Enterprise Architecture Framework: Chase Global Bank

Service Centric Enterprise Architecture for Chase Global Bank

ECT 556 | DePaul University | Spring Q 2011Professor: Mark Goetsch

Shuang Gu | Hampus Ahlqvist

Ahlqvist, Gu | Final ECT556 | 2011 2

Note to Professor:

Hampus Ahlqvist and Shuang Gu have together collaborated on this architecture.

Both frameworks developed during the midterm have been used as references for this Architecture. There are none fine distinctions concerning what slides remains from what framework as both framework had several shared concepts. Due, to the high level of cooperation, it would be misjudging to honour one person with the credit of a specific slide.

Best Regards Hampus Ahlqvist, Shuang Gu


Abstract• The key concept of the Architecture is an enterprise scorecard enabling the enterprise (IT

and Business Office) to become more informed about the enterprise’s strategy so that it can perform better.

• The Framework defines its primary outcomes, processes, skills, competencies, capabilities, information, responsibilities, and communication dynamics for more effective governance.

• The architecture tries to draw a line form the contextual vision to the physical blue print. To do this we are incorporating different views, enabling us to see all various domains, which address various concerns in the process. The antonym is to look at everything in a large picture when creating customer value. Its important to always keep in mind to move horizontal or vertical over the domains and views presented in the Architecture.

• The Architecture helps us create a contextual vision that drives the solution in the organization. Thus, the framework helps us implement the solution by incorporating various views and making sure that all associated domains are concerned in the process. This helps us reduce risk and enables us to focus on the vision rather than solution.

• The Framework aspires to incorporate this new way of thinking within Chase Global Bank when implemented.


Architecture Development Cycle- Presentation Outline

Framework and Principles

Reference Framework: Midterm

Architectural Vision

Slide. 4-7

Business ArchitectureSlide 8-19

Information System

ArchitecturesSlide 20+

Technology Architecture

Slide 20+

Summary of Opportunities and

SolutionSlide 26

Migration PlanningSlide 27

Implementation and Governance

Slide 13-16

Architecture Change

managementSlide 5


Drivers for the Architecture

• Chase bank need a framework to bundle services together into intelligent packages that creates value to the customers.

• Chase bank needs a framework that enable e-commerce solutions to be interactive with sales force.

• Chase banks needs a framework that lets customers provide feedback and incorporate it in the organization.

• Chase bank needs a framework to validate capabilities and competencies to remove obstacles to flow.


Enterprise strategy

IT capability

IT align Business

IT strategy

Driver

Pull off

Business architecture

Function Organization

Process Performance

IT architecture

Application Architecture

Information Architecture

Infrastructure Architecture

Security Architecture

Strategic Alignment Model


Alignment risks• The potential benefits from the framework are presented in the next slide,

‘Associated Risks and Opportunities’. The benefits of the Architecture, would compose the synonym for a lean Enterprise. However, risks are attached with changing strategy and implementing an framework in the organization. The possible outcomes of “possible effects 2” shall not be ignored. The matching positive effects could turn negative if the alignment is not successful. The enterprise architecture shall therefore be taken with the greatest importance.

• It is important that the whole organization of Chase is accepting the

framework as a key factor of success, by accepting the Architecture from Contextual to physical levels. The whole organization is involved in generating additional shareholder value through the framework by providing valuable input for value analysis. This means that the framework is not so much dependent on a library of patterns rather than a documentation of how to govern and communicate architecture.


Associated risks and Opportunities

Possible outcome 1• Decrease cost• Increased efficiency • Increased customer value• Less governance complexity • More informed decisions • Less spontaneous actions• Expand business

opportunities

Possible outcome 2• Increased costs • Decreased efficiency• Decreased customer value• Greater governance

complexity• Less informed decisions• More spontaneous actions• Decreased business

opportunities


Internal and External Analysis


Competitive Analysis

11

Operational Model

PROCESSESInvesting

capabilities

RISK

OPERATION MODELHigh Standardization, high

process low integration REPLICATION

Non tangible Tangible

TECHNOLOGYE-commerce

solutions

PEOPLETechnologists

Competitive Advantage

CONTEXTUAL VIEW

12

Top-level Organizational ChartCONTEXTUAL VIEW


Conceptual IT/Business services map

Customer Relationship ServiceCRM, Contact History, Product Info

Core services: E-commerceChase FX, Market Axess, Chase Bond

Common Business ServicesTransaction, Trading, Products, Services, Analytical Instruments

Channel ServicesIVR/CTI Server, Imaging Server E-mail, Server Gateway Server

Data Architecture Business intelligence, System data flow, business data, reference data, Infrastructure

record, Financial record

CONCEPTUAL VIEW

14

Business Structure

Operation Human Resources

Business Processes

Function OrganizationPerformance

IT Structure

Application Architecture Security Architecture

Information Architecture

Infrastructure Architecture

VALUE ANALYSIS

Capabilities

Value Creation

Financial View pt.

Customer View pt.

Strategy View pt.

Technical View pt.

Information View pt.

Security View pt.

CONCEPTUAL VIEW

15

Strategy and Governance

Identify competencies

Evaluate Capabilities

Attack Non VA activities

-Efficiency initiatives

Remove Obstacles to

flow

Initiates new Capabilities

Current Future

Value Analysis

RISK ANALYSIS

Strategy

Enterprise Architectural Touchdowns

Organizational Touchdowns

Governance

Evaluation

Detect Non VA-Activities

Offensive initiatives

Defensive initiativesArchitecture Reviews

CONCEPTUAL VIEW

Efficiency initiatives

16

Governance - Leadership AxisStakeholder Role Action Oversee Decision

Board of Directors Responsible Operation Model Executives Vision / conceptual

Shareholders Investors Protect Interest Board of Directors Board of Directors

Executives Accountable Execute Business Model

Analysts, Department

Contextual

Enterprise Architects IT/Business Portfolio Governance

Risk Analysis / Governance

Analysts, PM Architectural Vision

Analysts Value Analysis Evaluate CompetenciesLead of e-commerce function

PM Categorize domains

Project Manager Project Accountable Initiate capabilities & Remove Obstacle

Project Staff Logical Implementation resources

Employees Operations Implement capabilities

- Value Analysis Input

Agents Consulting Deliver Service - Non

Suppliers Facilitators Deliver physical domains

- Non

Partner Strategic alliance, Spread risk

Customer Value Creation, Immigrate risk

- Responsible

CONCEPTUAL VIEW


IT Principles • Generate Sales using Technology rather than salespeople.

• Innovative and real time generated services• Providing information to customers via Internet

• Create customer value from customer feedback and cutting edge projects. • A leader in technology and business solutions

IT Architecture

Architecture that supports the value creation in the Enterprise through

organization of data, processes and business logic. A complex, yet simple

design where processes are constantly evaluated through a bottom-up

approach.

Governed by a technology governance board, chaired by Global markets CIO and other technology heads. Meetings every

six to eight weeks to identify opportunities to leverage shared infrastructure as well as shared

applications capabilities.

IT InfrastructureCRM from SiebleUnix platforms.

ERP system Other systems that supports

capabilities and business processes

IT Investment and Prioritization

Lean Approach to Investments -Reuse before buy: buy before build.

Leverage infrastructure in all e-commerce applications.

All applications or processes that do not support or creates value

according to the value analysis should be removed. New

Capabilities shall be evaluated and initiated with a close relationship to

customers and their feedback.

Business SolutionsSmall projects with 90 days

delivery cycles. Rapid ongoing change rather than disruptive changes. Immediate Customer

feedback.

Governance - Decision Axis

CONCEPTUAL VIEW


Business Transaction Model

Sell productBuy

product

Buyer Seller

CONCEPTUAL VIEW


Value Analysis of Capabilities - Balance Score Card

LOGICAL VIEW


Governance LOGICAL VIEW

21

Business model

Customer Investment transaction

CustomerAgent Invest managers

Customer profile account Investment

Agent Invest managersInvestment transaction

LOGICAL VIEW


Application model

Data Object

Application interaction

application

ApplicationFlow-function

application

Application collaboration

Application component

Structure aspect Behavior aspect Structure aspect

LOGICAL VIEW


Infrastructure model

Chase banking system

Chase bank infrastructure

Investment project

Network

Storage

management

Process

support Comm

unication

Comm

unication

Comm

unication

Support

Support

LOGICAL VIEW


Business model

Chase Bank client

Claim fulfillment

investor

Customer requirement

analysis

Investment performance

analysis

register design valuate investNotification

PHIYSICAL VIEW


Database access service

Application modelInfrastructure service

Chase FX/Market Axess/Chase Bond

information system LAN

Hardware/ software platform

ACC/ FIN applicationDatabase

template HR

application

PM application

CRM

PHIYSICAL VIEW


Infrastructure model

Customer information

record

Database center

Application server

Network

Phone call

Web access

Web Application

Application support

PHIYSICAL VIEW


Migration Framework

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

Review of Opportunities Solution For an enterprise architecture to be successfulat Chase Bank, it must achieve several goals:

• Align the IT project with business strategy to create more value

• Streamline the business process to improve the business efficiency

• Implemented the proper infrastructure to improve customer satisfaction and occupy market share

Conclusion

• The preparation of artefacts that collectively make up an enterprise architecture will become a value experiences and will directly contribute to greater Chase Bank productivity

• It is a solid technical vision for future work than present in the past.

• This Enterprise architecture will facilitate Chase Bank align better with three strategies.


References

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

•Marc Lankhorst et. Al. Springer 1998. Leipzing, Entreprise Architecture at Work. Ch.5.,

•Mark Goetsch,. Implementing the MAP Framework using GERAM DePaul University MAP is Meta-Architect Processes Framework.

Education

Enterprise Architecture Framework: Chase Global Bank