you to work with still images, video images, animation, text and sound. This video system allows customers to communicate with bank representatives via a telephone channel, while the customer is monitored using a screen in real time.

Also, among modern banking technologies, the following are distinguished:

interactive technology and home services using a personal computer, display telephone or interactive television;

smart cards (smart-card);

processing of images of payment checks. The new technology is intermediate between fully automated paperless banking technologies, which still cause discomfort for many customers, and older, less efficient paper technologies that require significant technical staff.

Banks also use voice recognition systems that are used in automated information service systems. With their help, oral communication can be conducted not by telephone, but with the help of a computer.

The development of banking technologies led to the fact that the client was able to manage his own bank account from a distance.

For these purposes, you can always use the following methods:

1. E-banking - work with an account through a personal computer.

2. Internet banking - settlement transactions using the Internet.

3. Mobile banking is a technology that allows a client to use a cell phone to manage their deposits and bank accounts, receive information about transactions, current account status, etc.

4. But, of course, modern banking technologies are, first of all, equipment that today ensures the speed, efficiency, reliability and simplicity of many financial transactions.

The development of information technologies for retail banking services is associated with the search for new ways of delivering banking products and services to the population. Banks are interested in ensuring that as many people as possible have access to their services.

Conclusion

From all of the above, we can conclude that the use of the most modern computer technologies brings large profits to banks and helps them win the competition. Any automated banking system is a complex hardware and software complex consisting of many interconnected modules. The role of network technologies in such systems is quite obvious. In fact, a BS is a complex consisting of many local and global computer networks. The BS today uses the most modern network and telecommunication equipment. The efficiency and reliability of its functioning depends on the correct construction of the network structure of the BS.

Since the demand for BS is quite high and the price is high, many large computer hardware and software companies offer their developments in this area on the market. The bank's automation department is faced with the difficult question of choosing the optimal solution. The banking sector defines two main requirements for BS - ensuring the reliability and security of the transmission of commercial information. Recently, open global networks (for example, the Internet) are increasingly used to interact with customers and make settlements. The latter circumstance further enhances the importance of protecting transmitted data from unauthorized access.

Currently, banks are actively using modern network technologies, including high-speed data transfer protocols; software: analytical programs, which helps to speed up information processing and making decisions, also conduct electronic trading, loyalty analysis, etc. others; integrated networks for the exchange of data between companies at any distance .; by means of multimedia. Autonomous banking systems with a client-server architecture, interactive applications and home service, and remote service began to be used.

In conclusion, we note that the issues of banking information technology are of great importance and are no longer "technical", but require close attention of the top management and all services of financial organizations. Information technologies are no longer a secondary service area in the bank's activities, as it was some time ago, but directly determine the organization's capabilities for business development and improvement of internal processes and customer service systems.

List of used literature

1. Rudakova O.S. Banking electronic services: Textbook. allowance. - M .: University textbook, 2009 .-- 400 p.

2. Banking information systems / Ed. V.V. Dick. - M .: Market DS, 2006

3. The official website of banking news [Electronic resource] /http://www.bankir.ru

4. Automation of banking operations [Electronic resource] http://www.avacco.ru

5. Management of banking operations [Electronic resource] http://www.economica-upravlenie.ru

6. Modern approaches to the automation of banking / V. Galaktionov. [Electronic resource] / http://www.galaktionoff.ru

7. Automated information technologies [Electronic resource] /http://ecsocman.edu.ru

8. Information technologies in banking [Electronic resource] http: // abc. vvsu.ru

9. Information systems in the economy [Electronic resource] http://econportal.ru

Application

Currently, the market of software products for credit institutions is represented by a wide range of systems that differ in both functional part and technical implementation, hardware platform, level of system service, information protection methods, etc. However, any banking information system must necessarily meet the following requirements: the ability to network many users; implementation of the entire range of banking operations for settlement and cash services; credit and deposit activities, foreign exchange transactions; flexible configuration for end-user access; support for multiple hardware platforms; automated generation of most of the reporting forms, the ability to reconfigure them, etc. These requirements are currently met by most of the systems for financial institutions on the software market.

All banking information systems can be divided into two large groups: developed on the basis of file / server technology or client / server. The latter has actually become the standard. It has such obvious advantages as high speed of information processing, which is weakly dependent on the number of users and the amount of processed data; advanced information security capabilities, which, in turn, is due to the processing of its main volume on the server, access to which may be physically limited; flexibility in data sampling and analysis. However, it should be noted that this technology makes increased demands on the hardware and technical support of the credit institution, first of all, on the server and network equipment, which bear most of the load during data processing. The advantages of implementing a client / server system are fully manifested when processing significant amounts of information by a large number of concurrent users.

When choosing an information system by a bank, of course, one should be guided not only by the desire to use the latest achievements in this area, but also by objective requirements. First of all, it is necessary to take into account the size of the bank: the number of employees and workstations, the volume and structure of document circulation, the number of intra-bank and client accounts, the presence of a branch network, currency transactions, etc. This defines the requirements for the functionality and performance of the information system. For example, if a bank is large enough, with tens of thousands of accounts, more than a hundred employees in the head office and a turnover of documents of several thousand per day, branches operating on-line, then we can confidently assume that a client / server solution based on one of the industrial DBMS. Certain requirements for the information system are imposed by the specialization of the bank. This mainly concerns its functionality and features of customization for a specific technology of the credit institution's work.

In addition to the software itself, banking information technologies also solve a whole range of problems related to information and hardware and technical support of banking operations. Let's try to highlight the main functional areas of banking information technology.

Information technologies for accounting should make it possible to process all transactions carried out by the bank with an acceptable degree of speed and reliability, as well as to carry out all accounting and financial reporting. They should automate the real banking document flow, i.e. be built "not from transactions, but from transactions."

Information technology for management accounting and strategic planning should provide ample opportunities for monitoring and analyzing management and accounting information. In addition, the system must provide data exchange with software products and tools for financial and statistical analysis. We will dwell on this issue in more detail below.

Information technologies for information transfer are various electronic settlement interbank systems, electronic communication systems of branches and branches of the bank with the head office. Recently, the importance of new banking services provided to customers via Internet technologies has significantly increased. This problem is also relevant for banks with a developed network of branches, working with them on-line.

Many developers of information systems include information security tools in their own software products. In addition, there are various third-party tools that protect the transmitted information from unauthorized viewing and modification.

Information technologies O processes reengineering.

Banking information technologies play a separate and important role in the processes of reengineering and improvement of credit institutions, in the organizational and technological restructuring of the bank's work.

Despite the versatility (in terms of the range of operations) of the majority of Russian banks, it is almost impossible to find two banks that are similar to each other in terms of organizational structure, technology for providing clients with services, structure of document flow, etc. Although the economic meaning of banking operations remains unchanged in any case, each commercial bank operates according to its own established technology. It may not always be optimal, be characterized by unreasonably high costs, but, nevertheless, this technology is "historically developed" for a given bank and, in the absence of any external or internal incentives, continues to be used.

However, only for a limited period of time, the technology meets the needs of the bank, and the changes introduced are rather cosmetic in nature and do not affect the organizational structure, the essence of business processes. There comes a time when any technology loses its relevance in the changed market conditions and becomes a limiting factor on the path of further business development.

The transition of a bank to a qualitatively new level of development inevitably requires the introduction of new technologies, new approaches and methods of work into banking practice. These processes are often accompanied by a revision of the organizational structure, a change in the range of offered banking products and services, the introduction of new information technologies, a reengineering of business processes (which consists in a fundamental rethinking and radical re-planning and is aimed at a significant (but not necessarily one-time) improvement in performance indicators: a sharp reduction costs, an increase in the quality of service and the speed of customer service). Fundamental changes in the technology of a credit institution, the emergence of new products and services lead to the fact that the system of automation and management of the bank's activities, which was previously used, ceases to meet the new changed requirements.

It is a common misconception that the information system and its functionality are at the head of the process of organizational and technological restructuring of the bank. Often, after choosing a new system, a bank attempts to adapt its own operating technology to it, which, in principle, is incorrect. Such a decision only aggravates the negative situation, in fact, "fixing" the shortcomings of banking technology by transferring them to the banking information system.

From the above, we can conclude that the organizational and technological restructuring of the bank should be considered as the primary process that determines the changes in information technology. One of the results of this process will be the introduction of a new or adaptation of the old information system of the bank, which is especially important for large credit institutions with a complex document flow structure, a large number of transactions and clients.

Thus, the reengineering of credit institutions and the introduction of new banking and information technologies are closely interrelated processes and include a number of stages - from a pre-project survey to the organizational and technological restructuring of the bank. To be successful in bank reengineering, as in any other activity, it is necessary to clearly define what exactly needs to be done. Reengineering of a credit institution implies, as one of the options, building a bank's business model at the moment and a target business model for the future.

The business model should include a formalized description of the organizational structure of the bank, a diagram of information flows and document flows between structural divisions, a description of banking business processes, which should subsequently be reflected in the bank's information system. The source of this information may be information obtained as a result of interviewing bank specialists and executives. However, the information obtained in this way is rather confusing and contradictory and must be structured and formalized using some methodology. It is required that descriptions of business processes comply with business modeling standards, which can in part be accomplished through the use of specialized CASE tools, most of which support a wide range of such standards.

CASE tools have been used in business process reengineering and structural modeling for a long time. There are a number of software products on the market for reengineering tools today, for example, BP Win, ER Win, Design / IDEF, EasyABC, ARIS, etc. They differ in functionality, supported modeling and analysis standards, and networking capabilities. The advantage of using such software products is that the integrity of links and references in the developed model is automatically tracked, compliance with the used modeling standard is observed, and the possibility of documentation is supported.

Most of the CASE technologies for business analysis and modeling are a set of tools that allows you to develop complete applications: from a formalized description of the subject area to the automatic generation of the database structure and application program code. The concept of using CASE technologies includes a number of stages, but conditionally they can be divided into two main ones: formalization of the subject area and application development. Obviously, the final result to a decisive extent depends on how well the work is performed at the first stage, in the process of data formalization, which, in turn, depends on many factors, the most important of which are: the presence of clearly formulated requirements for the final product, completeness descriptions of the subject area, compliance with the requirements of the used business modeling standard, a subjective factor, i.e. professionalism and experience of specialists performing this work.

Technical politics

The technical base of the processes of development and restructuring of the activities of a credit institution is inextricably linked with information technologies as a means, a platform that ensures their functioning. In this regard, I would like to emphasize the mandatory nature of an additional analysis of the technical feasibility of implementing a particular project, taking into account the material and time costs required for this.

Problems associated with the technical base and the lack of highly qualified personnel often lead to unacceptable costs and even to the failure of the project as a whole. According to American scientists in the field of reengineering and automation, only 20% of projects fit into the budgets and deadlines allocated for them, for more than 50% additional costs are required, exceeding the planned ones by an average of 1.8 times, and the rest of the projects remain unfulfilled. This is explained by many factors, including the insufficient material and technical base, the lack of a concept for carrying out such work.

Formalization of the "Technical policy of the organization", corresponding to the strategy and needs of the organization, can help in solving emerging problems. The technical policy defines the basic rules for the formation of the technical base. Its task is to clearly regulate the development of the technical base of the organization in close connection with the development of the organization itself, determine the technical and managerial standards for this development, and regulate various exceptional situations in the field of technical support. Moreover, it is necessary for the bank to formalize the technical policy in the form of a separate internal document before starting the development of projects.

Let's consider the basic principles of building a technical policy. Its main goal is to optimize maintenance costs depending on the expected effect of capital investments, therefore, the named document is based on economic aspects.

Currently, technical budgets or automation budgets are formed according to the principle: "nothing is a pity on technology" or "the best budget for IT is zero budget". Naturally, both of these extreme positions equally do not correspond to what should be in reality, since they do not take into account the economic effect of the purchase of one or another equipment. This leads either to an overstocking of automation departments with unnecessary software, or to the purchase of devices that are 10 times more productive than the needs of the organization.

The technical policy should define the methodology for budgeting based on the average return on banking and investment. This will allow you to avoid unnecessary costs and not miss a profitable investment. However, when calculating the economic efficiency of technical re-equipment of an organization, the following factors must be taken into account:

· Most of the computer equipment becomes 2 times cheaper annually. It also leads to a constant decline in the cost of high-tech services in the market;

· Real costs may be 2 times higher than expected.

But nevertheless, the costs of technical re-equipment are necessary, even if their economic effect is not noticeable at first glance. These kinds of costs inevitably pay off, increasing the technical potential of the organization and its competitive advantages.

A very important aspect of the "Technical Policy" is the attitude of the bank's management to the technical staff. This is a serious problem, since at present it is being solved, as a rule, radically. So, on the one hand, we must state an impermissibly dismissive attitude towards technical personnel, on the other, an exaggerated exaggeration of its role in some banks. To optimally address this problem, the automation department must act on the proposed budget while receiving a significant percentage of the savings as a reward.

In addition, when regulating industrial relations with technical personnel, the following factors must be taken into account:

· With a high level of activity, interest and professionalism of automation specialists, the cost of purchasing hardware can be reduced by an average of 5-25%, and software - up to 25-35%;

· There are enough specialists in the labor market to maintain the performance of various systems. However, there are not enough people with experience in developing the technological base;

· The use of standard systems reduces the cost of their installation and maintenance, while it is necessary to take into account that any own development is non-standard;

· Personnel training reduces various kinds of expenses, but the salary of a highly qualified certified specialist is high and, in addition, there is a constant demand for such specialists in foreign companies.

Large high-tech projects in an organization can be a significant incentive for employees in automation departments. It is also interesting to note that among professionals there is a special criterion for a positive assessment of work, which, at first glance, may seem paradoxical - the less work a system administrator has, the better he works. However, this judgment is quite fair, since failures and emergencies are extremely rare for a highly qualified specialist. However, in order to better organize the work of this unit, it seems expedient to introduce penalties for violations in the system and regulate the procedure for the administrative analysis of emergency situations.

The practice of many Russian banks shows that they do not have a technical policy, at least in the form of a formalized and approved document. This does not allow us to reliably assess the material costs of certain technical measures and the effect of their implementation, which leads to an unreasonable increase in costs.

Systematization and detailed elaboration of the bank's requirements in relation to technical policy will shorten the time for making decisions, minimize production costs for their implementation.

A.V.TYUTYUN, candidate economic sciences

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Introduction

1. State of the banking system

1.1 The current stage of development of the banking system

1.2 Functions of the banking system

2. Features of banking automation

2.1 Automation of banking

2.2 Benefits of ABS

2.3 Problems of information support in banking

3. Development of information processes in banks

3.1 Innovation processes in banks

3.2 ABS software

3.3 Description of processes (logistics) in the RS-Bank v. 5.0

Conclusion

List of sources used

Applications

Introduction

Modern information technology (IT) is the most important source and means of banking development. In most banks, management understands how the latest advances in IT can benefit and how they are revolutionizing the business, taking it to a fundamentally different level.

The first and most important factor among the components of the process of organizing, equipping, operating and developing IT is close interaction with the business, linking with the innovation strategy of specific banks, meeting business requirements and achieving business goals.

Since IT is a specific and rapidly changing field of activity, organizational approaches are applied to them, corresponding to their specifics. IT can be not only a source of development of banking technologies, but also a means of serious restrictions on business initiatives in terms of cost, time, quality and feasibility. Optimization and continuous improvement of IT is a key approach in the implementation of business processes and the effective achievement of business goals.

The modern banking system is a sphere of diverse services provided to its customers - from traditional monetary and loan and cash settlement operations, which determine the basis of banking, to the latest forms of monetary and financial instruments used by banking structures (leasing, factoring, etc.) ...

In the context of increasing interbank competition, the success of entrepreneurial activity will accompany those bankers who are better at mastering modern methods of managing banking processes, and automated information technologies help a lot.

Gone are the days when it was easy to make money from speculative currency transactions and fraud. Today more and more banks are betting on the professionalism of their employees and new information and computer technologies.

It is difficult to imagine a more fertile ground for the introduction of new computer technologies than banking. In principle, almost all tasks that arise in the course of a bank's work can be easily automated. Fast and uninterrupted processing of significant information flows is one of the main tasks of any large financial institution.

1. State of the banking system

1.1 The current stage of development of the banking system

The intensive development of the Russian banking system in the decade preceding the 1998 crisis determined its formation and its inherent features. During this period, 2500 commercial banks were created, which had about 39 thousand branches. The sharp increase in the number of commercial banks was also facilitated by the liberal policy of licensing banks, which was pursued by the Central Bank of the Russian Federation (Bank of Russia).

The pre-crisis (until 1998) banking system was characterized by a deficit of banking services, centralized distribution of loans, high dependence of banks on the market for government short-term bonds (GKO), shadow ownership structure, high level of credit risk, etc. And as a consequence of this state - the growth of non-payments in the Russian economy, which showed the vulnerability of the banking sector.

Reforming the banking system brings it closer to the practice adopted in Western countries. Mandatory economic standards were developed for key areas of banks' activities. The standards relate to capital adequacy, lending activities, minimum liquidity, concentration of operations, currency risk, etc.

The banking system development strategy includes the following provisions: the adoption of a complete set of international standards in the field of accounting and reporting, the introduction of mechanisms for the transparent dissemination of information about finance, the observance of more effective supervision of the activities of banks, etc. Such measures contribute to the integration of the Russian banking system into the global financial environment. It is planned to increase the transparency of banking operations with a wide range of universal financial instruments (securities). Improving the banking system is a complex and multi-stage process that requires solving complex problems, which will bring the banking system of Russia to a new quality level.

Many questions have not yet been implemented. The transition of commercial banks from Russian accounting standards to International Accounting Standards (IAS) will require the consistency of banking accounting with international norms. The transition to a new chart of accounts in 1997 brought changes in the rules of accounting, in the structures of accounts, in the forms of bank reporting. On January 1, 2004, the Bank of Russia and the Government of the Russian Federation obliged banks to switch to international financial reporting standards. The implementation of such a transition will require appropriate training of management personnel, the adoption of amendments to the Accounting Law and related regulations, improvement of taxation, etc.

Working on the basis of international standards for a number of banks will lead to the need to either leave the market, or resort to merging smaller banks with stronger and better prepared banks. Reduction of weak structures and their absorption by large ones will be inevitable.

In the transition of banks to the formation of reporting in accordance with international standards, the main problems are associated with the development of appropriate information technologies and training. To date, more than 120 banks in Russia prepare reports in accordance with international standards, which is less than 10% of all commercial banks, but they carry out more than 90% of all banking operations. The specialists of such banks have been trained, information technologies have been modernized. An advanced group of banks can lead a comprehensive transition to international financial reporting standards. However, international standards do not solve all problems, but are a prerequisite for reforming the Russian economy, as well as international economic integration. For the full use of the potential of the standards, corporate governance principles should be developed, the level of provision and use of both external and internal management information should be increased.

1.2 Functions of the banking system

The need for strict and constant regulation of the banking system is due to the status it occupies in the economic, social, and political life of the country.

The banking system performs a number of important functions.

1. Supports the national payment system, allowing timely and accurate settlements between businesses

2. structures (subjects), authorities, population, etc.

3. Is the main component of the process of savings and investments, directing monetary resources to the most significant areas

4. activity, serves the development of the economy.

5. Regulates the level of money supply, reducing fluctuations in financial and other markets and achieving more stable rates

6. economic growth.

7. Is a leading participant in the foreign exchange market, providing

8. the required level of the national currency rate, increasing the competitiveness of national producers, mitigating inflation.

Violation of the integrity and stability of the banking system poses a danger to the economy, population and the state as a whole.

The main areas of regulation of the banking system are:

· Deposit insurance;

· Increased requirements for banks' capital;

· Control (monitoring) of the activities of commercial banks;

· Restrictions on the use of securities (portfolio restrictions).

A significant part of the liabilities (including deposits) of the banking system is subject to market fluctuations and represents an extremely unstable source, therefore, their insurance is required.

The mechanism of operation of the deposit insurance system is that due to the payment of insurance premiums by banks, a special fund is formed, which makes payments to depositors in the event of a bank bankruptcy. Accordingly, the depositor receives a guarantee of the return of the deposit.

Capital requirements are directly aimed at preventing banks from taking excessive risks, at establishing the optimal balance between equity and borrowed funds in order to avoid crises. However, fixing the minimum level of equity capital minimizes the purely financial part of risks, improves the nature of average and long-term solvency, but does not in any way regulate the volume of other risks taken by the bank.

The next element in the regulation of banking risks is monitoring (control) of the state of the bank, the implementation of administrative and operational measures to reduce the level of risk. The purpose of monitoring is not so much a formal analysis, but also a qualitative assessment of the obligations assumed by the bank. The introduction of monitoring is advisable if the growth of liquidity exceeds the cost of monitoring.

Portfolio restrictions are used to prevent commercial banks from operating in the securities market due to the latter's exposure to high risk. Therefore, all banks are divided into investment and commercial, which should reduce the level of risk for banks as a whole.

The economic situation in Russia and the world is constantly changing, the market for banking products and services is developing dynamically. There is a redistribution of the shares of this market between the participants, their number and composition change. The level of requirements from customers is growing significantly, new services and methods of their provision are introduced to the market, etc. Banks must respond appropriately to these changes.

In most cases, such tasks are solved by changing the existing structures of the bank and business processes, their relationships, ways of managing them, proposing new banking products, improving existing ones. This requires the introduction of new banking technologies.

The issue of improving and introducing new banking technologies is especially relevant for the modern Russian banking sector. It should be approached from the standpoint of scientific knowledge, using the latest advances in science and practice. A significant part of banking problems is solved by the area of knowledge that develops the methodology and organization of innovative activities.

Due to the specifics of their activities, banks in most cases are not engaged in research and the creation of innovations, but in their development, implementation and distribution. Therefore, in banking, it is advisable to highlight the two most important aspects of technological development.

1. Planning the introduction of new technologies using

2. methods of forecasting, analyzing the needs of the bank and the competitive environment,

3.analysis of existing working methods, document flows, trends

4. development of banking.

5. Organization of technology implementation with the development of plans, preparation of structural changes, optimization of the composition and volume

6. involved financial, material, labor, information and other resources.

The most important factors in the development of banking and technology are:

· Assessment of the quality of services from the client's point of view;

Assessment of the competitiveness of banking services and the bank in

· The need to identify market trends and implement forecasts for the development of the banking system;

Analysis of the quality of internal processes in the bank, identification

· Bottlenecks in the activities of the bank.

All developed proposals for innovations are drawn up in the form of business projects with a preliminary estimate of income and costs. This approach contributes to a higher quality of decisions made. The combination of the principles of innovative and strategic management in the banking sector significantly increases the competitiveness of the bank in the harsh conditions of the modern market and business.

The growth of the retail banking sector should be noted. The Russian retail banking market is undergoing an important qualitative leap. For the first time in the history of the development of banking services in Russia, there is consumer lending, which is developing dynamically. Projects of automated retail services are being developed. The interest of Russian banks in retail and the reciprocal interest of consumers in retail banking is mutually beneficial. The business of bank (plastic) cards and related equipment, such as ATMs, is developing. The volumes of their supplies are growing, and interest in multifunctional devices is showing. An ATM is not just a cash dispenser, it is a retail banking automation device that performs various functions (accepting payments and deposits, selling prepaid cards and coupons, etc.). The first projects of automated banking branches appear, designed as self-service banking complexes, which are allowed only a part of banking operations, but they expand accessibility for users and are similar to traditional bank branches. Self-service banking complexes are being deployed in large shopping centers.

The most important parameter in assessing the stability of a bank is the amount of its capital. The more powerful it is, the easier it is for the bank to cope with its current liabilities. The value of the capital determines the ability to conduct certain operations with client funds. There is an intensification of the process of merging small banks with large ones. There is a redistribution of bank capitals towards their increase, which will improve the banking system.

The provision of the above measures to improve and develop banking processes is associated with the planning of information technology infrastructure of banks. The creation of automated banking technologies, in addition to using general (systemic) principles of construction, requires taking into account the peculiarities of the structure, specifics and volumes of banking activities. The peculiarities of the organizational interaction of all divisions of the bank necessitate the planning of multi-level and multi-tier systems in banks with complex information links in multilateral directions.

2. Features of banking automation

2.1 Automation of banking

The implementation of information processes in banks is carried out on the basis of automated banking systems (ABS). ABS -- a designed and functioning combined set of elements (information, equipment, programs, technologies, etc.) performing a single complex of information and management tasks facing the bank. Thus, the ABS is an interconnected set of tools and methods of working with information in order to manage a bank.

Let's consider the most important directions of development of the banking business, which are the most relevant today and determine the choice of information technology solutions.

Secondly, there has been an increase in interest in systems that provide comprehensive risk management, primarily credit.

Third, the introduction of a modern corporate information system covering all aspects of the activities of a large credit institution, i.e. jar.

The most famous methodologies and standards in the field of information technology are:

СobIT - management, control and audit of all aspects

Information technology (used in the American

Practice);

ITIL, ITSM - information service management

· Systems (used in European countries);

· ISO 9000 - quality management of information technologies and software products;

· TickIT - quality management of IT and software products;

· GOSTs - state regulatory and technical documents that establish certain norms and rules for the creation and functioning of IT;

* BS7799 - Information Security Organization, etc.

· What is the value of each specific business process for the bank, with what functions is it connected and to what extent?

· What properties of this or that business process does the bank really need?

· What benefits will the bank gain from its automation (either costs will decrease or income will increase)?

· How to automate this process and how much resources are rational to invest in it?

* creation of a single information client space;

Integration of information technology interaction on

· The level of inter-server exchange;

· Ensuring the "transparency" of the work of client managers,

· Departments supporting their work and other users of the CRM-system;

* introduction of key indicators for assessing the activities of customer-oriented units, etc.

Ultimately, consolidating information around the customer enables you to realize ROI on customer information and knowledge. The choice of directions for the development of banking business processes and their automation should be scientifically grounded, economically feasible and technologically feasible.

2.2 Benefits of ABS

The purpose of using modern automated banking systems is to ensure the growth of the bank's profits, as well as the smooth development and expansion of the business in the future.

The basis of this approach is the analysis and optimization of the bank's business processes, which must be identified, debugged, brought in line with an effective strategy for the bank's development and relationships with customers. The next step is their automation, which requires:

· Selection of information technologies that are adequate to the bank's strategies.

· A cost-effective sequence of implementations focused on a quick phased return on investment.

· Attraction of highly qualified specialists in implementation and maintenance.

· Training of bank personnel.

Potential opportunities to increase profits

· Means of increasing the economic efficiency of banking automation are:

· Their active use in business processes, contributing to the rapid increase in the bank's profits.

· Reducing the cost of services by optimizing the bank's business processes and implementing strategies for managing customer relationships.

· Increase in business volumes due to significant acceleration of service for each specific client.

· Cutting costs due to a significant reduction in the total number of routine operations performed by bank employees.

· Optimization of management of financial and information flows of the bank.

· The introduction of the ABS is aimed at increasing the level of automation of operational activities and creating a unified information space for the bank.

This allows:

Increase the efficiency of the bank's divisions;

Reduce the cost of performing operations;

Improve the quality of client work with legal entities and individuals;

Organize remote customer service;

Ensure maximum transparency of technological processes;

Create a mechanism for the separation of access to information and its protection;

Integrate accounting and management accounting;

Provide high reliability and speed of customer service.

The presence of a single information space provides a single and holistic view of the processes taking place in the bank, which, in turn, increases the bank's manageability and reliability.

The ABS provides automation of traditional banking tasks: accounting, obtaining statutory reports, automated settlement and cash services for clients, credit and deposit activities, and many others. As a rule, the introduction of a modern ABS also brings an additional effect, since at the stage of developing a solution in a bank, business processes are rebuilt and optimized - simply experience of solution providers and consultants.

Automation increases the efficiency of the bank, ensures higher reliability of error-free processing of documents through a combination of various types of automatic and visual control, and also makes it possible to obtain at any time a general picture of the bank's activities and current state.

The automated system ensures better decision-making related to banking risk when issuing loans, investments and securities, due to special procedures for processing all information available in the system. The use of an automated system can significantly improve the quality of service for the bank's clients, which is especially important in a real competition.

A modern integrated ABS can help a bank build efficient business processes, reduce costs and risks associated with market operations and customer service. In addition, the system helps to objectively assess risks, analyze and manage them. Thus, a modern ABS can not only allow a bank to control risks in accordance with the requirements of regulatory authorities, but can also provide tangible advantages over competitors.

2.3 Problems of information support in banking

Carrying out the processing of the bulk of information, the integrated automated banking system (ABS) is the technological base of a modern bank. An integrated ABS is characterized by the interconnection of all information processes, a single data model, a single technology for their processing, a common software core, etc. It is necessary that all the bank's divisions operate in a single information space. This makes the management of the bank more efficient, which, as a rule, has a geographically distributed structure, various interactions with many clients, organizations, and the population. A single information space makes available, unites all types of information, provides quick access to it, allows you to achieve complete transparency of information, etc.

Let's single out the following components of information support: information model, system of indicators, classification and coding system, database as a way of organizing information.

The information model is used to describe and interconnect objects of the subject area. In a bank, objects are: documents, accounts, clients, transactions, operations, etc.

The implementation of objects of the subject area should ensure the maintenance of a system of indicators and reports, a set of financial instruments, a variety of currencies, etc. It is necessary to have a description and support of such objects as a customer, contract, document, account, transaction, chart of accounts, their properties, relationships, information volumes, auxiliary characteristics, a list of operations for each object, etc. Among this diversity, a number of important factors in the implementation of technological stages and operations should be highlighted: document flow schemes, their routing; logic and algorithms for processing documents, contracts; formation and control of accounts and limits for objects and elements of the organizational structure (departments, performers, banking products, customers). The information model of the subject area assumes the possibility of servicing user workstations in accordance with their belonging to the organizational structure, functions performed, degree of responsibility, generation of reports, ensuring data exchange both within the bank and outside it.

The system of indicators is designed not only to reflect in the form of information the real processes of banking, but also to be a tool for analyzing the forecast, developing a development strategy. Together, the indicators form the vocabulary of the information model. An extensive vocabulary of professional terms and concepts characterizes the high level of organization of the scorecard in the database. The vocabulary terminology should be close and understandable to the circle of users for which it is intended (managers, specialists, lower-level users). The indicators include operational data, reporting, accounting, analytical, forecast, planned, etc. It should be noted that for banking, in most cases, analytical and forecast information playing a strategic role is still unattainable, since the level of professionalism of banking specialists is low.

The system of classification and coding of objects of banking activity allows you to formalize (describe according to the rules) and order objects, their characteristics, connections. The system should allow the formation of the required number of classification groupings and correspond to the volumes of classified and coded nomenclatures (objects). An important characteristic of the classification and coding system for banks is flexibility - the ability to allow the inclusion of new objects and features without destroying the classification structure.

Database (DB) is a collection of interconnected groups of data (files, tables). The efficiency of the ABS and bank management largely depends on the quality of its construction and functioning.

The database is created based on a certain way of structuring data when developing a business process model. The main task of modeling is the construction of information support for users of all ranks with the full reflection of the properties of objects. Possibilities for the future development of the specificity of the subject area of the banking business are associated with the improvement of methods for modeling the information base of the system. The solution of such problems is based on the use of multifunctional system programs that must work with up-to-date, complete and reliable data. In the database, the information model reflects the relationship of objects of the subject area, their composition and properties at the level of files, documents, indicators, details.

For operational processing of current data, databases of the OLTP system (On-Line Translation Processing) are used. They are based on constant updating of information in the database, data are regularly added, deleted, and corrected. Secure transactions are essential. A transaction is understood as a change in the composition of data in the database during a short cycle of interaction with it (request - execution - response) through communication lines.

Repository is domain-oriented, historical datasets, immutable, integrated. It works with significant amounts of data compared to a database and has a more complex organization system. Data warehousing technology is used primarily to summarize data for a comprehensive and in-depth analysis of the bank's activities, to rethink its business, to obtain consolidated reporting combined in different directions.

When solving analytical problems, top-level users (administration, managers, specialists) need data selected and generalized (aggregated) for a number of characteristics. These requirements are met by OLAP (On-Line Analitic Processing) data processing systems. OLAP systems are built on the following basic principles: the data required for decision-making are pre-aggregated in the required sections; organization of information provides the fastest possible access to it; data manipulation language is based on the use of business concepts and is close to users. For example, information is selected on business processes and their specific indicators for specialists in the analysis of certain areas in the bank's activities.

Changes in the business environment and the corresponding redesign of business processes lead to changes in information technology and, above all, in information support. The boundaries of the evolutionary (gradual) development of information support depend on the properties of adaptability of business processes and information base. The property of a base to develop and adapt to new conditions means the possibility of embedding new objects into the base model, as well as their properties and relationships.

One of the main problems at the stage of database operation is the problem of its effective maintenance under conditions of changing information requirements of users, which lead to a change in the conceptual framework and, as a consequence, to a change in the data model. In this case, it becomes necessary to reconfigure business logic, restructure database files, correct historical data, update algorithms, reconfigure the interface, etc.

When automating a new or changing business process, it is necessary to solve the problems of structuring new or restructuring existing data, implementing algorithms for the flow of problem solving processes, and providing a set of operations for entering, processing, transferring, storing and outputting data. Analysis and design of the data structure are key stages in the development of information support not only at the stages of creating an ABS, but also in the process of adapting the database to new operating conditions. Thus, the expansion of the possibilities for the provision of new services by the bank requires the development of information systems, IT and depends not only on the presence in the database of the composition of objects, operations, but also on the ways to change or expand them.

The high rate of change in business conditions characteristic of the banking sector requires the development of specialized methods for maintaining a database that correspond to rapid changes in the business environment, as well as the use of modern high-tech software and hardware tools.

When building a model of the functions of a bank and its business processes, one should take into account the factor of increased interest of the bank in information about borrowers (customers who apply to the bank for a loan). To a large extent, the existence of credit institutions is determined by their ability to extract such information. Therefore, new technologies for processing and transmitting information lead to the emergence of new types of banking products, and the need for banks to collect and use it increases. The cost of acquiring information is constantly decreasing due to technological changes in its processing and distribution. As a result of information specialization, new products and services appear in banks. This, in turn, leads to the need to improve, modernize the bank's information system. The transition to a new database and technology for its maintenance occurs with an increase in the volume and range of services, customers, counterparties, the number of transactions and operations, the emergence of new and complex tasks, an increase in direct and indirect costs, a decrease in productivity and labor efficiency.

The need to maintain a balance between the quality of ABS information support and the resources spent on the development and operation of the resources leads to the fact that modern technologies are mainly focused on the mass, industrial creation of complex systems by large teams of specialists. Corporate ABS is developed and created by large specialized firms - developers of banking information technologies, which have an appropriate scientific base and highly qualified professionals in the field of creating new information technologies.

3. Development of information processes in banks

3.1 Innovation processes in banks

Innovative processes in the field of banking are associated with the feasibility of new proposals and the receipt of benefits from them for business entities. Rationality is the real engine of innovation processes, which in turn ensure the evolutionary development of the banking system.

The heterogeneity of the consumer mass of banking services determines its segmentation, i.e. the presence of stable groups of organizations, individuals, a number of diverse structures and institutions. The boundaries, composition and volume of these segments are subject to change, which opens up the opportunity for the emergence of new ideas, goods, services, technologies, information products. Innovations better satisfy the needs of buyers, bring additional profit to the offering party. The obvious rationality of new proposals gives rise to innovation.

Against this background, the importance of marketing is sharply increasing, which makes it possible to recognize segments of the consumer market, to reveal their characteristics. Marketing functions precede the stage of developing a new banking product, services to reduce the risk of its promotion to the market.

The promotion of innovations in the Russian market of banking products is hindered by a number of factors: insufficient development of the legal framework, infrastructure, and telecommunications environment; relatively high transaction costs compared to Western markets; low financial level of Russian consumers (legal entities and individuals). Hence the poorer set of financial instruments used, slower development of new products, etc. The bulk of banking innovations are aimed at the inter-corporate segment of the market. This is due to the large volume of transactions, the speed of implementation, the awareness of market participants, the heterogeneity of customers, which is a prerequisite for the emergence of new proposals.

There is an increase in competition for the banking sector from organizations whose business is not related to the offer of banking and financial services. Many large retailers offer their own credit cards to their regular customers, crowding out commercial banks in the service market. This applies to both lending to the population and attracting their funds. The scale of this phenomenon, as exemplified by one of the chain stores, accounts for about 60% of the profits received from issuing and servicing their credit cards. Sometimes the emergence of innovation is associated with a whole combination of factors of heterogeneity of the consumer market.

The intensive growth in the number of innovations in the banking sector is due to the high level of development of information and telecommunication technologies. The high level of these technologies reduces the costs of the participants in the transactions. The ever-decreasing development and implementation costs of innovations drive innovation growth. These features determine the dynamics of innovative development of the banking system.

The main directions for the development of innovations in the Russian banking system are the following:

· Remote service in a wide variety of forms;

· Build-up of functions and services in client relations, personalization of services (individualization of services for individual clients);

Ensuring the security of information, documents, networks,

· Software and hardware equipment and with the observance of "transparency" for state supervisory and tax authorities, for shareholders, including the provision of legal

· Support and protection;

Development of information support for management

Functions of analysis, forecast, strategic long-term

· Planning;

· Expansion of retail banking;

· Participation of banks in e-commerce;

Increasing functions and improving the quality level

· information technologies;

In-depth studies in the expansion of information and

Functional capabilities of specialists' workplaces,

· Administrators, managers and other users, etc.

Let's dwell on some of the listed areas. Remote service, implemented through the use of public networks, provides interoperability:

· Bank - client;

· Internet - client, Internet - bank;

· Office - remote manager;

· Head office - regional offices;

· Internet - trading - bank.

3.2 ABS software

A distinctive feature of the functioning of the ABS is the need to process large amounts of data in a short time. In this case, the main burden falls on the operations of input, reading, writing, data transmission. This imposes very stringent requirements on the performance of the OS, DBMS and data transfer facilities. In addition, significant amounts of information must be available online to provide analysis, forecasting, control and other capabilities. Therefore, the underlying tools must be able to support access to large (and ever-increasing) amounts of data without sacrificing performance.

The basic tools are used to ensure the operation of the ABS, for the development of the applied part of the software. The basic ones are OS, DBMS and other software for system purposes. Application programs function in their environment, under their influence.

The presence in the spectrum of basic network functions is an indispensable attribute of modern ABS. Networking functions give the system the properties of multi-level and multi-tier, and also provide the ability to combine various software platforms (NetWare, Windows NT Unix and others) and, as a result, the ability to flexibly expand and grow the system - to supplement it with new working systems, new servers of various

If the technical support of ABS in Russia, as a rule, is completely foreign, then in the software the share of foreign systems is much less. There are several dozen suppliers operating on the domestic software market. In addition, a number of banks (about 50%) develop their own software. The qualitative evolution of banks' activities, their increasing requirements and financial capabilities will develop and guide approaches to the organization of banking technology software.

One of the largest software developers in the field of bank and enterprise automation is the R-Style Softlab Company (Appendix # 1). RS-Bank is a comprehensive solution in the field of banking business automation. It is focused on information and functional support of the entire range of work related to the implementation of banking services. The conceptual and logical structure of this ABS naturally reflects the technology of a commercial bank, which allows us to assert: RS-Bank is able to serve the activities of a banking institution of any scale and degree of centralization of management.

INTRODUCTION

The first and most important factor among the components of the process of organizing, equipping, operating and developing information technology is close interaction with the business, connection with the innovation strategy of specific banks, meeting business requirements and achieving business goals.

Since information technologies are a specific and rapidly changing field of activity, organizational approaches are applied to them that correspond to their specifics. Information technologies can be not only a source of development of banking technologies, but also a means of serious restrictions on business initiatives in terms of cost, time, quality and feasibility. Optimization and continuous improvement of information technology is a key approach in the implementation of business processes and the effective achievement of business goals.

All of the above emphasizes the relevance of the chosen topic of the course work.

The purpose of the work is to study the application of information technology in the bank.

In connection with this goal, it seems necessary to solve the following tasks:

The subject of the research is theoretical and practical aspects of banking information technologies.

The object of the research is banking information technologies.

The practical significance of the work lies in the fact that new technologies help banks, investment firms and insurance companies to change relationships with clients and find new means to generate profit.

The sources were the works of Russian authors such as I.T. Balabanova, S.V. Nikitina, Yu.V. Odintsov, A.V. Ulyanova, Ya.S. Kharkov and etc.

CHAPTER 1. STATE OF THE BANKING SYSTEM

1.1 The current stage of development of the banking system

The pre-crisis banking system was characterized by a shortage of banking services, a centralized distribution of loans, a high dependence of banks on the market for government short-term bonds (GKO), a shadow ownership structure, a high level of credit risk, etc. And as a consequence of this state - the growth of non-payments in the Russian economy, which showed the vulnerability of the banking sector.

.2 Functions of the banking system

Effective interaction is carried out between the elements of any organic (natural) system, and each element (subsystem) performs its own special function (functions), as a result of which all the necessary functions of the system are realized.

The need for strict and constant regulation of the banking system is due to the status it occupies in the economic, social, and political life of the country.

The main purpose of the bank is to mediate in the transfer of funds from lenders to borrowers in payments. As a result, free cash is converted into loan capital that brings interest.

Based on the essence of banking, we highlight the following functions of banks:

Attraction (accumulation) of funds and their transformation into loan capital;

Stimulating savings in the national economy;

Loan mediation;

Payment intermediation;

Creation of credit instruments of circulation;

Stock market intermediation (in operations with securities);

Provision of consulting, information and other services.

Banks do not just form their own resources, they provide internal accumulation of funds for the development of the country's economy. Incentives to save free funds of the population and accumulate capital are provided by the bank's flexible deposit policy in the presence of a favorable macroeconomic situation in the country.

An incentive policy involves:

· Establishment of attractive interest rates on deposits;

· High guarantees of safety of depositors' funds;

· A variety of deposit services.

Loan mediation is the most important function of a bank as a credit institution. It ensures the effective redistribution of financial resources in the national economy on the principles of repayment, urgency and payment. Lending operations are the main source of the bank's income.

Payment intermediation is the original and fundamental function of banks. In a market economy, all business entities, regardless of their form of ownership, have settlement accounts in banks, with the help of which all non-cash payments are carried out. Banks are responsible for the timely execution of the orders of their customers to make payments.

The creation of credit instruments of circulation is the process of money production by the banking system. It is able to expand loans and deposits by multiplying the monetary base. This expansion of the money supply is called the multiplier effect.

To understand this process, you need to have an understanding of the main types of banking operations. All transactions are divided into passive and active, which is reflected in the bank's balance sheet.

For liabilities, banks reflect the attraction of funds - the formation of deposits, and for the asset - their placement by issuing loans or investing, for example, in securities.

All funds mobilized by banks in the financial market represent its resources. The part of them that can be used to conduct active operations is called the free reserve (or credit resource).

Thus, the activities of banks are extremely important to the public. Banks organize the monetary and credit process and issue banknotes.

The concrete result of banking is a banking product.

A banking product is a special service provided by a bank to its clients and issued by it in cash and non-cash means of payment. The specificity of a banking product lies in its intangible content and limitation in the sphere of monetary circulation.

CHAPTER 2. FEATURES OF INFORMATION BANKING SYSTEMS AND TECHNOLOGIES

.1 Banking Automation

Let's consider the most important directions of development of the banking business, which are the most relevant today and determine the choice of information technology solutions.

Secondly, there has been an increase in interest in systems that provide comprehensive risk management, primarily credit.

Third, the introduction of a modern corporate information system covering all aspects of the activities of a large credit institution, i.e. jar.

The most famous methodologies and standards in the field of information technology are:

· СobIT - management, control and audit of all aspects of information technology (used in American practice);

ITIL, ITSM - information systems service management (used in European countries);

· ISO 9000 - quality management of information technologies and software products;

· TickIT - quality management of IT and software products;

· GOSTs - state regulatory and technical documents that establish certain norms and rules for the creation and functioning of IT;

BS7799 - information security organization, etc.

· What is the value of each specific business process for the bank, with what functions is it connected and to what extent?

· What properties of this or that business process does the bank really need?

· What benefits will the bank gain from its automation (either costs will decrease or income will increase)?

· How to automate this process and how much resources are rational to invest in it?

· Creation of a single information client space;

· Integration of information technology interaction at the level of inter-server exchange;

· Ensuring "transparency" of the work of client managers, departments supporting their work and other users of the CRM-system;

· Introduction of key indicators for assessing the activities of customer-oriented departments, etc.

information banking automated

2.2 Types of information banking technologies

There are various approaches to building a bank's information technology. Depending on what is considered its main elements, three types of information technologies can be distinguished: operational, documentary, object.

Operating technologies. Operational technologies are structured as a chain of operations. In this case, an operation means any work performed at one workplace, regardless of the functional task. The process flow diagram is shown in Fig. 1

Rice. 1. Process flow diagram

Information technology in this case is a set of technological points for each functional department of the bank, which are quite difficult to connect. At the junction of functional modules, for example, the credit department performs operations under contracts, but accounting staff make entries to the balance sheet, as a result of which constant delays occur and information loss is possible. With the increase in the number of personnel involved in the process of "issuing a loan", labor costs are increasing proportionally, including due to repeated data entry.

Documentary information technology. Documentary information technologies are based on the organization of the bank's electronic document management. The posting diagrams are not entered by the accountant, but are generated automatically according to the settings made in advance. With the introduction of documentary IT that works according to this scheme, the bank processes are formalized, which makes it possible to reduce labor costs and increase the speed of the processes.

This type of information technology automates the document flow of the bank. Business processes are a key element of technology.

A business process is understood as a combination of three elements, including a technological chain of processing a banking product; distribution of stages of processing documents describing a banking product; accounting of performed operations.

Several divisions of the bank take part in the business process, therefore, when building this type of information technology, the most important task is to coordinate the work of all divisions of the bank. Such coordination is possible only if there is a single information space for the bank.

Currently, this particular type of technology is considered as one of the most successful for the automation of banking. This is due to the fact that it allows you to build IHD as a single organism, in which informational connections between all functional elements are clearly traced. A significant advantage is the exceptional flexibility of the system, which provides the ability to customize both new document flows and existing ones, while maintaining their integrity based on adjustments and modernization. Thus, this type of information technology provides the most complete consideration of the specifics and needs of the bank itself and its adaptation in the external environment, adaptability to changing market conditions.

There are three types of technologies: production, documentary, management, on the basis of which the corresponding systems are implemented.

The former support a single flow of operations related to the activities of a department. In this case, a banking service is defined as the sale of a specific (banking) product. Therefore, this type of system is called production.

The second type of systems provides for the possibility of considering and analyzing a banking product from different points of view and using it for different purposes. Therefore, there is a need for more complex processing and a more complex internal structure of the banking product. Therefore, a new concept of a document is introduced in these systems. The document is defined as a container for collecting all information on the production of a given banking product. These systems are called documentary systems. As a rule, they are much more complicated than production ones, since they must ensure the coordination of the work of several divisions of the bank and, accordingly, adapt to the conditions, specifics and regulations of their work.

The third type of systems provides information support for decision making. As a rule, the heads of the bank and its divisions, in order to effectively perform their functions, are simultaneously engaged in several information processes, switching from one type of activity to another. These systems allow you to speed up the process of familiarizing yourself with a new situation, analyze it and simultaneously track several business processes, which ensures the timely development of the most effective management decision. Therefore, these systems are called management systems. Management systems are not the object of our attention, and in what follows we will consider systems of the first and second types.

There are many business processes in the bank, which are closely interconnected and form a single document flow of the bank (Fig. 2).

Rice. 2. Business processes of the bank

In fig. 3 shows the documentary technology for carrying out settlement transactions by payment orders for one business process.

Rice. 3. Documentary technology for carrying out settlement transactions by payment orders for one business process

It should be noted that collective processing involves the processing of information on all business processes. The processing of the document is completed when it is executed, printed and posted on the balance sheet. Compiling registers is another "routine" business process that has nothing to do with a document. The "routine" process is always performed, even if there were no documents at all during the day.

So, the basis for starting a business process is a document. All documents are divided into three groups:

Payment;

Contracts;

Office work.

Processing technologies have been developed for each group of documents, which are determined by the instructions of the Bank of Russia and the rules for servicing clients of a particular bank. The rules are drawn up on the basis of methodological, organizational, technical and informational support of the bank. Thus, documentary technology allows taking into account the specifics of any bank.

Banking technology includes:

Description of the operation (bank services);

Description of documents and rules for their filling and control;

Description of the technological chain of the operation (service);

Description of the features of accounting for this operation (service).

Thus, documentary technology, being a set of business processes, combines three components: technological chains, routing, accounting (accounting policy).

Technological chains determine the direction of document processing. They are built on the basis of models of the state of the documents being processed. A state model is a sequence of actions performed on the processed documents, and a set of states in which a document can be. The technological chain can change depending on the current conditions.

In modern IBS, the processes of sending processed electronic documents to the workplaces of the performers who take part in the processing of this document are automated. The system allows you to accurately reproduce the streams of primary documents and restrict personnel access to documents, depending on the stage of its processing.

In the course of processing, moving from one performer to another, documents may be reflected in different ways in the bank's accounting. The documentary technology allows you to customize different accounting schemes: calculating balances on client and correspondent accounts, calculating certain categories of funds under contracts, monitoring budget execution by individual departments, etc.

All three components represent documentary technology (Fig. 4.)

Rice. 4. Documentary technology

In most cases, document technology provides automation of document flow through the support of multi-stage document processing. In other words, there are several processing steps for a document. For example, these stages can be input of the document into the IBS, verification and execution. The main disadvantage of this type of technology is the independence of the technological processes of the vital activity of individual documents within the process. According to this technology, the system describes the main types of documents (memorial order, payment order, cash order, application for currency transfer and a number of others), and it is impossible to configure or hard-code the stages of their processing.

In real business processes of a bank, the processes of processing various documents are rather closely related throughout the entire life cycle of documents. The result of processing one document when it passes certain stages can affect the processing of another document or initiate the creation of a document. Within the framework of documentary technology, this possibility does not exist.

Object information technologies. Object information technologies are the result of the development of documentary systems.

In the course of the bank's activity, some documents can generate others. Entering or processing one document can change the states of other documents. Documents can be lined up in chains with complex internal connections, i.e. the bank's workflow is not really a simple set of documents, each of which goes through its own processing cycle. The real model of bank financial document flow is a set of bank documents of various types, which, changing their own state in the process of processing, change the state of other documents.

The technology's ability to interconnectedly implement business processes for processing various documents is determined by its focus on working with objects.

There are three main types of objects. The first type, the most difficult, is the transaction. A transaction is understood as a reflection of completed (or planned to be committed) operations of raising or placing funds, buying or selling any assets (securities, currencies, precious metals), as well as other non-payment transactions of the bank. The second type is paper documents, i.e. documents that are the basis for transactions. The third type is postings, i.e. documents that are required to reflect transactions in accounting.

Operations for calculating interest on deposits are drawn up in the system with documents that are also automatically created by the IBS using a special mechanism. According to the interest accrual documents, postings are generated for reflection in accounting.

The deposit agreement is reflected in the IBS using one transaction and several documents and transactions, i.e. with the help of objects of three different types, related to each other.

The ability to use coherent business processes in technology determines another requirement, the satisfaction of which characterizes the object technology, namely the ability to design business processes and connections between them, depending on the needs and characteristics of the bank. For this, the IBS, which implements the object technology, must contain special mechanisms that will allow describing accounting algorithms for documents of each specific type and for each specific situation, without resorting to additional coding.

As an example illustrating the object technology, we present a technological scheme that includes servicing a client on the exchange using a remote service system (Fig. 5).

Rice. 5. Technological scheme, including customer service on the exchange using a remote service system

An example of object technology and its embodiment is the banking automation system 5NT © DBANK by Diasoft. One of the main features of this system is the complexity of automation of all aspects of banking. IBS 5NT © BANK has automated the most complete range of financial transactions within a single information product.

Another feature of banking technology is the need to apply uniform universal methods and procedures for processing and supporting the implementation of business processes, which is due to the need to customize the system for the needs of a particular bank. These functions are provided by a separate dedicated module of the system - the financial core. In addition to ensuring the described unity of methods and procedures, the kernel also performs a number of other functions.

Unlike the usual set of functional modules, each of which functions independently of the others, all elements of the 5NT © BANK IBS operate on a single software and information platform, which is based on a universal financial core. Thus, all business processes of the bank are processed by means of one system, within a single information space in the online mode. Thanks to this, employees of various divisions have the opportunity to receive information about the bank's client network, analysis results, regulatory and reference data, a set of technologies for the bank's work. This allows them to use in their work the experience and knowledge accumulated in all divisions of the bank. The principle of complexity and unity of the software and information platform is preserved not only horizontally (for all departments of the bank), but also vertically (ensures the work of all branches and institutions of the bank) within the framework of a single database of its head office. The system provides three modes of operation with branches and departments:

Online, i.e. the work of the bank's branches in the database of the head office both with support for terminal access and in the "client-server" architecture;

Offline, i.e. collection and storage of data from geographically remote institutions at the level of consolidated reporting indicators, account balances and payment documents;

Bidirectional data replication between bank institutions in pseudo real time mode.

In any mode, the formation of reports is supported, both for each individual branch, and consolidated reports for the bank as a whole.

The core of the system includes:

System administration: user administration, audit of user actions, administration of operating days, general system settings, auto-numbering settings;

Custom directories (clients, quotes, types of operations, packs reference, searches, sorting filters), service (banks, business days, calendars, geographic, customer ratings);

Chart of accounts;

Financial transactions - a tool for setting up business processes and relationships between them;

Service contracts;

Automatic operations (setting up interest accrual, revaluation of balances);

Reporting (setting up operational and consolidated reporting: report generators and financial indicators);

Communication with external systems - automatic loading of information into directories, loading of branch data, interaction with the Client-Bank system, work with S.W.I.F.T.

2.3 Benefits of ABS

The purpose of using modern automated banking systems is to ensure the growth of the bank's profits, as well as the smooth development and expansion of the business in the future.

· Selection of information technologies that are adequate to the bank's strategies;

· A cost-effective sequence of implementations, focused on a quick phased return on investment;

· Attracting highly qualified specialists in implementation and maintenance;

· Training of bank personnel;

· Potential opportunities to increase profits.

The means of increasing the economic efficiency of banking automation are:

· Their active use in business processes, contributing to the rapid increase in the bank's profits;

· Reducing the cost of services by optimizing the bank's business processes and implementing strategies for managing customer relationships;

· An increase in business volumes due to a significant acceleration of service for each specific client;

· Cost reduction due to a significant reduction in the total number of routine operations performed by bank employees;

· Optimization of management of financial and information flows of the bank;

· The introduction of the ABS is aimed at increasing the level of automation of operational activities and creating a unified information space for the bank.

This allows:

· To increase the efficiency of the bank's divisions;

· Reduce the cost of performing operations;

· Improve the quality of client work with legal entities and individuals;

· Organize remote customer service;

· To provide maximum transparency of technological processes;

· Create a mechanism for the separation of access to information and its protection;

· Integrate accounting and management accounting;

· To provide high reliability and speed of customer service.

The presence of a single information space provides a single and holistic view of the processes taking place in the bank, which, in turn, increases the bank's manageability and reliability.

.4 Problems of information support in banking

Let's single out the following components of information support: information model, system of indicators, classification and coding system, database as a way of organizing information.

The information model is used to describe and interconnect objects of the subject area. In a bank, objects are: documents, accounts, clients, transactions, operations, etc.

Database (DB) is a collection of interconnected groups of data (files, tables). The efficiency of the ABS and bank management largely depends on the quality of its construction and functioning.

For operational processing of current data, databases of the OLTP system (On-Line Translation Processing) are used. They are based on constant updating of information in the database, data are regularly added, deleted, and corrected. Secure transactions are essential. A transaction is understood as a change in the composition of data in the database during a short-term cycle of interaction with it (request - execution - response) through communication lines.

The need to maintain a balance between the quality of ABS information support and the resources spent on the development and operation of the resources leads to the fact that modern technologies are mainly focused on the mass, industrial creation of complex systems by large teams of specialists. Corporate ABS are developed and created by large specialized firms - developers of banking information technologies, which have an appropriate scientific base and highly qualified professionals in the field of creating new information technologies.

CHAPTER 3. PROBLEMS OF CREATION OF AUTOMATED BANKING SYSTEMS

The creation and operation of automated banking technologies is based on systemic principles that reflect the most important provisions of the theoretical base, which includes a number of related scientific disciplines and areas. These include economic cybernetics, general systems theory, information theory, economic and mathematical modeling of banking situations and processes, analysis and decision making.

Banking technologies as a tool for supporting and developing the banking business are created on the basis of a number of fundamental principles:

· An integrated approach covering a wide range of banking functions with their full integration;

· Modular principle of construction, which allows you to easily configure systems for a specific order with subsequent build-up;

· Openness of technologies capable of interacting with various external systems (telecommunication systems, financial analysis, etc.), ensuring the choice of a software and hardware platform and its portability to other hardware;

· Flexibility of configuring the modules of the banking system and their adaptation to the needs and conditions of a particular bank;

Scalability, providing for the expansion and complication of the functional modules of the system as business processes develop (for example, support for the work of branches and branches of a bank, deepening analysis, etc.);

· Multi-user access to data in real time and implementation of functions in a single information space;

· Modeling of the bank and its business processes, the possibility of algorithmic settings for business processes;

· Continuous development and improvement of the system based on its reengineering of business processes.

The creation or selection of automated banking systems (ABS) is associated with the planning of the entire system infrastructure of the bank's information technology. The ABS infrastructure is understood as the totality, ratio and content of the individual components of the banking technology automation process. In the infrastructure, in addition to conceptual approaches, support and functional subsystems are distinguished. The supporting ones include: information support, technical equipment, communication and communication systems, software tools, security, protection and reliability systems, etc. Functional subsystems implement banking services, business processes and any sets of tasks that reflect the content or substantive focus of banking activities. The creation of automated banking technologies, in addition to system-wide (systemic) principles, requires taking into account the peculiarities of the structure, specifics and volumes of banking activities. This refers to the organizational interaction of all divisions of the bank, which necessitates the creation of multi-level and multi-tier systems (head bank, its departments, branches, exchange offices, external structures), with complex information links of forward and backward directions.

Another characteristic feature of banking technologies is the variety and complexity of the types of automation of the bank's activities.

Automated banking systems (ABS) are created in accordance with modern ideas about the architecture of banking applications, which provides for the division of functionality into three levels. The upper level (Front-office) is formed by modules that provide quick and convenient input of information, its primary processing and any external interaction of the bank with clients, other banks, Central Banks, information and trade agencies, etc. The middle level (Back-office) is an application for various areas of internal banking activities and internal settlements (work with loans, deposits, securities, plastic cards, etc.).

The lower level (Accounting) is the basic functions of accounting, or the accounting core. It is here that the modules are concentrated that provide accounting for all five chapters of the new chart of accounts. The division of the bank into front-office and back-office is based not so much on the functional specifics of processing banking operations (transactions) and decision-making (generalization and analysis), but on the very nature of the bank as a system, on the one hand, fixing, and on the other - actively influencing economic interaction in the financial and credit sphere.

The main stages of creating an ABS require:

· Carrying out a functional and informational survey of the bank's activities;

· Formation of requirements for the system and their analysis;

· Development of the structural and functional model of the bank;

· Development of an information model of the bank;

· Detailed structuring of the ABS, system-wide design, setting tasks;

· Programming, debugging, implementation, operation, maintenance.

The experience of creating ABS, accumulated in Russia, has a number of peculiarities to date. Let's characterize the main ones.

First of all, this is the orientation of the system to work with wiring. Now there is a clear departure from the purely accounting structure of the ABS on the basis of the trading day. High-tech ABS is an effective means of controlling the present and forecasting the future development of the bank's financial and credit activities. In any Western bank, such a system is a vital component in every link of banking activity.

Two conceptual approaches to the implementation of banking functions have developed and are being implemented during the creation of the ABS and AIT. The first is built on a narrow, limited basis that embodies this or that idea. For example, the construction of the ABS is based on the principle of satisfying user requirements. Building an ABS on the basis of workflow leads to a decrease in the efficiency of banking technology for the sake of this idea. Without the proper level of elaboration and modeling of business processes, there is a mechanical build-up of tasks, functions, services. The opposite approach is based on independent description and construction by users using AIT tools of banking business processes and workflow. This approach is highly labor-intensive, complicates the setup of the system, and often leads to the emasculation of banking specifics. As a result, the system may lose its value to the end user.

Difficulties in choosing a conceptual framework lie in the fact that there are practically no established technologies in the Russian banking market. Automation always reflects the prevailing technological level of banking. That is why at the output of any large-scale projects of complex ABS there are systems based on the operating day and accounting.

Turning to Western systems is fraught with even greater problems and difficulties: the adaptation of the ABS to Russian practice, the unpreparedness of bank personnel for Western methods of work, etc. The introduction of a foreign ABS is fraught with full-scale internal bank modernization. This suggests a conclusion about the need for a reasonable combination of various conceptual approaches.

An example of this approach is the following. Automation should support the sustainable progressive development of the bank at all stages of its growth. For these purposes, a whole family of compatible ABSs is proposed, each subsequent of which expands and improves the functionality of the previous one. The concept of a phased movement from junior systems to senior ones is called the technological highway. The implementation process of each subsequent system is based on the experience gained in the previous stage. In financial terms, thus, the principle of preservation and development of investments is respected. The considered approach makes it possible to gradually rise to the level of world-class systems, to overcome the consequences of Russia's long-term isolation from the world banking practice.

To develop an ideology, it is required to create a multi-level functional model of the bank's operation, combining a number of levels and links: organizational for external and internal needs (Front-office, Back-office, Accounting), system (basic accounting core, functional and service subsystems), architectural (server , client applications), etc. In addition, the bank model should take into account that the provision of banking services, their software, hardware and technological support is carried out at the level of individuals and legal entities outside the bank, inside the bank and at the interbank level.

The first level includes:

· Automation of interaction of the "client - bank" type, branches with a bank, exchange offices;

· Service by means of plastic cards and settlements in retail outlets;

· Use of funds to work with cash (ATMs and other funds).

At the second level is the management of monetary and other operations, which form the applied (consumer) properties of the ABS, which are implemented within banks. The third level includes the activities of cash settlement centers, automated clearing houses, interbank clearing houses, clearing centers, provision of interbank settlements, etc.

For many Russian ABS, in the process of their creation, the main emphasis is on attracting avant-garde computer technologies. The specifics of banking business processes are poorly taken into account. In an internal conflict between a programmer and a banking technologist, the latter should be preferred. Whereas Russian ABS is characterized by a programming approach in the context of a mechanical build-up of user tasks, functions, and workplaces. Instead of a local approach, a systematic approach is needed with the formulation of tasks for the upper and middle management levels.

The development of a conceptual framework in the creation of an ABS, its quality, the ability to reflect the subject area most fully is the first and most important stage in the creation of banking technologies.

To date, the automation of information technology in most commercial banks is a set of various functional subsystems (modules) and jobs. These components, heterogeneous in complexity, content load, interact with each other informationally. Organization and maintenance of information interaction between various local software and hardware components is a complex problem. This structure of many ABS is a consequence of the approach to their development that prevailed in the banking sector in the previous several years. The essence of this approach was that the bank, as the need arose, acquired or developed independently software and hardware systems that automate various areas of banking. With this approach, many of the most important problems of banking technologies often had to be solved by non-systemic, local methods and means, for example, automation of stock transactions, settlements on plastic cards, analysis and decision-making, etc. Incomplete from a systems engineering point of view, automation complexes are very expensive, difficult to operate and develop. In addition, the level of such ABS lags more and more behind the level of development of the banking sector.

The lack of an integrated approach to automation, insufficient integration of individual banking modules pushes towards private, local solutions that have highly specialized isolation. However, the need to move from private solutions in the field of automation to systemic ones, implying the use of the entire range of modern methods and means of information technology, is ripe. This can be judged by the complexity of the approach to automating the activities of banks entering the world financial markets. The Russian banking system is joining the world one, and the fight against Western competitors is unthinkable without relying on modern high-level information technologies.

So, the optimal organization of banking services, products and business processes is possible in the context of an integrated approach to the automation of information technology, taking into account the prospects for the development of banking, on the basis of fully integrated ABS. In such systems, the entire range of banking technologies is implemented in a single information space for intra-bank and non-bank interaction.

Today banks do not have a very good idea of what they will need tomorrow, and if they do, they cannot clearly formulate and present their requirements in the field of AIT to the development firms. First of all, this refers to the insufficient development of banking and the lack of competent problem statements. Replicated (standard) ABS significantly differ from custom (individual) in terms of manufacturing technology and implementation. If custom development is adjusted immediately in accordance with the current needs of a particular bank, then the replicated one changes when new needs become massive and appear in many banks. Thus, the ABS market satisfies the new needs of banks with a significant time shift, which will consist of the time of comprehension and formalization of new problems of the bank, and then the creation of systems by the ABS developers: time for design, programming and complex debugging of the entire system as a whole.

CONCLUSION

Thus, information banking technology is the process of transforming banking information based on methods of collecting, registering, transferring, storing and processing data in order to ensure the preparation, adoption and implementation of management decisions using personal and computer technology. In the financial and credit system, IBTs contribute to the timely and high-quality performance of banking functions, and also significantly increase the level of management of both the banking system as a whole and each bank and are the practical implementation of information banking systems (ISS), but the technology itself will be ineffective without an appropriate system. but in modern conditions it is not viable.

At present, the systems offer consumers almost the entire range of services available to clients at the bank's office. Today, remote service has become one of the usual and mandatory components of banking services.

Owing to the possibility of remote access of clients to their accounts, the bank eliminates the need for the costs of maintaining personnel and premises necessary for the implementation of traditional customer service, which means that the bank's costs associated with conducting operations are significantly reduced. Of course, the organization of such a service requires investment, but the costs associated with the launch of such a system are an order of magnitude lower than the costs associated with the opening of additional bank offices. Unlike a bank office operating within the same region, the remote service system allows you to use the bank's services from almost anywhere in the world, which gives a new degree of freedom to both the bank and its clients. It should be added that the positive effect of the implementation of a remote service system will manifest itself if this solution meets the requirements of the bank for systems of this class.

The optimal organization of banking services, products and business processes is possible in the context of an integrated approach to the automation of information technologies, taking into account the prospects for the development of banking, on the basis of fully integrated ABS. In such systems, the entire range of banking technologies is implemented in a single information space for intra-bank and non-bank interaction.

Summing up, it can be stated with confidence that far from all the necessary management and accounting tools have been created for banking, and therefore new interesting developments in this area can be expected soon.

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The use of information technology in lending operations. Bank information technology

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Introduction

New technologies are helping banks, investment firms and insurance companies to reshape customer relationships and find new ways to generate profits.

The purpose of this work is to consider the process of automating banking operations.

Chapter 1: Goals and Objectives of Banking Automation

Currently, banking information systems can automate almost all aspects of banking.

Automation of banking operations is the use of electronic and mechanical devices, economic and mathematical methods and control systems for processing, accumulating, analyzing and transmitting information about cash payments, settlements and other financial and credit operations over a distance.

The positive effects that automation usually brings can be divided into two categories:

1. Effects of the automation process

o Organize the available information about the automation object

o Develop a consistent view of the automation object

o Detect bottlenecks in the automation object

2. The result of automation

o Standardization of work technology

o Increase in the amount of available analytical information

o Reducing the organization's dependence on specific performers

o Increase the "bandwidth" of each specific performer.

The main goals of implementing banking automation systems are:

improving the quality of customer service;

- expanding the range of services provided to customers directly in the bank;

- accelerating the processing of payment documents, reducing the time for transactions, increasing the throughput of the institution;

- ensuring high reliability of banking operations through a combination of various types of automatic and visual control;

- increasing the labor productivity of the bank's personnel; reduction in the number of personnel engaged in low-skilled, routine operations;

- advanced training of bank personnel and convenience of work;

- achieving security of operations and protection of information from unauthorized access and abuse.

Information systems management.

Information management systems, or MIS (Management Information System), have recently acquired great importance abroad, and Russian financial organizations are gradually beginning to use them. Let's consider the principles of construction and the basic functional content of such systems.

The principles underlying the Management Information System can be summarized in six key points:

· Ease of provision of information and its use. Information should be provided in various ways - in graphic, text, hypertext forms - and have advanced search, selection and sorting tools, flexible customization of their display;

· Efficiency of information provision. Management accounting data should reflect the real state of the credit institution at the current moment, the system should provide prompt data update when the primary accounting information changes;

· Prompt responses to queries and the ability to randomly select data. Data should be structured and formalized; if necessary, the user should receive transcripts and additional information with the required level of detail for all indicators and items of management accounting;

· Integration with the bank's office system, accounting automation system. The system should provide prompt access to both accounting and financial accounting data and personnel records, as well as to the organization's personnel management tools;

· The ability to draw up accounting data in accordance with international accounting standards GAAP and IAS.

The functional composition of the Management Information System may vary depending on the size of the bank, the number of specialists working in it, the organizational structure and technology of activity. Typically, the Management Information System includes the following functional blocks:

· Management accounting system;

· Management of liquidity, assets and liabilities. This block should be built on the basis of various methods for assessing the bank's liquidity, provide forecasting of trends in liquidity;

· A unit for analyzing profitability (the bank as a whole, individual banking products, individual business processes and business structures);

· The bank's budgeting system (analysis of the distribution of income and expense items both for the bank as a whole and for individual structural divisions). The system should provide not only the design of the budget, but also the control over its execution;

Many banks are striving to introduce such a system, as it is currently the most adequate tool for banking management.

To achieve these goals, it is necessary to solve a number of main tasks with integrated automation:

1. Unification of software and hardware

2. Ensuring the management of the bank's resources

Operational management of bank finances and organization of financial flows in real time are impossible without the use of automated systems. Therefore, one of the main tasks of automation is the development of tools for workflow and information exchange, human and material resources management.

3. Introduction of electronic technologies for customer service

One of the areas focused on attracting customers and expanding the range of services is the introduction of new, modern methods of customer service into everyday banking practice. These methods should primarily include the technology of electronic banking.

4. Ensuring information security

Information security.

The causes of violations in the organization's information system are, as a rule, either erroneous actions of users or deliberate attacks on the system. In the latter case, the goal of an attacker may be to obtain information, perform any action, or destroy a system or part of it.

Let us dwell in more detail on the most common cases of violations and failures in the information systems of credit institutions, as well as methods of protection against them.

Another very painful user error is the incorrect launch of any large process, for example, closing a trading day or revaluing currency funds. These kinds of errors usually cause disruptions in the entire organization, delays in customer service.

· Additional visual control of documents for large amounts (over a certain predetermined level);

· Grouping of documents into bundles of no more than 30-40 pieces;

· Parallel independent input of key details of all (or at least external) payment documents.

Secondly, the system is configured in accordance with user rights, i.e. his access to operations should be limited to certain conditions and controlled parameters.

Thirdly, a clear regulation of the actions of employees in the event of erroneous operations is being introduced.

Fourthly, the professional development of employees using computer technology is regularly carried out.

The most vulnerable link in the bank's information system to unauthorized actions is automatic group transactions, the amount and accounts of which are usually not subject to close control. Let's consider some of these operations.

Theft across the system client-bank. Due to the special attention paid to the protection of this system and the additional control of the passing amounts by the client, attempts of such an attack are usually in the nature of a one-time theft of a large amount.

Based on this, as a protection, it is recommended to limit for each client the maximum daily volumes of payments made through the client-bank system and regulate the mandatory daily control of the client's statement, even in the absence of payments.

5. Improving the efficiency of automation costs

The unification of hardware and software across the bank will reduce costs not only for the acquisition, but also for the implementation and maintenance of automated banking systems.

6. Professional development of employees

The creation of an information system, the use of modern banking automated technologies imposes increased requirements on the personnel of the bank's divisions. This applies to both engineering and banking employees.

Chapter 2. New promising information technologies used in banking

Automation of information and other technologies of the bank contributes to the solution of strategic tasks. The main areas in which the automation of customer service affects the competitive position of banks are cost reduction and an increase in the quality of service.

It is convenient and efficient. Internet banking is considered the cheapest way to pay for services, of course, if the client has a computer and is connected to the Internet. Internet banking works mainly in large banks: Sberbank of the Russian Federation, Alfa Bank, VTB-24.

The range of operations that can be carried out through Internet banking is quite wide. Internet banking allows at any convenient time, and most importantly, to instantly make most of the banking operations.

Another area of ​​improving information banking technologies for interaction with customers is the use of international electronic cards.

Systems of universal social electronic cards give citizens access to public services.

Also, among modern banking technologies, the following are distinguished:

interactive technology and home services using a personal computer, display telephone or interactive television;

smart cards (smart-card);

processing of images of payment checks. The new technology is intermediate between fully automated paperless banking technologies, which still cause discomfort for many customers, and older, less efficient paper technologies that require significant technical staff.

Banks also use voice recognition systems that are used in automated information service systems. With their help, oral communication can be conducted not by telephone, but with the help of a computer.

The development of banking technologies led to the fact that the client was able to manage his own bank account from a distance.

For these purposes, you can always use the following methods:

1. E-banking - work with an account through a personal computer.

2. Internet banking - settlement transactions using the Internet.

3. Mobile banking is a technology that allows a client to use a cell phone to manage their deposits and bank accounts, receive information about transactions, current account status, etc.

Another area of improving information banking technologies for interaction with customers is the use of international electronic cards.