Enterprise Architecture Framework: Chase Global Bank


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Enterprise Architecture Framework: Chase Global Bank

  1. 1. Service Centric EnterpriseArchitecture for Chase Global Bank ECT 556 | DePaul University | Spring Q 2011 Professor: Mark Goetsch ShuangGu | HampusAhlqvist
  2. 2. Note to Professor:HampusAhlqvist and ShuangGu have together collaborated on this architecture. Both frameworks developed during the midterm have been used as references for this Architecture. There are none fine distinctions concerning what slides remains from what framework as both framework had several shared concepts. Due, to the high level of cooperation, it would be misjudging to honour one person with the credit of a specific slide. Best Regards HampusAhlqvist, ShuangGu Ahlqvist, Gu | Final ECT556 | 2011 2
  3. 3. 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 of thinking within Chase Global Bank when implemented. Ahlqvist, Gu | Final ECT556 | 2011 3
  4. 4. Architecture Development Cycle- Presentation Outline Business Information System Architecture Architectures Slide 8-19 Slide 20+Framework and Architectural Technology Principles Vision Architecture Slide. 4-7 Slide 20+ Reference Framework: Midterm Architecture Summary of Change Opportunities and management Solution Slide 5 Slide 26 Implementation Migration and Governance Planning Slide 13-16 Slide 27 Ahlqvist, Gu | Final ECT556 | 2011 4
  5. 5. Drivers for the Architecture• Chase bank need a framework to bundle services together into intelligent packages that creates value to the customers.• Chase bank needs a framework that enable e- commerce solutions to be interactive with sales force.• Chase banks needs a framework that lets customers provide feedback and incorporate it in the organization.• Chase bank needs a framework to validate capabilities and competencies to remove obstacles to flow. Ahlqvist, Gu | Final ECT556 | 2011 5
  6. 6. 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 Ahlqvist, Gu | Final ECT556 | 2011 6
  7. 7. Alignment risks• The potential benefits from the framework are presented in the next slide, ‘Associated Risks and Opportunities’. The benefits of the Architecture, 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 Architecture from Contextual to physical levels. The whole organization is involved in generating additional shareholder value through the framework by providing valuable input for value analysis. This means that the framework is not so much dependent on a library of patterns rather than a documentation of how to govern and communicate architecture. Ahlqvist, Gu | Final ECT556 | 2011 7
  8. 8. 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 Ahlqvist, Gu | Final ECT556 | 2011 8
  9. 9. Internal and External Analysis Ahlqvist, Gu | Final ECT556 | 2011 9
  10. 10. Competitive Analysis Ahlqvist, Gu | Final ECT556 | 2011 10
  11. 11. CONTEXTUAL VIEWOperational Model Competitive Advantage TECHNOLOGY PROCESSES E-commerce Investing solutions capabilities OPERATION MODEL High Standardization, high process low integration REPLICATION PEOPLE Technologists 11 RISK
  12. 12. CONTEXTUAL VIEWTop-level Organizational Chart 12
  13. 13. CONCEPTUAL VIEWConceptual 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 flow, business data, reference data, Infrastructure record, Financial record Ahlqvist, Gu | Final ECT556 | 2011 13
  14. 14. CONCEPTUAL VIEW 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
  15. 15. CONCEPTUAL VIEWStrategy and Governance Enterprise Architectural Touchdowns Organizational TouchdownsCurrent Future Attack Non VA Detect Non activities Remove Value Analysis VA-Activities -Efficiency Obstacles to initiatives flow RISK ANALYSIS Initiates new Evaluation Capabilities Identify Evaluate competencies Capabilities Governance Strategy Offensive initiatives Architecture Defensive initiatives Reviews Efficiency initiatives 15
  16. 16. CONCEPTUAL VIEWGovernance - 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 Competencies Lead of e-commerce functionProject 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 16 risk
  17. 17. CONCEPTUAL VIEWGovernance - Decision Axis 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. Ahlqvist, Gu | Final ECT556 | 2011 17
  18. 18. CONCEPTUAL VIEWBusiness Transaction Model Buy Sell product product Buyer Seller Ahlqvist, Gu | Final ECT556 | 2011 18
  19. 19. LOGICAL VIEWValue Analysis of Capabilities- Balance Score Card Ahlqvist, Gu | Final ECT556 | 2011 19
  20. 20. LOGICAL VIEWGovernance Ahlqvist, Gu | Final ECT556 | 2011 20
  21. 21. LOGICAL VIEWBusiness model Customer Investment transaction Agent Invest managers Customer Customer profile account Investment Agent Investment transaction Invest managers 21
  22. 22. LOGICAL VIEWApplication model Application Application interaction collaboration Data Object application application Application Application Flow-function componentStructure aspect Behavior aspect Structure aspect Ahlqvist, Gu | Final ECT556 | 2011 22
  23. 23. LOGICAL VIEWInfrastructure model Network Support Communication Process Chase Chase bank Storage banking infrastructure system support Communication Communication Support Investment management project Ahlqvist, Gu | Final ECT556 | 2011 23
  24. 24. PHIYSICAL VIEWBusiness model Chase Bank client Claim investor fulfillment Customer Investment requirement performance analysis analysisregister design valuate invest Notification Ahlqvist, Gu | Final ECT556 | 2011 24
  25. 25. PHIYSICAL VIEW 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 Ahlqvist, Gu | Final ECT556 | 2011 25
  26. 26. PHIYSICAL VIEWInfrastructure model Customer information Application record support Phone call Web access Network Web Application Ahlqvist, Gu | Final ECT556 | 2011 26
  27. 27. Migration Framework*Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003 Ahlqvist, Gu | Final ECT556 | 2011 27
  28. 28. Review of Opportunities SolutionFor an enterprise architecture to be successfulat Chase Bank, it must achieve several goals:• Align the IT project with business strategy to create more value• Streamline the business process to improve the business efficiency• Implemented the proper infrastructure to improve customer satisfaction and occupy market share
  29. 29. Conclusion• The preparation of artefacts that collectively make up an enterprise architecture will become a value experiences and will directly contribute to greater Chase Bank productivity• It is a solid technical vision for future work than present in the past.• This Enterprise architecture will facilitate Chase Bank align better with three strategies.
  30. 30. References•Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium ExecutiveReport vol. 6, No.3, 2003•Marc Lankhorst et. 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. Ahlqvist, Gu | Final ECT556 | 2011 30