Chase Global Banks Enterprise Architecture

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

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

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

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

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

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

Architecture Development Cycle

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 Solution

Slide 26

Migration PlanningSlide 27

Implementation and Governance

Slide 13-16

Architecture Change

managementSlide 5

Drivers for the Architecture

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

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

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

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, possible outcomes 1. These benefits, would compose the synonym for a lean Enterprise. However, risks are attached with changing strategy and implementing an framework in the organization. The possible outcomes of “possible effects 2” shall not be ignored. The matching positive effects could turn negative if the alignment is not successful. The enterprise architecture shall therefore be taken with the greatest importance.

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

framework as a key factor of success, by accepting the 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.

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

SWOT Analysis

Competitive advantage

Operational Model

PROCESSESInvesting

capabilities

RISK

CONTEXTUAL VIEW – Operation Model

OPERATION MODELHigh Standardization, high

process low integration REPLICATION

Non tangible Tangible

TECHNOLOGYE-commerce

solutions

PEOPLETechnologists

Competitive Advantage

Conceptual Organization 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 r flow, business data, reference data, Infrastructure

record, Financial record

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.

Strategy and Governance

Identify competencies

Evaluate Capabilities

Attack Non VA activities

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 initiatives

Efficiency initiatives

Architecture Reviews

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 Competencies

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

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 CHASE Global Bank

Influences

• Business transaction model

Conceptual view

Sell productBuy

product

Buyer Seller

• Balance score card analysis For business

Logical view

Business model

Customer Investment transaction

CustomerAgent Invest managers

Customer profile account Investment

Agent Invest managersInvestment transaction

Application model

Data Object

Application interaction

application

ApplicationFlow-function

application

Application collaboration

Application component

Structure aspect Behavior aspect Structure aspect

Infrastructure model

Chase banking system

Chase bank infrastructure

Investment

project

Network

Storage

management

Process

support Comm

unication

Comm

unication

Comm

unication

Support

Support

Physical view

Business model

Chase Bank client

Claim fulfillment investor

Customer requirement

analysis

Investment performance

analysis

register design valuate investNotification

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

Infrastructure model

Customer information

record

Database center

Application server

Network

Phone call

Web access

Web Application

Application support

Customer data

Policy data management

Investment case

management

Web access Client side

Web access Server

Customer data

Customer data

Customer data

Customer data

Customer data

Customer data

Migration Planning

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

Review of Opportunities Solution

Recommendations

References

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

•Marc 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.