1. Experiences with Enterprise Architecture using TOGAF and IBM Rational System Architect at DnB NOR James Dzidek, Ph.D., IT Consultant Lars Jørgensen, Enterprise Architect, DnB NOR Presentation for the Models 2010 Conference October 5, 2010

2. Outline Short background on DnB NOR DnB NOR’s expectations for Enterprise Architecture A definition of Enterprise Architecture The TOGAF Framework Metamodel Tool Support Types of Modeling The EA Trinity Modeling Principles Practical Challenges & Advice Our EA Tool: IBM Rational System Architect Slide 2Lars Jørgensen, DnB NOR & James Dzidek

3. Norway's leading financial services group Total combined assets > 2 100 billion NOK More than 2.3 million retail customers Norway's largest Internet banks, dnbnor.no and postbanken.no, with more than 1.5 million users More than 200 000 corporate customers Norway's most extensive distribution network for financial services Norway's largest life and pension insurance company with around 1 000 000 customers Norway's largest asset management operation with more than 600 000 mutual fund customers in Norway and 283 institutional clients in Norway and Sweden Norway's largest capital markets operation Norway's leading real estate broker More than 14 000 full-time positions(incl. DnB NORD) Slide 3Lars Jørgensen, DnB NOR & James Dzidek

4. ….and the most international Partner for Norwegian companies abroad and for large international companies in Norway International network of 13 branches and representative offices Private banking in Luxembourg Operations in Poland and the Baltic states through DnB NORD Presence in North-East Russia through DnB NOR Monchebank Norway's leading foreign exchange bank One of the world's foremost shipping banks A major international player in the energy sector Slide 4Lars Jørgensen, DnB NOR & James Dzidek

5. A History of Mergers & Acquisitions DnB Vital Vital Real Kreditt Realkreditt DnC DnC Nordlands - Nordlands - Acquisition Acquisition Skandia AM Skandia AM banken banken 1996 1992 Acquisition Acquisition Merger DnB DnB DnB 2002 2003 1990 Merger DnB DnB DnB 1999 Bergen Bank Bergen Bank Postbanken Merger 2003 Gjensidige NOR Den norske Gjensidige Bank Hypotekforening / Elcon Finans Four large Four large Acquisition Acquisition savings banks savings banks 1993 1999 Sparebanken Sparebanken Sparebanken Sparebanken Sparebanken Gjensidige NOR Merger De - Oslo/ Akershus Oslo/ Akershus NOR NOR NOR Sparebank 1990 mutualisation Sparebanken Sparebanken Merger Gjensidige Merger ABC ABC 1985 NOR ASA 2002 Fellesbanken Fellesbanken Acquisition Gjensidige Gjensidige Gjensidige NOR Gjensidige NOR De - 1992 Liv Liv Spareforsikring Spareforsikring mutualisation Acquisition 1992 Forenede Forenede Forsikring Forsikring Aquisition 2005 Aquisition 2005 Slide 5Lars Jørgensen, DnB NOR & James Dzidek

6. Technology is an increasingly important competitivenessdriver Mobile Services Collaboration & Mobility CRM & Business Intelligence Sourcing Architecture Standardized Processes Slide 6Lars Jørgensen, DnB NOR & James Dzidek

7. DnB NOR’s expectations for Enterprise Architecture See the various IT initiatives in context. Ability to translate business strategies in into optimal IT solutions. Help deal with frequently changing customer and business requirements. Expectation of faster completion of analysis since individual projects can utilize already-available data. Commitment to this effort: Governance: consolidation of relevant reasonability from individual business architects to the chief architect Team: project manager, enterprise architects, consultants Tools Slide 7Lars Jørgensen, DnB NOR & James Dzidek

8. What is Enterprise Architecture? 1/3 The challenge for the Enterprise Architect, by analogy, is in helping to create a set of rules or policies that encourage desirable behavior for the enterprise while discouraging undesirable behavior. The architect must then place these policies into a framework that coordinates them across the organization. If this approach sounds like governance, you’re right. But governance alone doesn’t address the broader problem of how to architect an enterprise for change. Level of Abstraction: High Source: ZapThink Blog, "The Beginning of the End for Enterprise Architecture Frameworks" Slide 8Lars Jørgensen, DnB NOR & James Dzidek

9. What is Enterprise Architecture? 2/3 Level of Abstraction: Medium The set of principles and models that guides the design and realization of the processes, organizational structures, information, applications and technical infrastructure. Architecture is used to coordinate change occurring at an organization; it channels change. If nothing has to be changed, there is no need for architecture. Business Architecture (Process / Org) Information Architecture (Data / App) EA Technical Architecture (Middleware / Platform / Network) Slide 9Lars Jørgensen, DnB NOR & James Dzidek

10. What is Enterprise Architecture? A very pragmatic definition: Controlled, Structured, Documentation Analysis (reports) are performed on this structured documentation The reports provide various points of view on all artifacts in the repository Level of Abstraction: Low Slide 10Lars Jørgensen, DnB NOR & James Dzidek

11. TOGAF The Open Group Architecture Framework (TOGAF) Establishes a common terminology Architecture Development Method: Guide to developing an Enterprise Architecture Content Metamodel Checklist of things that you may want to take into account Must be customized to your practical needs and goals is incomplete, e.g., does not talk about data lifecycle the metamodel is immature Slide 11Lars Jørgensen, DnB NOR & James Dzidek

12. What is a Metamodel? From Wikipedia: “An ontology is a formal representation of knowledge as a set of concepts within a domain, and the relationships between those concepts. It is used to reason about the entities within that domain, and may be used to describe the domain.” A metamodel can be used to describe an ontology. The benefits of having a metamodel are numerous: Better communication by getting everyone “on the same page” More tacit knowledge is made explicit The ability to precisely define and execute various analysis Slide 12Lars Jørgensen, DnB NOR & James Dzidek

13. Example: TOGAF 9 Content Metamodel Retail Norge Boliglån Kredittprosess Retail Slide 13Lars Jørgensen, DnB NOR & James Dzidek

14. Advantages of Tool Support Models are no-longer just pictures The tool can help enforce: Structure Standards Consistency Analysis become much less expensive to perform Content dissemination Slide 14Lars Jørgensen, DnB NOR & James Dzidek

15. The EA Trinity = Framework + Metamodel + Tool Typically several small units of “EA” work are preformed with a specific focus on one domain. This is done without standard methodologies or tools. Having these three pieces of the puzzle helps various actors in a large organization pull in the same direction. Channel specific Customer and Product Management Customer and engagement Event-based interaction Price and Product Cross-channel customer dialog Analysis and advice ATM/POS Internet Self-serviced Product delivery Mobile Cards (debit/credit) Deposits, Credits & loans Asset Management Global Prod. Lim Treasury Security Management Collaterals Telephone Global Prod. Limits Insurance Life Property & Casualty Trade Finance Payments Clearing & Settlement Cash Management Agent Contact centre Operator serviced Group and Support Archive Data warehouse Compliance Finance Risk manage-ment Other Access Manage-ment Branch Slide 15Lars Jørgensen, DnB NOR & James Dzidek

16. What kind of modeling? “Models” does not equal “only Visualizations” Visualizations are derived from the content Primarily “Conceptual” models: abstraction over reality Also logical and physical models If a repository should at the same time contain data at conceptual, logical and physical levels, there will be inconsistencies Very important to realize this quite early Models will not be perfect for all stakeholders, for all points of view, at all points in time The focus in on practicality, not UML standard perfection Slide 16Lars Jørgensen, DnB NOR & James Dzidek

17. Principles The metamodel will never be complete The corporate metamodel is a starting point Start with the most important projects and their analytical needs Projects can extend the metamodel for specific needs Simplicity and maintainability over absolute truth Minimize ambiguity and inconsistency Based on TOGAF 9’s content metamodel Involve the customer Slide 17Lars Jørgensen, DnB NOR & James Dzidek

18. Practical Challenges & Advice 1/2 Top-management support is essential It is a significant challenge to get people to work with EA tools Effort may be perceived as “extra work” It is not easy to obtain necessary funding for an EA project. One of the reasons is that EA addresses hidden costs like the pre-project costs caused by a lack of adequate documentation. Pre-studies and requirement specifications take too long, undergo too many iterations, are not precise enough and often end up not meeting the target This can be dramatically improved with a proper EA practice Slide 18Lars Jørgensen, DnB NOR & James Dzidek

19. Practical Challenges & Advice 2/2 The EA repository will never be the only source of documentation. The metamodel must take this into account, by, for example, specifying where the documentation “master data” resides. To have control, one must have a single metamodel that describes where all information resides. Strategies for synchronization with those repositories must be put in place. It is very difficult to guess what the corporate metamodel should be. It is better to establish a skeleton and then work with real projects. Both, top-down and bottom-up approaches should be used when populating the repository. EA must acquire a critical mass before clear benefits can be observed, first projects may not see all benefits Must have a strategy for keeping content up to date Slide 19Lars Jørgensen, DnB NOR & James Dzidek

20. Tool: IBM Rational System Architect Highly Customizable metamodel, diagram types, behavior Large number of standards implemented Offers both, thick and thin clients Visual and textual reporting Integration to many related tools business intelligence / report creation asset management product and portfolio management Slide 20Lars Jørgensen, DnB NOR & James Dzidek

21. SA Integrations Source and permission to use the slide: Brandon Jones, IBM (brandon.jones@se.ibm.com) Slide 21Lars Jørgensen, DnB NOR & James Dzidek

22. Contact Information Lars Jørgensen Enterprise Architect at DnB NOR lars.jorgensen@dnbnor.no +47 9525 7514 James Dzidek Independent Consultant james.dz@gmail.com +47 4889 4576 http://www.linkedin.com/in/dzidek This presentation is posted on my LinkedIn page.