Experiences with Enterprise Architecture using TOGAF and IBM Rational System Architect at DnB NOR<br />James Dzidek, Ph.D....
Outline<br />Short background on DnB NOR<br />DnB NOR’s expectations for Enterprise Architecture<br />A definition of Ente...
Norway's leading financial services group <br />Total combined assets > 2 100 billion NOK<br />More than 2.3 million retai...
….and the most international <br />Partner for Norwegian companies abroad and for large international companies in Norway ...
A History of Mergers & Acquisitions<br />DnB<br />Vital<br />Vital<br />Real <br />Kreditt<br />Realkreditt<br />DnC<br />...
Technology is an increasingly important competitivenessdriver<br />					Mobile Services<br />				Collaboration & Mobility<...
DnB NOR’s expectations for Enterprise Architecture<br />See the various IT initiatives in context.<br />Ability to transla...
What is Enterprise Architecture? 1/3<br />The challenge for the Enterprise Architect, by analogy, is in helping to create ...
What is Enterprise Architecture? 2/3<br />Level of Abstraction: Medium<br />The set of principles and models that guides t...
What is Enterprise Architecture?<br />A very pragmatic definition:<br />Controlled, Structured, Documentation<br />Analysi...
TOGAF<br />The Open Group Architecture Framework (TOGAF)<br />Establishes a common terminology<br />Architecture Developme...
What is a Metamodel?<br />From Wikipedia: “An ontology is a formal representation of knowledge as a set of concepts within...
Example: TOGAF 9 Content Metamodel<br />Retail Norge<br />Boliglån<br />Kredittprosess Retail<br />Slide 13Lars Jørgensen,...
Advantages of Tool Support<br />Models are no-longer just pictures<br />The tool can help enforce:<br />Structure<br />Sta...
The EA Trinity = Framework + Metamodel + Tool<br />Typically several small units of “EA” work are preformed with a specifi...
What kind of modeling?<br />“Models” does not equal “only Visualizations”<br />Visualizations are derived from the content...
Principles<br />The metamodel will never be complete<br />The corporate metamodel is a starting point<br />Start with the ...
Practical Challenges & Advice 1/2<br />Top-management support is essential<br />It is a significant challenge to get peopl...
Practical Challenges & Advice 2/2<br />The EA repository will never be the only source of documentation. The metamodel mus...
Tool: IBM Rational System Architect<br />Highly Customizable<br />metamodel, diagram types, behavior<br />Large number of ...
SA Integrations<br />Source and permission to use the slide: Brandon Jones, IBM (brandon.jones@se.ibm.com)<br />Slide 21La...
Contact Information<br />Lars Jørgensen<br />Enterprise Architect at DnB NOR<br />lars.jorgensen@dnbnor.no<br />+47 9525 7...
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Models 2010 Conference October 2010 Linkedin

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Models 2010 Conference October 2010 Linkedin

  1. 1. Experiences with Enterprise Architecture using TOGAF and IBM Rational System Architect at DnB NOR<br />James Dzidek, Ph.D., IT Consultant<br />Lars Jørgensen, Enterprise Architect, DnB NOR<br /> Presentation for the Models 2010 Conference<br />October 5, 2010<br />
  2. 2. Outline<br />Short background on DnB NOR<br />DnB NOR’s expectations for Enterprise Architecture<br />A definition of Enterprise Architecture<br />The TOGAF Framework<br />Metamodel<br />Tool Support<br />Types of Modeling<br />The EA Trinity<br />Modeling Principles<br />Practical Challenges & Advice<br />Our EA Tool: IBM Rational System Architect<br />Slide 2Lars Jørgensen, DnB NOR & James Dzidek<br />
  3. 3. Norway's leading financial services group <br />Total combined assets > 2 100 billion NOK<br />More than 2.3 million retail customers<br />Norway's largest Internet banks, dnbnor.no and postbanken.no, with more than 1.5 million users<br />More than 200 000 corporate customers<br />Norway's most extensive distribution network for financial services<br />Norway's largest life and pension insurance company with around 1 000 000 customers<br />Norway's largest asset management operation with more than 600 000 mutual fund customers in Norway and 283 institutional clients in Norway and Sweden<br />Norway's largest capital markets operation <br />Norway's leading real estate broker <br />More than 14 000 full-time positions(incl. DnB NORD)<br />Slide 3Lars Jørgensen, DnB NOR & James Dzidek<br />
  4. 4. ….and the most international <br />Partner for Norwegian companies abroad and for large international companies in Norway <br />International network of 13 branches and representative offices <br />Private banking in Luxembourg<br />Operations in Poland and the Baltic states through DnB NORD<br />Presence in North-East Russia through DnB NOR Monchebank<br />Norway's leading foreign exchange bank <br />One of the world's foremost shipping banks <br />A major international player in the energy sector <br />Slide 4Lars Jørgensen, DnB NOR & James Dzidek<br />
  5. 5. A History of Mergers & Acquisitions<br />DnB<br />Vital<br />Vital<br />Real <br />Kreditt<br />Realkreditt<br />DnC<br />DnC<br />Nordlands<br />-<br />Nordlands<br />-<br />Acquisition <br />Acquisition <br />Skandia<br />AM<br />Skandia<br />AM<br />banken<br />banken<br />1996<br />1992<br />Acquisition <br />Acquisition <br />Merger <br />DnB<br />DnB<br />DnB<br />2002<br />2003<br />1990<br />Merger <br />DnB<br />DnB<br />DnB<br />1999<br />Bergen Bank<br />Bergen Bank<br />Postbanken<br />Merger<br />2003<br />Gjensidige<br />NOR<br />Den norske<br />Gjensidige<br />Bank<br />Hypotekforening<br />/ Elcon<br />Finans<br />Four large <br />Four large <br />Acquisition <br />Acquisition <br />savings banks<br />savings banks<br />1993<br />1999<br />Sparebanken<br />Sparebanken<br />Sparebanken<br />Sparebanken<br />Sparebanken<br />Gjensidige<br />NOR<br />Merger <br />De<br />-<br />Oslo/<br />Akershus<br />Oslo/<br />Akershus<br />NOR<br />NOR<br />NOR<br />Sparebank<br />1990<br />mutualisation<br />Sparebanken<br />Sparebanken<br />Merger <br />Gjensidige<br />Merger<br />ABC<br />ABC<br />1985<br />NOR ASA<br />2002<br />Fellesbanken<br />Fellesbanken<br />Acquisition <br />Gjensidige<br />Gjensidige<br />Gjensidige<br />NOR<br />Gjensidige<br />NOR<br />De<br />-<br />1992<br />Liv<br />Liv<br />Spareforsikring<br />Spareforsikring<br />mutualisation<br />Acquisition <br />1992<br />Forenede<br />Forenede<br />Forsikring<br />Forsikring<br />Aquisition<br />2005<br />Aquisition<br />2005<br />Slide 5Lars Jørgensen, DnB NOR & James Dzidek<br />
  6. 6. Technology is an increasingly important competitivenessdriver<br /> Mobile Services<br /> Collaboration & Mobility<br /> CRM & Business Intelligence<br /> Sourcing<br /> Architecture<br />Standardized Processes<br />Slide 6Lars Jørgensen, DnB NOR & James Dzidek<br />
  7. 7. DnB NOR’s expectations for Enterprise Architecture<br />See the various IT initiatives in context.<br />Ability to translate business strategies in into optimal IT solutions.<br />Help deal with frequently changing customer and business requirements.<br />Expectation of faster completion of analysis since individual projects can utilize already-available data.<br />Commitment to this effort:<br />Governance: consolidation of relevant reasonability from individual business architects to the chief architect<br />Team: project manager, enterprise architects, consultants<br />Tools<br />Slide 7Lars Jørgensen, DnB NOR & James Dzidek<br />
  8. 8. What is Enterprise Architecture? 1/3<br />The challenge for the Enterprise Architect, by analogy, is in helping to create a set of rules or policies that encourage desirable behavior for the enterprise while discouraging undesirable behavior.<br />The architect must then place these policies into a framework that coordinates them across the organization.<br />If this approach sounds like governance, you’re right. But governance alone doesn’t address the broader problem of how to architect an enterprise for change.<br />Level of Abstraction: High<br />Source: ZapThink Blog, "The Beginning of the End for Enterprise Architecture Frameworks"<br />Slide 8Lars Jørgensen, DnB NOR & James Dzidek<br />
  9. 9. What is Enterprise Architecture? 2/3<br />Level of Abstraction: Medium<br />The set of principles and models that guides the design and realization of the processes, organizational structures, information, applications and technical infrastructure.<br />Architecture is used to coordinate change occurring at an organization; it channels change. If nothing has to be changed, there is no need for architecture.<br />Business<br />Architecture<br />(Process / Org)<br />Information<br />Architecture<br />(Data / App)<br />EA<br />Technical<br />Architecture<br />(Middleware / Platform / Network)<br />Slide 9Lars Jørgensen, DnB NOR & James Dzidek<br />
  10. 10. What is Enterprise Architecture?<br />A very pragmatic definition:<br />Controlled, Structured, Documentation<br />Analysis (reports) are performed on this structured documentation<br />The reports provide various points of view on all artifacts in the repository<br />Level of Abstraction: Low<br />Slide 10Lars Jørgensen, DnB NOR & James Dzidek<br />
  11. 11. TOGAF<br />The Open Group Architecture Framework (TOGAF)<br />Establishes a common terminology<br />Architecture Development Method: Guide to developing an Enterprise Architecture<br />Content Metamodel<br />Checklist of things that you may want to take into account<br />Must be customized to your practical needs and goals<br />is incomplete, e.g., does not talk about data lifecycle<br />the metamodel is immature<br />Slide 11Lars Jørgensen, DnB NOR & James Dzidek<br />
  12. 12. What is a Metamodel?<br />From Wikipedia: “An ontology is a formal representation of knowledge as a set of concepts within a domain, and the relationships between those concepts. It is used to reason about the entities within that domain, and may be used to describe the domain.”<br />A metamodel can be used to describe an ontology.<br />The benefits of having a metamodel are numerous:<br />Better communication by getting everyone “on the same page”<br />More tacit knowledge is made explicit<br />The ability to precisely define and execute various analysis<br />Slide 12Lars Jørgensen, DnB NOR & James Dzidek<br />
  13. 13. Example: TOGAF 9 Content Metamodel<br />Retail Norge<br />Boliglån<br />Kredittprosess Retail<br />Slide 13Lars Jørgensen, DnB NOR & James Dzidek<br />
  14. 14. Advantages of Tool Support<br />Models are no-longer just pictures<br />The tool can help enforce:<br />Structure<br />Standards<br />Consistency<br />Analysis become much less expensive to perform<br />Content dissemination<br />Slide 14Lars Jørgensen, DnB NOR & James Dzidek<br />
  15. 15. The EA Trinity = Framework + Metamodel + Tool<br />Typically several small units of “EA” work are preformed with a specific focus on one domain.<br />This is done without standard methodologies or tools.<br />Having these three pieces of the puzzle helps various actors in a large organization pull in the same direction.<br />Channel specific<br />Customer and Product Management<br />Customer and engagement<br />Event-based interaction<br />Price and Product<br />Cross-channel customer dialog<br />Analysis and advice<br />ATM/POS<br />Internet<br />Self-serviced<br />Product delivery<br />Mobile<br />Cards (debit/credit)<br />Deposits, Credits & loans<br />Asset Management<br />Global Prod. Lim<br />Treasury<br />Security Management<br />Collaterals<br />Telephone<br />Global Prod. Limits<br />Insurance Life<br />Property & Casualty<br />Trade Finance<br />Payments<br />Clearing & Settlement<br />Cash Management<br />Agent<br />Contact centre<br />Operator serviced<br />Group and Support<br />Archive<br />Data warehouse<br />Compliance<br />Finance<br />Risk manage-ment<br />Other<br />Access Manage-ment<br />Branch<br />Slide 15Lars Jørgensen, DnB NOR & James Dzidek<br />
  16. 16. What kind of modeling?<br />“Models” does not equal “only Visualizations”<br />Visualizations are derived from the content<br />Primarily “Conceptual” models: abstraction over reality<br />Also logical and physical models<br />If a repository should at the same time contain data at conceptual, logical and physical levels, there will be inconsistencies<br />Very important to realize this quite early<br />Models will not be perfect for all stakeholders, for all points of view, at all points in time<br />The focus in on practicality, not UML standard perfection<br />Slide 16Lars Jørgensen, DnB NOR & James Dzidek<br />
  17. 17. Principles<br />The metamodel will never be complete<br />The corporate metamodel is a starting point<br />Start with the most important projects and their analytical needs<br />Projects can extend the metamodel for specific needs<br />Simplicity and maintainability over absolute truth<br />Minimize ambiguity and inconsistency<br />Based on TOGAF 9’s content metamodel<br />Involve the customer<br />Slide 17Lars Jørgensen, DnB NOR & James Dzidek<br />
  18. 18. Practical Challenges & Advice 1/2<br />Top-management support is essential<br />It is a significant challenge to get people to work with EA tools<br />Effort may be perceived as “extra work”<br />It is not easy to obtain necessary funding for an EA project. One of the reasons is that EA addresses hidden costs like the pre-project costs caused by a lack of adequate documentation.<br />Pre-studies and requirement specifications take too long, undergo too many iterations, are not precise enough and often end up not meeting the target<br />This can be dramatically improved with a proper EA practice<br />Slide 18Lars Jørgensen, DnB NOR & James Dzidek<br />
  19. 19. Practical Challenges & Advice 2/2<br />The EA repository will never be the only source of documentation. The metamodel must take this into account, by, for example, specifying where the documentation “master data” resides.<br />To have control, one must have a single metamodel that describes where all information resides. <br />Strategies for synchronization with those repositories must be put in place.<br />It is very difficult to guess what the corporate metamodel should be. It is better to establish a skeleton and then work with real projects.<br />Both, top-down and bottom-up approaches should be used when populating the repository.<br />EA must acquire a critical mass before clear benefits can be observed, first projects may not see all benefits<br />Must have a strategy for keeping content up to date<br />Slide 19Lars Jørgensen, DnB NOR & James Dzidek<br />
  20. 20. Tool: IBM Rational System Architect<br />Highly Customizable<br />metamodel, diagram types, behavior<br />Large number of standards implemented<br />Offers both, thick and thin clients<br />Visual and textual reporting<br />Integration to many related tools<br />business intelligence / report creation<br />asset management<br />product and portfolio management <br />Slide 20Lars Jørgensen, DnB NOR & James Dzidek<br />
  21. 21. SA Integrations<br />Source and permission to use the slide: Brandon Jones, IBM (brandon.jones@se.ibm.com)<br />Slide 21Lars Jørgensen, DnB NOR & James Dzidek<br />
  22. 22. Contact Information<br />Lars Jørgensen<br />Enterprise Architect at DnB NOR<br />lars.jorgensen@dnbnor.no<br />+47 9525 7514<br />James Dzidek<br />Independent Consultant<br />james.dz@gmail.com<br />+47 4889 4576<br />http://www.linkedin.com/in/dzidek<br />This presentation is posted on my LinkedIn page.<br />

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