政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/143816

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/143816

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政大機構典藏 > 商學院 > 科技管理與智慧財產研究所 > 學位論文 > Item 140.119/143816

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题名:	我國銀行業者因應金融科技浪潮之數位轉型需求的新資訊系統建置個案研究 – 以台北富邦銀行與國泰世華銀行為例 A Case Study of the New Information System Construction of Taiwan`s Banks in Response to the Digital Transformation Needs of the FinTech Wave – The Cases of Taipei Fubon Bank and Cathay United Bank
作者:	黃俊方 Huang, Chun-Fang
贡献者:	吳豐祥 Wu, Fong-Siang 黃俊方 Huang, Chun-Fang
关键词:	銀行業金融科技數位轉型新核心資訊系統資訊系統開發流程專案管理風險控管 Banking FinTech Digital Transformation New Core Information System Information System Development Process Project Management Risk Control
日期:	2023
上传时间:	2023-03-09 18:33:07 (UTC+8)
摘要:	金融科技的出現對傳統金融業造成莫大的衝擊，尤以對銀行業者之衝擊最為顯著，Bank3.0和Bank4.0的出現使得傳統分行作為主要媒介的金融服務轉而被各式行動裝置取代，人們不再需要分行，而是更隨時隨地的體驗金融服務，數位轉型也因此成為各家銀行在未來發展的首要目標。當前大多探討銀行業者在數位轉型成效的文獻主要以消費者體驗、監理環境、內部資源使用、組織、科技賦能等面向出發，甚少從基礎資訊設備的角度來進行探討。近年來，各家銀行業者紛紛對其核心資訊系統進行革新，為了解決開發效率不足的問題並適應更開放的金融環境，各式新興科技和技術的應用成為銀行業者汰換原系統的重要考量，其中如中台技術、雲端、容器化等技術之應用，使得銀行在原本的系統運作方式上產生劇變。而金融科技浪潮後，大量的新興金融科技公司和科技巨頭如雨後春筍般地加入金融產業內，他們擁有更加靈活的開發效能以及成熟的科技應用，能夠滿足消費者即時的需求變化，兩者的參與加深了銀行業者在轉型過程的危機意識。南山人壽在2018年為新核心資訊系統的建置拉開序幕，儘管最後因建置過程中的種種缺失而致以失敗告終，卻為金融業者在新核心資訊系統的建置拉起警訊。而當前在金融產業的核心系統建置上，又以銀行業者最為迫切，數家銀行業者陸續在近幾年完成系統的轉換，也在過程中面臨了如時程延宕或團隊衝突等問題。回應了由於使用年限長的特性，造成在建置新核心資訊系統上，專案管理者及團隊大多較無經驗，而衍生了專案管理上的風險。本研究以新核心資訊系統作為銀行業者在數位轉型的新資訊系統建置目標，透過探討其考量因素、建置流程、以及專案管理的風險控管檢視銀行業者在建置上的模式。以三個構面對台北富邦銀行與國泰世華銀行進行深入的個案探討，整合訪談內容及次級資料，分析銀行業者在面對金融科技浪潮的影響下，如何考量新核心資訊系統的特性及管理行動。本研究所得到的主要結論如下：結論一、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會透過核心系統與周邊系統的交互運作、獨立部門的設立、內部開發和外部導入並行模式的採行、週期性會議的舉行、以及微服務導向的作為等方式，來降低專案的目標複雜性並提升成功率。結論二、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會因「以客戶為中心」的服務理念，而強調各種新科技的運用與整合，也會在外部合作廠商的選擇上，以其科技能力的高低做為評選的關鍵。結論三、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會因為「策略發展方向」和「目標」的不同，而在專案管理重點和程式語言的選擇上有所不同。結論四、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會透過完整之系統整合測試、壓力測試和平行測試以及多管道、高頻率的溝通來維護客戶在系統上線後的權益，此外，也會逐步降低對外部廠商的依賴性，以提升員工在系統維護上的主導性。結論五、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會受到組織環境風險、階段需求風險、時程控制風險、團隊風險、以及技術複雜風險的影響，惟不同的業者在組織環境風險以及階段需求風險上所重視的方向會有所不同。結論六、因應金融科技的浪潮，銀行業者在新核心資訊系統的建置上，會強調風險因子的識別，監督與管控風險機制的建立，與系統化風險管理工具的運用，以提升系統建置的成效。本論文最後說明本研究在學術上與實務上的貢獻，以及後續的研究建議。 The emergence of FinTech has caused a great impact on the traditional financial industry, especially for banks, which are the first to bear the brunt. The digital transformation has become the primary goal of banks in the future. The emergence of Bank 3.0 and Bank 4.0 has led to a shift from traditional branches as the main medium for financial services to various mobile devices. People no longer need branches, but more digital services anytime and anywhere, so digital transformation has become the primary goal of all banks in the future. Most of the current literature on the effectiveness of digital transformation in the banking industry focuses on consumer experience, supervisory environment, internal resource usage, organization, and technology empowerment, but rarely from the perspective of information infrastructure. In recent years, banks have been innovating their core information systems. In order to solve the lack of development efficiency and adapt to the more open financial environment, the application of various emerging technologies and techniques has become an important consideration for banks to replace their original systems, among which such as Middle Platform, cloud, containerized applications have significantly changed the way banks operate their systems. In the wake of the fintech wave, a large number of emerging fintech companies have sprung up to meet the changing needs of consumers in real time through more flexible development performance and sophisticated technology applications, heightening the awareness of crisis among bankers in the transformation process. Nan Shan Life Insurance Company kicked off its new core information system in 2018, but although it ended up as a failure, it was a wake-up call for the financial industry to build a new core information system. Several banks are completing the conversion and are facing problems such as delays and overloads in the process. This is in response to the long service life span of the original core information system, which has caused project managers and teams to be inexperienced in the implementation of the system and has led to project management risks. This study examines the new core information system as a new information system implementation target for bankers in the digital transformation, and examines the model of bankers` implementation by exploring its considerations, implementation process, and risk control of project management. We conducted a three-dimensional case study of Taipei Fubon Bank and Cathay United Bank to analyze the characteristics and management actions of the new core information system in the face of the FinTech wave by integrating the interviews and secondary data. The following conclusions are presented: 1. In response to the wave of FinTech, banks are building new core information systems to reduce the complexity and increase the success rate of their projects through the interaction between core and peripheral systems, the establishment of independent departments, the adoption of parallel models for internal development and external import, the holding of periodic meetings, and the adoption of microservice-oriented practices. 2. In response to the wave of FinTech, banks will emphasize the use and integration of various new technologies in the establishment of new core information systems based on the "customer-centric" service concept, and will also choose external partners based on their technological capabilities. 3. In response to the wave of FinTech, bankers have chosen different project management priorities and programming languages for their new core information systems depending on the "strategic development direction" and "objectives". 4. In response to the wave of FinTech, bankers will build new core information systems through complete system integration testing, stress testing and parallel testing, as well as multi-channel and high-frequency communication to protect customers` rights and interests after the system goes online. 5. In response to the wave of FinTech, bankers will be affected by organizational environment risk, stage demand risk, schedule control risk, team risk, and technology complexity risk in building new core information systems, but the direction of organizational environment risk and stage demand risk will be different for different banks. 6. In response to the wave of FinTech, banks will emphasize the identification of risk factors, the establishment of risk monitoring and control mechanisms, and the use of systematic risk management tools in the establishment of new core information systems to enhance the effectiveness of system construction.
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