Architecture

1. Architecture
The purpose of this document is to discuss the realm of Architecture and the various forms it has evolved over
the years.
Architecture is defined as:
• It is a set of descriptive representations for multiple stakeholders
• It is detailed enough to create an instance of implementation
• It can be used as a reference for making changes in the future.
Example – Enterprise – System – Component
Honda – Car – Engine
The engine which is a component can become a system and the Fuel Gauge can become the component. You
can still go further drill down where the Fuel Gauge now becomes the system and the Needle becomes the
component.
The CEOs in 1960’s were finance people. The CEOs then became finance and general management people.
The CEO of today has to be a finance, general management and a systems person put together.
The CEO will now be called Enterprise Architect. Bill Gates does not call himself just a CEO. His designation is
CEO and Chief Architect.
The role between Analyst and Architecture is getting blurred as some firms combine the essence of both. Also
some pure – play Architecture Companies do not consider a role of Solution Architect and believe that
Enterprise Architecture is all that is supposed to be in an Architecture. The definition, nomenclature and the
usage has become varied such that each industry seems to bring its own flavour in it – manufacturing will get
coloured with its nomenclature, utilities, financial services and so on. Here they tend to have models for each
stake holder such as 1 for strategy, 1 for Business, 1 for Systems, etc.
Enterprise Architecture seems to be the flavour as it tries to define the entire gamut from conception to
inception. An interesting offshoot to it is the Business Process Model which not only shows end-to-end process
with message flows but also maps time through Critical Path method.
Again if we see the Architecture it varies in implementation from a Services Company and a Product Company.
For a Services Company the architecture revolves around implementation and customization. Here the
challenge lies in integrating the solution with the existing frame-work of solutions and ensuring that data and
message flows correctly giving the desired results. Customization requires coding but that is not as extensive
as for a product
For a Product Company the implementation part does not change but in addition to it needs architecture to
manufacture the product. Thus architecture now needs to go down to the coding level.
Now let us take a bank. Here it will have the following:
1. Products which is sourced from external vendors
2. Products and customization developed in-house
3. Solutions built in-house on the above-mentioned products
Architecture becomes a challenge here as it needs people to have to have a deep domain knowledge, product
knowledge and business process to give a true and accurate picture of the requirement.
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2. Architecture
A typical solution architecture would be as follows:
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3. Architecture
Again for example the Payment Engine would have architecture of its own such as:
Once again we can have the Architecture for the Platform – Netweaver, which will be as follows:
Thus architecture can go upto granular level.
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4. Architecture
A typical system of systems architecture can be as follows:
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5. Architecture
A Banking Product Architecture such as Remittances will typically look as follows:
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6. Architecture
A letter of Credit would have the architecture as follows:
The architecture is so varied that a bank/corpoprate can be considered as an universe with myriad
solutions and architecture defining its processes, products and solutions.
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7. Architecture
Business Process Modelling
An important tool of Architecture is Business Process Modelling. This is very handy and a helpful tool to define
and map the process or the way any activity is done. One can map the process of the entire organization or
various units within it such as HR, Finance, etc. If it is mapped with time then the Business Process Model
would show the Critical Path Method (CPM).
These models can represent the current status of any business process in any organization which can be
termed as AS IS. From there when the business process gets refined with deletion or addition of any or all
process we get the TO BE picture. Thus the business process can be used to map and time the existing
process from AS IS – TO BE.
It is a great tool to depict the entire process in a very easy and lucid way which can be very
easily understood and then further used for analysis and for change management
Let us take an example of issuing a Cheque Book by a bank under Retail Banking
AS IS
Management
Goal To improve Customer Service with minimal waiting period
The bank is taking 12 days to issue a cheque book after the cheque book request is received which,
the management feels is too long and it is causing customer dis-satisfaction which in turn costs
Narrative customer loyalty and impacts the business.
The Time Taken from the time request is received to receipt of cheque book is as follows:
• 1. Sending request to Back Office - 24 Hours
• 2. Time taken to process the request - 48 Hours
• 3. Time Taken to send the Request to Vendor - 24 Hours
• 3. Time to Print, Staple, etc. and get the Cheque Book ready - 48Hours
• 4. Time To Dispatch the Cheque Book - 24 Hours
• 5. Time taken by Courier to Deliver the Cheque Book - 96 Hours
• ============================================================
• Total Time Taken - 264 Hours
or 12 Days
Business Process Model
https://docs.google.com/file/d/0B0C5jfwA8L4paUNVYXNoNllzVEk/edit
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8. Architecture
TO BE
Call Centre
To reduce the time for the customers to receive the cheque book after receiving the cheque
Objective book request from current 12 days to 6 days
When the customer calls, the customer must be told whether s/he is eligible to receive a cheque
book or not
For cheque book requests received through emails or through drop box they must be intimated
through email, SMS or Letter
Process
For customers getting declined, they must visit nearest branch
Once cheque book request is approved, for issuing cheque book, send the request to vendor
Vendor on receiving cheque book request from call centre, they have to print and courier the
cheque book to the customer.
The Time Taken from the time request is received to receipt of cheque book is as follows:
• 1. Deciding on Cheque Status - 3 Minutes
• 2. Time Taken to send the Request to Vendor - 1 Minute
• 3. Time to Print, Staple, etc. and get the Cheque Book ready - 48Hours
• 4. Time To Dispatch the Cheque Book - 24 Hours
• 5. Time taken by Courier to Deliver the Cheque Book - 72 Hours
• ============================================================
• Total Time Taken - 144 Hours
or 6 Days
Business Process Model
https://docs.google.com/file/d/0B0C5jfwA8L4pc3h6VmxtQ2dNQTA/edit
I have given links below for two such business process models which are as follows:
Factoring: https://docs.google.com/file/d/0B0C5jfwA8L4pbTQtYkphX3d2X0E/edit
End to End Business Process with Sub – processes
https://docs.google.com/file/d/0B0C5jfwA8L4pSjVDaFZOUWtOMG8/edit
Note: To view the HTML please do the following:
1. Create a New folder and
2. Extract the files to the folder.
3. Then click Index and you will be able to see it as a HTML file.
4. Where there is + sign, click on it to view sub-process
Do not try to open it directly as it will not open.
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9. Architecture
Note: Names if any are Suggestive only and without any relation to any real entity
whatsoever. It is only to give a feel and touch of how transactions can be structured
and names are indicative
This article is meant for education purposes only and it is not be reproduced for any
commercial purpose by print or electronic medium whatsoever
This case study is written by:
Partho H. Chakraborty
A - 305, DSR Spring Beauty Apts., 124/1, ITPL Main Road, Brookefields, Kundalahalli, Bangalore - 560 037,
India
Tel: +91 80 420 50293, Cell: +91 99863 22504
email: parthohc@airtelmail.in; parthohc@rediffmail.com
Skype: parthohc01
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