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Chase Global Banks Enterprise
        Architecture
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 ofthinking within Chase Global
    Bank when implemented.
Architecture Development Cycle
                                                    Information
                                    Business
                                                       System
                                  Architecture
                                                   Architectures
                                   Slide 8-19
                                                      Slide 20+




                 Architectural                                           Technology
                     Vision                                              Architecture
                   Slide. 4-7                                             Slide 20+




 Framework and    Architecture
    Principles      Change                                          Summary of
                  management                                       Opportunities
   Reference         Slide 5                                       and Solution
  Framework:                                                          Slide 26
    Midterm


                                 Implementation   Migration
                                 and Governance   Planning
                                   Slide 13-16    Slide 27
Drivers for the Architecture
• Chase bank need a solution to bundle services
  together into intelligent packages that creates
  value to the customers.
• Chase bank needs a solution that enable e-
  commerce solutions to be interactive with
  sales force.
• Chase banks needs a solution that lets
  customers provide feedback and incorporate it
  in the organization.
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
Alignment risks.
• The potential benefits from the framework arepresented in the
  next slide, possible outcomes 1. These benefits, 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
  ArchitecturefromContextual to physical levels. The whole
  organization is involved in generating additional shareholder value
  through the framework by providing valuable input for value
  analysis.
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
SWOT Analysis
Competitive advantage
Operational Model
CONTEXTUAL VIEW – Operation Model

                             Competitive Advantage
                                                          TECHNOLOGY
       PROCESSES
                                                           E-commerce
        Investing
                                                             solutions
       capabilities
                                OPERATION MODEL
                             High Standardization, high
                              process low integration
                                   REPLICATION




                                       PEOPLE
                                    Technologists




                                         RISK
Conceptual Organization 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 r flow, business data, reference data, Infrastructure
                                record, Financial record
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
Strategy and Governance                     Enterprise Architectural Touchdowns
                                                       Organizational Touchdowns
Current                                                                           Future


                     Detect Non                                       Remove
                     VA-Activities                 Attack Non VA
   Value Analysis                                                    Obstacles to
                                                      activities
                                                                        flow

                     RISK ANALYSIS
                                                     Initiates new
                                                                         Evaluation
                                                      Capabilities
      Identify         Evaluate
    competencies      Capabilities                                      Governance


                                                       Strategy
                          Offensive initiatives
     Architecture
                          Defensive initiatives
       Reviews
                          Efficiency initiatives
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

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
                                                risk
Governance - Decision Axis CHASE Global Bank

                                                 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.




                                    Influences
• Business transaction model


                                 Buy
      Sell product             product




       Buyer                   Seller
• Balance score card analysis For business
Business model


    Customer                      Investment transaction




                             Agent              Invest managers
    Customer


               Customer profile   account        Investment




    Agent          Investment transaction           Invest managers
Application model
                         Application                        Application
                         interaction                       collaboration




  Data Object            application   application




                        Application                        Application
                       Flow-function                       component


Structure aspect    Behavior aspect                  Structure aspect
Infrastructure model
                                                                       Network




                                                     Support




                                                                                 Communication
          Process
 Chase
                                     Chase bank                        Storage
banking
                                    infrastructure
system
          support




                                                       Communication
                    Communication




                                                                                       Support
                                      Investm                          manage
                                         ent                            ment
                                       project
Business model

    Chase Bank                             client

        Claim
                                           investor
     fulfillment


                    Customer                 Investment
                   requirement              performance
                     analysis                  analysis




 register          design        valuate    invest
                                                          Notification
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
Infrastructure model
 Customer
information             Application
   record                support

                                      Phone
                                       call



                                      Web access

              Network

                                        Web
                                      Application
Investment
    Customer         Policy data
                                       case
      data          management
                                   management




                                    Customer     Customer
                                      data         data




                                    Customer     Customer
Web access     Web access             data         data
Client side     Server




                                    Customer     Customer
                                      data         data
Migration Planning




*Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003
Review of Opportunities Solution
Recommendations
References

•Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive
Report vol. 6, No.3, 2003

•Marc Lankhorstet. 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.

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Enterprise Architecture J.P Morgan Chase

  • 1. Chase Global Banks Enterprise Architecture
  • 2. 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 ofthinking within Chase Global Bank when implemented.
  • 3. Architecture Development Cycle Information Business System Architecture Architectures Slide 8-19 Slide 20+ Architectural Technology Vision Architecture Slide. 4-7 Slide 20+ Framework and Architecture Principles Change Summary of management Opportunities Reference Slide 5 and Solution Framework: Slide 26 Midterm Implementation Migration and Governance Planning Slide 13-16 Slide 27
  • 4. Drivers for the Architecture • Chase bank need a solution to bundle services together into intelligent packages that creates value to the customers. • Chase bank needs a solution that enable e- commerce solutions to be interactive with sales force. • Chase banks needs a solution that lets customers provide feedback and incorporate it in the organization.
  • 5. 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
  • 6. Alignment risks. • The potential benefits from the framework arepresented in the next slide, possible outcomes 1. These benefits, 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 ArchitecturefromContextual to physical levels. The whole organization is involved in generating additional shareholder value through the framework by providing valuable input for value analysis.
  • 7. 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
  • 10. Operational Model CONTEXTUAL VIEW – Operation Model Competitive Advantage TECHNOLOGY PROCESSES E-commerce Investing solutions capabilities OPERATION MODEL High Standardization, high process low integration REPLICATION PEOPLE Technologists RISK
  • 12. 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 r flow, business data, reference data, Infrastructure record, Financial record
  • 13. 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. Strategy and Governance Enterprise Architectural Touchdowns Organizational Touchdowns Current Future Detect Non Remove VA-Activities Attack Non VA Value Analysis Obstacles to activities flow RISK ANALYSIS Initiates new Evaluation Capabilities Identify Evaluate competencies Capabilities Governance Strategy Offensive initiatives Architecture Defensive initiatives Reviews Efficiency initiatives
  • 15. 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 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 risk
  • 16. Governance - Decision Axis CHASE Global Bank 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. Influences
  • 17. • Business transaction model Buy Sell product product Buyer Seller
  • 18. • Balance score card analysis For business
  • 19. Business model Customer Investment transaction Agent Invest managers Customer Customer profile account Investment Agent Investment transaction Invest managers
  • 20. Application model Application Application interaction collaboration Data Object application application Application Application Flow-function component Structure aspect Behavior aspect Structure aspect
  • 21. Infrastructure model Network Support Communication Process Chase Chase bank Storage banking infrastructure system support Communication Communication Support Investm manage ent ment project
  • 22. Business model Chase Bank client Claim investor fulfillment Customer Investment requirement performance analysis analysis register design valuate invest Notification
  • 23. 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
  • 24. Infrastructure model Customer information Application record support Phone call Web access Network Web Application
  • 25. Investment Customer Policy data case data management management Customer Customer data data Customer Customer Web access Web access data data Client side Server Customer Customer data data
  • 26. Migration Planning *Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003
  • 29. References •Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003 •Marc Lankhorstet. 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.