Enterprise Architecture J.P Morgan Chase

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Enterprise Architecture J.P Morgan Chase

  1. 1. Chase Global Banks Enterprise Architecture
  2. 2. Abstract• The key concept of the Architecture is an enterprise scorecard enabling the enterprise (IT and Business Office) to become more informed about the enterprise’s strategy so that it can perform better.• The Framework defines its primary outcomes, processes, skills, competencies, capabilities, information, responsibilities, and communication dynamics for more effective governance.• The architecture tries to draw a line form the contextual vision to the physical blue print. To do this we are incorporating different views, enabling us to see all various domains, which address various concerns in the process. The antonym is to look at everything in a large picture when creating customer value. Its important to always keep in mind to move horizontal or vertical over the domains and views presented in the Architecture.• The Architecture helps us create a contextual vision that drives the solution in the organization. Thus, the framework helps us implement the solution by incorporating various views and making sure that all associated domains are concerned in the process. This helps us reduce risk and enables us to focus on the vision rather than solution.• The Framework aspires to incorporate this new way ofthinking within Chase Global Bank when implemented.
  3. 3. Architecture Development Cycle Information Business System Architecture Architectures Slide 8-19 Slide 20+ Architectural Technology Vision Architecture Slide. 4-7 Slide 20+ Framework and Architecture Principles Change Summary of management Opportunities Reference Slide 5 and Solution Framework: Slide 26 Midterm Implementation Migration and Governance Planning Slide 13-16 Slide 27
  4. 4. Drivers for the Architecture• Chase bank need a solution to bundle services together into intelligent packages that creates value to the customers.• Chase bank needs a solution that enable e- commerce solutions to be interactive with sales force.• Chase banks needs a solution that lets customers provide feedback and incorporate it in the organization.
  5. 5. Strategic Alignment Model Business architecture Enterprise strategy Function Organization Process PerformancePull off IT IT align Driver capability Business IT architecture Application Security Architecture Architecture Information Architecture IT strategy Infrastructure Architecture
  6. 6. Alignment risks.• The potential benefits from the framework arepresented in the next slide, possible outcomes 1. These benefits, would compose the synonym for a lean Enterprise. However, risks are attached with changing strategy and implementing an framework in the organization. The possible outcomes of “possible effects 2” shall not be ignored. The matching positive effects could turn negative if the alignment is not successful. The enterprise architecture shall therefore be taken with the greatest importance.• It is important that the whole organization of Chase is accepting the framework as a key factor of success, by accepting the ArchitecturefromContextual to physical levels. The whole organization is involved in generating additional shareholder value through the framework by providing valuable input for value analysis.
  7. 7. Associated risks and OpportunitiesPossible outcome 1 Possible outcome 2• Decrease cost • Increased costs• Increased efficiency • Decreased efficiency• Increased customer value • Decreased customer value• Less governance complexity • Greater governance• More informed decisions complexity• Less spontaneous actions • Less informed decisions• Expand business • More spontaneous actions opportunities • Decreased business opportunities
  8. 8. SWOT Analysis
  9. 9. Competitive advantage
  10. 10. Operational ModelCONTEXTUAL VIEW – Operation Model Competitive Advantage TECHNOLOGY PROCESSES E-commerce Investing solutions capabilities OPERATION MODEL High Standardization, high process low integration REPLICATION PEOPLE Technologists RISK
  11. 11. Conceptual Organization View
  12. 12. Conceptual IT/Business services map Customer Relationship Service Core services: E-commerce CRM, Contact History, Product Info Chase FX, Market Axess, Chase Bond Common Business Services Transaction, Trading, Products, Services, Analytical Instruments Channel Services IVR/CTI Server, Imaging Server E-mail, Server Gateway Server Data Architecture Business intelligence, System data r flow, business data, reference data, Infrastructure record, Financial record
  13. 13. VALUE ANALYSISCustomer Financial Strategy Technical Information Security View pt. View pt. View pt. View pt. View pt. View pt. Business Structure IT Structure Application SecurityFunction Performance Organization Architecture Architecture Infrastructure Information Human Business Architecture ArchitectureOperation Resources Processes Capabilities Value Creation
  14. 14. Strategy and Governance Enterprise Architectural Touchdowns Organizational TouchdownsCurrent Future Detect Non Remove VA-Activities Attack Non VA Value Analysis Obstacles to activities flow RISK ANALYSIS Initiates new Evaluation Capabilities Identify Evaluate competencies Capabilities Governance Strategy Offensive initiatives Architecture Defensive initiatives Reviews Efficiency initiatives
  15. 15. Governance - Leadership AxisStakeholder Role Action Oversee DecisionBoard of Directors Responsible Operation Model Executives Vision / conceptualShareholders Investors Protect Interest Board of Directors Board of DirectorsExecutives Accountable Execute Business Analysts, Contextual Model DepartmentEnterprise Architects IT/Business Portfolio Risk Analysis / Analysts, PM Architectural Vision Governance GovernanceAnalysts Value Analysis Evaluate PM Categorize domains CompetenciesProject Manager Project Accountable Initiate capabilities & Project Staff Logical Implementation Remove Obstacle resourcesEmployees Operations Implement - Value Analysis Input capabilitiesAgents Consulting Deliver Service - NonSuppliers Facilitators Deliver physical - Non domainsPartner Strategic alliance, Customer Value - Responsible Spread risk Creation, Immigrate risk
  16. 16. Governance - Decision Axis CHASE Global Bank IT Principles •Generate Sales using Technology rather than salespeople. •Innovative and real time generated services •Providing information to customers via Internet •Create customer value from customer feedback and cutting edge projects. •A leader in technology and business solutions IT Architecture IT Infrastructure Architecture that supports the value CRM from Sieble IT Investment and creation in the Enterprise through Unix platforms. organization of data, processes and ERP system Prioritization business logic. A complex, yet simple Other systems that supports Lean Approach to Investments - design where processes are constantly capabilities and business Reuse before buy: buy before build. evaluated through a bottom-up processes Leverage infrastructure in all e- approach. commerce applications. All applications or processes that do Business Solutions not support or creates value Governed by a technology governance Small projects with 90 days according to the value analysis board, chaired by Global markets CIO and delivery cycles. Rapid ongoing should be removed. New other technology heads. Meetings every change rather than disruptive Capabilities shall be evaluated and six to eight weeks to identify changes. Immediate Customer initiated with a close relationship to opportunities to leverage shared feedback. customers and their feedback. infrastructure as well as shared applications capabilities. Influences
  17. 17. • Business transaction model Buy Sell product product Buyer Seller
  18. 18. • Balance score card analysis For business
  19. 19. Business model Customer Investment transaction Agent Invest managers Customer Customer profile account Investment Agent Investment transaction Invest managers
  20. 20. Application model Application Application interaction collaboration Data Object application application Application Application Flow-function componentStructure aspect Behavior aspect Structure aspect
  21. 21. Infrastructure model Network Support Communication Process Chase Chase bank Storagebanking infrastructuresystem support Communication Communication Support Investm manage ent ment project
  22. 22. Business model Chase Bank client Claim investor fulfillment Customer Investment requirement performance analysis analysis register design valuate invest Notification
  23. 23. Application modelInfrastructureservice Database access service ACC/ FIN Database application template HR application PM Chase FX /Market Axess Hardware/ application /Chase Bond LAN software platform information system CRM
  24. 24. Infrastructure model Customerinformation Application record support Phone call Web access Network Web Application
  25. 25. Investment Customer Policy data case data management management Customer Customer data data Customer CustomerWeb access Web access data dataClient side Server Customer Customer data data
  26. 26. Migration Planning*Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003
  27. 27. Review of Opportunities Solution
  28. 28. Recommendations
  29. 29. References•Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium ExecutiveReport vol. 6, No.3, 2003•Marc Lankhorstet. Al. Springer 1998. Leipzing, Entreprise Architecture at Work.Ch.5.,•Mark Goetsch,. Implementing the MAP Framework using GERAM DePaulUniversity MAP is Meta-Architect Processes Framework.

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