DITI Monthly Updates 202409-V0.2

Monthly Updates
Group Digital Information

Technology and Innovation
(DITI)
October 2024
Overview of Project
Statistics & Status
7
Projects
8
Go-Live Trends
4 4
Pipeline initiatives 3
Overview
2
in Nov 2024
Apr-24 May-24 Jun-24 Jul-24
2 4 1 6
JOB => less than 1 month of 4 7
combined total effort Requirement Procurement Implementati Testing
Phase Phase on Phase Phase
Workstream => between 1 month
to 3 months of combined total
effort
PROJECT => over 3 months of MCB/

combined total effort Retail, multi-
13 BU, 12
-------------------------------
Red => Serious issues, dates
being missed, recovery plan
required
Amber => Some issues, being

managed, needs to be closely Rest of BU, 35
monitored 8
Active initiatives by BUs
12 for MCB/multi-BU 11 for Retail 35 for rest of the

• Mobile/Internet • G&G Migration • BUs
MMQR
Banking Migration • New Biller onboarding at • Datawarehouse Solution
• Digital LOS Retail E-service Discovery
• Agency Banking • Advanced Warehouse • PAL Automation Digitization
• + 9 more… System • + 32 more…
• + 8 more…
9
Key Highlights
14
PROJECT
Project Ko Nay Lin Phyo Project Ma Thitsar

Sponsor Manager
Timeline End of May 2025 Budget
End of Sep 2025
Project Description
• Why – To mitigate the end of support risk of existing AX R3 system as well as to
ensure the solution to accommodate to providing benefits of retails business such
G&G as: 1) Inventory Management 2) Product Assortment & Price Management 3)

Integration (user friendly) 4) Greater business intelligence 5) Business Process
Enhancement by utilizing system 6) Enable Loyalty & Promotion integration
Migration •
•
How – Implement integrations and migrate AX 2012 R3 to Microsoft Dynamic 365
Who – DITI PMs, In-house ERP Technical & Functional Team, G&G Management,
Project •
•
Noventiq + YVS
When – End of Aug 2025
Where – G&G Retail BU
Key Highlights
•Allocated and confirmed with the relevant team for solution workshop activities.
•Completed the Windows 10 upgrade on the Diebold sample POS to meet D365 requirements.
•Outcome for agenda questions related to CRM and store operations in advance.
Upcoming Activities
•Conduct Unit Testing: Move the code to the new VM to test the current D365 F&O production and the latest
D365 F&O code package. (This will complete the Unit Testing and conclude Milestone 2 activities.)
•Continue with the planned workshop activities as scheduled.
•Use the D365 demo environment for the system walkthrough.
• Send a list of questions to G&G users before the workshop to allow for review and preparation.
15
Project Charter – G&G ERP Migration
Business Case / Problem Statement Key Stakeholders
• To mitigate the end of support risk of existing AX R3 system as Sponsor Nay Lin Phyo
well as to ensure the solution to accommodate to providing System Owner Thet Maung Chaw
benefits of retails business.
Project Manager(s) Thitsar Eain
• Current Microsoft Dynamics AX R3 has difficulties for
Business Stakeholders G&G
extensibility.
• Current Microsoft Dynamics AX R3 has performance issue.
Expected Outcome Technology Sai Lin Naung, Thet Maung Chaw
Stakeholders
• Expose the information to other parties for integrations.
• Rich features. Extended Project Ma Lwin May Thu , Ko Phyo Pye Chan Thar, Ko Aung Lin
• Ease of use. Team Thu, G&G core team.
• Good performance.
Key Milestones Planned Actual
Project revisit Nov 2023 Nov 2023
Projected Benefits (Return of Investment)
Procurement Mar 2024 Mar 2024
• Better in customer engagements.
• 3rd party integrations. Vendor selection Apr 2024 May 2024
• Expand the features. Legal Apr 2024 Aug 2024
Project implementation May 2024 16 Sep 2024
Go Live ERP Sep 2025
Risks to Project Help Needed Go Live Stores Oct 2025
• Budget (within Budget) • Budget to be allocated In Scope Out of Scope
• Timeline • Resource planning • Reference Functional Requirements and • Microsoft License
• Resource BRD Outline. • Microsoft related costs
• POS specification
• Direct Supplier App For D365
upgrade
12/22/2024 16
Schedule & Weekly Updates - G&G ERP Migration
Time Line View

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 Project
3 Vendor Payme Upgrade from AX2012 to
Initiation –
Revisit
Selection CDSG & Noventiq YVS Contract Nego nt D365FO
2 Project Planning – Revisit process
& Pre Kick
4 CDSG Review Process [Legal + Procurement]
kick off Off
Weekly Status / Comments / Remarks View
Current Status
•Resent data collection request to YVS for the Executive Dashboard. (Note: Discussion with management is planned regarding the Executive Summary Dashboard
overview.)
•Created a new VM and restored the WMS backup database (40% completed and still processing)
•Restructure CDSG model codes to align with D365 F&O.
Testing and installing D365 in the G&G sample POS.
Outstanding:
• Resent final report template and dashboard after G&G working internally.
• G&G to prepare one VM with the D365 Production Database and latest code package to proceed with the next steps (outlined above) for the code
upgrade.
Comments/Remarks
• Decision-Making on WMS Solutions: The team has identified three WMS options, making a final decision depends on management's direction. (Estimate time to provide by Votiva- 2nd
week of Nov,2024) -Still in Progress .
Weekly Risk View

Risk Mitigation Plan Contingency Plan
Timeline Pay attention to detail to dig out the Make current AX stronger. Budget is already subjected
possible scenarios. for D365.
CRs Project the budget. Go detail for the Make priorities and divide it into the phases. 17
requirements.
G&G project plan with milestones
We are
here
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
2024 2024 2024 2024 2025 2025 2025 2025 2025 2025 2025 2025 2025 2
1 2 3 4 5 6 7 8 9
M10
M9
M8
Suppor
Go- t
M6
Kick off live
meeting M4 M5 M7
(16/09/202
4) M3
M2
M1
M1 (Sep 29–Oct 2, M2 (Oct 3 to M3 (Nov 22 M4 (Jan 15 to M5 (Feb 12 to M6 (Jun 3 to Jul M7 (Jun 3 to Jul M8 (Jun 16 to M9 ( Aug 18 to M10 After go
2024) ~ 2W Nov 21, 2024 to Jan Feb 11, 2025)~ Jun 2, 2025)~ 4, 2025) ~ 4W 4, 2025)~ 2W Aug 15, 29, 2025)~2 W live date
2024)~ 7W 14 2025)~ 8W 4W 14W 2025)~9W
Environment Upgrade from Solution Blueprint Solution Prepare for User Training UAT Prepare for go Support
preparation AX2012 to Workshop Document Development Deyployment • Conduct Key • UAT live (6 Months)
• Prepare back up D365FO • Conductio • Blueprint • Solution • Training User training Scenarios • Production • Post Go live
AX2012 DB • Perform n solution Document config setup Environemt • Key users preparation environment support
• LCS Service Code overview create • Develop • Training training • Conduct preparation • Month end
setup upgrade • Requirmen • Blueprint New GAP Document confirmation UAT • Opening close
• Upgrade Analysis tasks t solution Document • Develop • Master data • Review • UAT Sign off balance support
- AX2012 • New code mapping Review New preparation update after prepare • Stores
Preparation works develop to • Requireme • Blueprint Integration • Master data training • Opening rollout
• Code upgrade compatible nt Document • Unit testing import balance support
analysis - Code with D365FO confirmatio sign off • Functional import continue
upgrade works • Unit testing n testing
Myanmar Holidays (Thadingyut , PIC: G&G/CDSG Payment Milestone Total Duration Week : 49 18/9
New Year, Thingyan) PIC: YVS
PROJECT
Project Kyaw Myo Thet Project Phyo Pye Chan Thar

Sponsor Manager
Timeline End of November 2024 Budget In-house
End of December 2024
Project Description
• Why – Auto Scaling to control maximum performance with minimum operational cost
• How – To upgrade Mobin Fin Platform 5.1.0 to 5.1.5 backend environment
Mobi Fin •
•
Who – DITI PM, DITI Tech Team: QA , Config , Release & Deployment , CCN Product
Manager and Management
When – Target by Go-Live by end of November 2024
5.1.5 • Where – CTZ Pay
Platform Key Highlights
Upgrade •
•
Awaiting MS approval for Cloud Ops
New UAT Env Setup
• Received a new UAT Built form from Panamax, meant to be updated based on
business integration data.
Upcoming Activities
• QA Testing in new UAT Env

• NF Testing [Load Test & Stress Test]
• Internal UAT testing alignment meeting scheduled for the new UAT build and new
feature updates from the Panamax Team
23
Project Charter – Mobi Fin 5.1.5 Platform Upgrade
• Without auto scaling, the mobile wallet system risks
Sponsor Kyaw Myo Thet
inconsistent performance, higher costs, and lost customer trust,
which can ultimately impact business growth and revenue System Owner Hla Thein tun
Project Manager(s) Phyo Pye Chan Thar
Business Stakeholders CCN
Expected Outcome
• Auto scaling ensures that mobile wallet platforms remain responsive, cost- Technology Sai Lin Naung, Kyaw Myo Thet , Hla Thein Tun
effective, and reliable as usage fluctuates, improving overall performance Stakeholders
and user satisfaction. Extended Project Zin Wai Tun
Team
Projected Benefits (Return of Investment) Informed the vendors Mar 2024 Mar 2024
• Dynamic Resource Allocation
Internal comparison Apr 2024 Apr 2024
• Cost Efficiency
• Enhanced Performance Procurement May 2024 NA
• High Availability
• Seamless User Experience Vendor selection May 2024 NA
Project implementation June 2024 Ongoing
Risks to Project Help Needed
Go Live Dec 2024
• Budget to be allocated
• Scope Creep: Additional features or • Resource planning In Scope Out of Scope
adjustments may be requested, delaying the
• Backend Upgrade with As-It business • CR related to Project
upgrade timeline.
integrations.
• Resource Constraints: Limited availability of
skilled developers or QA engineers may
affect timelines and quality.
• Rollback Challenges: Issues in reverting to
the previous version if unforeseen issues
arise, leading to extended downtime.
12/22/2024 24
Enterprise Solution
Initiatives & Updates
34
MCB x CCN Collaboration
45
Initiative Description
• Why – Collaborate between CCN & MCB team to maximize the utilization
of Citizens Pay and Banking capabilities, Provide Customers with
Enhanced Digital Products & Services, Enrich digital features with CTZ Pay wallet,
Maximize the cross-selling services using digital platform
MCB & CCN • How - Effective Collaboration Between CCN & MCB Team, Bi-Weekly Meet
Up for Synergy
Collaboratio •
•
Who – Ko Ye, MCB IT along with DITI and respective stakeholders
When – Regular basis and/or when requirement is placed
ns
• Where – CTZ Pay, mobile Banking and other digital footprints
Key highlights
Initiative • Dedicated MCB & CCN team to work for collaboration tasks
• Bi-weekly Meeting to discuss on Tasks
• Review the progress of each task on regular basis
PROJECT
Project Ma Aye Chan Phyu Project Ko Zin Wai Tun
Sponsor Phyu Manager
Timeline End of Jan 2025 Budget Cost sharing for MCB &CCN
Need to revisit the
timeline with the MCB
Project Description
Why: Provide Branchless Banking to customer using various digital footprint, help to
reduce the cost of Physical branch, agency banking is very critical for MCB
bank and in addition to this will create new revenue scheme for CCN, G&G and
capital.
How: By implementing different kind of Digital touch points and integrate with MCB
Agency Core Systems
Banking Who: Head of Operation with MCB Digital Team, CCN, G&G, Capital & DITI.
When After CBM Approval, need to develop detail plan for project
:
Key highlights
Wher Wallet, G&G & Related touch points
• e:Completed PMO team meeting with the Product team and CC team to update the latest OTP
validation and integration design with MCB Core Banking. However, development is scheduled to
start in January 2025 due to resource allocation and prioritization agreed upon by senior
management.
Upcoming activities
- Final API Integration solution update workflow diagram by CCN Development team .
53
Project Charter – Agency Banking
• Agency banking empowers financial institutions to expand their reach by Sponsor Ma Aye Chan Phyu Phyu
working with retail agents to provide banking services in areas where
System Owner Ko Kyaw Myo Thet
traditional branches do not exist. This concept is particularly useful in areas
with low banking penetration and significant operational costs for branch Project Manager(s) Ko Zin Wai Tun
expansion. Business Ko Bo Bo Than Oo
Expected Outcome Stakeholders
Technology Ko Hla Thein Tun, Ko Min Thit Tun , Ko Zar Ne Aung
• Agency banking encompasses the development and implementation of Stakeholders
advanced solutions to meet the evolving needs of customers, improve Extended Project Ko Phyo Pye Chan Thar
operational efficiency, and drive sustainable growth. Team
Projected Benefits (Return of Investment) <<Business Requirement >> June -2024 Aug-2024
• Benefits of using agency banking include access to expertise, increased <<Project Scope >> Aug -2024 Aug-2024
operational efficiency, risk management, cost efficiency, and customer
convenience <<Software Requirement>> Sep-2024 Aug-2024
Risks to Project Help Needed <<Design>> Sep-2024 WIP
Data Security and Compliance: Sensitive financial data Clear Scope of <<Development>> Oct-2024
exchanged between systems may pose security and Work from <<Testing>> Nov-2024
regulatory compliance risks. Business
Compatibility Issues: Differences in technology stacks, <<Pilot>> Dec-2024
Via Product Team
protocols, or data formats can lead to integration <<Go Live>> Jan-2025
challenges. In Scope Out of Scope
System Downtime and Service Disruption: Integration
efforts might cause unexpected downtime, impacting user • Cash Out Service Need to consider solution for Non
experience and trust. • Cash In Service G&G for agency banking
Timeline Delays: Dependence on multiple teams, • Account Transfer Service
systems, or third-party vendors could lead to project • Only G&G Shop
delays.
Scalability Concerns: Integration must handle high
transaction volumes; if not designed for scalability, it may
fail12/22/2024
under heavy load. 54
Resource Constraints: Limited availability of technical
Schedule & Weekly Updates – Agency Banking
Time Line View
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Jan-
1.Softwar
1.Business e Developm 2025
Testing Pilot Go-live
Requirements Requirem ent
2.Finalize ent
Project Scope 2.Design

Current Status
[11/20/24] Initial discussion by the PMO team with the new HOD partnership team for agency banking project realignment, collaborating with the G&G
team to utilize their E-server solution for agency banking.
[11/20/24] PMO received comments , which needs to be revised by the product team based on the feedback and comments from the AO meeting.
[11/26/24] Completed PMO team meeting with the Product team and CC team to update the latest OTP validation and integration design with MCB Core
Banking. However, development is scheduled to start in January 2025 due to resource allocation and prioritization agreed upon by senior management
Comments/Remarks
CCN MW API development and OTP solution are only for G&G shops, and we need to consider alternative solutions for non-G&G.
Weekly Risk View

Timeline Need to hold a meeting with MCB and CCN for the tentative
go-live
Resource Delegate internal tech member
55
PROJECT
Project Ko Kyaw Myo Thet Project Ko Phyo Pye Chan Thar
Sponsor Manager
Base on CBM Timeline
Timeline Budget TBC
Project Description
Why: Providing QR capability complied with MMQR specification in Citizens Pay platform
will give our customers interoperability of QR payment within Myanmar Digital
Payment System network
How: Updating current QR spec to comply with MMQR by developing QR generation
logic as well as scanning/interpreting the MMQR complied QR, and integrating with
DPS API, MMQR certification
MMQR Who: DITI Technology Team, DITI PMO Team, Panamax Team, MCB Infrastructure Team,
Pay Plus Team
When: Participants Onboarding: 4 weeks , ICA/BIN Setup : 4 weeks , Development:9
weeks, SIT:7 weeks, QR: 1week, MTF/UAT: 6 weeks , App: 2 weeks, Pilot Testting:2
weeks , GTM [Pay Plus Timeline]
Where Consumer Application, Partner Application, MobinFin Platform, MCB Datacenter
: Key highlights
(network device readiness), BCP CMS , Master Card System, Pay Plus
• Meeting with the Panamax team for development architecture review to gather feedback and address
concerns .
• Ongoing discussion on the following points with Panamax Team for CR Payment Terms, Certification
Process and timeline
to complete, and Reports for MMQR.
Upcoming activities
• Development effort document sign-off for implementation by the Panamax team to align with the
CBM-provided timeline to conduct SIT testing in January. 56
Project Charter – MMQR
• National QR code system is to streamline and standardize digital Sponsor Ko Bo Bo Than Oo / Ko Kyaw Myo Thet
transactions and information exchange within a country. It allows for
System Owner Ko Kyaw Myo Thet
efficient payments, facilitates access to services, enhances data tracking,
and promotes interoperability among various platforms and businesses. Project Manager(s) Ko Phyo Pye Chan Thar
Business Stakeholders Ko Bo Bo Than Oo
Expected Outcome
• Increased efficiency, convenience, and security in digital transactions. It
Technology Ko Hla Thein Tun, Ko Min Thit Tun , Ko Zar Ne Aung
aims to simplify payments, promote financial inclusion, reduce costs for Stakeholders
businesses, enhance data analytics capabilities, and stimulate economic
growth by fostering a seamless digital ecosystem. Extended Project Ko Zin Wai Tun
Team
• Standardized system can lead to savings in infrastructure costs and
administrative expenses <<Kick-off>> Oct-2024
Risks to Project Help Needed <<Project Scope >> Oct-2024
• Regulatory Compliance: Ensuring compliance with • Understanding of <<Software Requirement>> Nov-2024
national standards and regulations may add requirement <<Design>> Nov-2024
complexity and potential delays. engineering from <<Development>> Nov-2024
• Interoperability Challenges: Ensuring MCB , CCN , DITI
and Panamax <<Testing>> Jan-2025
compatibility across various banks, wallets, and POS
systems may lead to technical challenges. • MCB and CCN <<Pilot>> Feb-2025
• Scalability and Performance: Ensuring the Colloboration: <<Go live >> March -2025
system can handle high transaction volumes across MCB CMS SME ,
In Scope Out of Scope
the country without performance issues. MCB Business
Team, CCN Tech • Merchant Presented Mode • Consumer Presented Mode
• Stakeholder Alignment: Coordination among
Team, CCN • Certification Readiness
multiple stakeholders (banks, government agencies,
merchants) can slow down project progress. Partnership Team • UAT Readiness
• Resource Allocation: Limited resources, especially • PRD Readiness
skilled engineers and QA, may delay the project.
• User Adoption and Training: Challenges in
achieving widespread merchant and user adoption
and in providing adequate training or support.
12/22/2024 57
Schedule & Weekly Updates - MMQR
Time Line View
Jan-25 Feb-25 Mar-25 Apr May Jun Jul Aug Sep Oct Nov Dec
SIT Testing ICA/BIN setup
CBM Go-live
Panamax Team
VPN Readiness development

Current Status
[23/10/24] The CCN Team submitted the development timeline to the Central Bank of Myanmar (CBM) regarding the CBM go-live timeline.
[23/10/24] PMO team is currently engaged in discussions regarding the Statement of Work (SoW) and commercial negotiations with the Panamax team
for the entire MMQR project implementation, in alignment with the CBM timeline.
[11/20/24] First meeting of MMQR Panamax Team Development effort cost review and comments by the AO team and CCN, with CCN relevant
stakeholders, including the risk team, to prevent misalignment with CBM requirements.
[11/20/24] Meeting with the Panamax team for development architecture review to gather feedback and address concerns .
[11/26/24] Ongoing architecture discussions with the CCN team and the Panamax team.
[11/26/24] Development effort document sign-off for implementation by the Panamax team to align with the CBM-provided timeline to conduct SIT
testing in January.
Comments/Remarks
Weekly Risk View

Human Capital Risk • Risk Assessment to conduct Cross-training, Skills development, Enhance communication,
• Controls Setup to implement Improve motivation
TimeLine Risk • Negotiation with Development time with 58
Panamax Team base on CBM timeline
PROJECT
Project Ko Kyaw Myo Thet Project Ko Zin Wai Tun
Sponsor Manager
Dec-2025
Timeline Budget In-House
Project Description
• Why-integration allows businesses or organizations to provide a seamless, secure
way for customers to top up their wallets, accounts, or digital services via direct
cash payments.
• How -Integration involves linking the MPU Gateway (Mobile Payment Unified
MPU-Direct Gateway) with the payment system, allowing direct interaction for real-time cash
deposits.
• Who – End users who are benefiting from a cash-in option for their digital wallets.
Cash in • When –Integration depends on technical setup, testing, and regulatory approval but
typically can take a few months .
Integration • Where – Direct integration may also enable online cash-in via mobile apps or
websites,
Key depending on the capabilities of the gateway and regulatory restrictions.
highlights
• Received API credentials from the MPU team for integration testing
•Completed the first initial discussion with the MCB team regarding technical integration, settlement,
reconciliation, and the chargeback and dispute module.
•Ongoing BRD preparation by the CCN Product team base on Update SOW update for Dispute and
chargeback by MCB team
•Technical Kick Off meeting with MPU Team .
Upcoming activities
• Revised dispute and chargeback SOP document by CCN Operations.
• CCN Internal Integration Kick off meeting .
59
Project Charter – MPU-Direct Cash in
Integration
• Digital wallets or mobile payment services require users to Sponsor Kyaw Myo Thet
deposit funds, but not everyone has access to online banking Product Manager Khin Kyawt Thu San
or credit cards. The absence of a reliable, easy-to-use cash-in Project Manager(s) Zin Wai Tun
option creates a significant barrier to adopting digital financial Business Stakeholders Naw Ruth Htoo
services. This leads to lost opportunities for businesses to Technology Stakeholders Min Thit Tun & Han Ni Aung
engage potential customers and expands the digital divide. Extended Project Team Su Hlaing Phyo ,Zam Sian Nuam , Htun Htun
Lin ,Phyo Pye Chan Thar
Expected Outcome
• As users are able to easily deposit cash into their digital <Project Initiation & Planning> Dec-2024
wallets, engagement with the platform is expected to rise,
with users making more transactions and interacting with <Requirements Analysis & Dec-2024
Design>
various services (e.g., bill payments, purchases, money
<Development Phase> Dec-2024
transfers).
<Testing Phase> Dec-2024
<Training & Pilot Deployment> Dec-2024
• Increasing the number of cash-in users, businesses could see
a significant rise in revenue from service fees, transaction <Full Launch & Go-Live> Dec-2024
commissions, and digital wallet top-ups.
<Post-Launch Monitoring & Dec-2024
Support>
• The scope of business needs,
functional requirement and
• Regulatory and Compliance Risks prioritization details are
• Market Competition mentioned in the BRD
document.
12/22/2024 60
Schedule & Weekly Updates – MPU cash-In Integration MPU-Direct Cash in
Integration
Time Line View
Jan-25 Feb-25 Mar-25 Apr May Jun Jul Aug Sep Oct Nov Dec
Development & Go-
live

Current Status
[11/20 /2024] Completed detailed discussion with the MCB team regarding settlement, reconciliation, and the chargeback and dispute module, but it
needs to be updated by the operations team based on the SOP provided by the MCB team for chargeback and dispute module.
[11/20/2024] Received API credentials from MPU for today's SIT integration testing with the MPU team.
[11/26/2024] Ongoing updates to the BRD for the Dispute and Chargeback model, and the dispute request form format has been provided by the MCB
team.
[11/26/2024] Technical kick-off meeting with MCB, MPU, and CCN team
Comments/Remarks
Weekly Risk View

Human Capital Risk • Risk Assessment to conduct Cross-training, Skills development, Enhance communication,
• Controls Setup to implement Improve motivation
61
Tech Development
62
PROJECT
Project Ko Bo Bo Than Oo Project Ko Kyaw Myo Thet

Sponsor Manager
Timeline Feb 2024 Budget In-house
October 2024
Project Description
• Why – Retail and various businesses now leverage loyalty and reward
solutions, linking sales transactions to customer profiles. This integration
facilitates data-driven decision-making through detailed analysis, providing
insights into customer behavior and preferences. CTZ Pay is set to gain new
Citizens
customers from the retail sector by aligning with this trend, offering innovative
solutions that enhance customer loyalty and drive growth..
• How - Offering Loyalty & Rewards solution for various BUs by levarging CCN
Rewards loyalty & reward core solution
• Who – Customer from G&G, Capital, other BUs and external organization
• When – Starting from Feb 2024 and continuing the services as when BUs
required.
Key highlights
• Where – G & G, Capital, other BUs and external organization
• For Point Earing;
• All g&g outlets rollout completed on September 2024
• All CREL outlets rollout completed on October 2024
• Performance Report data missing was fixed on October 2024
Upcoming activities
• For Point Burning;
• Discount coupon will be launched on November 2024
29
Project Charter – [Citizen Rewards]
Problem Statement:
Sponsor Nay Lin Phyo + Bo Bo Than Oo
The Citizens wallet platform seeks to increase customer engagement,
acquisition, and retention while also fostering stronger relationships with System Owner Kyaw Myo Thet
partner merchants.
Business Case: Project Manager(s) Kalyar Hlaing
Citizens Rewards is a loyalty program designed to incentivize users by Business Stakeholders Retail Business
rewarding them with loyalty points for transactions within the Citizens wallet
ecosystem. This initiative aims to:
Drive User Acquisition - Attract new users by providing rewards for Technology ERP team, G&G IT
transactions, particularly at partner merchants like G&G and Capital. Stakeholders
Boost User Retention - Encourage existing users to stay engaged with the
platform by rewarding their continued usage and transactions. Extended Project CCN Data Management Team, Finance Team, Operation
Strengthen Merchant Partnerships - Enhance collaboration with partner Team Team
merchants by increasing foot traffic and customer engagement through loyalty
incentives. This mutually beneficial relationship helps both the Citizens wallet Key Milestones Planned Actual
and its partner merchants grow. <Kick-off> May 2024 May 2024
Expected Outcome
<Project Scope> June 2024 June 2024
• Increased User Acquisition
• Higher User Retention <Project Requirements> July 2024 July 2024
• Enhanced Revenue Through Increased Transactions
• Strengthened Partner Merchant Relationships <Design> Aug 2024 Aug 2024
• Improved Customer Lifetime Value (CLTV)
<Developing> Aug 2024 Aug 2024
The exact ROI will depend on: <UAT> Sept 2024 Sept 2024
The cost of rewards (points, discounts, or benefits) given to users.
The increase in user base and transaction volume. <Go Live> Oct 2024 Oct 2024
The retention rate improvement and customer lifetime value.
A realistic ROI goal might be in the range of 20-30% over a one- to two-year
period, assuming the program successfully drives user acquisition, increases
transaction frequency, and strengthens merchant partnerships.
12/22/2024 67
Project Charter – [Citizen Rewards]
Risks to Project Help Needed In Scope Out of Scope
• High Costs: Rewards may be expensive, • Financial Support: • Rewards System Development: • Integration with Non-Partner
reducing profits. Funding to cover rewards Building and integrating the loyalty Merchants: Adding merchants
• Low User Interest: Users might not engage and program costs. points system within the wallet outside the approved partners list
if rewards aren’t appealing. • Technical Development: platform. (G&G and Capital).
• Merchant Dependence: Limited impact if Assistance in building and • User Acquisition Campaigns: • Non-Digital Rewards: Physical
partner merchants don’t support the program. integrating the rewards Marketing efforts to attract new users. gifts or rewards that are not
• Implementation Issues: Delays or technical system. • User Engagement Initiatives: managed within the wallet
problems could affect the program's launch. • Marketing: Support in Strategies to encourage existing users platform.
• Fraud Risk: Potential for fake transactions to promoting the program to to increase transactions. • Custom User Segmentation:
exploit rewards. attract users. • Merchant Partnerships: Personalizing rewards based on
• Changing User Preferences: Users may • Merchant Collaborating with G&G, Capital, and unique user profiles beyond the
lose interest in rewards over time. Collaboration: Partner other partners to support the program. general program.
engagement to promote • Performance Tracking: Monitoring • Advanced Fraud Detection
• Regulatory Challenges: Legal requirements
and support the program. user engagement, transaction volume, Systems: High-cost fraud
might complicate program operations.
• Fraud Prevention: Tools and program effectiveness. detection tools beyond basic
• Competitive Pressure: Rival programs
and expertise to detect • Customer Support: Addressing user security measures.
could make it harder to attract users.
and prevent reward inquiries and issues related to rewards.
abuse.
• Regulatory Guidance:
Help to ensure
compliance with legal
requirements.
• User Feedback:
Gathering insights to
improve and adapt the
program.
12/22/2024 68
Schedule & Weekly Updates – [Citizen Rewards]
Time Line View

1. UAT, 2. Pilot Testing
Launching, Supports

Current Status
1. Updated DLL V2 for all stores of G&G and CREL
2. Tracing classification regards issue happening or Cashiers are not aware to use the system properly.
3. Planned to meet again as recap with Retail supervisors to get to use the system with SOP.
4. To be set up awareness training to new joiner/cashier by Quarterly.
5. For the above No.1 to No4 , we are waiting product team request depends on point given rate.
Comments/Remarks
Weekly Risk View

To get support by Retail Will raise and request in the management recap
Operation to classifying for meeting with the Retail operation.
new cashiers to join the
training.
69
Project Charter – [Citizen Reward/Coupon Market
Project
Place] Charter – [Citizen Rewards]
Problem Statement: Sponsor Nay Lin Phyo + Bo Bo Than Oo
Business Case: System Owner Kyaw Myo Thet
Drive User Acquisition -
Project Manager(s) Kalyar Hlaing
Boost User Retention -
Strengthen Merchant Partnerships - Business Stakeholders Retail Business
Expected Outcome
Technology Product team, ERP team, G&G IT
Stakeholders
Extended Project CCN Data Management Team, Finance Team, Operation

Team Team
Projected Benefits (Return of Investment) Key Milestones Planned Actual
<Kick-off> 21.June.2024 21.June.2024
<Project Scope> July 2024 July 2024
<Project Requirements> August 2024 November
2024
<Design> August 2024 August 2024
<Developing> December December
2024 2024
<UAT> December December
2024 2024
<Go Live> January 2025 January 2025
12/22/2024 70
Schedule & Weekly Updates – [Citizen Rewards/Coupon Market Place]
Time Line View

/Jan
1. Requirements and Flow Decision
Launchin
g,
Supports
Current Status
1. The Product Flow was updated twice due to Retail Code Freezing.
2. On October 24, 2024, Product provided confirmation of the final flow discussion, although the Product Scope of the BRD has
not yet been completed.
3. Due to the risk perspective, will go with fully online integration but it's needful for manual SOP due to the lack of validation for
Counter Code of the QR.
4. To be insert auto generated code to prevent fraud case for both of the Retail and CCN Finacial reports.
Comments/Remarks
Weekly
There is no integration between Retail and CCN, requiring Risk
offline View
reconciliation; hence, Risk Approval is necessary.
The tech team
Risk is currently occupied withMitigation
other high-priority
Plan projects and expects to begin work on this project
Contingency Plan in December 2024,
only
1. Description: The lack of 1. Risk Approval Process: Obtain Risk Approval 1. Extended Timeline: If the tech team’s December 2024 start date
integration between to formally recognize and manage potential is delayed, prepare a revised project timeline with clear
Retail and CCN and the delays and challenges associated with milestones and updated deadlines.
requirement for offline manual reconciliation. 2. Additional Resources: Explore the possibility of bringing in
reconciliation poses 2. Interim Solution: Implement interim manual additional resources to expedite integration, if necessary.
potential risks, including checks and balance reports to identify and 3. Automated Reconciliation Option: Assess the feasibility of
data discrepancies and resolve discrepancies during offline introducing an automated reconciliation tool to minimize reliance
71
delays in processing. reconciliation. on manual processes and reduce the risk of errors.
PROJECT

Sponsor Manager
Timeline Nov -2025 Budget In-house
Project Description
• Why – CTZ Pay and MCB want to provide short term micro loan service to their
customer. Loan amount will decide based on customer current salary and
their employer's acknowledgement.
• How - Offering early pay solution in CTZ Pay. Partner organization will require
Early Pay to follow MCB terms and conditions. When MCB confirmed partner organization
and employee list, employee can use "Early Pay" service in CTZ Pay to take
salary advance loan.
• Who – CCN and MCB will collaborate.
• When – Starting from End of August 2024 and CDSG employee can use "Early
Pay" Service.
Key highlights
• Where – CDSG Employee and external organizations
• Pilot Testing with a selected CCN team member for partial salary disbursement.
• CCN Dev team has implemented improvements, including limiting EarlyPay requests without
completing the OTP process to five times per day and ensuring transactions are not displayed on
the Admin portal if the OTP step fails; however, pilot testing, previously conducted by selected CCN
team members for partial salary disbursement, may need to be repeated alongside UAT testing and
Pilot Testing to validate these changes.
Upcoming activities
• Restart UAT testing, update the UAT report with input from the QA team, and reset the pilot testing
with selected CCN team members base on CCN Dev team has implemented improvements .
30
Project Charter – Early Pay
•An early pay system is to boost employee satisfaction and Sponsor Kyaw Myo Thet
financial stability by offering access to earned wages ahead of System Owner Lai Yee Maung
the scheduled payday, which in turn can improve productivity, Project Manager(s) Zin Wai Tun
reduce absenteeism, and provide a competitive edge in talent
Business Stakeholders CCN ,Group HR and Payroll
acquisition and retention while optimizing payroll operations
Expected Outcome Technology Min Thit Tun & Han Ni Aung
Stakeholders
•Early pay allows employees to access their wages before the Extended Project Su Hlaing Phyo ,Zam Sian Nuam , Htun Htun Lin
regular payday, typically through advances or immediate Team
access to earned funds, providing financial flexibility but Key Milestones Planned Actual
potentially involving additional fees or affecting future <Kick-off> 21-06-2024 25-06-2024
paychecks.
<Project Scope> 21-06-2024 25-06-2024
•Early pay benefits employees by offering access to their
earned wages ahead of the usual payday, which enhances <Project Requirements> 21-06-2024 25-06-2024
financial flexibility, helps manage unexpected costs, reduces
stress, and improves cash flow for timely bill payments and <Design> 21-08-2024 25-08-2024
emergencies.
<Developing> 21-08-2024 25-08-2024
• Resource <UAT> 14-09-2024 13-09-2024
• Regulatory and Compliance Issues: Ensuring the planning <Go Live> 15-11-2024
solution meets labor and financial regulations related to • Clear RACI
partial salary disbursement. Matrix from In Scope Out of Scope
• Data Privacy and Security: Protecting sensitive salary Product Team • •The scope of business needs,
data from unauthorized access and ensuring secure data functional requirement and
transfer.
12/22/2024 prioritization details are mentioned in 73
• Dependency on Employers’ Systems: Reliance on the BRD document.
Schedule & Weekly Updates – [Early Pay]
Time Line View

Pilot Testing
& Go-live
by CCN BU

Current Status
[11/20/2024] Production Deployment Readiness.
[11/20/2024] Pilot Testing with a selected CCN team member for partial salary disbursement.
[11/22/2024] CCN Dev team has implemented improvements, including limiting EarlyPay requests without completing the OTP process to five times per
day and ensuring transactions are not displayed on the Admin portal if the OTP step fails; however, pilot testing, previously conducted by selected CCN
team members for partial salary disbursement, may need to be repeated alongside UAT testing and Pilot Testing to validate these changes.
Ensured that transactions are not displayed on the Admin portal if the OTP step fails.
[11/26/2024] Restart UAT testing, update the UAT report with input from the QA team, and reset the pilot testing with selected CCN team members base
on CCN Dev team has implemented improvements
Comments/Remarks
Weekly Risk View

Regulatory Compliance Compliance reports and approval form CBM bank
Fraud Risks Monitor incidents of fraud or discrepancies in payment requests
74
PROJECT
Project Multi BUs, DITI, Project Ko Kyaw Myo Thet/Ko

Sponsor External Partners Manager Thet Maung Chaw
Timeline Continuing Budget In-house
Project Description
Application • Why – To gain new revenue stream by utilizing in-house development

capabilities to generate new way of service channel for both internal BUs and
Developme external organizations

• How - Offering inhouse development capabilities by DITI developers and will
provide solution/application development
nt as a • Who – DITI Tech Team identify the rooms to provide better services to CDSG's
BUs
Service • When – Starting from December 2022 and continuing the services as when
Key BUs
highlights
required.
(ADaaS) •• Where
Edible –Oil
CCN,
Operation]
MCB, othermerchant
Distribution BUs and external organization
to merchant payment enhancement [NPT
• Edible Oil Distribution Control System

[ Payment to start using in NPT in Oct 2024. MGW , MDY and YGN will follow
by] Delay
• Mobile Topup API
• UNDP DVS Project – Phase 2 Completed
Upcoming activities
• Implementation of Edible Oil Distribution System , MGW
• Implementation of Edible Oil Distribution System , MDY 31
• UNDP DVS Project Deployment – Final Phase
PROJECT

Sponsor Manager
Timeline January 2026=5 Budget In-house
Project Description
• Why – To gain new revenue stream by utilizing in-house development
Edible Oil capabilities to generate new way of service channel for both internal BUs and
external organizations
Distribution provide solution/application development
• Who – DITI Tech Team identify the rooms to provide better services to CDSG's
Manageme BUs
• When – Starting from December 2022 and continuing the services as when
Key BUs
highlights
nt System required.
•• Where – CCN,
Completion of MCB, other
Payment BUs and
Feature external organization
development
• Completion of System integration development- CCN xTaw Win Ekariz
Company – PH01 Completed
Upcoming activities
• Implementation of Edible Oil Distribution System , MDY

• Implementation of Edible Oil Distribution System – Payment Feature
, NPT 31
• CCN xTaw Win Ekariz Company – PH02
Project Charter – [EODCS]
• The distribution process is challenged by manual tracking, manual payment, Sponsor Kyaw Myo Thet
delayed communications, and fragmented logistics management. This
results in increased errors, higher operational costs, and delayed deliveries, System Owner Min Thit Tun
which affect challenges in supply chain.
Project Manager(s) Phyo Pye Chan Thar
Business Stakeholders Si Thu Kyaw
Expected Outcome
• System will provide real-time tracking, inventory management, and
payment. This will reduce human error, enhance delivery speed, and Technology Kyaw Myo Thet
improve resource utilization, leading to better service levels. Stakeholders
Extended Project Kalya Hlaing , Zin Wai Tun

Team
• Real-Time Financial Tracking
• Increased Sales Opportunities Roll Out in YGN May 2024 October 2024
• Improved Cash Flow
Roll Out in NPT July 2024 July 2024
Roll Out in BGO August 2024 August 2024
Roll Out in AYY September 2024 September 2024
Merchant to Retail Features in NPT September 2024 September 2024
Payment Features in NPT September 2024 October 2024

Risks to Project Help Needed Roll Out in MGW , MDY and YGN October 2024 December 2024
• CR from Government Ministries • Policy enforcement from In Scope Out of Scope
• API Integration with Tawin E Ka Ritz related government
ministries • To build CTZ Pay in EODCS Eco-System • Transportation
12/22/2024 77
PROJECT

Sponsor Manager
Timeline 31st Dec 2024 Budget In-house
Project Description
• Why – To gain new revenue stream by utilizing in-house development
capabilities to generate new way of service channel for both internal BUs and
external organizations
UNDP DVS provide solution/application development
• Who – DITI Tech Team identify the rooms to provide better services to CDSG's
Program BUs
• When – Starting from December 2022 and continuing the services as when
Key BUs
highlights
required.
• Where – CCN, MCB, other BUs and external organization
• Phase 2 Roll Out , Mawlamyine, Thanatpin – Completed
• Final Phase Planning
Upcoming activities
• Final Phase Roll Out
31
PROJECT

Sponsor Manager
Timeline April-2025 Budget After Award Vendor
Project Description
Why: To increase TAT and improve quality of customer KYC verification process for better customer onboarding without
investing human resource on such repetitive process
How: Utilize more mature technology of E_KYC from industry
E-KYC Who: For KYC verification team by DITI partnered with E_KYC solution provider and Panamax
When: CCN Procurement Selection – End of March 2024 , Group Procurement and Group Legal Review - End of April
2024 [Tentative] , API Integration/ UX enhancement - 45 Days after PO approval
Where: Start with CCN and can extend depends on needs
Key highlights
• Request and provided the RAW to the Architect for discussion regarding technical implementation and
architecture review.
• Ongoing discussions with the Panamax team to get development efforts and establish a timeline for
implementation.
Upcoming activities
-Development timeline from Mis Fit and Panamax Team.
-Technical Kick off meeting with Panamax Team, CCN and MisFit Team
Project Charter – E-KYC
E_KYC is the process of identification and verification of consumer’s Sponsor Ko Kyaw Myo Thet
identity upon account opening. Lead time for onboarding usually takes
48 hours maximum for operational to cross check and verify manually. System Owner Ko Kyaw Myo Thet
For that matter, business is seeking automated process/workflow to
Project Manager(s) Ko Zin Wai Tun
perform customer identity verification on digitally where EKYC (Electronic
Know Your Customer) as crucial solution to streamline the onboarding
Business Ko Bo Bo Than Oo
which reducing time and effort required for account creation. Stakeholders
Expected Outcome Technology Ko Kyaw Myo Thet , E-KYC Solution Vandor
E-KYC implementation include increased efficiency, cost savings, Stakeholders
improved customer experience, enhanced security, regulatory Extended Project Ko Phyo Pye Chan Thar, Ma Myint Thu Zar and Ko Min
compliance, scalability, fraud prevention, and data-driven insights. Team Thit Tun ,Ko Nyan Lin Oo
However, it's essential for businesses to ensure that e-KYC processes
comply with relevant data protection and privacy regulations to maintain Key Milestones Planned Actual
customer trust and avoid legal issues
Projected Benefits (Return of Investment) Complete BRD Nov 2023 Jan 2024
E-KYC project include cost savings, time efficiency, improved compliance, RFP Process March 2024 April 2024
enhanced security, customer convenience, scalability, data insights, and Vandor Selection March 2024 Oct 2024
a competitive advantage in the marketplace. However, achieving these Project Kick Off Nov 2024
benefits requires careful planning, implementation, and ongoing Nov 2024
Development
maintenance of e-KYC systems
UAT Readiness Dec 2024
Risks to Project Help Needed Production Readiness Dec 2025
• E-KYC systems collect and store personal Project Go-Live Out of Scope
identification data, which can be vulnerable • Reference Functional Requirements and BRD • Non-KYC Related
to data breaches or unauthorized access. Outline. Features
• Insufficient training for staff on using the E-
KYC system can result in errors or
inconsistencies in customer data handling
12/22/2024 81
Schedule & Weekly Updates – E-KYC
Time Line View
Award Vendor
Legel Review
RFP / Procurement

Current Status
[31/10/2024] The PMO and Product teams met with Misfit regarding MMQR NRC type changes; however, implementation is feasible at this time.
[11/12/2024] Misfit provided contract, and Annexure-1 to 7 was reviewed by the CCN Product Team, Operations Team, and Group Infrastructure Team.
However, the Risk team requested further review on the concerns for feedback and comments. After that, provide the revised version to Misfit based
on the Group Legal comments and relevant stakeholder feedback from CDSG.
[11/26/2024] Request and provide the RAW to the Architect for discussion regarding technical implementation and architecture review.
[11/26/2024] Ongoing discussions with the Panamax team to get development efforts and establish a timeline for implementation.
Comments/Remarks
Weekly Risk View

Regulatory Compliance Risks Regularly update compliance Team Update to CBM bank
Integration Risks Work with experienced solution provider to facilitate
smooth integration
82
oup Infrastructure & Secur
nitiatives (Weekly Updates
20241031
83
WORK STREAM
Project Sponsor Ko Sai
Key Business DITI DITI Project Ko Min Htut Win
Owner(s) Manager
Timeline Policy readiness by end of Oct Budget In House
2024
Project Description
NIST Cyber • Why – To protect CDSG business critical information from current cyber
security threats.
Security •
•
How – Implement NIST-CSF standards/policies on CDSG IT infrastructure.
Who – DITI Infra & Security Team
Framework •
•
When – To complete CDSG policy(v1.0) on 30th Oct 2024.
Where – CDSG IT infrastructure
( IT Policy &
Procedures ) • Key highlights
• This work stream needs to break down into tangible smaller projects to
measure progress and review timeline.
• Meeting with functional heads finished on 14th Nov.
Upcoming activities
• Will meet with group HR head for actual implementation stage.
• Continue work with G&G and CREL IT teams for policy and procedures.
• Break down this program into small projects and workstreams.
84
Project Charter – NIST Security Framework (IT Policy
& Procedures )
• Organization does not have up to date cyber security policies and Sponsor DITI
frameworks.
System Owner Min Htut Win
• Cyber security risks are not well documented.
• IT operations SOP are not well documented. Project Manager(s) Min Htut Win
• Office users do not have enough awareness for cyber threats. Business Stakeholders All BUs.
Expected Outcome
Technology Min Htut Win, CTO, EA Team
• Organization IT Infrastructure and information related to critical Stakeholders
business support systems are well documented and security risks are
well informed. Extended Project Risk Team, HR Team, Legal Team
• To present cyber security risks to business leaders and executive Team
management. Key Milestones Planned Actual
<Kick-off>> 1st-Aug-2024 1st-Aug-2024
<RFQ>> NA NA
• Establish well communication between business leaders and tech leaders
regarding to cyber security issues. <Dev, Implementation, Testing> NA NA
<Go-Live> 30th-Oct-2024 -

• .HR team. In Scope Out of Scope
• Users don't obey the cyber policies. • This project cover only NIST cyber • Not include for NIST CFS other
• User might not understand about the policy creation for CDSG organization. controls implementation.
policies.
12/22/2024 85
Schedule & Weekly Updates – NIST Security Framework (IT policy &
procedures)
Time Line View
Policy Creation
Review Approv Impleme

al nt
Current Status
• Policy document (Draft) finished. CTO and EA team already reviewed and approved.
• Group risk team review finished.
• Document summary finished . To continue working with HR team and BU's heads after reviewing with CTO & EA team again.
Comments/Remarks
• Going to meet with functional heads on 14th Nov.
• End users need to understand about the content of the policy documents.
• Need to work with G&G and CREL IT teams for EY audit policies requirements.
• This program will be break down into tangible projects to review progress and timelines.
Weekly Risk View

User did not understand To translate to local language. To make more N/A
about the policy. awareness training.
86
WORK STREAM
Project Sponsor Ko Nay Linn Phyo
Key Business CREL DITI Project Ko Min Htut Win
Owner(s) Manager
Timeline Infra readiness by end of June Budget TBD
2024
Project Description
• Why – To provide robust IT infrastructure to support business operations and
NYK
customers at the wholesale aera.
• How – Provide technical resources to finish the IT infrastructure before NYK
project launch.
Wholesale •
•
Who – DITI Infra & Security Team
When – Completed IT infrastructure on 30th Nov 2024
Infra • Where – NYK (Mandalay)
Key highlights
Readiness • Network design and network devices choosing completed for the whole
infrastructure.
• To order some networking devices two months ahead construction complete
time due to logistic issues
• AP already mounted in the locations. Wait for server room decorations to
complete.
• AP configurations finished.
Upcoming activities
• Server room finished and server setup finished. VPN connection finished.
• POS end to end testing will start in this week.
• .
87
Project Charter – NYK Wholesale Infra Readiness
• POS system needs optimal network condition to successfully connect with Sponsor DITI
ERP system. Otherwise, sale data, price change and other business critical
information are not up to date and effect the sale volume. Infra and network System Owner Min Htut Win
support is needed to get optimal network condition for the ERP systems. Project Manager(s) Min Htut Win
Business Stakeholders CREL
Expected Outcome
Technology Min Htut Win, Ko Sithu Kyaw (CREL IT Team)
• To complete two week ahead of wholesale, Go Live.
Stakeholders
Extended Project Group Cloud Infra Team, ERP Team

Team
To order Maraki router 15th March 1st July
• Infra support business critical system (ERP) and gain benefit from
To implement network cable under floor 30th May 30th July
digitization of sales data and related information.
Testing Wi-Fi for wireless POS design. 20th March 5th April
To start deploy APs 10th Nov -
To finish POS deployment. 30th Nov 15th Nov

• Maraki router could not reach intime due to • .Vendor team’s help to
logistic issues. borrow a Maraki router In Scope Out of Scope
before actual project go • Network and POS devices readiness • ERP system readiness not
live. only include, included.
12/22/2024 88
Schedule & Weekly Updates – NYK Wholesale Infra Readiness
Time Line View
Estimate Project Timeline Overdue because of construction site
delay
Wi-fi Ground Cabling & POS
Wi-fi
testin POS
testing
g Cable
Current Status
• Wi-Fi testing done but reject the idea due to radio jamming risk.
• APs already mounted in the location. Waiting for server room decorations to complete.
Comments/Remarks
• Maraki router could not reach in time, but vendor team will rent till ordered device arrived.
• Cabling and Wi-Fi Access Points to be finished by end of Oct.
• POS testing planning to test after counter tables finished. Target to finish in the middle of Nov.
Weekly Risk View

• Maraki router could not • To rent Maraki router from vendor team.
reach intime.
89
WORK STREAM
Project Sponsor DITI
Key Business Retails Cluster DITI Project Ko Min Htut Win
Owner(s) Manager
Timeline 30th Nov 2024 Budget In House
Project Description
• Why – Current Diebold POS are expensive and has logistic issues.
• How – To replace current POS with new Nippon POS gradually.
•
Nippon (POS)
When – Complete POS testing before 30th Nov 2024.
• Where – All G&G retail stores.
POC for Retail

Cluster Key highlights
• Dual display testing finished. Team found out that a little bit delay due to OS
but acceptable.
• Discussion with Nippon team for Windows OS installation and cost.
• Vendor team agreed to pay one POS as testing device and will pay special
discount for it.
Upcoming activities
• To request to buy 3 POS for dev testing and ground operation testing in G&G
stores.
• Request Nippon team for new Nippon printer driver and line display driver.
90
Project Charter – Nippon (POS) POC for Retail
Cluster.
• Current POS system (Diebold) is relatively very expensive compared to other Sponsor DITI
local POS solutions. Logistic also difficult and sometimes there is risk of
device shortage and risk to impact business expansion rate. This Nippon System Owner Min Htut Win
POS testing is intended to replace with Diebold in future to save cost and Project Manager(s) Min Htut Win
logistic issues. Business Stakeholders G&G, CREL (Retail Cluster)
Expected Outcome
Technology Min Htut Win, Senior Group IT team members
• After POC, new POS devices will start using in some retail's stores and
Stakeholders
collect the operation date. Expected to see the new POS has same capability
as Diebold POS in short term. Long term usage lifespan also acceptable. Extended Project G&G IT Team, ERP Team, Nippon Team (Vendor)
Team
POS testing 30 March
th
30th March
• Cost saving and reduce logistic issues.
Printer testing 10th April 30th April
Cash drawer testing 1st May 15th May
Line-display testing 31st June -
Dual-display testing 30th July 15th Sept

• G&G IT team engineer shortage is main • .G&G IT, CREL IT
blocker for POC testing. • Retail cluster executive In Scope Out of Scope
• Nippon team requesting (Letter to management • Only POS and relative components. • Not include POS software
Agreement) to continue line-display driver improvement.
development.
12/22/2024 91
Schedule & Weekly Updates – Risk assessment for ERP servers
Time Line View
Cash
POS Printer Drawer
Line Display Block testing due to driver support.
Dual Display Lack of
resources.

Current Status
• Dual display testing finished. Team found out that slightly delay in overall response but in acceptable stage.
• Waiting for Nippon line display driver from vendor team.
Comments/Remarks
• Blocked testing due to G&G team resources shortage and vendor team's printer driver development issues.
• Nippon team requested Letter of Agreement but still negotiating not to sign for it and provide the driver first from vendor team.
• Nippon Dual display is working with Diebold printer which can solve the business requirement for NYK project and save cost significantly.
• Touch screen response better after plastic cover removed.
• Waiting for vendor team
Weekly Risk View

G&G team engineer To check with Nippon vendor team for more N/A
shortage. technical support.
Slightly delay in response. To optimize OS and driver after buying two POS. N/A
92
Group PMO
93
PROJECT
Project Ko Sai Linn Naung Project Ko Phyo Pye Chan Thar

Sponsor Manager
Timeline Process readiness by Budget In-house
March 2024
Process approval by
June 2024
Project Description
Project • Why – A project management framework provides a structured and

systematic approach to planning, executing, and completing projects
Management successfully.
• How - Typically start by defining the project's scope, objectives, deliverables,
Framework schedules, resource allocation, risk assessments, monitoring progress,

tracking milestones, and managing potential challenges are facilitated by the
framework.
• Who – Group PMO Team , DITI
• When – March 2024 (process readiness), June 2024 (process approval), July
Key highlights
2024 (DMF Setup)
• Where – DITI
• Roll Out in CCN
Upcoming activities
• Roll Out Plan for Group 94
Project Charter – Project Management Framework
• The problem is the difficulty in successfully implementing a project Sponsor Ko Sai Linn Naung
management framework within an organization. This may stem from issues
such as lack of understanding, resistance to change, inadequate training, System Owner All Group Members
poor communication, lack of leadership support, inflexibility, tool overload, Project Manager(s) Phyo Pye Chan Thar
ignoring lessons learned, scope creep, and lack of accountability. Addressing Business Stakeholders All Group Members
these challenges is crucial for effective implementation.
Expected Outcome
Technology All Group Members
• Implementing a project management framework effectively can lead to Stakeholders
improved project success rates, better resource utilization, enhanced
communication and collaboration among team members, increased Extended Project Group PMO Team Members
stakeholder satisfaction, clearer project objectives and timelines, reduced Team
risks, and greater overall efficiency in project delivery.
Projected Benefits (Return of Investment) <Kick-off>> June 2024 July 2024
• implementing a project management framework is enhanced team morale <Pilot- CCN> Aug 2024 Aug 2024
and confidence. When team members have clear processes and structures
in place, they feel more organized and empowered to tackle tasks efficiently. Trainings in BUs Sep 2024
This can lead to a positive work environment where team members feel Trainings in BUs Oct 2024
supported and motivated, ultimately contributing to higher morale and job
Trainings in BUs Nov 2024
satisfaction.
• Benefit of implementing a project management framework is improved Trainings in BUs Dec 2024
project performance and delivery. By providing a structured approach to
planning, execution, and monitoring, the framework helps teams stay on
track, meet deadlines, and deliver results within budget. This can lead to In Scope Out of Scope
increased profitability, customer satisfaction, and competitive advantage for • <key scope areas committed> • <areas to be explicitly excluded
the organization. to avoid miscommunication or
misunderstandings>
• To promote in board
• NIL meetings
12/22/2024 95
Project Management Framework
PROJECT
Project Ma Hnin Yu Khaing Project Ma Kalyar Hlaing
Sponsor Manager
Timeline End of March 2025 Budget In House
Project Description
• Why - The primary objective of the sales team is to meet customer needs by
collecting orders,
coordinating with the Outbound Delivery Team for efficient
delivery,
ensuring product availability, and expanding coverage and,
increase sale volume by digitalization.
JDS: Sale • How - Typically start defining by Functional requirements analysis, defined
Key Highlights to Digitalize for the Discount features, analyzed
Force ERP integration feasibility progress, defining the project scope,
requested Development Architecture and, deciding the Draft overall
Automation project timeline.
• Who - Group PMO Team , DITI
• When - Oct 2024 (application readiness).
Key highlights
• Where - DITI
• Functional requirements analysis progress- completed
• Prototyping for Requirement Varification - 80% done
• Key Highlights to Digitalize for the Discount features - WIP
• ERP integration feasibility progress- WIP
• Request Development Architecture- Done
• Draft overall project timeline - Done
Upcoming activities
• To assigning Jira for the task details.
98
• To start the development
Project Charter – < JDS: Sale Force Automation>
Sponsor Ma Hnin Yu Khine and Ma Win Win Myaing
•Manual Processes: Traditional order booking often relies on manual entry,
which can be time-consuming and error-prone. System Owner Ko Sai Lin Naung
•Limited Visibility: Lack of real-time visibility into order status and inventory Project Manager(s) Kalyar Hlaing
levels can lead to delays and miscommunication. Business Stakeholders JDS
•Scalability Issues: As businesses grow, manual order processes become
increasingly challenging to manage efficiently.
•Customer Experience: Slow order processing times and potential errors can Technology EA Team, ERP Team, Mobile Team.
impact customer satisfaction and retention. Stakeholders
•Data Accuracy: Manual data entry increases the risk of inaccuracies, leading
to issues with inventory management and financial reporting. Extended Project PMO
Expected Outcome Team
Accuracy: Improve data accuracy by minimizing manual data entry and Key Milestones Planned Actual
leveraging automated systems. <Kick-off> 12-Jan-2024 12-Jan-2024
Visibility: Provide real-time visibility into order status, inventory levels, and
<Requirement Analysis> June-2024 Aug-2024
customer interactions.
Scalability: Build a system that can handle increased order volumes as the <Requirement Sign Off> Sept-2024 Oct-2024
business grows. <Dev, Implementation> Nov-2024
Customer Satisfaction: Enhance the overall customer experience by ensuring
prompt and error-free order processing. <UAT>
<Go-Live> Mar 2025
The project is essential to modernize operations, improve efficiency, and In Scope Out of Scope
stay competitive in a rapidly evolving digital landscape. By digitizing
order booking processes, businesses can reduce costs, minimize errors,
enhance customer service, and position themselves for future growth
and scalability.
12/22/2024 99
Project Charter – < JDS: Sale Force Automation>
Risks to Project Help Needed In Scope Out of Scope
•IT professionals, • <key scope areas committed> • <areas to be explicitly excluded
•Issues with software compatibility, system developers, and integrators • Digitalization for Order Booking process to avoid miscommunication or
integration, or technical limitations. for system design and and to be the best solution for Sale Way misunderstandings>
•Risks of data breaches, unauthorized access, or implementation. application. • Centralization and De-
non-compliance with data protection •Specialists for compliance • Data Synchronization and integration. centralization with other van sale
regulations. and robust security nature similar BUs.
•Resistance to change from employees and measures.
adoption challenges. •Consultants for training,
•System downtime, bugs, or inadequate support communication, and
affecting operations. stakeholder engagement.
•Implementation issues impacting customer •Vendors or service
interactions and satisfaction. providers for ongoing
technical assistance and
maintenance.
•Protocols and plans to
manage customer
expectations and maintain
service levels.
•Frameworks and plans to
mitigate disruptions and
ensure business continuity.
12/22/2024 100
Schedule & Weekly Updates - <JDS: Sale Force Automation>
Time Line View
1. Launching
1. Functional Requirement Analysis 1. Development Started
2. Post
2. Prototype / User Journey with WBS
Implementatio
3. Solution Architect for SIT 2. Beta Launch
n

Current Status 1. Added remaining UI/UX screen. [Done]
To be Tech stack detail [ 50 %] 2. Login Flow Alignment [Done]
To be project architecture Design [ 50 %]
3. To register and assign the development tasks on JDS. [WIP].
To be Middle Ware / Backend Portal Design [ 50 %]
To be API Design [50%]
To be Front End Mobile Design [80 %]
Comments/Remarks
Start the SFA APIs development.
Weekly Risk View

To Digitalize for the discount To be standardize as much as possible by Sale
and Promotion module BUs.
Dynamic 365, APIs readiness
and work around solution
101
PROJECT
Project Nay Lin Phyo Project Kalyar Hlaing
Sponsor Manager
Timeline December 2024 Budget In House
Project Description
•Why - Happy Box is designed to surprise and delight, ensuring each delivery is a
memorable, personalized experience that drives both engagement and revenue growth.
And then, To collaborate with CCN and Retail to introduce an industry-first
approach to engagement.
• Year 1 Goal: Sell 2,990 boxes, generating 185 million MMK in revenue.
• Year 2 Target: Sell 5,500 boxes, generating 412.5 million MMK.
• Year 3 Projection: Sell 11,000 boxes, generating 840 million MMK.
• Happy Box is designed to surprise and delight, ensuring each delivery is a
memorable, personalized experience that drives both engagement and
Happy Box revenue growth.
•How - Based on the product road map created by the marketing team and the
business requirement development, we have aligned the technical details for the
following initiatives:
• Web Application Development: Develop a robust and user-friendly web
application that meets the specified functional requirements.
• Payment Integration with Mobifin CCN: Seamlessly integrate Mobifin CCN for
secure and efficient payment processing.
• Additionally, we have a wallet and payment system in place. However, our products
are part of our retail operation. Collaborating with them will facilitate market and
consumer share.
• This alignment ensures that the technical implementation is in sync with the
functional details provided, guided by the strategic direction set by the marketing
team. 102
PROJECT
Project Nay Lin Phyo Project Kalyar Hlaing
Sponsor Manager
Timeline November 2024 Budget In House
Key highlights
• Product Road Map - completed
• BRD confirmation - Done
• Development – Almost done
• SIT with RG express is WIP
Happy Box Upcoming activities
• UAT – 29 November 2024

• Pilot Testing -
• Launching - End of November
103
Project Charter – < Happy Box >
We are developing a new product called ‘Happy Box’ aimed at Sponsor COO
providing a personalized and engaging shopping experience. System Owner Kyaw Myo Thet
The current problem is the lack of such personalized
engagement tools in our product lineup, which can enhance
user interaction and satisfaction. By integrating the Happy Business Stakeholders Retail
Box feature, we address the need for a unique, interactive,
and customer-centric approach to retail. Technology ERP Team
Expected Outcome Stakeholders
• Successfully develop and integrate the Happy Box feature Extended Project Finance Team, Data Management Team
within our app. Team
• Enhance customer engagement through a personalized
and fun shopping experience.
• Provide flexible options for users to claim their purchases, <Requirement Analysis> 28 Augst 2024 18 sept 2024
either via home delivery or in-store pickup. <Kick-Off>
<Requirement Sign Off> 11 November 20 November
Projected Benefits (Return of Investment) 2024 2024
<Dev, Implementation>
November November
2024 2024
• Revenue Growth: 29 November
• Year 1: Sell 2,990 boxes, generating 185 million MMK. <UAT> 2024
• Year 2: Sell 5,500 boxes, generating 412.5 million MMK. <Go-Live> 5 December 2024
• Year 3: Sell 11,000 boxes, generating 840 million MMK.
• Customer Satisfaction and Loyalty: Improve customer
satisfaction by offering a unique, engaging, and
personalized shopping experience, thereby increasing
brand loyalty.
• 12/22/2024
Market Expansion: Attract a diverse audience and 104
Project Charter – < Happy Box >
Risks to Project Help Needed Key Milestones Planned Actual
• Technical Risks: Potential • Technical Support: <Requirement Analysis> 28 Augst 2024 18 sept 2024
challenges in seamless integration of Assistance with the <Kick-Off>
the Happy Box feature and payment development and <Requirement Sign Off> 11 November 20 November
systems. integration of the 2024 2024
• Market Acceptance: The concept of Happy Box feature, <Dev, Implementation> November November
mystery boxes may not resonate with including dynamic 2024 2024
all users, affecting adoption rates. question sequencing
<UAT> 29 November
• Operational Risks: Logistical and payment system 2024
challenges in managing the delivery integration.
<Go-Live> 5 December
and pickup of physical items. • Marketing 2024
• Financial Risks: Initial investment Strategy:
and operating costs may not be Developing a robust
immediately recovered if the feature marketing strategy
fails to gain traction. to promote the • Project Planning: Develop • Development Work: No
Happy Box and and maintain project plans direct coding or
ensure market and schedules. designing tasks.
acceptance. • Stakeholder Management: • Operational Tasks: Not
• Operational Communicate and manage responsible for day-to-
Coordination:
stakeholder expectations. day operations.
Streamlining
logistics and delivery
• Budget Management: • Technical Decisions:
operations to Monitor and control project Decisions made by
manage the physical expenditures. technical experts.
items effectively. • Risk Management: Identify • End-User Training: Not
• User Feedback: and mitigate project risks. responsible for training
Gathering and • Communication and end-users.
analyzing user Reporting: Provide updates • Sales and Marketing
12/22/2024 feedback to and facilitate project Execution: Not 105
continuously meetings. executing marketing
Schedule & Weekly Updates - < Happy Box >
Time Line View
1. UAT, 2. Go
Live

Current Status
Development Team supporting to done UAT swiftly.

Waiting email for RG Express latest status email.
Comments/Remarks
Tech team just can start
Weekly Risk View

106
PROJECT
Project Bo Bo Than Oo Project Kalyar Hlaing
Sponsor Manager
Timeline December 2024 Budget Vendor + In House
Project Description
Business • Why - To increase the transaction volume and to get more
MDR and, more brand awareness.
Integration : •
•
How
Who
- To payment integrate with more merchants.
- Group PMO Team , DITI
Direct •
•
When - December 2024.
Where - DITI
integration
Key highlights
with Ooredoo, We currently integrate with 50 merchants through 2C2P, as direct integration
Gift card wasn’t possible before. However, with 2C2P exiting Myanmar, our partnership
team plans to switch to Infinity Success as a payment aggregator for some billers.
integration Ultimately, our goal remains to establish direct integrations.
Due to the high impact of sales volume on our transactions, it is crucial to
with Infinity prioritize direct integration with Ooredoo and Infinity Success as soon as possible
to support ouractivities
Upcoming business needs
Success • SIT - Initiated

• UAT – To start in coming weeks
• Pilot Testing - To start in coming weeks
• Launching - To start in coming weeks
107
Project Charter – < Business Integration : Ooredoo
and Gift Cards>
To prevent downgrade time and lost the sale transactions. Sponsor COO
System Owner Kyaw Myo Thet
Business Stakeholders Khin Sandy Soe, Ei Phyu Ko Ko, Khin Kyaut Thu San
Expected Outcome
Technology Han Ni Aung, Khant Khant Nyein Soe
Stakeholders
• To streamline integrated well.
Extended Project Finance Team, Data Management Team
Team
<Requirement Analysis> June 2024 September 2024
<Kick-Off> October 2024 October 2024
To get more brand-awarness and profits.
<Requirement Sign Off>
<Dev, Implementation> November November
Risks to Project Help Needed 2024 2024
<UAT>
<Go-Live>
12/22/2024 108
Schedule & Weekly Updates - <Business Integration : Ooredoo and
Infinity Success>
Time Line View
1. UAT, 2. Go
Live

Current Status
Product Work Flow and prequisite is completed.

It's Queue in demand pipeline.
Comments/Remarks
Weekly Risk View

109
PROJECT
Project Bo Bo Than Oo Project Ma Kalyar Hlaing
Sponsor Manager
Timeline End of October Budget In House
End of November
Project Description
•Why – In the outer market, agents of MMBus will make a deposit of 10 lakh. CCN
will invite participants with a deposit of only 3 lakh and share the
commission. This strategy is targeted towards 9,000 merchants and
PA app : agents, allowing CCN to achieve a cash flow liquidity of 9000 x 3 lakh.
Customize •How - In PA app, will enhance with customization of the Cash In API instead
of Push Payment.
payment •Who - Group PMO, DITI
integration •When - Go to the Market in October 2024
with MMBus Key highlights

• Prototyping for Requirement Varification – 90% Done
• Commission Distribution - Done
• Product Workflow – 80 % Done
• Request Development integration sequence diagram- WIP
Upcoming activities
• To start development, kick off meeting with MMBus
110
• To start integration testing.
Project Charter – <PA : Customize payment
integration with MMBus>
Sponsor Ko Bo Bo Than Oo
• Cash flow liquidity by MMBUS Agent / Merchant and to get System Owner Ko Kyaw Myo Thet
more profit.
Business Stakeholders Khin Sanday Soe, Sai Min Htet
Expected Outcome
Technology Min Thit Tun, Khant Khant Nyein Soe
• Not only for the Business but also can use payment Cash Stakeholders
In / Cash Out integration API in Citizen Pay PA app.
Extended Project PMO
Team
<Kick-off> 8-July-2024 8-July-2024
• To achieve a cash flow liquidity of 9000 x 3 lakh. <PRD> 15-Aug-2024 25-Sept-2024
<Dev, Implementation> 29-Oct-2024 30-Nov-2024
<UAT>
Risks to Project Help Needed <Go Live>
There is no Push Payment API in Citizen Pay PA Will customize with Cash In
Cash In API Customization: Developing Push Payment Feature:
app. API
and implementing a customized Cash In Development of Push Payment is
API for the PA app.Commission not included, as it’s being
Structure: Setting up a commission- replaced by the Cash In API.
sharing model for participants depositing
3 lakh. Additional Market Segments:
Merchant and Agent Onboarding:
Expanding beyond the 9,000
Targeting and enrolling 9,000 merchants target merchants and agents is
and agents with the 3-lakh deposit not part of this phase.
requirement. Deposit Requirement
Cash Flow Liquidity Management: Changes: Adjusting the 3-lakh
12/22/2024 Managing and monitoring the liquidity 111
deposit threshold for participants.
generated through the deposits. Long-Term Commission
Schedule & Weekly Updates - < PA : Customize Payment integration
with MM-Bus>
Time Line View
1. API Development
2. End to End Testing
3. Go to the market
Current Status 1. Due to other ad-hoc incident escalation, Project timeline move to November 2024.
• Product Workflow and User Journey - Done
• Merchant account onboarding and integration testing – WIP.
Comments/Remarks
Development start on 29.Oct.2024.
Weekly Risk View

• Technical Limitation: None WIP with internal stakeholders and vendor,
identified, as the product flow Panamax.
for agent/merchant cash in/out
is the same as for consumers.
• Main Risk: Timeline is the
primary risk, as on-time
support is critical for CCN's 112
business to operate smoothly
PROJECT
Sponsor Manager
Timeline End of December Budget In House
2024
Project Description
•Why – The purpose of integrating with the Yangon City Development Committee
(YCDC) is to enhance CCN's market position by increasing transaction volume
and boosting brand awareness.
As most leading digital wallets in the market are already integrated with YCDC,
this step is crucial for CCN to remain competitive and improve user engagement
and commission sharing.
• How - Using Push Payment API
YCDC • Who – Group PMO, DITI
• When – November 2024
• Where – DITI
Key highlights
• Prototyping for Requirement Varification – completed
• Product Workflow – Done
• Request Development integration sequence diagram- Done
• Data structure - Done
Upcoming activities
• To start the development
113
• To start the integration testing.
Project Charter – < YCDC : Biller Integration>
Sponsor Bo Bo Than Oo
• CCN needs to integrate with YCDC to enhance competitiveness, as users
have the option to use other wallets for tax payments. With most market System Owner Kyaw Myo Thet
leaders' digital wallets already integrated with YCDC, CCN must offer a Project Manager(s) Kalyar Hlaing
compelling solution to compete effectively. The goal is to increase Business Stakeholders Khin Sandy Soe, Nyein Aye Thant
transaction volume and secure commission sharing opportunities by
providing a seamless integration that rivals existing market leaders.
• Expected Outcome Technology Khant Khant Nyein Soe
Stakeholders
• The integration will simplify the tax payment process for users by allowing
them to enter only their tax-payer-id, with the system automatically Extended Project PMO
populating all relevant YCDC taxes. This will improve user experience and Team
align CCN with market leaders.
<Kick-off> 8-July-2024 8-July-2024
• Projected Benefits (Return of Investment)
<PRD> 6-Sept-2024 6-Sept-2024
• The integration will simplify the tax payment process for users by
allowing them to enter only their NRC, with the system automatically <Dev, Implementation, >
populating all relevant YCDC taxes. This will improve user experience <UAT>
and align CCN with market leaders. <Go Live>
• Risks to Project • Help Needed
• Technical Support:
• Integration Complexity: Potential Assistance from YCDC
technical challenges in integrating with for seamless integration In Scope Out of Scope
YCDC’s system could delay the project due and troubleshooting. • Integration with YCDC: Establishing • .Redesign of YCDC’s Tax
to txn fail / timeout for varies request and • Development a seamless connection between CCN’s System: Changes to YCDC’s
response. Resources: Technical system and YCDC to facilitate tax existing tax calculation or
• Timeline Risk: Delays in integration could expertise to ensure payments. reporting systems are not
impact CCN's ability to capture transactions smooth implementation • Automatic Tax Population: included.
and benefit from increased brand and resolve any issues Implementing a feature where users • Handling Disputes: Resolving
awareness, especially during peak tax promptly. enter their NRC and the system issues related to incorrect tax
seasons or major events. • Project Management: automatically populates all relevant information or user disputes
• Market Competition: If integration is not
12/22/2024 Coordination to meet YCDC taxes. beyond integration-related 114
completed timely, CCN may fall behind deadlines and manage • Commission Tracking: Setting up problems.
Schedule & Weekly Updates - < YCDC : Biller Integration >
Time Line View
1. Development
2. Integration Testing
Weekly Status / Comments / Remarks View 3. Go to the Market
Current Status
• Functional requirements analysis progress - completed
• Request Development integration sequence diagram - Done
• Data structure - Done
Comments/Remarks
Once MMBus PA released, will shchdeule and start-over YCDC development.
Weekly Risk View

Risk
Fail Txn due to One-to-Many
settlement.
115
PROJECT
Sponsor Manager
Timeline End of October 2024 Budget In House
June 2025
Project Description
• Why – The purpose of the IRD integration is to simplify the tax payment
process. Users will only need to enter their NRC, and the system will
automatically populate all relevant taxes. This makes it easy for users to
manage their payments, while CCN can benefit by sharing commission from
different types of taxes.
• How - Using Push payment API.
• Who – Group PMO, DITI
IRD •
•
When – October 2024
Where – DITI
Key highlights
• Kick Off Done
• Need more alignment meeting with IRD's service provider due to their APIs
parameter is customize type of passthrough.
Upcoming activities
• CCN and Pay plus will discuss details each of
parameter.
• Missed out Requirements with MCB mobile banking
116
and when CCN will support feature development MCB
Project Charter – < IRD : Biller Integration >
• The current tax payment process is cumbersome and requires users to
manually enter multiple details. CCN seeks to integrate with IRD to System Owner Kyaw Myo Thet
streamline the process by allowing users to enter only their NRC, after which Project Manager(s) Kalyar Hlaing
the system will automatically populate all applicable taxes. Business Stakeholders Khin Sandy Soe, Nyein Aye Thant
• Expected Outcome
Technology Khant Khant Nyein Soe, Han Ni Aung
• The integration will simplify the user experience, enabling quicker and more
Stakeholders
efficient tax payments. Users will only need to enter their NRC to view and
pay their taxes. Extended Project PMO
Team
<Kick-off> August - 2024 August - 2024
• User Experience: A streamlined process will increase user <PRD>
satisfaction and encourage more frequent use.
• Efficiency: Fewer manual inputs will reduce errors and processing <Dev, Implementation>
time. <UAT>
• Commission Revenue: CCN will benefit from commissions on the <Go-Live>
various taxes processed through the system, providing a new
revenue stream.
•Timeline Risk: Delays in
•Timeline Risk: Delays in integration could integration could impact •Integration with IRD’s system to fetch • .Development or redesign of the
impact user experience and CCN's ability to user experience and CCN's relevant tax information based on the IRD’s tax calculation system.
generate revenue, particularly around peak tax ability to generate revenue, NRC. • Handling disputes related to
seasons. particularly around peak tax •Automatically populating tax details once incorrect tax information
•Technical Challenges: Potential integration seasons. the NRC is entered by the user. fetched from IRD.
issues with IRD’s system that might require •Technical Challenges: •Simplified user interface for tax payment • Manual intervention in tax
additional development or troubleshooting. Potential integration issues via the CCN platform. population for special cases
12/22/2024 with IRD’s system that •Tracking commission earnings from (e.g., business taxes or 117
might require additional different types of taxes for CCN. exceptional cases).
Schedule & Weekly Updates - < IRD : Biller Integration>
Time Line View [2025]
1. SIT
2. UAT
3. 3. Go Live

Current Status
• To meet for API Details alignment meeting [Done]
• To report to the architecture forum for project continue or drop from the demand list.
Comments/Remarks
[10/24/24] This project began when the YT platform transitioned to Mobinfin. At that time, there seemed to be a misunderstanding regarding the free limits for bank transaction statements. CTZ Pay
attempted to integrate with the IRD (Internal Revenue Department), but now, as we revisit the project and engage with IRD for the kick-off, it has become clear that their transaction volume is quite
substantial. Their requirements align better with mobile banking solutions.
Many other banks operate under the same management structure for mobile banking and wallet operations, which led to the assumption that our operations were similar. However, IRD’s priorities are
focused more on mobile banking as their first choice, with wallet integration being a secondary priority due to the nature of their corporate transactions.
As a result, CCN is looking to strengthen its relationship with the IRD, particularly for other projects like e-Lottery, which also fall under IRD's jurisdiction. This is why they have requested a solution along with
an estimated timeline.
Our CTO recommended an interdepartmental meeting to ensure that the development timeline for both mobile banking and wallet integration is synchronized. However, MCB has provided an estimated
timeline of 2026. Given our merchant relationships, if CCN proceeds with an early, separate integration, we are planning to integrate with MCB for the IB/MB project. At that point, we will be able to resume
and provide support.
We have already aligned with all internal stakeholders and clarified that we cannot expect Weekly Risk View
significant transactions from wallet customers. Therefore, we will only be able to charge small, separate transactio
fees.
In conclusion, weRisk
have already many priorities in our demand pipeline and, we estimate the timeline for project completion depends on MCB IB/MB project and, estimated as August 2025 to October 2025.
Their pas through API is
different of passthrough type
and involves more
customization parameters
118
PROJECT
Sponsor Manager
Timeline End of December Budget In House
2024
Project Description
• Why – By integrating with Citizen Pay, the goal is to attract more users,
increase transaction volume, and enhance brand awareness, leveraging
potential commission-sharing opportunities. Concurrently, integrating with
the E-lottery application ensures the service stays competitive by aligning
with market trends. Specifically, if a lottery winner receives a prize below 1
million, the service provider (CCN + Mytel) can earn a shareable 0.5% of the
winnings, which can also help in drawing more users and increasing
ELottery •
transactions.
How - Using Push Payment API
• Who – Group PMO, DITI
• When – End of December 2024
• Where – DITI
Key highlights
• Functional requirements analysis progress- Not starte
• Request Development integration sequence diagram- To Do
• Data structure – To Do
• Draft overall project timeline – To Do
Upcoming activities
• To start the project, kick off meeting.
119
Project Charter – < E lottery : Biller Integration >
• The service needs to enhance its market position and transaction volume
while remaining competitive with other leading financial service providers. System Owner Kyaw Myo Thet
Currently, there is a risk of falling behind in transaction volume and market Project Manager(s) Kalyar Hlaing
relevance compared to competitors who are already integrated with Citizen Business Stakeholders Khin Sanday Soe, Nyein Aye Thant
Pay and E-lottery applications. The integration aims to address this by
leveraging new opportunities for user engagement and transaction growth.
• Expected Outcome Technology Khant Khant Nyein Soe, Han Ni Aung
Stakeholders
• Increased Transaction Volume: Attract more users to utilize the payment
service Extended Project PMO
• Enhanced Brand Visibility: Improve the service’s presence in the market. Team
• Competitive Positioning: Maintain and strengthen the service’s
competitive edge. Key Milestones Planned Actual
• Revenue from Lottery Integration: Generate revenue from a shareable <Kick-off>
0.5% of lottery winnings below 1 million.
<PRD>
<Dev, Implementation>
• Higher User Engagement: Increased user adoption and
<UAT>
transaction activity through Citizen Pay.
• Market Competitiveness: Better positioning against competitors <Go-Live>
by aligning with industry trends and offering additional benefits.
• Revenue Generation: Potential revenue from a percentage of E-
lottery winnings, contributing to overall financial growth.
• Technical integration with Citizen Pay • .Development of new payment
• Technical Support: and the E-lottery application. platforms.
• Integration Challenges: Technical Expertise in integrating • Development of features to support • Major operational changes
difficulties or delays in integrating with with Citizen Pay and the transactions. unrelated to the integrations.
Citizen Pay and the E-lottery application. E-lottery application. • Implementation of branding and • Marketing strategies not
• Market Adoption: Risk that users may not • Market Analysis: marketing strategies to promote these connected to the integrations.
adopt the new payment methods as Insights into user systems. • Support for other wallets or
anticipated. behavior and • User adoption efforts, including payment methods.
• Competitive Response: Other market competitive landscape marketing campaigns and training. • Regulatory compliance issues
12/22/2024
leaders might enhance their offerings in to refine the strategy. 120
• Systems for tracking and reporting not directly related to the
response to these integrations. • Partnership revenue and transaction volumes. integrations.
Schedule & Weekly Updates - < E lottery : Biller Integration >
Time Line View

Current Status
• Not started yet.
Comments/Remarks
Weekly Risk View

Risk
121
Group Data Strategy
128
JOB
Project Ko Phyo Thihan Project Ko Phyo Min Thein

Sponsor Nyein@David Manager
Timeline 24-September-2024 Budget In-house
L&R Project Description
Consumer • Why – To analyze LNR Customer Behaviors and Purchase Trend and create
management dashboard for the decision making.
Behavior • How - DMT team will develop Retail Sales & LNR Consumers Models on the
Reporting Database to offer sales & consumer behaviors on dashboard.
Dashboard •
•
Who – DITI Data Team
When – 24-September-2024
Development • Where – Retail Reporting Database
Key highlights
• Model & Data Ingestion had been successfully completed.
• Data Ingestion Monitoring in-progress.
• Alignment & Knowledge Sharing with Retail Analyst planned on 26-
Sep-2024.
• Dashboard Development, publishing, and schedule data refresh
Upcoming
done. activities
• Necessary Enhancements on Dashboard and Data Sources to add
Wallet User KYC fields 140
Schedule & Weekly Updates – L&R Consumer Behavior Dashboard
Development
Time Line View
Sep Week-1 Sep Week-2 Sep Week-3 Sep Week-4
Necessary Configuration Setup & Connection
Establishment Tasks
2 Stored Procedure Development task for ETL

operation
One-time bulk data
ingestion in manual
way
Incremental data
ingestion and necessary
enhancements
Knowledge Sharing & Dashboard
Development

Current Status
• [16-Sep-2024] One-time bulk data ingestion in manual way. Completed for Consumer Data. Work in-progress for Transactions Data.
• [18-Sep-2024] Incremental Data Ingestion complete for Consumers Data. Work in-progress for Transactions Data.
• [26-Sep-2024] Alignment & Knowledge Sharing with Retail Data Analyst
• [27-Sep-2024] Dashboard development starting with sample 1-month period dataset
• [23-Oct-2024] Dashboard development finished and will need additional enhancement to reduce confusion.
• [31-Oct-2024] Dashboard published and data refresh schedule set at GnG Power BI Workspace
• [27-Nov-2024] Data Source & Dashboard Enhancement to add Wallet User KYC fields.
Comments/Remarks Weekly Risk View

NIL
142
WORKSTREAM
Project BCF Project Ko Phyo Min Thein

Sponsor Manager
Timeline October-2024 Budget In-house
January-2025
Project Description
BCF Sales • Why – To generate sales insights on the performance of BCF products and
track sales achievement across the sales team hierarchy
Dashboard • How – By integrating Spoors Data and Manual Data and delivering predefined
specific KPIs through Power BI Dashboard.
Development •
•
Who – DITI-DMT Data Team, Support from Spoors Team
When – January, 2025
• Where – BCF
Key highlights
• Dashboard Mock-Up shared & aligned
• Required KPIs were predefined.
• Spoors Data Source Connection Testing Success
Upcoming activities
• Spoors Data validation against the pre-defined KPIs upon the APIs shared by Spoors 143
team
Schedule & Weekly Updates – BCF Sales Dashboard Development
Time Line View
Oct Week- Oct Week- Nov Nov Nov Nov Dec Dec Dec Dec Jan Week- Jan Week-
3 4 Week-1 Week-2 Week-3 Week-4 Week-1 Week-2 Week-3 Week-4 1 2
Requirement Collection &
KPIs Definition
Connection Establishment with required Data Sources
Dashboard Development
User Acceptance Testing (UAT)

Incremental data
ingestion and
necessary
enhancements Alignment &
Handover Section to
BCF

Current Status
• [25-Oct-2024] Requirement Collection & KPIs alignment finished between BCF & DMT
• [29-Oct-2024] Initiating to Spoors vendor team to establish connection to Spoors data source.
• [27-Nov-2024] Spoors data source connection testing success & validating available data against required dashboard KPIs
Comments/Remarks
Weekly Risk View

Availability of required data Prepare available data from AX NIL
from Spoors System
145
Group EA
146
PROJECT
Project Ko Aung Myo Myat Project Ma Chan Mya Thida

Sponsor Manager (DITI)
Timeline Mid of May 2024 Budget 200 lakhs MMK
(Phase 3 – Go Live)
Project Description
• Why – To improve SEs’ productivity, to proper track input cost and sales prices,
to improve communication between sales and after sales team and across the
PAL/Geely organization
• How – Exploring automobile specific solution (DMS) and will be comparing
Digitization against tailored made software, making sure as apple-to-apple comparison as

possible.
• Who – PAL management team has a vision to digitize end-to-end operation.
Key highlights
• When – Vendor selection to be completed by end of Dec 21.
• Where – PAL
• Sales Process – Phase 1 Go Live
• Phase 2 – After Sales & Services - Go Live
• Monitoring Phase 2 Go-Live status for system stability
• Phase 3 – Finance Process – UAT started on 15th March, 2024
• – Fixing UAT issues/bugs/feedbacks
Phae 3- Marketing Process and HR Process -UAT -issues/bugs/feedbacks
Upcoming activities
•Phase 3 – UAT for Marketing and HR Process es will be done on 2nd Aug, 2024.
•Fixing UAT issues/bugs feedbacks and then Phase 3 – Go Live for Marketing and
HR Processes.
Project Charter – <PAL/Geely Digitization>
•Phase 3.
•Finance Process- Working In Progress
Sponsor Ko Aung Myo Myat
•- Developing just mostly like Xero Accounting Software
•Marketing Process- Working In Progress
•HR & Admin- Working In Progress System Owner Shoon Lai Tin Win
Project Manager(s) Ma Chan Mya Thida
Expected Outcome Business Stakeholders Ko Aung Myo Myat
• PAL management team has a vision to digitize end-to-end operation to
improve SEs’ productivity, to proper track input cost and sales prices, to Technology Cluspedia
improve communication between sales and after sales team and across the Stakeholders
organization with exploring automobile specific solution (DMS) .
Extended Project Cluspedia, PAL, CDSG
Team
Projected Benefits (Return of Investment) Key Milestones Planned Actual
• To improve SEs’ productivity, to proper track input cost and <Kick-off>> 04-09-2023 05-09-2023
sales prices, to improve communication between sales and <<Project Scope>> 06-09-2023 07-09-2023
after sales team and across the organization <<Software Requirement>> 21-09-2023 22-09-2023
<<Design>> 02-10-2023 03-10-2023
<<Developing>> 17-10-2023 17-10-2023
<<UAT>> 04-03-2024 WIP
• Finance Process : Finance Process will use <<Pilot>> 07-10-2024 WIP

ERP Software and need to do wrap up <<Go Live>> 10-10-2024 WIP
existing ones.
12/22/2024 149
Schedule & Weekly Updates – [PAL/Geely Digitization ]
Time Line View

Current Status
Sales Process:Got confirmed about vin change and order cancel process from PAL Sales Manager
and Clusepdia team is fixing on it.
Sales Process: Already done about vin change and order cancel process on testing environment
and Clusepdia team will deploy on production env on coming week.(10/10/2024)
-Phase 3 – UAT for Marketing and HR Process es will be done on 2nd Aug, 2024.
-Fixing UAT issues/bugs feedbacks and then Phase 3 – Go Live for Marketing and HR Processes.
-Finance team wants to use ERP Software and still waiting approval from Geely Management.
-PAL_Geely wants to use ERP Software and will change new Vendors named "NaviWorld Myanmar Business Solutions Company
Limited" , online meeting on 25/10/2024 (Already Done Quotation), "Innovix Solutions" in personal meeting on 13/11/2024
(Requirements gathering-First time Done) , "SME Intellect Co., Ltd." in personal meeting on 19/11/2024(Demo Done), "Innovix
Solutions" in personal meeting on 26/11/2024 (Requirements gathering-Second time Done).
-Will have "Innovix Solutions" in personal meeting on 29/11/2024 (Requirements gathering-Third time). (WIP)
-Doing on line teams meeting with PAL teams and CDSGWeekly Risk
team for SOPView
process alignment. (WIP)
Comments/Remarks
After Sales, Marketing Processes are not issues and users are not experiencd very well.
Will have meeting with three parties CDSG DITI, Cluspedia and PAL to do project warp up.
150
PROJECT
Project Gwyneth Gabriel Project Ma Chan Mya Thida

Sponsor Manager (DITI)
Timeline May (Contract) Budget 120 lakhs MMK
July (Cosec)
End of Nov(Go-Live)
Project Description
Contract & • Why – To reduce the amount of time and resources required to manage and
track all the contracts manually
Cosec • How – By implementing digitized ticketing and contract management solution
to help track requests and contracts remainders
Manageme •
•
Who – For Group Legal team to support BUs and Group Functions
When – End of Mar (Contract), Mid of Apr (Ticket), Early May (Cosec)
nt
• Where – Across CDSG group
Key highlights
• Documents & Data Migration alignment and finalization
• CR requirement design finalization and conclusion
• Application Go Live: 1st December 2023
• Some Bugs/Issues occurs and already updated them on production
environment.
• Currently CRs from Group Legal team and requirements clarification.
• Group Legal team got CRs and BIM team enhanced them and already
Upcoming
deployedactivities
on production environment.
151
• Application's Support Period is 3 months following the Go Live date - from 1st
Project Charter – < Contract & Cosec Management
>
• CDSG Group Legal team would like to reduce the amount of time and resources required to Sponsor Gwyneth
manage and administer all the contracts.
System Owner Gwyneth
Project Manager(s) Ma Chan Mya Thida
Business Stakeholders HO
Expected Outcome
• Contract and cosec management system would help to manage, track, and automate every Technology BIM
single step. Stakeholders
Extended Project BIM, CDSG, HO

Team
<Go Live> 15-08-2023 16-08-2023
•CDSG would like to have the system with the following optimized features:
•Contract lifecycle tracking
•Ticketing for new contract request
•Document overview and control
•Contract Authoring – Metadata tagging (who, when, …)
•E-signing – Approval process for contract
•Contract expiration and automatic notifications

12/22/2024 152
Schedule & Weekly Updates – [Contract & Cosec Management_CR ]
Time Line View
CR Go Live

Current Status
-Group Legal team got another CRs and BIM team enhanced them and already deployed on production environment with FOC and
Group Legal team is testing on them. (18/09/2024)
-CRs completed and Go Live ready without further issues.(24/09/2024)
Comments/Remarks
Project enhancement (CRs )and got budget approval from Group Legal team and procurement team. (29/8/2024)
-Cosec CRs (Go-Live on 9thSept2024) and Group Legal team is checking on it. (9/09/2024)
-Group Legal team is checking and using on it and some bugs and BIM already fixed them.
-Group Legal team got another CRs and will have meeting with BIM (13/09/2024).
-BIM will provide the technical training for approval flow of Manage Approval Matrix to Group Legal team.(26/09/2024)
Weekly Risk View
153
Thank you!
154

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Monthly Updates

Group Digital Information

Apr-24 May-24 Jun-24 Jul-24

PROJECT => over 3 months of MCB/

Amber => Some issues, being

12 for MCB/multi-BU 11 for Retail 35 for rest of the

Project Ko Nay Lin Phyo Project Ma Thitsar

G&G as: 1) Inventory Management 2) Product Assortment & Price Management 3)

Time Line View

Weekly Risk View

Project Kyaw Myo Thet Project Phyo Pye Chan Thar

Platform Key Highlights

• QA Testing in new UAT Env

Weekly Status / Comments / Remarks View

Weekly Risk View

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Weekly Risk View

Weekly Status / Comments / Remarks View

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Project Ko Bo Bo Than Oo Project Ko Kyaw Myo Thet

Time Line View

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Extended Project CCN Data Management Team, Finance Team, Operation

Time Line View

Project Ko Kyaw Myo Thet Project Ko Zin Wai Tun

Time Line View

Weekly Status / Comments / Remarks View

Weekly Risk View

Project Multi BUs, DITI, Project Ko Kyaw Myo Thet/Ko

Timeline Continuing Budget In-house

Application • Why – To gain new revenue stream by utilizing in-house development

Developme external organizations

• Edible Oil Distribution Control System

Project Ko Kyaw Myo Thet Project Ko Phyo Pye Chan Thar

• Implementation of Edible Oil Distribution System , MDY

Extended Project Kalya Hlaing , Zin Wai Tun

Merchant to Retail Features in NPT September 2024 September 2024

Payment Features in NPT September 2024 October 2024

Project Ko Kyaw Myo Thet Project Ko Phyo Pye Chan Thar

• Final Phase Roll Out

Project Ko Kyaw Myo Thet Project Ko Zin Wai Tun

How: Utilize more mature technology of E_KYC from industry

Where: Start with CCN and can extend depends on needs

Weekly Status / Comments / Remarks View

Weekly Risk View

Risks to Project Help Needed

Review Approv Impleme

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Extended Project Group Cloud Infra Team, ERP Team

Risks to Project Help Needed

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POC for Retail

Risks to Project Help Needed

Weekly Status / Comments / Remarks View

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Project Ko Sai Linn Naung Project Ko Phyo Pye Chan Thar

Project • Why – A project management framework provides a structured and

Framework schedules, resource allocation, risk assessments, monitoring progress,

Weekly Status / Comments / Remarks View