1. Service Centric Enterprise
Architecture for Chase Global Bank
ECT 556 | DePaul University | Spring Q 2011
Professor: Mark Goetsch
ShuangGu | HampusAhlqvist

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. 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. 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. 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. Strategic Alignment Model
Business architecture
Enterprise strategy Function Organization
Process Performance
Pull 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. 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. Associated risks and Opportunities
Possible 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. Internal and External Analysis
Ahlqvist, Gu | Final ECT556 | 2011 9

10. Competitive Analysis
Ahlqvist, Gu | Final ECT556 | 2011 10

11. CONTEXTUAL VIEW
Operational Model
Competitive Advantage
TECHNOLOGY
PROCESSES
E-commerce
Investing
solutions
capabilities
OPERATION MODEL
High Standardization, high
process low integration
REPLICATION
PEOPLE
Technologists
11
RISK

12. CONTEXTUAL VIEW
Top-level Organizational Chart
12

13. CONCEPTUAL VIEW
Conceptual 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. CONCEPTUAL VIEW
VALUE ANALYSIS
Customer Financial Strategy Technical Information Security
View pt. View pt. View pt. View pt. View pt. View pt.
Business Structure IT Structure
Application Security
Function Performance Organization
Architecture Architecture
Infrastructure Information
Human Business Architecture Architecture
Operation
Resources Processes
Capabilities
Value Creation 14

15. CONCEPTUAL VIEW
Strategy and Governance Enterprise Architectural Touchdowns
Organizational Touchdowns
Current 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. CONCEPTUAL VIEW
Governance - Leadership Axis
Stakeholder Role Action Oversee Decision
Board of Directors Responsible Operation Model Executives Vision / conceptual
Shareholders Investors Protect Interest Board of Directors Board of Directors
Executives Accountable Execute Business Analysts, Contextual
Model Department
Enterprise Architects IT/Business Portfolio Risk Analysis / Analysts, PM Architectural Vision
Governance Governance
Analysts Value Analysis Evaluate PM Categorize domains
Competencies
Lead of e-commerce
function
Project Manager Project Accountable Initiate capabilities & Project Staff Logical Implementation
Remove Obstacle resources
Employees Operations Implement - Value Analysis Input
capabilities
Agents Consulting Deliver Service - Non
Suppliers Facilitators Deliver physical - Non
domains
Partner Strategic alliance, Customer Value - Responsible
Spread risk Creation, Immigrate
16
risk

17. CONCEPTUAL VIEW
Governance - 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. CONCEPTUAL VIEW
Business Transaction Model
Buy
Sell product product
Buyer Seller
Ahlqvist, Gu | Final ECT556 | 2011 18

19. LOGICAL VIEW
Value Analysis of Capabilities
- Balance Score Card
Ahlqvist, Gu | Final ECT556 | 2011 19

20. LOGICAL VIEW
Governance
Ahlqvist, Gu | Final ECT556 | 2011 20

21. LOGICAL VIEW
Business model
Customer Investment transaction
Agent Invest managers
Customer
Customer profile account Investment
Agent Investment transaction Invest managers
21

22. LOGICAL VIEW
Application model
Application Application
interaction collaboration
Data Object application application
Application Application
Flow-function component
Structure aspect Behavior aspect Structure aspect
Ahlqvist, Gu | Final ECT556 | 2011 22

23. LOGICAL VIEW
Infrastructure 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. PHIYSICAL VIEW
Business model
Chase Bank client
Claim investor
fulfillment
Customer Investment
requirement performance
analysis analysis
register design valuate invest
Notification
Ahlqvist, Gu | Final ECT556 | 2011 24

25. PHIYSICAL VIEW
Application model
Infrastructure
service
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. PHIYSICAL VIEW
Infrastructure model
Customer
information Application
record support
Phone
call
Web access
Network
Web
Application
Ahlqvist, Gu | Final ECT556 | 2011 26

27. Migration Framework
*Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003
Ahlqvist, Gu | Final ECT556 | 2011 27

28. Review of Opportunities Solution
For an enterprise architecture to be successful
at 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. 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. References
•Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive
Report 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 DePaul
University MAP is Meta-Architect Processes Framework.
Ahlqvist, Gu | Final ECT556 | 2011 30