Performance Management System Alizz Islamic Bank

This document discusses the performance management system at Alizz Islamic Bank, specifically in the Operations & Project Management department. It covers the objectives, roles and responsibilities, milestones, project stages, and key deliverables.

Performance Management System
Alizz Islamic Bank
Operations & Project Management
Performance Management System Alizz Islamic Bank. Operations & Project Management | 1

Contents
Introduction................................................................................................................................................................... 3
Objectives........................................................................................................................................................................ 3
Roles and Persons Responsible.............................................................................................................................. 3
Board Risk and Compliance Committee (BRCC)......................................................................................... 4
Chief Executive Officer (CEO)............................................................................................................................. 4
Chief Risk Officer (CRO)........................................................................................................................................ 4
Credit Risk (CR)....................................................................................................................................................... 4
Operational and Market Risk (OMR)............................................................................................................... 5
Information Security (IS)..................................................................................................................................... 5
Credit Control and Monitoring and MIS (MIS)............................................................................................. 5
Basel and Risk Architecture (BRA).................................................................................................................. 5
Retail Portfolio Review and IFRS 9 monitoring (RPRI)...........................................................................5
Milestones....................................................................................................................................................................... 5
Project stages and key deliverables................................................................................................................. 6
Project time management......................................................................................................................................... 6
Work Breakdown Structure Activity List...................................................................................................... 7
Gantt chart in MS Project..................................................................................................................................... 9
Network Diagram and Critical Path.............................................................................................................. 10
Budget............................................................................................................................................................................ 11
Quality Plan.................................................................................................................................................................. 12
Risk Register................................................................................................................................................................ 12
Bibliography................................................................................................................................................................ 13
Introduction
Performance Management System Alizz Islamic Bank. Operations & Project Management | 2

World growth of Islamic financial institutions average of 15 percent per annum (Mukhlisin,
2015) that has been well felt in advanced nations (Awan, 2011), and even markedly in developing
regions; citing the 35 percent growth that of Indonesia (Ayub, 2015). At the close of of 2013 Islamic
banks and financial institutions register five hundred banks with an asset portfolio no less than
USD1.7 trillion (Wulandari, 2016).
The sharia-compliant banking segment in Oman introduced in 2012, expanded rapidly in a surge
of 29 percent of the first nine months, in a record high worldwide (Oxford's Business Group, 2019).
The segment recognises 12.4 of country banking assets with two dominant players: The Bank
Nizwa and Alizz Islamic Bank, in a breadth across the sultanate of 76 outlets and 120 automated
machines (Ona, 2018).
Noteworthy, the banking system of Islam manoeuvres by international conventional practices in
banking regulations, and Shari’a jurisprudences (Azmat, 2014). By so, interest profits are forbidden
and financing gambling, pornography and meat industries (Jaffar, 2011).
‘Mudaraba’ characterises trust financing, featured by the Alizz Islamic Bank strictly through
‘Wakala bil Istithmar’ as the financing solution by way of ‘Mudarib and Rab-al-Mal’; with bank
responsibility of managing investments (Alizz Islamic Bank, 2017). Apart approval by the Shari’a
Supervisory Board for investment portfolio selection, the Mudaraba fund pool is fundamentally
unrestricted. Banking practices include the Jarah Muntahia Bittamleek, otherwise leasing
(Kuppusamy, 2010).
Alizz Islamic Bank was founded in November 2012 through Royal Decree No. 69/2012. 40
percent of its paid up capital was generated through Initial Public Offering with the remaining
equity from diverse advocates.
Objectives
The objective of this endeavour is to establish and carryout a systematic Management
Performance appraisal for the Alizz Islamic Bank. The conceptual framework derived the efficiency
ratio corresponding to the Mudaraba and Murabaha, by using two aspects; cost of money and cost
element. One portfolio has low cost of money, and reversely, the other has a high cost of money as
these relate to investment banking.
Roles and Persons Responsible
The roles and persons responsible stated in this intervention put down to raise Management
Performance is related to the specific objective, and does not elaborate on existing functions and
duties.
Performance Management System Alizz Islamic Bank. Operations & Project Management | 3

Organisation Structure (Alizz Islamic Bank, 2017)
Board Risk and Compliance Committee (BRCC)
The Board Risk and Compliance Committee is the functioning steering committee and oversight
of this particular endeavour. BRCC shall ensure that all responsibilities correspondingly assigned
are performed with due diligence, such that the expected results and objectives are achieved.
Monthly Steering Committee Meetings are mandated for the monitor of this endeavour and for
reposting to the shareholders.
Chief Executive Officer (CEO)
The Chief Executive Officer has the crucial responsibility of setting the standards of success of
this Management Performance endeavour, thus the CEO is to carefully define the efficiency ratios of
credit risk to each retail portfolio. The management of the portfolio is at the sole discretion of the
CEO, specifically qualifying the Net Interest Margin and Net Interest Revenue; thus is accountable for
any net impairment.
Chief Risk Officer (CRO)
The Chief Risk Officer is to translate these efficiency ratios to doable terms, and has the
responsibility of approving all portfolio cases that do not fall with the credit risk efficiency ratios,
justifying these cases as appropriate. The CEO weighs up each case against the Banks Liquidity
Ratios and ROE.
Credit Risk (CR)
Credit Risk Personnel are accountable for evaluating each and every case of the retail portfolio,
thus recommending for approval of disapproval the findings of the case to the Chief Risk Officer.
The Credit Risk Personnel is to synthesize information provided by the Operational and Market
Risk Personnel.
Performance Management System Alizz Islamic Bank. Operations & Project Management | 4

Operational and Market Risk (OMR)
The Operational and Marketing Risk personnel is to investigate on the sensitivities of the risk
market or instabilities that affect upon the firm’s banking operations, as well as the operational
faults that can disrupt operations or raise the level of exposure.
The findings of the Operational and Market Risk personnel is to be forwarded to the Credit Risk
personnel for integration on to the loan portfolios under evaluation.
Information Security (IS)
Information Security personnel is responsible for the structural resource, thus the security of all
banking Information System is taken vanguard against external or internal unauthorised access or
faulting.
Credit Control and Monitoring and MIS (MIS)
The Credit Control and Monitoring MIS personnel monitor both the financial aspect of the
banking operation and the human motivation aspect of the organisation. On the financial aspect, the
CCMM personnel is responsible for capital adequacy and assets quality; earning quality and
liquidity, as well as risk weighted on asset. On the motivational aspect, the CCMM personnel looks
into the motivational aspect of all personnel under the BRCC, simplifying motivation on to a
rewards system of: Fulfilment by recognition and promotion, or personal development acquired
through company training, or work place environment.
Basel and Risk Architecture (BRA)
The Basel and Risk Architecture personnel are responsible for compliance to the International
Committee on Banking Supervision or BCBS, which concerns with strengthening risk principles for
operative risk data aggregation and risk reporting. The Basel and Risk Architecture personnel are
responsible for designing a new system that is to monitor the performance management of the
banking efficiency as to the prerogative of this endeavour, in tandem the Retail Portfolio Review
and IFRS 9 monitoring personnel.
Retail Portfolio Review and IFRS 9 monitoring (RPRI)
The Retail Portfolio Review and IFRS 9 monitoring personnel are responsible for compliance to
the International Accounting Standards Board or IASB, which concerns with standard accounting
procedures. The Retail Portfolio Review and IFRS 9 monitoring personnel are responsible for
designing a new system that is to monitor the performance management of the banking efficiency
as to the prerogative of this endeavour, in tandem the Basel and Risk Architecture personnel.
Milestones
This is a simple, straightforward high-impact initiative with just three milestones:
 Launch pursuit Management Performance on Wednesday May 5, 2019
 Management Performance System Test Run and Validation on Thursday June 20, 2019
 Approval of system on Wednesday July 24, 2019
Performance Management System Alizz Islamic Bank. Operations & Project Management | 5

Project stages and key deliverables
Key deliverables and stages are split in three. The first phase comprises of a core team
competent in IT for the collation of data and analysis.
The second phase is the input of risk qualifiers by all other pertinent departments and the
crafting of the algorithm to define efficiency ratios, how each financial solution can impact on the
bank’s efficiency.
The last phase is the testing and refinement and finally the use of the application
Project time management
Performance Management System Alizz Islamic Bank. Operations & Project Management | 6
Start Fini
sh
May
5, '19
May
19, '19
Jun 2,
'19
Jun
16,
'19
Jun
30,
'19
Jul
14,
'19
Jul 28,
'19
Start Fini
sh
May
5, '19
May
19, '19
Jun 2,
'19
Jun
16,
'19
Jun
30,
'19
Jul
14,
'19
Toda
y

Work Breakdown Structure Activity List
Task Name Work Duratio
n Start Finish Resource Names
Launch Pursuit 0 hrs. 0 days Wed 5/1/19 Wed 5/1/19 Chief Executive Officer [20%]
Chief Executive Officer 0 hrs. Wed 5/1/19 Wed 5/1/19 Chief Executive Officer
0 hrs.
System Architecture 0 hrs. 0 days Thu 5/2/19 Thu 5/2/19
Gathering data 80 hrs. 5 days Thu 5/2/19 Wed 5/8/19
Basel and Risk Architecture, Retail
Portfolio Review and IFRS 9
monitoring
Basel and Risk Architecture 40 hrs. Thu 5/2/19 Wed 5/8/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 40 hrs. Thu 5/2/19 Wed 5/8/19 Retail Portfolio Review and IFRS 9
monitoring
Qualifying portfolios into
Murabaha, Wakala bil
Istithmar, Ijarah assets-Ijarah
muntahia, bittamleek
100 hrs. 5 days Thu 5/9/19 Wed 5/15/19
Retail Portfolio Review and IFRS 9
monitoring, Basel and Risk
Architecture, Credit Risk [50%]
Credit Risk 20 hrs. Thu 5/9/19 Wed 5/15/19 Credit Risk
Basel and Risk Architecture 40 hrs. Thu 5/9/19 Wed 5/15/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 40 hrs. Thu 5/9/19 Wed 5/15/19 Retail Portfolio Review and IFRS 9
monitoring
Analysis of financial efficiencies 8 hrs. 2 days Mon 5/20/19 Tue 5/21/19 Credit Control and Monitoring and
MIS [50%]
Credit Control and Monitoring
and MIS 8 hrs. Mon 5/20/19 Tue 5/21/19 Credit Control and Monitoring and
MIS
Input of motivation factor 8 hrs. 2 days Sun 4/21/19 Tue 4/23/19 Credit Control and Monitoring and
MIS [50%]
Credit Control and Monitoring
and MIS 8 hrs. Sun 4/21/19 Tue 4/23/19 Credit Control and Monitoring and
MIS
Determine Algorithm bisection
interval 80 hrs. 5 days Thu 5/23/19 Wed 5/29/19
Basel and Risk Architecture, Retail
Portfolio Review and IFRS 9
monitoring
Basel and Risk Architecture 40 hrs. Thu 5/23/19 Wed 5/29/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 40 hrs. Thu 5/23/19 Wed 5/29/19 Retail Portfolio Review and IFRS 9
monitoring
Check system convergence 80 hrs. 5 days Thu 5/30/19 Wed 6/5/19
Basel and Risk Architecture, Retail
Portfolio Review and IFRS 9
monitoring
Basel and Risk Architecture 40 hrs. Thu 5/30/19 Wed 6/5/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 40 hrs. Thu 5/30/19 Wed 6/5/19 Retail Portfolio Review and IFRS 9
monitoring
Qualify output results 196 hrs. 7 days Thu 6/6/19 Fri 6/14/19
Basel and Risk Architecture, Retail
Portfolio Review and IFRS 9
monitoring, Credit Control and
Monitoring and MIS
[50%],Information Security
Information Security 56 hrs. Thu 6/6/19 Fri 6/14/19 Information Security
Credit Control and Monitoring
and MIS 28 hrs. Thu 6/6/19 Fri 6/14/19 Credit Control and Monitoring and
MIS
Basel and Risk Architecture 56 hrs. Thu 6/6/19 Fri 6/14/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 56 hrs. Thu 6/6/19 Fri 6/14/19 Retail Portfolio Review and IFRS 9
monitoring
Input of market risks 8 hrs. 2 days Mon 6/17/19 Tue 6/18/19 Operational and Market Risk[50%]
Operational and Market Risk 8 hrs. Mon 6/17/19 Tue 6/18/19 Operational and Market Risk
Performance Management System Alizz Islamic Bank. Operations & Project Management | 7

Input of operating faults 8 hrs. 2 days Mon 6/24/19 Tue 6/25/19 Credit Risk [50%]
Credit Risk 8 hrs. Mon 6/24/19 Tue 6/25/19 Credit Risk
Risk analysis and risk coefficient
input 40 hrs. 5 days Mon 6/17/19 Fri 6/21/19 Credit Risk [50%],Chief Risk
Officer[50%]
Chief Risk Officer 20 hrs. Mon 6/17/19 Fri 6/21/19 Chief Risk Officer
Credit Risk 20 hrs. Mon 6/17/19 Fri 6/21/19 Credit Risk
Information security inspection 40 hrs. 5 days Mon 6/17/19 Fri 6/21/19 Information Security
Information Security 40 hrs. Mon 6/17/19 Fri 6/21/19 Information Security
Input of security control points 40 hrs. 5 days Mon 6/24/19 Fri 6/28/19 Information Security
Information Security 40 hrs. Mon 6/24/19 Fri 6/28/19 Information Security
Verification of financial
impairment 3.2 hrs. 2 days Mon 7/1/19 Tue 7/2/19 Chief Executive Officer [20%]
Chief Executive Officer 3.2 hrs. Mon 7/1/19 Tue 7/2/19 Chief Executive Officer
Management Performance
System Test Run & Validation 235.2 hrs. 7 days Wed 7/3/19 Thu 7/11/19
Chief Executive Officer [20%],Chief
Risk Officer[50%],Basel and Risk
Architecture, Credit Control and
Monitoring and MIS
[50%],Information Security, Retail
Portfolio Review and IFRS 9
monitoring
Chief Executive Officer 11.2 hrs. Wed 7/3/19 Thu 7/11/19 Chief Executive Officer
Chief Risk Officer 28 hrs. Wed 7/3/19 Thu 7/11/19 Chief Risk Officer
Information Security 56 hrs. Wed 7/3/19 Thu 7/11/19 Information Security
Credit Control and Monitoring
and MIS 28 hrs. Wed 7/3/19 Thu 7/11/19 Credit Control and Monitoring and
MIS
Basel and Risk Architecture 56 hrs. Wed 7/3/19 Thu 7/11/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 56 hrs. Wed 7/3/19 Thu 7/11/19 Retail Portfolio Review and IFRS 9
monitoring
System Streamlining 16 hrs. 2 days Fri 7/19/19 Mon 7/22/19
Basel and Risk Architecture, Retail
Portfolio Review and IFRS 9
monitoring, Credit Control and
Monitoring and MIS
[50%],Information Security
Information Security 16 hrs. Fri 7/19/19 Mon 7/22/19 Information Security
Credit Control and Monitoring
and MIS 0 hrs. Fri 7/19/19 Fri 7/19/19 Credit Control and Monitoring and
MIS
Basel and Risk Architecture 0 hrs. Fri 7/19/19 Fri 7/19/19 Basel and Risk Architecture
Retail Portfolio Review and IFRS
9 monitoring 0 hrs. Fri 7/19/19 Fri 7/19/19 Retail Portfolio Review and IFRS 9
monitoring
Approval of system 4.8 hrs. 3 days Sat 7/20/19 Wed 7/24/19 Chief Executive Officer [20%]
Chief Executive Officer 4.8 hrs. Sat 7/20/19 Wed 7/24/19 Chief Executive Officer
Steering Committee Meetings 0 hrs. 46 days Fri 5/10/19 Fri 7/12/19
MANCOM 0 hrs. 46 days Fri 5/10/19 Fri 7/12/19
MANCOM 1 0 hrs. 1 day Fri 5/10/19 Fri 5/10/19
MANCOM 2 0 hrs. 1 day Fri 6/14/19 Fri 6/14/19
MANCOM 3 0 hrs. 1 day Fri 7/12/19 Fri 7/12/19
Performance Management System Alizz Islamic Bank. Operations & Project Management | 8

Gantt chart in MS Project
ID Task
Mode
Task Name Duration
0 Alizz IslamicBank.PerformanceManagement.OPM56 days?
1 Launch Pursuit 0 days
2 System
Architecture
30 days?
3 Gathering data 5 days
4 Qualifying portfolios into Murabaha, Wakala bil Istithmar, Ijarah assets-Ijarah muntahia, bittamleek5 days
5 Analysis of financial effi ciencies2 days
6 Input of motivation factor2 days
7 Determine Algorithm bisection interval5 days
8 Check system convergence5 days
9 Qualify output results7 days
10 Input of market risks2 days
11 Input of operating faults2 days
12 Risk analysis and risk coeffi cient input5 days
13 Information
security
inspection
5 days
14 Input of security
control points
5 days
15 Verification of
financial
impairment
2 days
16 Management Performance System Test Run & Validation7 days
17 System
Streamlining
2 days
18 Approval of system3 days
19 Steering
Committee
Meetings
46 days
20 MANCOM 46 days
21 MANCOM 1 1 day
22 MANCOM 2 1 day
23 MANCOM 3 1 day
4/26
Basel and Risk Architecture,Retail Portfolio Review and IFRS 9 monitoring
Retail Portfolio Review and IFRS 9 monitoring,Basel and Risk Architecture,Credit Risk [
Credit Control and Monitoring and MIS [50%]
Credit Control and Monitoring and MIS [50%]
Basel and Risk Architecture,Retail Portfolio Review and IFRS 9 monitoring
Basel and Risk Architecture,Retail Portfolio Review and IFRS 9 monitoring
Basel and Risk Architecture,Retail Portfolio Review and IFRS 9 monitoring,Credit Con
Operational and Market Risk[50%]
Credit Risk [50%]
Credit Risk [50%],Chief Risk Officer[50%]
Information Security
Information Security
Chief Executive Officer [20%]
Chief Executive Officer [20%],Chief Risk Officer[50%],Basel and Risk Architecture,Cr
Basel and Risk Architecture,Retail Portfolio Review and IFRS 9 monitoring,Credit Contr
Chief Executive Officer [20%]
Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2
2018 2019 2020 2021 2022
Network Diagram and Critical Path
Performance Management System Alizz Islamic Bank. Operations & Project Management | 9

FS
FS
FS
FS FS
FS
FS
FS
FS
FS
FS
FS
FS
FS
FS
FS
FS
3
4 5
6
7
8
9
10
11
12
13
14
15
16
17
18
20
21
22
23
24
2
19
1
Budget
Performance Management System Alizz Islamic Bank. Operations & Project Management | 10

The total budget is 394,552 and does not incur any expenditure for investment such as
technology or additional recruit. The first table presents the cost per resource and the second table
presents the cost per activity.
Resource name Type Initials Maximum Rate OT Rate Cost Use Accrues Base
calendar
Chief Executive Officer Work CEO 20% ر.ع.325.00 /hr ر.ع.500.00 /hr ر.ع.0.00 End Standard
Chief Risk Officer Work CRO 50% ر.ع.162.00 /hr ر.ع.200.00 /hr ر.ع.0.00 Prorated Standard
Operational and Market Risk Work OMR 50% ر.ع.162.00 /hr ر.ع.200.00 /hr ر.ع.0.00 Prorated Standard
Information Security Work IS 100% ر.ع.162.00 /hr ر.ع.200.00 /hr ر.ع.0.00 Prorated Standard
Credit Risk Work CR 50% ر.ع.140.00 /hr ر.ع.180.00 /hr ر.ع.0.00 Prorated Standard
Credit Control and
Monitoring and MIS Work MIS 50% ر.ع.162.00 /hr ر.ع.200.00 /hr ر.ع.0.00 Prorated Standard
Basel and Risk Architecture Work BRA 100% ر.ع.140.00 /hr ر.ع.180.00 /hr ر.ع.0.00 Prorated Standard
Retail Portfolio Review and
IFRS 9 monitoring Work RPRI 100% ر.ع.140.00 /hr ر.ع.180.00 /hr ر.ع.0.00 Prorated Standard
Activity Actual Remainin
g Budget Cost Variance
Launch Pursuit ر.ع.0 ر.ع.0 ر.ع.0 ر.ع.0
ر.ع.0 ر.ع.0 ر.ع.0 ر.ع.0
System Architecture ر.ع.0 ر.ع.0 ر.ع.0 ر.ع.0
Gathering data ر.ع.
11,200 ر.ع.0 ر.ع.
11,200 ر.ع.11,200
Qualifying portfolios into Murabaha, Wakala bil
Istithmar, Ijarah assets-Ijarah muntahia, bittamleek ر.ع.
14,000 ر.ع.00 ر.ع.
14,000 ر.ع.14,000
Analysis of financial efficiencies ر.ع.1,296 ر.ع.0 ر.ع.1,296 ر.ع.1,296
Input of motivation factor ر.ع.1,296 ر.ع.0 ر.ع.1,296 ر.ع.1,296
Determine Algorithm bisection interval ر.ع.2,240 ر.ع.8,960 ر.ع.
11,200 ر.ع.11,200
Check system convergence ر.ع.0 ر.ع.
11,200 ر.ع.
11,200 ر.ع.11,200
Qualify output results ر.ع.0 ر.ع.
29,288 ر.ع.
29,288 ر.ع.29,288
Input of market risks ر.ع.0 ر.ع.1,296 ر.ع.1,296 ر.ع.1,296
Input of operating faults ر.ع.0 ر.ع.1,120 ر.ع.1,120 ر.ع.1,120
Risk analysis and risk coefficient input ر.ع.0 ر.ع.6,040 ر.ع.6,040 ر.ع.6,040
Information security inspection ر.ع.0 ر.ع.6,480 ر.ع.6,480 ر.ع.6,480
Input of security control points ر.ع.0 ر.ع.6,480 ر.ع.6,480 ر.ع.6,480
Verification of financial impairment ر.ع.0.00 ر.ع.1,040 ر.ع.1,040 ر.ع.1,040
Management Performance System Test Run /Validation ر.ع.0 ر.ع.37,464 ر.ع.
37,464 ر.ع.37,464
System Streamlining ر.ع.2,592 ر.ع.0.00 ر.ع.2,592 ر.ع.2,592
Approval of system ر.ع.1,560 ر.ع.0.00 ر.ع.1,560 ر.ع.1,560
Steering Committee Meetings ر.ع.0 ر.ع.0.00 ر.ع.0 ر.ع.0
Performance Management System Alizz Islamic Bank. Operations & Project Management | 11

Quality Plan
Borrowing from the work of Zubair Hasan theory of efficiency, Management Performance in the
banking sector can be evaluated in two aspects.
Framework for efficiency ratio for Banking Management Performance
Adaptation of (Hasan, 2005)
First is 'cost of money' which is the ability of the financial solution to deliver optimal return, as
the investment would permit. As such, the orientation this first aspect is to maximise return. Second
is the ‘operating cost element,’ which relates to the minimum operating expense for the organisation
to deliver these financial solutions. The orientation in this aspect correlated resource utilisation and
organisation core competencies. Allocation here connotes choosing the least expensive course of
action that raise operating efficiency.
Figure 1 illustrates the basic concept. The bank generates at a given cost of money Q using a cost
element combination defined by point A in time T1. The same return of investment can be delivered
by raising organisation core competence and reducing resource utilisation back to point B that lies
on the frontier.
Risk Register
There is only one risk register to this endeavour, which is the moral hazard. This initiative must
be read well with Shari’a jurisprudences in mind —it is not to be construed otherwise.
Bibliography
Performance Management System Alizz Islamic Bank. Operations & Project Management | 12

Alizz Islamic Bank, 2017. Annual Report. Mutrah High St: IPO.
Awan, H.M.a.B.K.S., 2011. Customer’s criteria for selecting an Islamic bank: evidence from
Pakistan. Journal of Islamic Marketing, 2(1), pp.14-21.
Ayub, M.a.P.C., 2015. Dichotomy between Syariah compliance and the economic goals of Islamic
financial Institutions. Journal of Islamic Business and Management, 5(2), p.69–98.
Azmat, S..S.M.a.B.K., 2014. The Shariah compliance challenge in Islamic bond markets. Pacific
Basin Finance Journal, 28, p.47–57.
Hasan, Z., 2005. Evaluation of Islamic banking performance: On the current use of econometric
models. Kuala Lumpur: International Islamic University.
Jaffar, M.a.M.I., 2011. Performance comparison of Islamic and conventional banks in Pakistan.
Global Journal of Management and Business Research, 11(1), pp.60-66.
Kuppusamy, M..S.A.S.a.S.A., 2010. Measurement of Islamic banks performance using a Shari’ah
conformity and profitability model. Review of Islamic Economics, 13(2), p.35–48.
Mukhlisin, M..H.M.a.A.T., 2015. The need for Shariah harmonization in financial reporting
standardization. International Journal of Islamic and Middle Eastern Finance and Management, 8(4),
p.455–471.
Ona, 2018. Oman's banking sector maintains steady growth. Times of Oman, 14 July.
Oxford's Business Group, 2019. Oman's economic rebound set to spur growth among banking
sector's lenders. Oxford's Business Group, 27 April.
Waemustafa, W.a.S.S., 2013. Syari’ah compliance and lawful profit making dilemma in Malaysian
Islamic bank. International Journal of Business andTechnopreneurship, 1(2), p.131–139.
Wulandari, P..P.N.I.S..K.S.a.S.L.A., 2016. Contract agreement model for murabahah financing in
Indonesia Islamic banking. International Journal of Islamic and Middle Eastern Finance and
Management, 9(2), p.190–204.
Performance Management System Alizz Islamic Bank. Operations & Project Management | 13