Questions/Answers

Objectives – To accelerate growth in the areas of industry, energy, mining, housing, agriculture and logistics in order to Attain Kingdom’s Vision 2030 and NTP Programs. This project TAMKEEN has been designed to be in line with Saudi Vision 2030, had undertaken an assessment of its strategic directions and aspirations, and as a result, had formulated the following objectives: 1. Create Transformative Sectors 2. Develop Competitive Enterprises 3. Support Strategic Initiatives What issue or challenge it aims to address: Serves to the attainment of the Kingdom’s Vision 2030 and NTP Programs. In order to attain and target SIDF put out all efforts to maintain its pioneering role in the development of the local industrial sector and keeps up with the latest developments. It manages this goal by pushing for integration with government entities and expands the reach of its support to cover a number of promising sectors in the areas of industry, energy, mining, housing, agriculture and logistics. While it is focusing to provide the offering loan, Operational productivity and operation transparency level have been enhanced after adoption of on-line loan application which includes status tracking and immediate data verification. The customer experience has been enhanced and business process re-engineering has been reinforced. This initiative integrates with other ministries and government bodies and helps accelerate online linkage with a fast pace. SIDF has taken significant steps to enable industrialization in the Kingdom, including streamlining and enhancing the loan application and evaluation process, introducing and adopting various e-solutions for core business process and support services, launching the SME (Small & Medium Enterprises) scale – up debt program, and increasing SIDF‘s capital from SAR 65 to 105 Billion to increase its funding capacity. TAMKEEN SYSTEM maps all these themes and help to accomplish the strategic objectives of SIDF, in addition to promote Digitization .

Goal 8: Decent Work and Economic Growth . Goal 9: Industry, Innovation and Infrastructure 8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation. 8.3 Promote development-oriented policies that support productive activities, creativity and innovation, and encourage the formalization and growth of small ,medium-sized enterprises. 8.9 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products. 8.10 Strengthen the capacity of domestic financial institutions and other organizations. 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency. 9.b Support domestic technology development, research and innovation as well.

8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation Achieve higher levels of economic productivity through diversification, technological upgrading and innovation and serves to the attainment of the Kingdom’s Vision 2030 and NTP Programs. 8.3 Promote development-oriented policies that support productive activities, creativity and innovation, and encourage the formalization and growth of small ,medium-sized enterprises. It attains this goal by pushing for integration with government entities and expands the reach of its support to cover the areas of industry, energy, mining, housing, agriculture and logistics. 8.9 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products More impetus , is given to promote tourism and an investment destination by supporting polices. 8.10 Strengthen the capacity of domestic financial institutions and other organizations. By tying up with Housing and Agriculture ministries , we have improved their capacity by financial support. 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency. More importance given to Energy saving projects , by making them sustainable 9.b Support domestic technology development, research and innovation as well. SIDF is a government entity which provides financial, technical, and marketing support to industrial project

Economic In order to promote our Community , the Country has devised Saudi Vision 2030 ,devised a Future State Operating Model Social SIDF contributes effectively to enhanced knowledge on issues of concern to Saudi industry with the intention to contribute to the sector development. To this end, SIDF conducts on periodical basis industrial, sectoral, and marketing studies on industry's performance, obstacles and challenges, on focusing on strategic issues. Environmental Several Services been activated and integrated to the Tamkeen system to ensure seam less services to provide updated information to initiate actions. less documentation and minimum paper work to ensure environmental protection .

Country – Saudi Arabia Region – All We had the following Significant Shortfalls and issues : - Different systems to cater to different tasks & departments and there were no integration between them. - No Hierarchy based approval available for all crucial processes. - Not fully integrated with outside agencies web service network for data validation. - No outside portal was existing for two-way communication between Clients & Our Business Users. - No Dedicated Customer Service to cater to Customer Relationship Management - There was no automatic integration with customer service to the business users to answer customer queries. - Delay in core business operations and lack of tracking system - Difficult to specify the performance indicators - Paper work and manual proceeding We had addressed the above by implementing TAMKEEN System. A full-fledged robust system with SAP as a back end engine, and BPM XL as a front-end portal, besides a CRM plus Client Interactive module with connectivity with all the relevant external agencies. SIDF has implemented a robust and interactive system with Web services like SIMAH, Client portal development. We have implemented the Best SAP Niche Modules like CRM, CIC along with BPM, CML & BCM providing SIDF as a a One Stop Solution for all the Business Needs of the Organization.

Not Applicable

Target Groups: Role in the development of the local industrial sector developments. expands the reach of its support to cover several promising sectors in the areas of industry, energy, mining, housing, agriculture and logistics. Initiative improved outcomes : SIDF manages +4000 investors covering decisions for Preliminary Loan Requests 154 applications with investments exceeding SR +10 billion. There are 106 Loan Applications submitted, 251 Disbursement Claims achieved, and 25 Loan Reviews completed. While it is focusing to provide the offering loan, Operational productivity and operation transparency level have been enhanced after adoption of on-line loan application which includes status tracking and immediate data verification. The customer experience and business process re-engineering has been reduced by 60% Less time to process loan applications and 70% Less time for loan disbursements which is increased the Client Satisfaction (3.98/ 5.00 captured via client portal). This initiative integrates with other ministries and government bodies and helps accelerate online linkage with a fast pace. We have developed a solution ,extremely user – friendly , robust , innovative, latest technologies, seamless integration with multiple agencies, which can be highly recommended to any customers with similar businesses. Outside Clientele is able to communicate two – way with SIDF .

Key developments and steps The collection of business requirements are gathered during the “Business Blueprint” stage, when the needs of the project are harvested and planned for implementation during the next stage. Requirement gathering business workshops was also conducted. The business requirements are collected through ‘Business Analysis Team’ structured especially for the collection of the business requirements. IT User, Business Analysis Team and IT Applications are involved in the requirements definition. All the business processes (core processes) relating to the project were renamed and redefined while breaking down from Level 1 to the last level. Monitoring and evaluation activities The project was set up to use the Project Management Institute (PMI) methodology and SAP’s proven ASAP methodology, which suggests that certain activities are performed in certain stages of the project. AGILE Methodology was followed to achieve the understanding. The Project Management Office was involved with all stakeholders, IT, Business, Infrastructure, Enterprise Architecture, Business Analysts & Management during the implementation. The Project Management Office of SIDF and Vendor were engaged in a dedicated project manager level weekly meeting to align on the project progress and record all the action items, conversations in a Project log. This project log was a primary driver to protect the progress of project. Chronology The preparation phase provided the initial planning and preparation for the project and a team was assigned, and work was started to execute the project optimally. We followed AGILE methodology and cut the Project into Phases. Phase 1 Catered to the Client Portal and Phase 11 to the User Portal. In this manner, we were able to reduce the implementation time , giving more time to stabilize the Client Portal to the End Clients. These User Stories went through Demo Phase, QAT & UAT phases and then bundled into one full blown Scenario.

Obstacles encountered - .The entire project was broken down in User Stories and had to face a lot of integration issues. The BBP did not cover many of the scenarios and will covered later.. A proper Project plan was not able to follow, since we were following Agile Methodology using User Stories and lot of deviation existed. How they were overcome: We requested the Vendor to provide us a Collection into one individual consolidated scenario to test the integration. Integration testing were done simultaneously and had requested the Vendor to provide a Supplementary BBP in phases accordingly.

Country – Saudi Arabia Region – All Standard SAP Solutions like CML,BPM & CRM were implemented and in addition , we had utilized other technologies like UI5, Jason, Advanced Java , Analytics BI. The new solution refers to the four main subsystems, CRM, LMS (BPM-XL), CML and BIBO (Business Intelligence, Business Objects) for core processes This solution combination in itself is highly innovative both from the Technical and well as with respect to the financial industry. Because it addresses all our issues and provides us, a robust and seamless integrated system, with the usage of the World-class SAP system.

We have won the Prestigious Award “SAP Gold Partner “ in the MENA Region and SAP Bronze Award for Europe Region. We also won the Steve Awards for Digitization the year 2021 and also IDC Awards this year. This has inspired many similar organizations to bring more innovative techniques into their fold. We have developed a COTS solution opened opportunities for integration with other technologies such as MDG, BI and launching a Mobile Version and this initiative has inspired many government entities with whom we are tied like the Ministers for Housing, Agriculture and Defense on a tie up basis.

This innovation provides: • Process standardization reduces cost of creating, marketing and servicing a loan • Fully automated end to end core business process • Easily adapted new roles for Relationship Management, Portfolio Management and Credit Risk • New financial products seamlessly configured, with various levels of complexity and differing business rules • Single source of truth through MDM (Golden Record) • Predictive analytics through enriched and normalized data and AI • Mature platform (Process Integration/Orchestration) for easy integration between systems and entities • Implemented digital signature for contracts • Automated credit check and enhanced appraisal process • End-to-End quick and accurate Automated Disbursement Process with FICO and BCM integration

Not Applicable

Not applicable

The first group were the resources belonging to the vendor. These were assigned to the project by the vendor according to their skill set. The vendor was responsible for training and onboarding their resources effectively. The second group of resources were assigned by SIDF to carry out the client tasks such as requirements gathering, quality testing and user testing. The technical and quality testing resources were managed by the IT Department. SIDF-ITD has well defined selection process and criteria about the vendors/partners as managed by Support Services Department of SIDF. It is applicable throughout the whole projects including SAP projects.

SIDF has taken significant steps to enable industrialization in the Kingdom, including streamlining and enhancing the loan application and evaluation process, introducing and adopting various e-solutions for core business process and support services, launching the SME (Small & Medium Enterprises) scale – up debt program, and increasing SIDF‘s capital from SAR 65 to 105 Billion to increase funding capacity. This project TAMKEEN has been designed to be in line with Saudi Vision 2030, had undertaken an assessment of its strategic directions and aspirations , that has led to initiative sustainable over time, in financial and institutional terms.

是

Internally :The basis and technical documents produced by SAP developers during the project execution are reviewed by ITD technical and quality assurance teams. Further, an internal QA team was set up for the different modules with expertise for internal testing, error handling, Unit Testing, Input from users. Regarding Quality Assurance, we have identified the different quality gates at different stages of the project life cycle. Test Strategy, Test Plan & well-defined Test Cases are being maintained to ensure the quality of the outputs of SAP solutions Externally We had the SAP AE team in different phases of the project.

We have followed AGILE Project methodology for this project implementation. The Project was. broken down in Phases. Phase 1 was dealt with Client Portal and Phase II was dealing with User Portal (Tamkeen), VSTS (Microsoft tool VSTS was used to track the activities. A Daily Scrum meeting was conducted to record the Project Progress and meeting minutes circulated. There was a dedicated QA testing environment both in Client & User Portal. Unit Testing, Integration Testing & Sanity Testing is carried out. QAT was introduced between vendor functional testing and business users UAT to ensure the quality of delivery to business.

Evaluation Findings : Risks were managed at the outset by transferring the risks identified before the project was approved, onto a Risk Register, maintained by Project Management Office (PMO). During the lifecycle of the project, this Risk Register was reviewed by the project managers (one from SIDF and one from the vendor) at least weekly and amended accordingly. This Risk Register was then exposed to the project stakeholders and distributed after PRM & Steering Committee Meetings. A Mitigation plan was also prepared and circulated for better follow up. Scope Creep: - The requirements were documented after the requirements gathering workshops, and the documentation was formally signed off by the business users. Therefore, any deviations from these requirements could be clearly identified and were managed through the change control process that had been previously agreed between SIDF and the vendor. Testing Duration: The testing strategy was documented and agreed beforehand, and test plans were documented for the various testing stage. This documentation was distributed to all resources involved in the testing stages to be sure that expectation levels were set appropriately. The testing progress was then managed by the Test Manager who reported to the Project Managers to take effective action to ensure.

SIDF Has developed a Smart Application called “ TAMKEEN” which address the Kingdom Strategic Programs which are providing the leading directions for all sectors including Businesses and hence Saudi Industrial Development Fund (SIDF): Saudi Arabia's 2030 vision – Programs • National Transformation Program (Delivery Plan, 2018-2020) • Improving Economic enablers • Achieve Governmental Operational Excellence • Develop e-Government • Improve Quality of Services Provided to the Citizens • Enhance Transparency Across Government Entities Under ‘SIDF Transformation Program’ (processes automation at the maximum extent), it was decided by SIDF top management to use SAP products/ solutions. So SAP solutions were selected to address the need for digitization of supporting processes like Relationship Management, Portfolio Management, Technical Studies, Marketing Studies, Loan Coordination, Communication, Finance and Legal Departments, and their associated Analytics for quicker decision-making. The following programs were also covered under our projects • National Companies Promotion Program • National Industry Development and Logistics Program (NIDLP) • Accelerate Energy, Industry, Mining and Logistics businesses Besides for providing a better experience for customers many initiatives include diversification of SIDF’s products and services, growing business development, creation of a Front Office team, modernization of systems, digital distribution, and development of a comprehensive MIS. The SIDF Strategic Objectives in aligned with Ministry of Housing, Agriculture and Defense for example as.

Below is the list of stakeholders: Internal stakeholders: IT department PMO office External stakeholders: SIDF management SIDF Core Business Users The Project Management Office was involved with all stakeholders, IT, Business, Infrastructure, Enterprise Architecture, Business Analysts & Management during the implementation. The meetings are conducted weekly to govern the effectiveness of the project organization, communication plan, meeting structure and escalation path to ensure the project effectiveness well managed. The Project Management Office of SIDF and Vendor were engaged in a dedicated project manager level weekly meeting to align on the project progress and record all the action items, conversations in a Project log. This project log was a primary driver to protect the progress of the project. The project organization was based on a vendor/client model, involving the vendor working both on-site and remotely. This project organization model was maintained throughout the project, although personnel change during the project. No major changes were required because the robust governance model was implemented which eliminated major escalations and changes in the project organization during implementation phase. The project team had full authority to run the project on a day-to-day basis. Any conflicts between SIDF and the vendor, or any major issues arising, were escalated to the higher management via the documented escalation matrix.

BBP should document all the business requirements, in the initial sessions instead of documenting or postponing in the future sessions bringing in misleading information. Integration testing was not taken seriously, and it was not given the right priority. User Story concept were not very successful, as the business users were unable to conceptualize the entire scenario to users. We monitored each User Story and we requested the Vendor to provide us a Collection into one individual consolidated scenario to test the integration. We have requested the Vendor to provide a Supplementary BBP to cover all the missing portions. The entire project was broken down in User Stories , which means that process were in bits and pieces and built together will form a specific scenario. For Example: The Client portal consists of different tabs for Technical, Marketing and Financial departments, but were managed separately. The end to end Scenario were done once the entire User Stories relating to a particular scenario was completed. Hence we had to face a lot of integration issues. Th e BBP did not cover many of the scenarios and were mentioned that the actual requirement gathering will done during the implementation phase.