Security and Resiliency Pavlo Korolovych Application Architect€¦ · Architecture IT Financial Portfolio Management Application Architecture Data Architecture Business Architecture

Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation

Security and Resiliency—Pavlo KorolovychApplication Architect

A new approach to enterprise architecture to meet business needs.





Is Architecture dead in the age of Design Thinking and Agile ?

Is Enterprise Architecture dead ?


“Our experience is that “core” agile methods such as Scrum work wonderfully for small project teams addressing straightforward problems.

However “out of the box” these methods do not give adequate consideration to the risks associated with delivering solutions on larger enterprise projects”

There are an increasing number of high-profile project failures associated with agile strategies

If we don’t start supplementing core agile practices with a more disciplined approach to agile projects at scale, we risk losing the hard-earned momentum that the agile pioneers have generated”.

Scott Ambler .. Disciplined Agile .. 2012

IBMs global thought leader for Agile, Scott Ambler, said we need Enterprise Architecture

“Discipline” (including EA) is needed to succeed on agile at scale.


Scaled Agile has a clear role for Enterprise Architects


Portfolio Vision

Epic Owners

Enterprise

Architect

Kanban

• Maintain holistic vision

• Aligns business drivers with

technical decisions

• Sets technology standards

• Drive common infrastructure

• Influences modeling, design and

coding practices

• Facilitates reuse of emergent

solutions, knowledge & patterns

• Synchronizes issues and NFSs

across solutions

Budgets

NFRs

Po

rtfo

lio

Ba

ck

log

Agile Release Train

Agile Release Train

Agile Release Train

Value Streams delivery solutions

Business Epic

Arch. Epic

Business Epic

Source: http://scaledagileframework.com

Ultimately the EA role in SAFE is “fine tuned” to the Agile environment


How does “Agile” Enterprise Architecture differ from traditional EA ?

• EA demands one approach to fit all projects - typically big design up front• EA repeatedly known for slowing projects down and saying “No”• EA hampers innovation• EA is a “behind the scenes” activity with little stakeholder interaction. • EA focuses on topics of little relevance to current business and projects

Agile EA

STOP


How does “Agile” Enterprise Architecture differ from traditional EA ?

Iterative and Incremental Development of the EA “Building Code” in an Agile manner

Enables Project Agility by providing “how to” guidance and supporting innovation (instead of saying “no”!).

Engage stakeholders by providing insights and value at every EA increment through inclusive workshops and demos.

Mitigate complexity by making key Architecture decisions in an Agile manner - deferring decisions until proven effective through “probes” like “proof of concepts”

Agile EA

• Enterprise Architecture Capability

• Upstream & Downstream EA

• IBM‘s Enterprise Architecture Framework

• Business Architecture

• Information Systems Architecture

• Technology Architecture

• Summary

• Appendix

AGENDA

© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential

Enterprise

Architecture Capability


Technical Control - What happens without it ?


Uncontrolled, Siloed, Incremental, Progressive, Complexity


A better way: Planned, Controlled, Evolved, Order.


Fire and hope!

BusinessOpportunity

Enterprise Strategy TechnologyAvailability

Business Strategy IT Strategy

Business Operating Environment and IT Infrastructure

Strategy= "The city’s purpose & goals"

Enterprise Architecture= "The city plan"

System Design= "the buildings"

Soln Outline Macro Design Micro Design Devt, etc.

Program Architecture

Soln Outline Macro Design Micro Design Devt, etc.

Program Architecture

Change Initiatives

En

terp

rise

wid

e F

ocu

sIn

itia

tive

Fo

cu

s

Strategy

Planning

Enterprise Architecture

The Strategic Plan!

Design &Implement

Enterprise Capabilities

Technology Architecture

IS Architecture

Business Architecture

Go

ve

rna

nce

Tra

nsitio

n P

lan

nin

g

What is Enterprise Architecture?

The "planning" function between strategy and implementation


Do the right thing Do the thing right

Upstream:

Doing the right things

▪ Identifying, funding & resourcing the most

important initiatives, in line with the business

strategy and within the investment budget, in

the right sequence.

▪ Supported by: enterprise models to enable

“big picture” strategic analysis and planning.

Downstream:

Doing things right

▪ Ensuring solution implementations work

within existing business and IT environment

constraints and contribute towards

realization of the enterprise’s strategy.

▪ Supported by: appropriate standards for

delivery of projects and services.

"Good navigation" "Good engineering"

When Strategy and Architecture are aligned – amazing things will happen!


1 2 3

Aligning execution with strategy produces:

• Projects and decisions supporting the enterprise direction

Aligning IT with business means:

• Business payback from IT investment

• Better communication and insight between business and IT

Optimizing sharing and interaction improves:

• Quality

• Speed

• Flexibility/Agility

• Integration

• Cost

Enterprise Architecture enables “doing the right things right”


Business building blocks

Information building blocks

Application building blocks

Technology building blocks

Enterprise Target State

envisioning the target solution space via “building blocks” (viewpoints)

EA models support business and IT transformation by “divide and conquer” .


TechnologySelection

EA Guidance(Building Blocks,

Ref. Architectures, Standards etc.)

Link Strategy& Execution

Guide & Enable Reuse

Enterprise Level Models

Harvest

Inform & Inspire

Up

str

ea

mE

AD

ow

ns

tream

EA

Transformation Management(Roadmaps,

Initiatives, etc.)

Solution Designs

Enterprise Plans(Portfolio Analysis,

Strategies etc.)

What are theneeds of Solution

Designers?

What are the needs of Enterprise

Strategists and Planners?

Building

Code

EA Models provide guidance to…

Enable both Enterprise Planners and Solution Designers


Upstream & Downstream



EnterpriseArchitecture

ITArchitecture

SolutionArchitecture

InformationSystemsArchitecture

IT Financial Portfolio

Management

Application Architecture

Data Architecture



EnterpriseStrategy

Application Portfolio

Management

Business/IT Strategy

ProjectPortfolio

ManagementChange

Initiative 1…

Change Initiative 2

Change Initiative N

Influence

Investment

Decisions

Inform Portfolio

Management

Guide

Solution

Design

EA enables controlled change by…

Providing orientation, guidance and governance through Enterprise Models and Plans


21

Multiple Strategic Initiatives

IT Architecture

Strategic Delivery

Strategic Plan

Strategic Intent

"Business as Usual"project prioritization

& planning

"This is the way these systems should be designed"

EA Models & GuidanceBusiness Architecture

IS Architecture (Apps & Data)Technology Architecture

Plan Build Run

"These are the Initiatives& Projects we should do"

"These are our Enterprise Models and Roadmaps”

“doing the right things”

Upstream ensuring the organisation is identifying, funding & resourcing the most important programmes, in line with the business strategy - “Doing the right things”

Downstream ensuring these programmes are delivering solutions that meet the needs of the business and work within the existing environment - “Doing things right”

EA Governance

"Are we designing thesesystems the way we said

we want them done?”

"Are we still movingthe right direction?"

"Are our targetarchitectures

still right?"

A well functioning EA delivers two major Value Propositions to the Enterprise


Business & IT Strategic Alignment

– Insight into how complex IT underpins Business Capabilities

– Visibly link IT decisions to Business Strategies and Objectives

Agility and better IT Responsiveness

– Deeper understanding of Business, ability to anticipate business needs

– Design for Reusability and flexibility to improve Speed to Market

Improved Risk Mitigation

– Structured models to visualize current environment and gaps

– Allow focus on high risk area, choose mitigation strategies with greater clarity

Costs & Complexity Reduction, Simplification

– Consistency and standards: fewer technologies to maintain, better use of skills

– Retire expensive infrastructure and applications, reduce legacy, remove obstacles to business change

Decision Support

– Consistent information across planning and execution of Transformation Initiatives

– Realistic planning information

– Effective coordination of Implementation Decisions

In addition, Enterprise Architecture helps address

A few key challenges for most enterprises


IBM‘s Enterprise

Architecture Framework


IBM: Enterprise Architecture defines the architectural models, governance, and transition initiatives needed to effectively coordinate stakeholders toward a

common goal. IBM Academy of Technology

TOGAF: Does not explicitly define EA (ref: TOGAF Glossary and ADM)

Gartner: Enterprise Architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating & improving the key principles and models that describe the enterprise's future state and enable its evolution.

Wikipedia: Enterprise Architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s

operating model (Data? Applications? Governance)

Client: Enterprise architecture is a set of processes, guidelines, models and frameworks, which help translate business strategy into IT implementations that result in business value.

PEAF: Enterprise Architecture is about knowing where we are, what we have & where we want to be to ensure we build systems & processes which create value & don't paint us into a corner.

While there is no single definition of Enterprise Architecture across the industry…

most existing definitions agree about the spirit of EA


The Open Group’s Architecture Framework(TOGAF)

Gartner Group’sEnterprise Architecture Framework

Pragmatic Enterprise Architecture Framework (PEAF)

IBM’s Enterprise Architecture Framework

The Zachman Framework forEnterprise Architecture

Many “Frameworks” have been suggested to organizeEnterprise Architecture information in an intuitive, non-overlapping yet interlinked way



The IBM Framework organizes EA Models and Guidance to cover multiple interrelated domains…


Strategy Domain

Business Domain

Information Systems Domain

Technology Domain

▪ Automated Business Functions & Data ▪ Potentially shared and/or reused ▪ Common Characteristics of IT Users▪ Relationships between these elements

▪ Automated elements of infrastructure functionality and data

▪ Most likely shared, basis for integration▪ Relationships between these elements

▪ Strategic Intent, Future State and “Value Propositions”

▪ Capabilities to realise Strategy▪ Resources to enable capabilities

▪ Process activities, information and human elements of the business

▪ Relationships between these elements

InformationModels

IT Components (SW & HW)

Data MgmtServices



Data Stores

Process / ActivityModels

Application Services

ApplicationComponent & Service Models

BusinessRoles

PresentationServices

User Groups

IS Architecture

Key InformationResources

Key ActivityResources

Key SkillResources

Strategic Value Propositions and Capabilities

So

lutio

n G

uid

an

ce

Ar

ch

itec

tur

e B

uild

ing

Blo

ck

s, P

rin

cip

les

, Sta

nd

ar

ds

, Re

fer

en

ce

M

od

els

En

terp

ris

e M

od

els

Co

ncep

tual h

igh

lev

el D

esig

n o

f v

ari

ou

s a

sp

ects

of

the e

nte

rpri

se


Review

“Executive Steering Group”

“ArchitectureOffice”

▪ Sets enterprise architecture directions, strategies and policies

▪ Decides when a change in the enterprise architecture is needed

▪ Prioritise Initiatives

▪ Maintains the enterprise architecture (Standards, Policies, Guidelines)

▪ Communicates the Architecture and

▪ Manages architecture compliance reviews

▪ Uses the enterprise architecture to best satisfy the project’s needs

▪ Ensures solution designs comply with the enterprise architecture

Define Architecture - Vitality

Architecture Sponsors(decision makers)

Enterprise Architects(SME role)

Solution Architects(SME role)

Sup

po

rt

“Technical ReviewBoard”

Project Teams

(“Project Design Team Chief Architect”)

Coordinate APM, Data and infrastructure governance in support of

Domain Execs

Executives (inc. domain)(Own TCO)

And finally how to set up roles and governance bodies that share…

A common vision and can effectively collaborate to realize the benefits from EA




A Business Architecture provides many benefits…

A Business Architecture is used to:

• Provide an understanding of how the business is structured and how it serves a given market place

• Describe current and futures states of the business

• Help identify future initiatives for the business and use of technology

• Document the alignment of the business strategy to enabling IT transition plans and projects

• Guide future IT investment as it allows the identification of functional areas targeted for change

• To understand the business context in which a system will work

• Help an organization to meet the challenges of a rapidly changing marketplace.

“A Business Architecture is the structure or structures of a business, which comprise processes, resources, goals, and information, the externally visible properties of those parts, and the relationships amongst them.”


The Business Architecture domain includes:

Work products spanning all of the business architecture layer’s themes

People Activities DataEventsStrategy LocationWho? How? What?When?Why? Where?

And in each case,

the BA WPs are

influenced by WPs in

the Capability

Neighbourhood


Business

Event List

Locations

Business

Activity

Mdl

Roles

Usage

Matrices

Business

Structure

Enterprise

Information

Model

Enterprise

KPIs

Business Reference

Architectures

Business

Architecture

Functional Aspect of ArchitectureExternal to architecture

Operational

Aspect of

Architecture

Enterprise

CapabilitiesLocations

resourcesBusiness

Scenarios

Activity

Resources

Skills

Resources

Information

Resources

Strategic

CBM

EA Guiding

Principles

Functional BA

work products1

Business

Activity

Model

Roles

Enterprise

Information

Model

BA

“requirements”

work products

Business

Event List

KPIs

Operational BA

work products

Locations

ModelBusiness

Structure


In summary, these BA work products model the enterprise from

a series of viewpoints, structuring the functional resources needed by the business and assessing how they should be deployed to meet the enterprise’s operational needs

Business Activity

Model

S

T

R

A

T

E

G

Y

(3)

M AN AGE

M ARKET

RESEAR CH

(5)

M AN AGE CUST

RELATIONSHIP

(SALES)

(10) M AN AGE

RESOUR CES

(2)

M AN AGE

FUNDIN G

(4.1) SELECT M ARKETS

/ CUSTOMERS

(4.2) DESIGN / R EFINE

PRODUC TS / SERVIC ES

(4.3) TEST EFFECTIVE -

NESS & LAUNC H

(5.1) MANAGE

SALES IN ITIATION

(2.2) MAN AGE

BORROWING

(2.1) ISSU E

SHARES

(2.4) MAN AGE

INTEREST &

FX EXPOSURE

(2.3) MAN AGE

ASSETS &

LIABILITIES

(6)

M AN AGE COR E B AN KING ACTIVITY

(SERVICING)

(6.1) MAN AGE

TRANSACTION

PROCESSING

(6.2) HAN DLE

CASH

(6.3) PR OVIDE

CUSTOM ER IN FO

(6.4) MAN AGE

PAYMEN TS

(6.6) CLOSE

PRODUC TS

(6.5) HAN DLE

ARREAR S

(5.4) MAN AGE

APPLICATION

(5.5) DELIVER

PROD UCT

(5.3) ASSESS

CUSTOMER RISK

(5.2) SELECT

PRODU CTS/ SERVIC ES

(10.2) MANAGE

HUMAN RESOU RCES

(11) M AN AGE

BUSINESS

(11.1) M ANAGE

RISK

(11.2) M ANAGE

COMPLIANCE

(11.3) M ANAGE

PERFOR MANC E AND TARGETS (C UST R ’SHIP)

(12) M AN AGE

IMPROVEMENT & CH ANGE

(10.1) M ANAGE

I.T.

M AN AGEMENT

AN D SUPPORT

PROCESSES

(Internal)

OPER ATING

PROCESSES

(Revenue

Generating)

(1)

(4)

M AN AGE

PRODUC T

DEV’T

(7)

CUSTOM ER

CARE

(9)

M AN AGE

PLANNIN G

MONITORING

AN D

CONTROL

(10.3) MANAGE

BUDGETING &

CONTROL

(10.4) M ANAGE

PHYSICAL RESOURC ES

(11.4) M ANAGE

EXTERN AL

RELATIONSHIPS

CUSTOM ER FACING

(3.2) PREDICT

PURCHASING

BEHAVIOUR

(3.1) ASSESS

CUSTOM ER

NEEDS

(3.4) COMPETITOR

ANALYSIS

(3.3) MEASURE

CUSTOM ER

SATISFACTION

(6.7) SERVICE

PRODUC TS

(3.5) TAR GET ANALYSIS

(4.4) PER FORM ANCE

ANALYSIS

(8)

M AN AGE

CH ANNELS

(7.1) MAN AGE

CUSTOM ER

RELATIONSHIP

(7.2) MAN AGE

CROSS

SELLING

(12.1) QU ALITY

ASSURANCE

(12.2) M ANAGE

COMMU NICATIONS

Payment Item &

Deposit

Billing Account

Customer

Interaction

Service Request

Easement

Site

Account

Liability

Arrangement

Capital

Contribution

Collection

Agency

Bill Charge

Adjustment

Site-service

Account

Meter Reading

& Usage

Owner-Tenant

Arrangement

Product-Service

Contract

DES

Component

Electricity

SupplierMeter

Customer

Business Information

Model

Role Description Jobs

Claim Representative Investigates and adjusts multi-line claims. Prepares and enters allclaims into the claims system. Investigates and adjust losses of anycomplexity or severity. To reviews, evaluate, and manage reporting

files to a satisfactory disposition.

Claims Adjuster

Claim Clerical Support Supports the claim functions. Services the agents and insureds by

providing high quality, timely claim support. Performs fileprocedures, prepares documents, maintains logs and reports.

Reinsurance Processor

Special InvestigativeUnit

Medical Staff Works with claims staff to determine recommended rehabilitationservices, provides recommendations regarding medical rehabilitation

issues, evaluates vendors' rehabilitation plans, and ensurescompliance.

PhysicianRehab

RegulatoryCompliance Staff

Assists in the evaluation of Company loss and loss adjustmentexpense reserves and other liabilities. Assists in the preparation ofmanagement reports and in the monitoring of Company underwriting

results and in the measurem ent and monitoring of results ofproducts and pricing.

Underwriting ServicesCrop SpecialistData Technician

Product Manager

Legal Conducts negotiations on assigned cases, m aintains current,knowledge of law and case decisions affecting appropriate

jurisdictions, and investigates, researches, and analyzes highlycomplex or severe claims, lawsuits, including coverage issues andlegal issues affecting liability and damages.

Manager Head of a defined business unit. (Agency, Claim s, Underwriting,etc.)

(general)

Business Roles

Model

Corporation Replicated Sub-processes

Group

Shared Sub-processes

Group Replicated Sub-processes

Division


Division

Replicated Sub-processes

Specific Sub-processes

Corporation Centralized Sub-processes

By Group

By Division

Business

StructureLocations

Strategic Capability Network

Business Activity

Model

S

T

R

A

T

E

G

Y

(3)

M AN AGE

M ARKET

RESEAR CH

(5)

M AN AGE CUST

RELATIONSHIP

(SALES)

(10) M AN AGE

RESOUR CES

(2)

M AN AGE

FUNDIN G


/ CUSTOMERS




NESS & LAUNC H

(5.1) MANAGE

SALES IN ITIATION

(2.2) MAN AGE

BORROWING

(2.1) ISSU E

SHARES

(2.4) MAN AGE

INTEREST &

FX EXPOSURE

(2.3) MAN AGE

ASSETS &

LIABILITIES

(6)


(SERVICING)

(6.1) MAN AGE

TRANSACTION

PROCESSING

(6.2) HAN DLE

CASH

(6.3) PR OVIDE

CUSTOM ER IN FO

(6.4) MAN AGE

PAYMEN TS

(6.6) CLOSE

PRODUC TS

(6.5) HAN DLE

ARREAR S

(5.4) MAN AGE

APPLICATION

(5.5) DELIVER

PROD UCT

(5.3) ASSESS

CUSTOMER RISK

(5.2) SELECT


(10.2) MANAGE

HUMAN RESOU RCES

(11) M AN AGE

BUSINESS

(11.1) M ANAGE

RISK

(11.2) M ANAGE

COMPLIANCE

(11.3) M ANAGE


(12) M AN AGE


(10.1) M ANAGE

I.T.

M AN AGEMENT

AN D SUPPORT

PROCESSES

(Internal)

OPER ATING

PROCESSES

(Revenue

Generating)

(1)

(4)

M AN AGE

PRODUC T

DEV’T

(7)

CUSTOM ER

CARE

(9)

M AN AGE

PLANNIN G

MONITORING

AN D

CONTROL

(10.3) MANAGE

BUDGETING &

CONTROL

(10.4) M ANAGE

PHYSICAL RESOURC ES

(11.4) M ANAGE

EXTERN AL

RELATIONSHIPS

CUSTOM ER FACING

(3.2) PREDICT

PURCHASING

BEHAVIOUR

(3.1) ASSESS

CUSTOM ER

NEEDS

(3.4) COMPETITOR

ANALYSIS

(3.3) MEASURE

CUSTOM ER

SATISFACTION

(6.7) SERVICE

PRODUC TS


(4.4) PER FORM ANCE

ANALYSIS

(8)

M AN AGE

CH ANNELS

(7.1) MAN AGE

CUSTOM ER

RELATIONSHIP

(7.2) MAN AGE

CROSS

SELLING

(12.1) QU ALITY

ASSURANCE

(12.2) M ANAGE

COMMU NICATIONS

S

T

R

A

T

E

G

Y

S

T

R

A

T

E

G

Y

(3)

M AN AGE

M ARKET

RESEAR CH

(3)

M AN AGE

M ARKET

RESEAR CH

(5)

M AN AGE CUST

RELATIONSHIP

(SALES)

(10) M AN AGE

RESOUR CES

(2)

M AN AGE

FUNDIN G


/ CUSTOMERS




NESS & LAUNC H

(5.1) MANAGE

SALES IN ITIATION

(2.2) MAN AGE

BORROWING

(2.1) ISSU E

SHARES

(2.4) MAN AGE

INTEREST &

FX EXPOSURE

(2.3) MAN AGE

ASSETS &

LIABILITIES

(6)


(SERVICING)

(6.1) MAN AGE

TRANSACTION

PROCESSING

(6.2) HAN DLE

CASH

(6.3) PR OVIDE

CUSTOM ER IN FO

(6.4) MAN AGE

PAYMEN TS

(6.6) CLOSE

PRODUC TS

(6.5) HAN DLE

ARREAR S

(5.4) MAN AGE

APPLICATION

(5.5) DELIVER

PROD UCT

(5.3) ASSESS

CUSTOMER RISK

(5.2) SELECT


(10.2) MANAGE

HUMAN RESOU RCES

(10.2) MANAGE

HUMAN RESOU RCES

(11) M AN AGE

BUSINESS

(11.1) M ANAGE

RISK

(11.1) M ANAGE

RISK

(11.2) M ANAGE

COMPLIANCE

(11.2) M ANAGE

COMPLIANCE

(11.3) M ANAGE


(12) M AN AGE


(10.1) M ANAGE

I.T.

M AN AGEMENT

AN D SUPPORT

PROCESSES

(Internal)

OPER ATING

PROCESSES

(Revenue

Generating)

(1)

(4)

M AN AGE

PRODUC T

DEV’T

(4)

M AN AGE

PRODUC T

DEV’T

(7)

CUSTOM ER

CARE

(9)

M AN AGE

PLANNIN G

MONITORING

AN D

CONTROL

(10.3) MANAGE

BUDGETING &

CONTROL

(10.4) M ANAGE

PHYSICAL RESOURC ES

(11.4) M ANAGE

EXTERN AL

RELATIONSHIPS

(11.4) M ANAGE

EXTERN AL

RELATIONSHIPS

CUSTOM ER FACING

(3.2) PREDICT

PURCHASING

BEHAVIOUR

(3.1) ASSESS

CUSTOM ER

NEEDS

(3.4) COMPETITOR

ANALYSIS

(3.3) MEASURE

CUSTOM ER

SATISFACTION

(6.7) SERVICE

PRODUC TS


(4.4) PER FORM ANCE

ANALYSIS

(8)

M AN AGE

CH ANNELS

(7.1) MAN AGE

CUSTOM ER

RELATIONSHIP

(7.2) MAN AGE

CROSS

SELLING

(12.1) QU ALITY

ASSURANCE

(12.1) QU ALITY

ASSURANCE

(12.2) M ANAGE

COMMU NICATIONS

Payment Item &

Deposit

Billing Account

Customer

Interaction

Service Request

Easement

Site

Account

Liability

Arrangement

Capital

Contribution

Collection

Agency

Bill Charge

Adjustment

Site-service

Account

Meter Reading

& Usage

Owner-Tenant

Arrangement

Product-Service

Contract

DES

Component

Electricity

SupplierMeter

Customer

Payment Item &

Deposit

Billing Account

Customer

Interaction

Service Request

Easement

Site

Account

Liability

Arrangement

Capital

Contribution

Collection

Agency

Bill Charge

Adjustment

Site-service

Account

Meter Reading

& Usage

Owner-Tenant

Arrangement

Product-Service

Contract

DES

Component

Electricity

SupplierMeter

Customer

Payment Item &

Deposit

Billing Account

Customer

Interaction

Service Request

Easement

Site

Account

Liability

Arrangement

Capital

Contribution

Collection

Agency

Bill Charge

Adjustment

Site-service

Account

Meter Reading

& Usage

Owner-Tenant

Arrangement

Product-Service

Contract

DES

Component

Electricity

SupplierMeter

Customer

Business Information

Model

Role Description Jobs

Claim Representative Investigates and adjusts multi-line claims. Prepares and enters allclaims into the claims system. Investigates and adjust losses of anycomplexity or severity. To reviews, evaluate, and manage reporting

files to a satisfactory disposition.

Claims Adjuster

Claim Clerical Support Supports the claim functions. Services the agents and insureds by

providing high quality, timely claim support. Performs fileprocedures, prepares documents, maintains logs and reports.

Reinsurance Processor

Special InvestigativeUnit

Medical Staff Works with claims staff to determine recommended rehabilitationservices, provides recommendations regarding medical rehabilitation

issues, evaluates vendors' rehabilitation plans, and ensurescompliance.

PhysicianRehab

RegulatoryCompliance Staff

Assists in the evaluation of Company loss and loss adjustmentexpense reserves and other liabilities. Assists in the preparation ofmanagement reports and in the monitoring of Company underwriting

results and in the measurem ent and monitoring of results ofproducts and pricing.

Underwriting ServicesCrop SpecialistData Technician

Product Manager

Legal Conducts negotiations on assigned cases, m aintains current,knowledge of law and case decisions affecting appropriate

jurisdictions, and investigates, researches, and analyzes highlycomplex or severe claims, lawsuits, including coverage issues andlegal issues affecting liability and damages.

Manager Head of a defined business unit. (Agency, Claim s, Underwriting,etc.)

(general)

Business Roles

Model

Corporation Replicated Sub-processes

Group


Group Replicated Sub-processes

Division


Division

Replicated Sub-processes

Specific Sub-processes

Corporation Centralized Sub-processes

By Group

By Division

Business

StructureLocations

Strategic Capability Network


Information Systems Architecture


Along with the Technology Architecture, the IS Architecture represents…

The “digitized” elements of the EA – together referred to as the IT Architecture

Technology Architecture Channels

Applications

Common System ServicesInte

rface S

erv

ices

Securi

ty S

erv

ices

Network Services

Platform Services

Syste

m M

anagem

ent

Serv

ices

Syste

m &

Infr

astr

uctu

re D

eve

lopm

ent

Common

Application

Services

DataClaim



IS Architecture

▪ Strategic Intent and “value propostions”▪ Capabilities to realise that intent▪ Resources to enable these capabilities

▪ Function, information and human elements of the business


▪ Automated elements of business functionality and business data


▪ Automated elements of infrastructure functionality and data.

▪ Relationships between these elements.

Boundary of Automation

IT

Busi

ness


The IS Architecture layer of the EA framework…

Sorts the various “business-dependent IT” ABBs into an organised set of IS Architecture work products

Enterprise

Capabilities

Technology

Architecture

Information

Systems

Architecture

Business

Architecture

Functional Aspect of Architecture

People Activities Data

External to architecture

IT Components (s/w & h/w)

Business

Structure

Business

Activity Mdl

Component Business ModelSkills

Business Services Model

Standard

Use Cases

Standard IS

NFRS

IT Nodes

Technology Functional Reference Architectures

RolesEnterprise

Info ModelUsage

matrices

Usage

matrices

Usage

matrices

Application

Groups

Data

Stores

AC MapFunction Data

Application Services ModelUser Groups

Deployment

Units IS)

Placement

Guidelines

Deployment

Unit Matrices

Information Activities

Presentation

Services

Application

Services

Data

ServicesIT Systems

Management

WPs

IT Systems

Operational

WPs

Locations

Model

Business

Event List

Locations

List

Enterprise

KPIs

Business

Scenarios

Activity

Resources

Skills

Resources

Information

Resources

EventsStrategy

Strategic

CBM

EA Guiding

Principles

IS Strategy

WPsIS Strategy

WPsIS Strategy

WPsIS Strategy

WPs

IT Strategy

WPsIT Strategy

WPsIT Strategy

WPsIT Strategy

WPs

Business Operational RAsBusiness Functional Reference Architectures

Technology Operational

RAs

Bus Strategy

WPsBus Strategy

WPsBus Strategy

WPsBus Strategy

WPs

IS Functional Reference Architectures IS Operational RAs

Operational

Aspect of

Architecture

Location

And/or

And/or


In all cases, there are two steps:

At this time, there are no formally documented “top down” techniques orapproaches to deciding which bits of the Business Architecture should beautomated. It is, largely, inspired via experts’ insight

There are many sources of inspiration:• Currently automated business activities and digitised information• Analysis of existing IT systems against Business Architecture• Assessment of the Business Architecture’s non-functional requirements• Industry standard Reference Architectures• Analysis of current operational issues• Existing strategic decisions• Package Selection decisions• Sourcing decisions

It is usually therefore necessary to refine, sometimes even identify fromscratch “bottom up”, the Business-IS Architecture boundary based onsubsequent project level decisions for automation/digitisation, such as:• via the identification of standard Use Cases • other man/machine boundary decisions

First, the selection of what to automate (and what not to)…

Top d

ow

nBotto

m u

p


Evolution of software architectures (integration/coupling)

Monolithic Architecture

Component Based Architecture

Service Oriented Architecture

Monolithic Architecture

(Tightly Coupled, Application Silos)

Application Silos with Components(Tightly Coupled

and Limited Reuse)

Service Oriented Business Applications (Loosely Coupled,

Business Services as Assets)

Bu

sin

ess V

alu

e

Time

Second, deciding how to…

Organize and structure this for the automated environment.

Microservices


Second, deciding how to…

Organize and structure this for the automated environment.

• What qualities or attributes are we looking for in the IS Architecture’s Building Blocks?

• No redundancy – facilitating high levels of reuse

• Loose coupling between components

• High cohesion within components

• Minimal technology dependencies

• Plus, for an architecture focused “upstream” (targeted on transition planning)

• An enterprise-wide picture of all IS Architecture BBs (maybe ”on-a-page”)

• Large grained (e.g. Account Management)

• Basis / foundation for definition of more granular (solution focused) components

• And for a “downstream EA” (focused on guiding and governing solution design)

• ABB’s that are at level that solution architects would use in their solutions.

• Small grained (e.g. “address management” )

• Based on / bounded by enterprise-wide components


So how do we create the IS Architecture?... It depends!

?

?

How this happens depends on the approach taken to model

the BA and ISA: either a“classical” or “contemporary

(component/services)” approach


Depending on the inputs available and approach taken…

Several different transformations from the Business Architecture are possible to the IS Architecture

Enterprise Business Architecture

Business Activity

Level 1

Business Activity

Level 2

Business Activity

Level 2

Business Activity

Level 3

Business Activity

Level 3

Business Activity

Level 3

Business Activity

Level 3

A A A A A A A A A A

Product Client

Capacity

Loss

Location

Risk Management

Agreement

Risk Object /

Element

Enterprise IS Architecture

Information Warehouse / Data Mart

Billing &

Collection

Payments &

Receipts

Ledger

Account

Management

Financial Management

Business Operations

Business Plan

Management

Business

Performance

Management

Regulatory

Compliance

Human Asset

Inventory

Investment

Management

Reserve

Management

Loss Adjust./

Claim

Handling

Loss

Capture

Loss Management

Recovery

Management

Loss Control

Plan

Management

UnderwritingCapacity

Management

Underwriting/Capacity Management

Business

Strategy

Strategy

Ceded Reinsurance Claim

Ceded Reinsurance Agreement

Reinsurance Management

Risk Transfer

Agreement

Administration

Service Agreement

Administration

Client Agreement Administration

Contact

Communication Management

Business Entity Maintenance

Business Entity Relationship

Management

Marketing

Market

Research

Campaign

ManagementMarket

Management

Prospect

Management

Acquisition and Retention

Client

Solution

Management

Client

Management

Client

Satisfaction

Service

Provider

Man.

SP / BP Management

Business

Partner

Man.

Intermediary

Management

Distribution

Producer

Management

Research

Location / Risk

Element

Maintenance

Risk Management

Hazard /

Exposure

Identification

Exposure

Evaluation

Risk Mitigation

Plan

Management

Product Design and

Definition

Product Management

Product Forms and

Filing

Information Warehouse / Data Mart

Billing &

Collection

Payments &

Receipts

Ledger

Account

Management


Billing &

Collection

Payments &

Receipts

Ledger

Account

Management


Business Operations

Business Plan

Management

Business

Performance

Management

Regulatory

Compliance

Human Asset

Inventory

Investment

Management

Business Operations

Business Plan

Management

Business

Performance

Management

Regulatory

Compliance

Human Asset

Inventory

Investment

Management

Reserve

Management

Loss Adjust./

Claim

Handling

Loss

Capture

Loss Management

Recovery

Management

Loss Control

Plan

Management

Reserve

Management

Loss Adjust./

Claim

Handling

Loss

Capture

Loss Management

Recovery

Management

Loss Control

Plan

Management


Management



Management


Business

Strategy

Strategy

Business

Strategy

Strategy







Risk Transfer

Agreement

Administration

Service Agreement

Administration

Client Agreement Administration

Contact




Management

Contact




Management

Marketing

Market

Research

Campaign

ManagementMarket

Management

Marketing

Market

Research

Campaign

ManagementMarket

Management

Prospect

Management


Client

Solution

Management

Client

Management

Client

SatisfactionProspect

Management


Client

Solution

Management

Client

Management

Client

Satisfaction

Service

Provider

Man.

SP / BP Management

Business

Partner

Man.

Service

Provider

Man.

SP / BP Management

Business

Partner

Man.

Intermediary

Management

Distribution

Producer

Management

Intermediary

Management

Distribution

Producer

Management

Research

Location / Risk

Element

Maintenance

Risk Management

Hazard /

Exposure

Identification

Exposure

Evaluation

Risk Mitigation

Plan

Management

Research

Location / Risk

Element

Maintenance

Risk Management

Hazard /

Exposure

Identification

Exposure

Evaluation

Risk Mitigation

Plan

Management

Product Design and

Definition

Product Management

Product Forms and

FilingProduct Design and

Definition

Product Management

Product Forms and

Filing

Application Component MapData StoresApplication Groups

Business Activity Model Component Business ModelEnterprise Information Model

Application Service Model

Goal Service Model

Control

Execute

DirectBusiness

Planning

Business Unit

Tracking Sales

ManagementCredit

AssessmentReconciliation

Compliance

Staff

Appraisals

Relationship

Management

Sector

Management

Product

Management

Production

Administration

Product

FulfillmentSales

Marketing

Campaigns

Product

Directory

Credit

Administration

Customer

Accounts

General

Ledger

Document

Management

Customer

Dialogue

Contact

Routing

Staff

Administration

Business

Administration

New Business

Development

Relationship

Management

Servicing &

Sales

Product

Fulfillment

Financial

Control and

Accounting

Sector

Planning

Portfolio

Planning

Account

PlanningSales Planning

Fulfillment

Planning

Fulfillment

Planning


There are two common approaches to articulating IS Architectures…

“Classical” separation of function from data• Automated functions are grouped and documented in an Application Functional Model• Data stores are defined and documented

Component/Services Orientation• Partitioning the enterprise’s automated capabilities into components, typically offering services• Components encapsulate responsibilities (functionality) and data• Realization of some components could be through custom development, Enterprise Applications (ERP),

or legacy applications.• Most large enterprises continue to have a healthy legacy function/data foot-print that co-exists with

ERPs. • Many organizations adopted “middle-ware” as a means of extending integration across the enterprise –

in most cases making IT even more complex.• Componentization and cross-enterprise (re)use may be achieved via the adoption of Service Orientation,

an architectural style which has the potential to deliver significant benefits if its adoption across theenterprise (rather than “just” within programmes) can be achieved

• Both functionality and data are offered as services

Commonly found together to varying degrees in most Enterprise Architectures




Technology Architecture describes the basic technology infrastructure needed for…

Efficient & effective automation of the business. Technology standards plus usage / procurement guidelines are the historical starting point for Enterprise Architecture.

Functional Aspect of Architecture

Technology

Architecture

Enterprise Architecture FrameworkBusiness

Architecture

Information

Systems

Architecture

Technology

Architecture

A business architecture has no

regard for the use of automation

An information systems architecture describes those aspects of the

business that are to be automated – sometimes known as the “business

dependent IT architecture”

A technology architecture describes

the underlying, “business independent” IT needed to support

automation

“line of automation”

“line of business interest”

Business

Architecture

Data

POLICY

Producer CompensationClaimant Claim Business PartnersProducerService Providers

Policy FinancialsInsured Objects Insurance ProductPolicy

Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies

Claim

Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans

Info

Objects

POLICY

Producer CompensationClaimant Claim Business PartnersProducerService Providers

Policy FinancialsInsured Objects Insurance ProductPolicy

Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies

Claim

Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans

Info

Objects

IS

Architecture

Applications

Users


An Technology Component Models (TCM) enables you to…

Organize your architecture building blocks in a systematic way and preselect what Solution Designers can use

WITHOUT TCM

WITH TCM


And let’s go back to the Lego blocks …

Component — a specific type of Lego block.Examples include window, wheel, brick.

Components are often grouped together into parts like windows.

Principle — constraint or recommended way of using or

assembling the Lego, both functionally and operationally.

IT Node — represents an operational subassembly of Lego

which can be implemented in one or more locations.

Reference Operational Model — represents a larger

operational construction consisting of multiple standard sub-

assemblies and placed at one or more locations or zones.

Categorisation of Components — a catalog of Lego parts.A good catalog sorts componets so they are easy to find and use.

Do you sort your blocks by colour, or by shape, or by holes? Which is more

productive? What is more efficient?

Reference Component Model — identification and

functional arrangement of Lego parts needed to build a

particular structure, showing functional interaction.

Lock

Door Opening

Verandah

Small Unit

Basic House

Tree


IBMs Digital Enterprise Reference model identifies components your Enterprise may need

Data Services, which span the Data Lifecycle and inform the provisioning of Data services and tools

Cognitive Services, comprised of Natural Language processing, knowledge management, and predictive analytic capabilities

Edge Services, including caching, proxying, and load balancing, which are considered essential for effective information

exchange through a Hybrid Cloud ecosystem.

Personalized User Experience layer, inclusive of web browsers, streaming and social media, mobile applications, and so on.

For example, it has many of the Technology Components essential for the cloud migration journey.


Reference Operational Models are used to show…

How standard IT Nodes are typically co-located and collaborate for different solution-oriented scenarios

Topology Views depict

locations of and connections

between IT nodes

Walkthroughs show the

dynamic behaviour

1. The scenario begins as the customer will enter the URL of the logon page of the e-business application

in the URL field of the web browser on the Client Node and press the Enter key.

2. The URL request will be forwarded to the e-business system across the Internet.

3. The request enters the system and is routed by the Edge Server Node to the Reverse Proxy Node that

can service the request.

4. The Reverse Proxy Node determines that the request is for the logon page which is a Static HTML form

and forwards the request to the Web Portal Node.

5. …


Alignment within IBM needs to leverage the IBM oneArchitecture…

The reference Architectures of IBM Cloud Architecture / other relevant assets such as IT Operating Environment 2.0

… reference architecture

Mobile reference architecture

Big data reference architecture

Cognitive reference architecture

Blockchain reference architecture

IBM Cloud Architecture Center

Aka Project Athena, Cloud NextGen, …

IBM Cloud oneArchitecture

SOA Reference model (with ITOE 2.0 extensions)

IBM TCM


Summary


Enterprise Architecture is about doing the right things right

Enterprise Architecture provides the rigor to improve holistic planning and ensure consistent design and interoperability of solutions

A key to make EA successful is to move out of the box of EA Models and Frameworks and focus on the needs of EA’s stakeholders

There is no single definition of Enterprise Architecture across the industry, most existing definitions agree about the spirit of EA. IBM‘sapproach to EA is consistent with this shared view. Particularly, we have a history of successful TOGAF projects with „IBM inside

Enterprise Architecture supports strategic planning activities (upstream EA) as well as ensuring that solution projects are doing things in the right way (downstream EA)

Primary drivers for EA programs are according to Forrester agility, planning and alignment

Enterprise Architecture adds value by enabling simplification, standardization, and functionality improvements

Very often support for the EA program comes from the CIO/Head of IT and IT Operations

Enterprise Architecture enables controlled business change by providing orientation, guidance and governance through Enterprise Models and Plans

Summary


Appendix

IBM Cloud Innovate Method is the OneIBM Cloud Migration Framework moving forward.

The methodology provides a

streamlined approach to

facilitate your hybrid cloud

journey using predefined

client demand profiles and

capability patterns

Cloud Innovate is IBM’s

solution delivery methodology

built on years of cloud

experience, our breadth of

expertise, and industry best

practices.

• Full lifecycle – from strategy to implementation

• Full stack - Addresses Applications, Infrastructure, DevOps to cover

hybrid journey

• Consistency of experience from IBM ensuring predictable outcomes

• Incorporates agile approaches to increase speed to value

54

IBM Cloud Innovate: Agile method to accelerate cloud enabled transformation

Bringing IBM Multicloud to life with some client cases

S H O U L D T H E C U S T O M E R FA C E T H E S E Q U E S T I O N S A L O N E ?

▪ What are my assets and gaps?

▪ What is the business case?

▪ How do I convince the rest of my org?

▪ How do my processes change?

▪ How can I ensure a risk mitigating and compliant environment?

▪ How should I triage/rationalize my app portfolio?

▪ Which applications go where?

▪ How do I ensure continuity during the transition?

▪ How do I ensure safety and soundness?

▪ Are there apps that are best left as is?

▪ Are there apps we should sunset?

▪ How can our code be simplified for the cloud?

▪ What do I change to get the most out of my new infrastructure?

▪ How do I change applications, policies and processes?

▪ How do we test, learn, and deploy solutions on the cloud in an agile way?

▪ How do we ensure our teams have the right capabilities?

Microservices

Multicloud

DevOps

Advise on cloudadoption

App Ops on Cloud

Migrate toCloud

Rationalize for Cloud

Modernize forCloud

Build onCloud

▪ How do I stay secure?

▪ How do we manage issues and tickets?

▪ How do I monitor costs?

▪ How do I manage vendors?

▪ Can my team build the new architecture?

▪ How do I deal with new Multicloud issues (e.g., security, access, provisioning)?

1

2

3

4

5

6

55

Five key principles define IBM’s approach

Manage other vendors’ Clouds, acknowledging the reality that client environments are heterogeneous

Enable enterprises across Public, Private, and traditional environments

1Hybrid

2Multicloud

Provide reliability and continuous security for the client’s environment

5Secure

IBM Cloud / October 2018 /© 2018 IBM Corporation

3

Build capabilities that are open by design, enabling client flexibility and reducing vendor “lock in”

4Open

Consistent service level, support, logging, management and delivery across complete cloud environment

Management

Accelerate your cloud journey with IBM IBM Cloud Design

Thinking WorkshopIBM Cloud

Transformation Advisor

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experience.

Innovate & create inspiring experiences

with significant outcomes, super-fast.

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Factory

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Workshops

Help me define a cloud strategy for

my business.

Free one day, on site strategy consultation for C-level audiences.

What should I move first, and what is the

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Schedule a no cost, 30-minute call with a cloud

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Free one week, hosted trial with free

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For more information visit: https://www.ibm.com/cloud/why-ibm/56

I’d like help modernizing my

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IBM Cloud Adoption Transformation Briefing

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Thank youThink 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation

Pavlo KorolovychApplication Architect—[email protected]+38-067-447-6720ibm.com


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