Pick your capstone idea.
These are the ideas Burgan colleagues have submitted from real desks across the bank. Read a few, talk it over with your group, and settle on one to build this week. Open any card for the full brief and workflow diagram.
Conversational IVR Replacement
Contact Center Agent
Callers are forced through a rigid button-press IVR and often get lost or mis-routed, waiting on hold even for simple requests. Agents lose time both handling issues the system should resolve on its own and manually writing up and emailing complaints to other departments, with no structured routing or tracking.
KYC Checklist Verification
Customer Relationship Officer, Customer Service Officer
Officers manually cross-check every new account application against the KYC checklist by hand.
Payment Description & Invoice Validation
Corporate Banking Team
Payments currently require chasing down descriptions rather than having them attached upfront. Approved memos need to be attached, and invoices need to be validated by the issuer (with initials) before moving to the payment process.
Treasury Sales Deal Request Flow
Treasury Sales Desk Dealer
Branches send deal requests to Treasury Sales with incomplete tables, causing back-and-forth to fill in missing details. Once complete, getting a rate to the requester and their approve/reject/negotiate decision happens over scattered emails and calls with no tracked status.
Branch Performance Exception Reporting
Branch Manager (Retail, customer-facing), with CEM as the requesting function and Retail MIS as the current manual producer
CEM regularly asks for branch performance, staff performance against benchmark service times, and no-show rates. Producing it means manual pulls from large extracts, hand-comparison against benchmarks, and commentary written from scratch each cycle — by the time it's distributed, it's stale. Branch managers receive a table of numbers with no interpretation and have to scan it for their own issues. Nobody checks whether breaches were actually acted on, so the same branch can miss the same benchmark for months unnoticed.
Credit Card / Loan Benefit Request Automation
Burgan employees applying for credit card/loan benefits, their approving managers (up to AGM/GM level), and the HR Payroll team
Today the process is fully manual except the first step: employees collect a paper form in person or download a PDF, get it physically signed by their manager and then by an AGM/GM (routed up the org chart), hand it to HR Payroll, and everything after that (CI-Net check, notifying Cards, or updating payroll for a loan) happens over email with no tracking or automated routing.
Probation Review & Confirmation Letter Automation
HR Team and Direct Managers, bank-wide
The onboarding officer has to manually open an Excel sheet and check every new joiner's start date against today's date — there's no reminder or flag for when someone hits their 30/60/90-day review. If the officer is busy, on leave, or the sheet gets buried under other tabs, a review can quietly slip past its due date. Once caught, the same review form is printed and physically sent to the direct manager, with no tracking of whether it was filled in and returned. The rating and comment then get logged back into the same Excel sheet by hand. At the 100-day mark it's even more manual: the officer drafts the confirmation letter from scratch, walks it to the onboarding manager for a wet signature, and hand-delivers it to the new joiner — three manual handoffs for one letter, with nothing digital or searchable afterward.
Self-Service Staff Account Opening
Retail Officer
Opening a staff, Kanz, or savings account currently requires the employee to visit a branch in person, fill out paperwork, and wait for manual processing — friction for a routine HR/banking task that consumes staff time better spent elsewhere. There's no digital, self-service channel for staff to initiate and complete an account request remotely.
Conversational Purchase Requisition
Any business user
Raising a purchase requisition today requires logging into the ERP system and manually creating the request — a separate, manual step that slows procurement down. There's no way to initiate a requisition through a conversational or automated channel without going into the ERP itself.
Peer Bank Financial Review Automation
Planning / MIS team — peer bank review
Reviewing peer bank financials, collecting data points, and adding analytical commentary is done manually each quarter.
Complaint Intake Without CRM Access
Complaint Officer
Raising a request today requires staff to log into the CRM system and manually create it there — an extra manual step that slows things down.
Expenditure Approval (EQ/EP) Workflow
Requesting employee (initiator), department manager (fills in EQ details, reviews inventory-check results, confirms or justifies the request), and finance (control/gatekeeper function)
Procurement requests today are ad hoc — someone emails around asking for an item, approvals happen inconsistently (sometimes verbal, sometimes buried in an inbox), nobody checks whether the department already owns something similar, and the request either sits waiting for a signature or gets rubber-stamped without real review. This wastes time and stalls approvals.
AskMIS — Analytics Request Concierge
MIS Analyst, with managers and staff submitting data requests on the other side
Ad-hoc data requests arrive as one-line emails or Teams messages ("need merchant numbers for the report, asap") with no timeframe, metric definition, or stated purpose. The first half of the job is negotiating what was actually wanted — typically two or three email round trips before work can start. Sometimes a request duplicates one answered months earlier. The queue itself is invisible — nobody, including the team lead, can say how many open requests exist or which are at risk.
SoW / BRD Document Review Assistant
Business Relationship Management Officers, Business Analysts, Enterprise Architects
Reviewing vendor-submitted Scopes of Work (SoW) and Business Requirement Documents (BRD) is a regular, tedious, fully manual task — these documents are often lengthy and dense, and a thorough line-by-line review can take hours. The longer the review, the higher the risk: a single contradictory line item can slip through, a requirement can be misread, or vague wording gets accepted as-is — issues that only surface later as project disputes, rework, or delivery gaps. No automation currently supports any part of this process, and review quality depends entirely on the reviewer's available time and attention.