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  • Repeatable themes and tag lines: SOA is inevitable You will either do SOA or SOA will be done to you
  • LM Customers Domestic : Department of Agriculture, Department of Commerce, DoD, Department of Energy, DHS Internal (UK) : Department for Transport, Metropolitan Police, Census Department, National Air Traffic Service, MoD
  • Presentation Title Date Author
  • Presentation Title Date Author Presentation Title Date Author
  • Presentation Title Date Author
  • Presentation Title Date Author So how do these factors materialize as issues for banks… Well if you imagine a typical bank it will probably have a silo structure – For this example, the Lines of Business here could represent Corporate Banking, Retail Banking, and Private Banking within a large bank. Or they could represent Savings, Lending, or cash management lines of business within a Corporate or Retail bank. The bank will invariably work with partner suppliers – a common one would be SWIFT but the partner could include an outsourcer, or an insurance company whose products the bank sells, or any number of other relationships that banks support. Typically the bank will have a number of departments/divisions within those lines of business – for simplicity we’ve called these channels, servicing, operations, product mgt, and business support. These departmental silos will generally use a number of system silos – here represented as CRM, Core Banking, and ERP. The tasks or subprocesses are performed within those departmental and system silos. [Click] Each task or sub-process works well on its own – the problem comes when we try to understand the end-to-end enterprise processes – and here is where banks start to have problems – No visibility, control, re-use of processes or IT leads to problems with time to market, product and pricing flexibility, compliance, service quality, and efficiency. [Click] And banks have a lot of processes across the enterprise to generate issues! The impact on the bank is significant… [Click] The bank ends up with repeated and diverging business functions – each Line of Business has call centres, finance departments, IT and they all go about business is slightly different ways with different strategies and approaches for the future – making it hard for the bank to rationalise and deliver economies of scale. The bank has no visibility or control over enterprise processes – This is a problem for compliance The bank has limited process automation – limited Straight-Through Processing – because business functions are hard to integrate across the business – And costly manual error-prone processing remains The bank suffers from costly and ineffective handoffs between department and divisions, but also with the customer and suppliers - Leading to poor customer service and inefficiency A common complaint of banks is their ability to have a single view of the customer across the bank – many banks don’t have a single view of the customers portfolio across the bank – Limiting their ability to cross-sell And because of all the complexity the cost of change is high, and the bank has difficulty in delivering a return on investment for initiatives that the business needs in order to stay competitive In addition, some of these departments will deliver true innovation and excellence – but that will be trapped within the organizational and system silos in which they work – This constrains the success of the overall enterprise And, of course, typically banks have a multitude of point-to-point interfaces that are costly to maintain and change Also, the innovation and value delivered to customers can be locked within divisional silos, and the value delivered to the customer constrained by the capabilities of the line of business they work with. The banks enterprise processes are inefficient, and unchangable because they are locked within system silos All these factors lead to poor quality and inconsistent customer service that jeopardizes the business And the bank spends a lot of money on IT because the IT systems are inefficiently used – there is very limited re-use in banks! All of these issues can be addressed by a BPI strategy…
  • Presentation Title Date Author So how do these factors materialize as issues for banks… Well if you imagine a typical bank it will probably have a silo structure – For this example, the Lines of Business here could represent Corporate Banking, Retail Banking, and Private Banking within a large bank. Or they could represent Savings, Lending, or cash management lines of business within a Corporate or Retail bank. The bank will invariably work with partner suppliers – a common one would be SWIFT but the partner could include an outsourcer, or an insurance company whose products the bank sells, or any number of other relationships that banks support. Typically the bank will have a number of departments/divisions within those lines of business – for simplicity we’ve called these channels, servicing, operations, product mgt, and business support. These departmental silos will generally use a number of system silos – here represented as CRM, Core Banking, and ERP. The tasks or subprocesses are performed within those departmental and system silos. [Click] Each task or sub-process works well on its own – the problem comes when we try to understand the end-to-end enterprise processes – and here is where banks start to have problems – No visibility, control, re-use of processes or IT leads to problems with time to market, product and pricing flexibility, compliance, service quality, and efficiency. [Click] And banks have a lot of processes across the enterprise to generate issues! The impact on the bank is significant… [Click] The bank ends up with repeated and diverging business functions – each Line of Business has call centres, finance departments, IT and they all go about business is slightly different ways with different strategies and approaches for the future – making it hard for the bank to rationalise and deliver economies of scale. The bank has no visibility or control over enterprise processes – This is a problem for compliance The bank has limited process automation – limited Straight-Through Processing – because business functions are hard to integrate across the business – And costly manual error-prone processing remains The bank suffers from costly and ineffective handoffs between department and divisions, but also with the customer and suppliers - Leading to poor customer service and inefficiency A common complaint of banks is their ability to have a single view of the customer across the bank – many banks don’t have a single view of the customers portfolio across the bank – Limiting their ability to cross-sell And because of all the complexity the cost of change is high, and the bank has difficulty in delivering a return on investment for initiatives that the business needs in order to stay competitive In addition, some of these departments will deliver true innovation and excellence – but that will be trapped within the organizational and system silos in which they work – This constrains the success of the overall enterprise And, of course, typically banks have a multitude of point-to-point interfaces that are costly to maintain and change Also, the innovation and value delivered to customers can be locked within divisional silos, and the value delivered to the customer constrained by the capabilities of the line of business they work with. The banks enterprise processes are inefficient, and unchangable because they are locked within system silos All these factors lead to poor quality and inconsistent customer service that jeopardizes the business And the bank spends a lot of money on IT because the IT systems are inefficiently used – there is very limited re-use in banks! All of these issues can be addressed by a BPI strategy…
  • Presentation Title Date Author So how do these factors materialize as issues for banks… Well if you imagine a typical bank it will probably have a silo structure – For this example, the Lines of Business here could represent Corporate Banking, Retail Banking, and Private Banking within a large bank. Or they could represent Savings, Lending, or cash management lines of business within a Corporate or Retail bank. The bank will invariably work with partner suppliers – a common one would be SWIFT but the partner could include an outsourcer, or an insurance company whose products the bank sells, or any number of other relationships that banks support. Typically the bank will have a number of departments/divisions within those lines of business – for simplicity we’ve called these channels, servicing, operations, product mgt, and business support. These departmental silos will generally use a number of system silos – here represented as CRM, Core Banking, and ERP. The tasks or subprocesses are performed within those departmental and system silos. [Click] Each task or sub-process works well on its own – the problem comes when we try to understand the end-to-end enterprise processes – and here is where banks start to have problems – No visibility, control, re-use of processes or IT leads to problems with time to market, product and pricing flexibility, compliance, service quality, and efficiency. [Click] And banks have a lot of processes across the enterprise to generate issues! The impact on the bank is significant… [Click] The bank ends up with repeated and diverging business functions – each Line of Business has call centres, finance departments, IT and they all go about business is slightly different ways with different strategies and approaches for the future – making it hard for the bank to rationalise and deliver economies of scale. The bank has no visibility or control over enterprise processes – This is a problem for compliance The bank has limited process automation – limited Straight-Through Processing – because business functions are hard to integrate across the business – And costly manual error-prone processing remains The bank suffers from costly and ineffective handoffs between department and divisions, but also with the customer and suppliers - Leading to poor customer service and inefficiency A common complaint of banks is their ability to have a single view of the customer across the bank – many banks don’t have a single view of the customers portfolio across the bank – Limiting their ability to cross-sell And because of all the complexity the cost of change is high, and the bank has difficulty in delivering a return on investment for initiatives that the business needs in order to stay competitive In addition, some of these departments will deliver true innovation and excellence – but that will be trapped within the organizational and system silos in which they work – This constrains the success of the overall enterprise And, of course, typically banks have a multitude of point-to-point interfaces that are costly to maintain and change Also, the innovation and value delivered to customers can be locked within divisional silos, and the value delivered to the customer constrained by the capabilities of the line of business they work with. The banks enterprise processes are inefficient, and unchangable because they are locked within system silos All these factors lead to poor quality and inconsistent customer service that jeopardizes the business And the bank spends a lot of money on IT because the IT systems are inefficiently used – there is very limited re-use in banks! All of these issues can be addressed by a BPI strategy…
  • Presentation Title Date Author Presentation Title Date Author
  • Presentation Title Date Author IT organizations have long been made up of many different tribes divided by function, geography, M&A, etc. There are also other type of tribes that make up an enterprise these tribes are divided by things such as different business units, customer bases in large enterprises, and culture
  • Presentation Title Date Author Presentation Title Date Author
  • Presentation Title Date Author PURPOSE Provide details about how Actional is uniquely able to address the SOA Operations challenge MESSAGE No other alternative can do these without introducing so much overhead the system would grind to a halt – these alternatives are good in development but can’t be used in production. SCRIPT One of the challenges with operating a SOA environment is that the operations team rarely, if ever, have an accurate “big picture” view of how everything is put together, and how its supposed to operate. The architecture diagrams and documents they are given are usually out-of-date the day the application goes into production and it only gets worse over time. Actional’s ability to automatically track all SOA activity without measurable overhead allows the product to be always-on. This means that operators get an accurate picture of exactly how the SOA is operating even as services and consumers version over time. Always-on SOA management means that operations can detect issues that they might never have anticipated otherwise. [click] When it comes to finding the cause of an issue, the symptoms rarely appear near the root cause. This is especially true in SOA where the end user’s experience might cross services built from many different groups. Actional’s ability to snapshot individual transactions allows the root cause of issues to be isolated even in a production environment – again with no measurable performance impact. A number of alternatives can do these two things, but all suffer from overhead so high that you could never use them in production. Actional’s is the only approach that offers this deep level of visibility in an always-on production-ready way.
  • The monitoring and measuring of KPIs, as described in the previous chart, are compounded and become even more important when dealing with deployment and utilization of cloud computing platforms and resources. Without measuring KPIs organizations will not be able to ensure that the utilization of cloud computing resources is providing for the expected performance, benefits, and overall ROI that was expected.
  • Presentation Title Date Author
  • Presentation Title Date Author
  • Presentation Title Date Author GOAL OF SLIDE: We have the best technology in the industry as recognized by a leading analyst
  • Presentation Title Date Author GOAL OF SLIDE: We have the best technology in the industry as recognized by a leading analyst
  • Presentation Title Date Author Presentation Title Date Author

Costandopportunitycostofarchitecturalinitiatives 090311132631-phpapp01 Costandopportunitycostofarchitecturalinitiatives 090311132631-phpapp01 Presentation Transcript

  • COST AND OPPORTUNITY COST OF ARCHITECTURAL INITIATIVES
    • Miko Matsumura and Tim Vibbert
  • Miko Matsumura, VP and Deputy CTO, Software AG
    • Work
    • Vice President INFRAVIO
    • Vice President webMethods
    • Chief Java Evangelist, Sun Microsystems
    • Focus Ventures Limited Partner
    • School
    • MS Neuroscience, Yale University
    • MBA, SFSU
    • SOA
    • Co-Author SOA Adoption for Dummies
    • Chair OASIS SOA Adoption Blueprints
    • Keynote Speaker SOA World
    • Social
    • LinkedIN: Miko Matsumura
    • Blog: SOACenter.com
    • Twitter: Mikojava
  • Tim Vibbert (SOA Chief), Enterprise Architect, Lockheed Martin
    • Work
    • Staff Systems Engineer Lockheed Martin
    • Managing Partner, Oglala Innovative Solutions
    • School
    • MS Computer Information Science, LaSalle University
    • BS Computer Science, UT-Martin
    • SOA
    • OASIS SOA-RM/RA TC
    • Speaker Innovation World
    • Keynote Speaker SOA Executive Forum
    • SOA Consortium
    • Social
      • Twitter: soachief
      • LinkedIn: Tim Vibbert (SOA Chief)
      • Blogs:
      • Thoughts of the SOA Chief
      • SOA Chief in the Clouds
  • Over 200 CentraSite customers including: LM Global Customers
    • Text on the first level – 24 point
      • Text on the second level – 18 point - preferable
        • Text on the third level – 16 point – this is the smallest text for a slide
    Single-line Headline – 24 point Forrester Enterprise Architect Forum 2009 | Page SMARTIES
  • The State of the Union: Enterprise Architecture
  • Architectural Degradation
    • Architectural degradation
      • Slabs
      • Silos
      • Spaghetti…
    Forrester Enterprise Architect Forum 2009 | Page
  •  
  • Capturing the Whole Value of the Enterprise B2B Financial Institution Banking CRM Application Banking Applications ERP Application Business Intelligence Channels Servicing Operations Product Mgt Business Support Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Insurance Channels Servicing Operations Product Mgt Business Support CRM Application Insurance Applications ERP Application Business Intelligence Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Partner Business Unit Application Process Application Process Application Process
  • Capturing the Whole Value of the Enterprise B2B Financial Institution Banking CRM Application Banking Applications ERP Application Business Intelligence Enterprise Business Process Across Divisions and Business Units Across Partners, Suppliers, & Customers Channels Servicing Operations Product Mgt Business Support Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Insurance Channels Servicing Operations Product Mgt Business Support CRM Application Insurance Applications ERP Application Business Intelligence Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Partner Business Unit Application Process Application Process Application Process
  • Capturing the Whole Value of the Enterprise B2B Financial Institution Banking CRM Application Banking Applications ERP Application Business Intelligence Enterprise Business Process Across Divisions and Business Units Repeated and Diverging business Functions Costly & ineffective Handoffs between Organisations, processes, And applications Across Partners, Suppliers, & Customers No Single Customer View across group Customer Value constrained by Business Unit capability High cost of change – Difficulty in providing Return-On-Investment Inefficient Processes embedded Within applications Operational excellence Imprisoned within Single business unit Poor Quality and inconsistent Service Costly Point-to-point Integration Inefficient use Of IT systems - No Re-Use! Limited process Automation No visibility or control Over enterprise processes – Compliance! Channels Servicing Operations Product Mgt Business Support Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Insurance Channels Servicing Operations Product Mgt Business Support CRM Application Insurance Applications ERP Application Business Intelligence Sub- Process Sub- Process Sub- Process Adhoc Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Sub- Process Sub- Process Sub- Process Manual Process Adhoc Process Partner Business Unit Application Process Application Process Application Process
  •  
  • Human Limits Forrester Enterprise Architect Forum 2009 | Page Trust, Communication, Accountability, Visualization, Leadership
  • Scaling the Human: Simplicity isn’t Simple…
  • From Personal Computing Forrester Enterprise Architect Forum 2009 | Page Scale of one developer
  • 7 samurai Forrester Enterprise Architect Forum 2009 | Page
  •  
  • Tribalism within Organizations
    • Fragmenting by Function
    • By Platform
    • By Legacy
    • Geography
    • Mergers and Acquisitions
    • System Integrators
    • By Centralization
    • Business Units
    • Culture Tribes
    • Customers
    • Long term/short term employees
    Good for Me, Bad for You…
  • How did we get into this?
    • Project Based Funding
    • ROI Measured Per-Project
    • IT Projects create messes for others
    • Good for me bad for you thinking…
    • Pushing cost and complexity
  • Forrester Enterprise Architect Forum 2009 | Page Talk to the HAND
  • How do we solve problems in human scaling?
  • The Infrastructure Scaling Pattern—IT Tribes
  • Visibility solution Monitor service levels Alert on performance and availability issues Snapshot individual transactions to easily isolate the root cause of problems Less than 1% overhead
  • Impacts of the Cloud www.bluemountainlabs.com New Accounts Finance/ Operations Commission Calculation Sales Data Cleaning Sales Order Update SOA Cloud Resources
  • The LifeCycle Pattern
  • Portfolio Pattern ACH Deposits Checking Savings Money Mkt. CDs Account Mgmt Transactions ??? Customer View Transfer Fraud Risk CRM Cross- Product Services Product Domains Business Services Products Commercial Lending Account Mgmt Origination Servicing Capital Lease Credit Line Credit Card ?? Shared Shared Services Enterprise Platforms Technical Services IMPACS Finesse Branch Teller Weiland ACBS MPLS Transfund Trust Omni FRM Salesforce FED Imaging Content Mgmt Validation Credit Check GL HRIS Human Resources Finance Pricing Consumer Lending Account Mgmt Origination Servicing Mortgage Personal Auto HELOC Credit Card Credit Line Wealth Management Account Mgmt Transactions Servicing Mortgage Insurance Estate Property Mgmt. Custody/ Escrow Trust Securities & Brokerage Account Mgmt Transactions Custody Brokerage Trusts Margin Mutual Funds IRAs 401-k
  • Federation Pattern Forrester Enterprise Architect Forum 2009 | Page
  • Business/IT Alignment Pattern
    • Text on the first level – 24 point
      • Text on the second level – 18 point - preferable
        • Text on the third level – 16 point – this is the smallest text for a slide
    Single-line Headline – 24 point Forrester Enterprise Architect Forum 2009 | Page
  • Forrester Enterprise Architect Forum 2009 | Page
  • INDEPENDENT
  • We’re the Leader in IC BPMS Technology Source: Forrester Research, Inc., The Forrester Wave™: Integration-Centric Business Process Management Suites, Q4 2006, December 2006 85 criteria. 13 vendors. One winner. webMethods Fabric. Top-ranked Integration-Centric BPM Suite
  • We’re a Leader in the 2009 Q1 ESB Wave Source: Forrester Research, Inc., The Forrester Wave™: Integration-Centric Business Process Management Suites, Q4 2006, December 2006 Leader ESB The standout feature of webMethods ESB is its elegant tooling. The product has the cleanest developer abstraction among all the products, which means that it only requires developers to have minimal knowledge of the ESB’s underlying operating principles. Software AG earned top scores for design-time support by including its CentraSite repository.
  • Don’t Miss SOA Summit 2009! May 5-6, 2009 - Scottsdale, Arizona
    • World-Class Location
      • Scenic Camelback Inn, Spa & Resort
    • World-Class Experts
      • John Rymer, Forrester Research
      • Susan Cramm, CIO Magazine
      • Ron Schmelzer, ZapThink
      • Miko Matsumura, Software AG
      • Joe McKendrick, ebizQ
    • World-Class Trainers
      • ZapThink, America’s Top SOA
      • Certification Program
    • World-Class Activities & Fun!
      • Golf, Spa, Desert Jeep Tour & More!
    • Social Groups
      • Software AG’s: SOA Summit 2009
    Register at
  • Pilamaya yelo (Thank You)