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.
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Is Architecture dead in the age of Design Thinking and Agile ?
Is Enterprise Architecture dead ?
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
“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.
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Scaled Agile has a clear role for Enterprise Architects
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Technical Control - What happens without it ?
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Uncontrolled, Siloed, Incremental, Progressive, Complexity
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
A better way: Planned, Controlled, Evolved, Order.
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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!
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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”
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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” .
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
Upstream & Downstream
Enterprise Architecture
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
EnterpriseArchitecture
ITArchitecture
SolutionArchitecture
InformationSystemsArchitecture
IT Financial Portfolio
Management
Application Architecture
Data Architecture
Business Architecture
Technology 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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
IBM‘s Enterprise
Architecture Framework
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Enterprise Architecture
The IBM Framework organizes EA Models and Guidance to cover multiple interrelated domains…
Technology Architecture
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
Enterprise Capabilities
Business Architecture
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
Business Architecture
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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.”
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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 Architecture
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Shared Sub-processes
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
(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
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
(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
(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
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
(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
(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
(12.1) 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
Shared Sub-processes
Group Replicated Sub-processes
Division
Shared Sub-processes
Division
Replicated Sub-processes
Specific Sub-processes
Corporation Centralized Sub-processes
By Group
By Division
Business
StructureLocations
Strategic Capability Network
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
Information Systems Architecture
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Business Architecture
Enterprise Capabilities
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
▪ Relationships between these elements
▪ Automated elements of business functionality and business data
▪ Relationships between these elements
▪ Automated elements of infrastructure functionality and data.
▪ Relationships between these elements.
Boundary of Automation
IT
Busi
ness
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Financial Management
Billing &
Collection
Payments &
Receipts
Ledger
Account
Management
Financial 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
UnderwritingCapacity
Management
Underwriting/Capacity Management
UnderwritingCapacity
Management
Underwriting/Capacity Management
Business
Strategy
Strategy
Business
Strategy
Strategy
Ceded Reinsurance Claim
Ceded Reinsurance Agreement
Reinsurance Management
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
Contact
Communication Management
Business Entity Maintenance
Business Entity Relationship
Management
Marketing
Market
Research
Campaign
ManagementMarket
Management
Marketing
Market
Research
Campaign
ManagementMarket
Management
Prospect
Management
Acquisition and Retention
Client
Solution
Management
Client
Management
Client
SatisfactionProspect
Management
Acquisition and Retention
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
Technology Architecture
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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.
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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. …
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
Summary
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
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
© 2017 CBRE & IBM Confidential© 2017 CBRE & IBM Confidential
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
I want to build the next great app or
experience.
Innovate & create inspiring experiences
with significant outcomes, super-fast.
IBM Migration
Factory
IBM Cloud Garage
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
value?
Schedule a no cost, 30-minute call with a cloud
migration expert.
I’d like to try the cloud operating
environment
Free one week, hosted trial with free
transformation advisor tool.
For more information visit: https://www.ibm.com/cloud/why-ibm/56
I’d like help modernizing my
application.
Free 2-4 hour remote IBM Cloud Garage consultation with Garage Experts.
IBM Cloud Adoption Transformation Briefing
\\
IBM Cloud / October 2018 /© 2018 IBM Corporation
Thank youThink 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
Pavlo KorolovychApplication Architect—[email protected]+38-067-447-6720ibm.com
Think 2019 / DOC ID / September 19, 2019 / © 2019 IBM Corporation
®