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    Models 2010 Conference October 2010 Linkedin Models 2010 Conference October 2010 Linkedin Presentation Transcript

    • 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
    • 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
    • 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
    • ….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
    • 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
    • Technology is an increasingly important competitivenessdriver
      Mobile Services
      Collaboration & Mobility
      CRM & Business Intelligence
      Sourcing
      Architecture
      Standardized Processes
      Slide 6Lars Jørgensen, DnB NOR & James Dzidek
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • Example: TOGAF 9 Content Metamodel
      Retail Norge
      Boliglån
      Kredittprosess Retail
      Slide 13Lars Jørgensen, DnB NOR & James Dzidek
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • SA Integrations
      Source and permission to use the slide: Brandon Jones, IBM (brandon.jones@se.ibm.com)
      Slide 21Lars Jørgensen, DnB NOR & James Dzidek
    • 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.