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Models 2010 Conference October 2010 Linkedin

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