Uploaded byPavel Janovjak
Building EA capabilities in Tatra banka
The document describes Tatra banka's approach to building enterprise architecture (EA) capabilities. It discusses how Tatra banka established an EA team and process using TOGAF and Archimate. The EA team engaged stakeholders across the bank and created an architecture model to improve innovation, cost management, and communication between business and IT. Establishing EA helped Tatra banka accelerate initiatives and achieve quick wins that demonstrated benefits to stakeholders.
Building EA capabilities in Tatra banka
- 1. ° Case Study ° BuildingEA capabilities … our Tatra banka way Pavel Janovjak, Peter Filip Kitzbühel, February 22, 2013
- 2. ° Tatra banka 22years of experience ° Established in 1990 as the first private bank in Slovakia. ° Member of the RBI Group ° One of its most successful subsidiaries in CEE ° Modern universal bank offering complex banking services and solutions for corporate and individual clients. ° Third largest bank in Slovakia according to total assets. ° The 1st position ° Cards issued ° POS terminals ° Corporate loans ° Funds assets (TAM) ° The 2st position ° Suppl.Pension funds (DDS) ° The 3rd position ° Number of branches ° Number of employees ° Retail loans for PI ° Deposits from customers ° ATM network ° The 5th position ° Number of clients Tatra banka keeps strong position on the market: Source: Trend, June ,2012
- 3. ° Tatra banka innumbers (2011) ° IT Operating model ° Total assets 9.137 mil. EUR ° Profit 146 mil. EUR ° Number of customers 700.000 ° Number of branches 130 ° Number of employees 3.362 ° Number of IT employees 296 ° Change The Bank = 50:50 internal to external delivery even if responsibility still on internal IT app 10 mil. EUR to 10 mil. EUR (investment) ° Run The Bank = 95:5 internal to external service running 45 mil. EUR (costs with depreciation)
- 4. The innovative leaderin Slovakia providing customers with superior product functionalities and the most innovative, value-added solutions by continuously pioneering on the Slovak banking market and at the same time never compromising on the usability and “excellence” of our product or services. We have brought more innovations to Slovakia than any other bank. We are offering superior product features and as a result have earned the long term trust and loyalty of our customers ° Tatra banka the Brand Promise Brand promise Our approach Customer benefit Reason to believe
- 5. ° Tatra banka Innovations ° Blind Friendly ATMs ° Contact-less Card Payments ° ID Card Scanner ° iPhone application ° Digital Signature ° New Internet Banking ° Mobile Contactless (1st in EU) ° And launching new bank (brand) on 03.Nov 2012 in 11 months
- 6. ° Business Drivers andGoals The innovative leader in Slovakia providing customers with superior product functionalities and the most innovative, value-added solutions by continuously pioneering on the Slovak banking market and at the same time never compromising on the usability and “excellence” of our product or services. We have brought more innovations to Slovakia than any other bank. We are offering superior product features and as a result have earned the long term trust and loyalty of our customers ° Brand Promise ° Idea Generation ° Idea Prioritization ° Quick TTM ° Managed Costs
- 7. ° Response to theDrivers ° Idea Prioritization ° Managed Costs More initiatives had been started More precise and quick impact analysis Clear relationsbetween business services and costs ° Idea Generation ° Quick TTM
- 8. ° EA Reestablishment –Our Key Activities
- 9. ° Our Stakeholders Involved Boardof Directors (Vision and Strategy) Project Management (Delivery of Changes) Demand Management (Tactical and Strategic Planing) Controlling (Cost Management) IT Operations (IT Costs “Spender”) IT Development (Implementation of Changes) Product Managers (Product Innovation and Costs) Distribution Managers (Sales Innovations and Costs) EA Business Architects Solution and Information Architects Technology Architects EA
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- 11. ° Our Model andLanguage Approach ° Compatibility of TOGAF and Archimate metamodel ° We started with TOGAF “light” metamodel ° It was easy to map it to Archimate metamodel when we’ve selected particular model language Both structures share the same metamodel
- 12. ° Our Education Approach ° Availability of community ° More topics were discussed with community in the web forums ° Especially specific topics (mode- ling messaging, environments, infrastructure standards) ° Easy learning curve ° Significant part of training mate- rials and offline leaflets were created from the ready made sources available on the web ° Heavy support for studying and internal discussions about the meaning of the objects
- 13. ° Our Model usedfor Communication ° Easy communication with regulators ° KPI set up by mother company were implemented within Archimate metamodel ° The acceptance of KPI calculation methodology was very easy
- 14. ° Benefits (Our Way)from Business Drivers Perspective ° Common language (Archimate) ° Allows us to have common understanding and view (business and IT) of these complex problems ° Structured approach of TOGAF ° Allows us to measure progress and prevent us from omitting important part of governance ° There are proven improvements in TTM and Cost Management areas, but we are not at the finish line ° Business can recognize:
- 15. ° Our Ability toimplement the Change ° Change Management is Essential ° More than expert know-ledge, EA is a cultural change with wide impact 65
- 16. ° The Snowball Effect 5- 25 Pilot LearnAdapt EA Core Team
- 17. ° Our Ability toDemonstrate the Results ° Quick Wins Accelerate Progress ° Because EA roadmap is a long run careful quick wins opportunities scanning and capturing is very important to keep the attention
- 18. ° Our Observations ° Standardseliminates rework ° Usage of standards allows to keep moving forward, significantly eliminates need for corrective work or delays
- 19. ° Our Observations ° ToolSupport is Vital ° Start with free tooling ° Team support and repository based tool is essential in real processes (be aware of Office trap) ° Visual abilities of the tool enables acceptance of the tool by wide community
- 20. ° Our EA Environment Central Architecture Model EAour way… ° Complexity Cost Reduction ° Priorities and Pain points ° Strategies Requirements ° Evangelize Educate ° EA external services ° Performance Value Add ° Targets and Road mapping ° Vendors Management
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