Post on 15-Oct-2020
transcript
Corporate Enterprise Integration Architecture (Middleware) Strategy
Enterprise Architecture Services Group
©Bank One Architectural Services
Agenda:
Executive Summary Vision, Objectives And Guiding Principles Bank One 20xx: What Does The Middleware
Need To Support Business Initiatives Operational Efficiency IT-Asset management Learning potential
Current Capabilities and Challenges Requirements Proposed Integration Architecture Proposed Transaction Integrity Risks Migration Path Benefits And ROI Prerequisites / Dependencies For EAI Project Plan Next Steps Appendix
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Executive Summary
EAI in Bank One has evolved successfully to date to meet its growth goals, but is facing much more complex demands in the future: Predicted revenue growth of 50% per year will require new and more complex functionality Planned expansion and integration into additional Bank One systems and leverage external
partners to drive revenue and improve services
As Bank One systems scale and add significant new functionalities, the current middleware (HMS, RSI and CBS) create risks for the business: Current architecture has created an inflated cost structure for middleware support, operation,
and new development Slower time-to-market for new products affects competitive position and limits revenue
opportunity Higher risk of failure and transactional integrity threatens customers, Bank One partners and
employees Bank One faces the risk of obsolescence for some of its current technology which will make
change imperative Key competitors have updated their middleware and are poised to steal market share
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Overview and Objectives
Gain consensus around the enterprise vision of Bank One and its various LOBs, and to determine the technology platform that will support those visions.
The purpose of this corporate EAI strategy is to define a roadmap for the appropriate Enterprise Integration Architecture, processes around EAI, and governance model for those processes
This document will: provide an understanding of the limitations and roadblocks in the existing IT architecture and
infrastructure preventing Bank One from achieving the stated visions identify the Enterprise Integration Architecture needed to support Bank One’s desired scope,
scale and functionalities identify the cost impact of migrating to a new Enterprise Integration Architecture create an actionable plan to reach the desired technical state
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Integrated products, valued customers, smart systems and reliable information for all LOBs
Respect and Reconcile with existing Legacy
Systems
Streamlined Process Flows and reduced
latency
Automated Business
Processes
Integrated Channels and
Information
Improved Transactional
Integrity
EAI Vision
EAI Vision
EAI will enable the integration of business processes and information across disparate applications across
LOBs to increase Bank One’s ability to respond and adapt to change.
Technology Drivers• Bank-One-Best Systems• Multiple platform technologies• Integrated business partners• Service-oriented Architecture• Platform-independent security• Low maintenance costs
• Cross-sell & up-sell opportunities across channels
• Enhanced and consistent customer experience.
• Real-time access of Bank One information to all
Business Drivers
Bank One Key Business Goals
M & A Readiness
Customer-centric View
Lower Total Cost of
Ownership
Improve business agility and Speed to
Market
Manage both financial and information
capital assets
Increase Bank One Customer
Loyalty
Bank One Key Business Strategies
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Ten Guiding Principles for Integration Architecture
Service-oriented architecture Components and applications will expose services via clearly defined interfaces that rely on industry
standards such as Web Services, WSDL, UDDI that reduce interoperability and integration costs Opportunities will be identified for reuse of components spanning cross-LOB, cross-channel, cross-
application systems and these systems will be implemented to take advantage of components that can be shared and reused for similar business functions.
Event-driven architecture Applications will be designed to reduce latency of Bank One business processes. Modular systems will decompose processes into self-contained, reusable components in order to reduce
complexity, risk and overall development time Multi-tier architecture
Applications will be designed with loose coupling between components thus allowing the underlying business logic in one component to change without impacting another part of the system
Architecture will provide support for multiple transport protocol (RMI/IIOP, MQ, JMS, HTTP/XML, SOAP) etc. Application design will focus on delivering business logic and not be burdened with infrastructural
responsibilities Federated Architecture
Each LOB will implement its own instance of integration architecture using corporate enterprise directions/guidelines/technologies.
Consistent frameworks Architecture frameworks will provide common shared services such as logging, event handling, and error
catching.
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Ten Guiding Principles for Integration Architecture (Contd..)
Reliability – End-to-end transactional integrity Architecture will be designed for higher availability (7x24x365) and continuously find ways to decrease lost
revenue opportunities Architecture will provide transactional integrity support with intelligent compensation rollback logic Architecture will support high throughput sub-second transaction processing capabilities
Flexibility – Ready to integrate new systems, capabilities, services The only reliable constant in a complex system is that it will change. System design will take this into
account to allow for future flexibility Scalability – Efficiently handle increasing transactions
Architecture will be designed to create opportunities to handle increasing volume (Target is 50% transactions online) efficiently.
Application systems will be selected and deployed conforming vertical and horizontal scalability to support business growth with minimal unused capacity.
Maintainability- Use of Industry Proven Technologies/Standards Selection of technical components will ensure that the technologies are industry proven and support vendor-
neutral standards where they are available and realistically can be implemented. Security - Protect resources, assets, and information
Application design will protect Bank One assets and resources all times and take all preventive measures that can result in operational expenditures and loss of customer trust
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Bank One 20xx: Business Initiatives
Bank One is will grow by 50% to $20 billion revenue by 20xx thereby increased transactions
National banking Consistent, Ubiquitous Customer Interactions Provide Single View of Customers Enable the customer to view Bank One as a
single financial entity without product or geopolitical boundaries
Teller platform upgrade
Remote access to accounts
Deposit applications re-architecture
Consolidation of lending origination system (LOS)
Consolidation of Lending Services - SMS
Common systems deployments (B1B)
Consolidation of digital assets (Image broker)
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* Based on Jupiter Research, 2002
Bank One 20xx: Operational Efficiency
In addition to LOB growth, Bank One growth will depend on operational improvement in the following key areas:
Maintain data integrity and transactional integrity for both simple and complex operations in a single framework
Improved workflow and automated processes will reduce operation time. Enhanced products and services (M&A Readiness, B2B, etc.) Faster customer transaction posting and processing will reduce servicing costs Leveraging 3rd parties and capitalize new opportunities (wireless, text messaging, e-mail
payments, etc.) Focusing on acquisition and retention of customers through cross-channel loyalty program
enhancements and by providing an individualized and personalized experience (Auto + Home Equity Loan, Time deposit + card services, etc.)
Addressing the entire banking experience for a broad range of services with zero latency: reduction of processing time creates revenue increase potential in various LOBs
Improve G/L interface from batch to real-time
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Bank One 20xx: IT-Asset Management
Respect and reconcile existing legacy system Building components using open standards to enable legacy systems will allow us to create
enhanced transactional capabilities at a significantly lower cost Reduction of redundancy:
Bank One Best (Enterprise) services will reduce redundancy in applications, and thereby easy integration of new applications
Create excess capacity: Infrastructure components will accommodate server consolidation whenever possible
minimizing the number of disparate operational environments. Leverage industry services:
Leveraging industry services (web services, EAI tools, etc.) will reduce custom development and thereby reutilization of resources in skill-set/knowledge improvements
Reuse of services Build multi-step business processes with transactional rollback capabilities using
compensation (as required) with little or no native language development.
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Bank One 20xx: Learning Potential
Business-Partners Each LOB, and B1B, include more and more business partners for various real-time
services Knowledge and advancing competency
Enhance and retain competency within Bank One by introducing newer and advancing technologies such as Portal, Process Integration and Enterprise Application Integration
Customer retention Faster and quicker data access and processing in a secured, personalized and low-risk-
low-cost environment
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Applications Direct MQ Interface to HMS
Current Platform Presents Risks To Supporting Bank One Strategic VisionC
hannels
ATM VRU Partner Teller OtherFat Clients Wireless Customer
AssistThin Client
Browser
Mainfram
e
BS2LADEHREHA BNT ADO CLM BDPw
RSIVRU 4.0 IMG
HMS CICS Front-End Applications
SDB NTP RAS
BOO CMU CAA
MQ Integrator (HMI)
CBS
IRP RCO BDP
CICS
HMSIMS
SBS
ABOC
DB2
NAI Starbase
SBS
BBOC
SBS
DBOC
SBS
XBOC
SBS
WBOC
SBS
EBOC
HMS CICS Back-End Applications
CMM
SBS
IBOC
CBG
FirstChicago
ECISRAS ILS CRC VLS CLA DLX TDA
ChicagoSystems
----------------VBNKCBGECIS
FUSASystems
-----------------CORBABRIDGE
HMI/HMS data format as de facto standard instead of industry standard (XML) increases cost for data transformation and increases time to introduce new services
Highly decentralized architecture with stovepipe applications resulting in inflexible business processes
Multiple middleware components duplicate functionalities
Existing architecture limits transactional integrity. Also takes longer time on audit trail, monitoring, reporting and problem determination, therefore longer downtime
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Current Process Flow – Example: Customer Search
Actor CustomerAssist RSI HMI HMS OTMA SBS
1: lookupCustomer
2: retrieveCustomer
3: sendCustomerSearchMessage
4: putCustomerSearchMessage
5: executeCustomerSearchTran
6: CustomerInquiryTran
Main Frame
Timer Set!
Timer Set!
Timer Set!
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Existing Transaction Flow For Account Inquiry
Too many layers increases the chances of error occurrence Tightly coupled. No error tracking and reporting capabilities
Front-end Application : customer HBS New MQ SI HMS API HMS SBS HMS B RIM B DDA B MSA B
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Impact Of The Current Middleware Due To Deviation From Guiding Principles
Service-Oriented Architecture Maintenance of multiple
middleware (HMS, RSI, CBS..) with duplicated functionality and diverse programming models
Redundant implementation and maintenance of common business services e.g.: Fund Transfer, Account Open, Stop Payment etc.
Operational Impact Business ImpactTechnology Impact
Hard to trace and debug problems that arise, which causes longer down times for critical bugs
Slower download times for complex pages since logic must be executed for each page load
Cannot scale a piece of the service –everything must be scaled if only one part of the site is experiencing issues
Every new service will require the code to be re-written
Limited code reuse leading to longer development cycles
Development and support Costs (+)
Impact on customer impression and loyalty (-)
Revenue from service down time, abandonment, and longer time-to-market
(-)
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Impacts Of The Current Middleware Platform
Multi-tiered Architecture Tightly coupled (hard coded)
middleware with applications (CA/RSI)
Applications redundantly implement non-functional and infrastructural requirements for: Data Transformation (to
conform to current HMS/HMI messaging formats)
Connection Management Load Balancing and Fail-Over Infrastructure Monitoring and
Reporting Logging and Audit Trail
Operational Impact Business ImpactTechnology Impact
Additional code and complexity will need to be added to better track components across services
Increased risk of users losing information if a server goes down
Write common as well as shared business logic in all the applications
Relying workflow and processes heavily on to one system – HMI
External Systems using industry Standards are dependent on HMI data format and sometimes does not work
Development and support Costs (+)
Time to introduce new services or reuse services (+)
Revenue from service down time, abandonment, and longer time-to-market
(-)
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Impacts Of The Current Middleware Platform
Federated Architecture Highly decentralized architecture
with stovepipe applications Business processes constrained
by inflexible and stovepipe applications
Consistent Framework Inconsistency of user’s
experience in interfacing with multiple channels within Bank One
Operational Impact Business ImpactTechnology Impact
Inconsistent implementations increase the complexity of the underlying architecture
Longer development time for bug fixing and enhancements
Overall functionality could be reduced due to redundant development efforts
Additional resources needed to support expanded code base and redundant business processes
Limited opportunity for cross-sell and up sell (-)
Delay customer in data processing (-)
Impact on customer experience (-)
Cost of services and potential downtime in revenue (+)
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Impacts Of The Current Middleware Platform
Maintainability High operational cost due to
maintenance of legacy code from acquisitions and mergers
Current middleware mostly provides messaging-based host access, messaging transport and simple routing
Scalability Proprietary message formats for
HMS and RSI are different from current industry practices (XML)
Reliability Transactional Integrity can be
compromised due to use of asynchronous messaging paradigm (MQ messaging) for request/reply transaction processing mode
Operational Impact Business ImpactTechnology Impact
Longer time for error location, monitoring, audit trail and reporting
Multiple environments lead to a lack of vendor accountability
Not leveraging industry standards and vendor resources connectivity increase Bank One costs and increases time to deploy
Processes are not formalized and optimized to maintain transactional integrity
Limited cohesive effort in improving operations (BPI, CMM, Six Sigma, etc. – reducing process time, operational costs and increasing revenue opportunity
Customer dissonance due to lack of data integrity, loss of revenue potential
(-)
Longer time to process services and thereby increase in cost of sale
(+)
Loss of opportunity to adopt newer and advanced technologies
(-)
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Other Internal Challenges
Multiple and disparate environment Platforms (.NET, COM/DCOM, J2EE, Mainframe, AS/400 etc) Applications (custom-built, packaged, client-server (2 or 3 or n tier), monolithic, web-enabled
etc) Languages (C++, Java, COBOL, VB, Small Talk etc) Databases (DB2, Oracle, SQL Server, VSAM etc) Analytics (ESSBase, Oracle Express, etc) Transaction processors (CICS, IMS, Tuxedo, etc) Devices or channels (VRU, ATM, Fat Clients, Thin Clients, 3270 terminals, etc) Other types of variations
We are stuck in a quagmire of incompatible architectures and hard to maintain, but harder to eliminate, legacy applications
We are embracing a “buy before build” strategy that injects the architecture of the application packages into our environment adding to complexity and heterogeneity
Application systems are built at different times by different groups operating independent to each other
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Other External Challenges
Business Partners with different approaches Unique business processes Varied IT Infrastructures
Web Services / MQ messaging in Card Services is adopted in a limited manner for real-time interactions with business partners
Limited collaborations / integration among business partners Outdated, high costs for electronic exchange like EDI(?) Long cycle times and manual processes (FTP) in business to business
interactions
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Proposed Integration Architecture Blueprint: Layer 1C
hannels
ATM VRU B2B Partners Teller Employees Wireless Customer
Assist Bank1.com
Presentation Logic
Cap
abili
ties
and
Serv
ices
Inte
grat
ion
Serv
ices
Ban
k O
ne
Syst
ems
Starbase FulfillmentFDRSBS
EnterpriseApplicationsPeopleSoft
SAP
Digital Assets & Contents
Operational& AnalyticalReporting B
2B
Syst
ems
LOB Services Bank-One-BestServices
External Services
Business Process Transformation TransportationConnectivity
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Ban
k O
ne B
est
Syst
ems
Starbase Fulfillment
FDRSBS
Bank 1 AppsPeopleSoft
SAP
Digital Assets & Contents
Operational& AnalyticalReporting
Cap
abili
ties
and
Serv
ices
Proposed Integration Architecture Blueprint: Federated ViewC
hann
els
ATM VRU B2B Partners Teller WirelessBank1.com
Pres
enta
tion
Logi
c Comm.Portal
IMGPortal
RetailPortal
EnterprisePortal
B2BGateway
Employees
NewTellerServer
ATMServer Infoworks
B2B
Se
rvic
es
Process
Connectivity
Transformation
TransportC
ardSystem
s
Card
ServicesEAI
ProcessConnectivity
TransformationTransport
Card Systems Services
Com
m.
Systems
Com
mercial
EAI
ProcessConnectivity
TransformationTransport
Commercial Services
IMG
Systems
IMG
EAI
ProcessConnectivity
TransformationTransport
IMG Services
Retail
Systems
RetailEAI
ProcessConnectivity
TransformationTransport
Retail Services
CustomerAssist
Enterprise Services
B1B EAIServices
ConnectivityTransformation
Transport
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Proposed Integration Architecture Blueprint – Layer 2
Cha
nnel
sC
apab
ilitie
s an
d Se
rvic
esIn
tegr
atio
n Se
rvic
esB
ank
One
Sy
stem
s
Starbase FulfillmentFDR SBSBank 1 AppsPeopleSoft
SAP
Digital Assets & Contents
Operational& AnalyticalReporting B
2B
Syst
ems
CA Business Logic
Adapter Services: Oracle, JDBC, EJB, etc.
Transportation Services: Publish/Subscribe; Request-Reply, Transactional Integrity B2B/web Services
Pres
enta
tion
Logi
c EnterprisePortal
RetailPortal
FSDPortal
CardPortal
IMGPortal
CommercialPortalB2B
Gateway
NewTellerServer
ATMServer Infoworks
Personalization Content Delivery
Bank
-One
-Bes
t Se
rvic
es
Application Support Services: E-Mail, Logging, Printing
Corporate Rules Engine
Workflow Engine
Enterprise Content management
Security Services (Authentication/authorization)
Enterprise Shared Services: Internal Web services, RSI, CBS, UDDI
Exte
rnal
Ser
vice
s
Oth
er E
xter
nal P
artn
er s
ervi
ces
Visa
, Mas
terC
ard,
Cre
dit B
urea
u/
Brok
erag
e, T
radi
ng, T
rust
, M
F. W
rap
Ente
rpris
e Te
chni
cal
Fram
ewor
k Se
rvic
es Session
Event Handling
Exception Handling
Formatting & Validation
HMS +
System Management
Error Logging
SEIPershingSunGard
BFDS
SurPAS
ATM VRU B2B Partners Teller WirelessBank1.com Employees Customer
Assist
Collaboration
Teller business LogicVoyager Business Logic
IMG Business LogicRetail Business Logic
Commercial Knowledge Center Business LogicApplication specific System Mgmt.
LOS Business Logic
Business Process Services: Business Integrator
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Proposed State for HMS: Preliminary Thoughts for Concept TestM
iddleware
HMS CICS Front-End Applications
SDB NTP RAS
BOO CMU CAA
CICS
HMSIMS
SBS
ABOC
DB2
NAI Starbase
SBS
BBOC
SBS
DBOC
SBS
XBOC
SBS
WBOC
SBS
EBOC
HMS CICS Back-End Applications
CMM
SBS
IBOC
CBG
FirstChicago
ECISRAS ILS CRC VLS CLA DLX TDA
ChicagoSystems
----------------VBNKCBGECIS
FUSASystems
-----------------CORBABRIDGE
CICS Transaction Gateway (CTG)
CCF Connector J2EE, Web Services Framework
Option 1
Mainframe Adapter
Mainframe Server
Option 2• IBM’s strategy is to transform CICS into an Enterprise Server for
Java. By this we mean an e-business application server supporting, among other programming models, Enterprise JavaBeans (EJB). In addition, support is given for Enterprise Java APIs and the Common Connector Framework (CCF) connectors to important existing data sources and application servers.
• Direct mapping to CICS and IMS provides real-time access to legacy systems. The architecture allow the design of screen independent interfaces. This also allow us to reuse the business logic and the rules for accessing and updating the host data. The framework will also allow mainframe-based processes to trigger integration flows.
SNA Communication Server
CO
MM
AREA
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Proposed State of HMS
Future State Complete transition to EAI by 20xx-xx Enhance the existing capabilities of HMS >>> HMS+ for immediate transactional integrity Create a framework that
Reduces unnecessary overheads Eliminating formatting codes from the data stream Application does not have to process multiple screens
Immediate Recommendations: EJB deployment will significantly reduce direct connectivity to Starbase and SBS J2EE framework inside mainframe will reduce the existing transaction overload Distribute transactions through CTG. Proceed immediately to P-O-C to test various vendor options Build a road map Deploy by low-volume-low-risk transactions by 20xx Transition major volumes by 20xx-xx
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Transactional Integrity: Future State of Account Inquiry
customer : customer
Presentation LDAP Directory Services
Adapter Enterprise Utility
Logger
Enterprise Integration
EJB Adapter
CTG SBS
MonitorAuthentication
EntitlementNotification
Transformation RulesPublish request
X-Ref
Exceptions
Subscribe RequestMessage to EJB
RequestReply
Publish to Adapter
X-RefTransformation
Propagate
Two-phase commit logic
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Transactional Integrity: Account Information to Starbase to BFDS
customer : customer
Presentation LDAP Directory Services
Adapter Enterprise Utility
Logger
Enterprise Integration
Monitor EJB Adapter
CTG Starbase BFDS (B2B)
HTTP AdapterAuthentication
EntitlementNotification
Reply
Transformation RulesPublish request
X-Ref
Subscribe Request
X-RefTransformation
Message to EJB
Publish to Adapter
RequestReply
Exceptions
SubscribeWait for the data
Two-phase commit logic
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Risks of Not Doing EAI
Clients and Front-office Systems will continue to damage the back-end systems without federated services and routing transactions (millions/day)
Exposing LoB services to B2B Partners without service management utilities Hard coding and “HMS format” will continue to drive increasing application development
cost and time to market Bank One services High risk of maintaining direct connectivity to databases – No Enterprise Data Model Some systems are due retirement. Not allowing Bank One to advance with the industry
Legend: Stage of Adaptation Technology Driver Impact
R L AResearch Leading Practice Accepted Practice
Low Medium High
Industry Adaptation
Use web services as an integration toolShift integration tools to standards
Tools
Establish enterprise-wide standards for all Bank One initiativesEstablish oversight committee to enforce standards
Governance
Move EDI from VAN to InternetConverge standards in the B2B spaceStandardize BPM with BPML/BPQL
Standards
Recognize process integration as an emerging integration techniqueMove from “batch” to a Real-Time Enterprise
Techniques
Bank One Technology
Driver ImpactDevelopment / Trend
Conceptual Model
Component
L
A
R
L
L
L
L
R
R
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Risks of Doing EAI
Co-existence of two systems until HMS is completely phased out Enhance HMS to maintain transactional integrity: an investment (minimum) for
a retiree Prioritization of services that are going to be exposed across all LoBs Ownership of services and redesign of IT organizational structure
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Migration Path for Middleware
Decision on the EAI Framework Developing Enterprise Data Model Identifying of Enterprise Services Identify options for Bank One
Framework Work-Flow Connectors Services (Enterprise, LOB &
B2B) Identify Pilot Projects
Proof-of Concept for EAI Framework Product Evaluation and selection Acquire hardware and software Pilot deployment – LOS / Teller /
National banking/ Image Requirement Design Build and test Deploy Support
Set Up HMS transition Decide HMS enhancements
(HMS+) Initiate POC for HMS+ Transition low volume transactions Test and transition one high-
volume transaction track
Transition RIS (IMG) STP process into the new architecture (Low-customer base)
Deployment of Teller systems Deployment of LOS System Full Deployment of National
Banking and transactions Pilot Deployment of Remote
Account Access Complete deployment of LOB
Portals Re-organize resources of RSI and
CBS for the enterprise services Full transition of IMG by end of
2004 Full transition of Loan Origination
system by end of 2004 Full transition of Commercial
systems by end of 2004 HMS Transition:
Test and transition high volume transactions of HMS into HMS+
Start conversion of HMS services
Complete Retail Integration Complete banking system
integration Complete IMG Integration Complete Commercial
Integration Complete Bankone.com
integration Complete Card Services
integration Complete CA integration Complete ATM Integration Complete CICS enablement Complete IMS enablement Complete international
integration Restructure of RSI, CBS and
HMS Complete data recovery process Complete Enterprise
applications – SAP and PeopleSoft integration
Initiate CMM assessment Trained and transitioned existing
skill-sets Change management Knowledge Transfer
2002-2003
2003-2004
2004-20xx
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Description Q4 'xx Q1 'xx Q2 'xx Q3'xx Q4 'xx Q1 'xx Q2 'xx Q3 'xx
Business Case
Decision on work-flow
Final EAI Framework
Project Plan
Identify Enterprise Services and Priorities
Phase 1: Proof-of Concept
Phase 2: Pilot Dev LOS
Phase 2: Pilot Dev Tellers
Phase 3: Deployment of National banking
HMS Phase 1 POC
Migration tasks: 20xx-20xx
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One release (12 weeks)
Requirements(3 Weeks)
Design(4 weeks)
Develop& Test
(4 weeks)
Decisions(1 week)
Planning for Pilot (2 weeks)
This is the shortest, lowest risk project phase that will:• Deliver Quick business value
• Benefits associated with the new Enterprise Integration Architecture• Migration of one-two existing LOS/ Teller/RIS functionalities • Personalization and Portal Integration
• Minimize costs• Eliminate operational risks and effort associated with such a large
transition of transactions• Adding phases will add additional testing time and overhead which
increases overall implementation costs• Low-cost learning and development of reusable components
Phase 1: Proof-of-Concept & Product Evaluations
Hardware & SW $ 0.75M*
System Integrator $ 2.5M** Approximate for Integration development only, Subject to change
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Release 1A:• Build the enterprise technical framework, shared services and application specific services • Develop Integration components and transactional functionalities (Account enquiry, funds
transfer, etc.)Release 1B:
• Create integration components for LOS, and B2B Partners in line with Portal development• Create end-to-end integration components for the new Teller systems
Release 1C• Build and test the Concepts of enabling HMS and direct connect with CICS and SBS
Design(12 weeks)
Development
(9 weeks)
Testing(5 weeks)
Cutover(2 weeks)
Support(6 weeks)
Design(2 weeks)
Development
(4 weeks)
Testing(3 weeks)
Cutover(1 weeks)
Support(4 weeks)
28 weeks
39 weeks
Phase 2: Pilot development of LOS and Teller System
Hardware & SW $ 2.5M*
System Integrator $3 - 5M** Approximate for Integration development only, Subject to change
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Release 2A:• Using the enterprise technical framework, design and deploy national banking initiative• Develop various enterprise and LOB services and transactional functionalities
Release 2B:• Create enterprise services and leverage services of B2B Partners in line with Portal
development• Create end-to-end integration components for banking transactions
Release 2C• Enable HMS into J2EE architecture for high volume transactions
Design(12 weeks)
Development
(12 weeks)
Testing(5 weeks)
Cutover(3weeks)
Support(3 weeks)
Design(2 weeks)
Development
(4 weeks)
Testing(3 weeks)
Cutover(1 weeks)
Support(4 weeks)
32 weeks
43 weeks
Phase 3: Development and Deployment of National Banking
Hardware & SW $ 4M*
System Integrator $ 4 - 6M** Approximate for Integration development only, Subject to change
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Personalization:Phase 1 personalization will be based on LOB services and Bank One Enterprise Portal, visit purpose and existing business relationship (e.g. Retail, Private, Commercial, etc…)
Collaborative Content Management:Bank One will migrate from a people-to-people documentation to work-flow based content management. Distributed authoring, approval and content delivery will be available as well.
Common Customer View:Supported by integration of various channels with a zero latency in terms of accessing customer information and history.
Transactional Integrity:Improved customer confidence to Bank One data and transactions in both Enterprise and B2B environment
Secured Information:A single, persistent session is maintained for each user across all systems and services.
Interoperability:Services can be created locally, regionally or nationally and can be targeted to a particular audience. A single repository for specials and offers will contain both Bank One Enterprise and LOBs for all users.
Real-time Response:Ability to react – add or remove systems or services rapidly –to any changes in the marketplace.
Leverage Partners and Industry resources:Integration with B2B and Partners will allow Bank One to leverage the systems and services of our Partners through industry standard resources
Ready For Business Intelligence:All the meta data repositories from individual LOBs can create business intelligence and MIS.
Bank One EAI capabilities that will evolve over the three phases.
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Start At The Edge: Quantitative Benefits
0
2
4
6
8
10
12
14
16
2002 2003 2004 2005 2006 2007 2008 2009
Cost( $M) Cost/Transactions Transactions/day (M)
3 years pay-back with increased transaction volume and lower operational costs Faster (STP) processing for IMG and Commercial will generate higher revenue Faster deployment of new teller system
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Benefits and ROI
Automated processes for both Bank One Best systems and individual LOB applications
Institutionalization of new enterprise standards for systems, applications, workflow, processes and services
Industrialization of services and leveraging Bank One partner systems. Institutionalizing methodologies and process improvement initiatives across all
LoBs Moving from “build before buy” to “buy and integrate” – application
development is not a Bank One competency, enabling technology to use transactional information is.
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Next Steps
Conduct workshops to Identify Enterprise and application services from various LoBs managers
Develop Enterprise data model Initiate documentation of both role-based and rule-based processes in LoBs Develop detail project plan and finalize business case for CTO approval Identify the following from various LOBs:
Shared Services (e.g.Security, audit, account inquiry, data access)
Service Management Utilities (e.g. QOS, reporting, etc.)
Resource Service Management Utilities (e.g. Directories, registries, data transformation, etc.)
Service Management Utilities (e.g. message queuing, filtering, routing, etc.)
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Next Step (2): Future State Integration Processes
ManualBatch
AutomatedNear Real-TimeIntegration Latency
Tools
Tools
Tools
Tools
PresentationD
ataFunction
Process
Standards
Standards
Standards
Standards
SynchronousAsynchronousBatchManualIntegration Layer
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Next Steps: driver impacts are based on metrics calibrated to the impact level.
Driver
Effectiveness Efficiency
MetricCalibration
MetricCalibration
L M H L M H
Standards Adherence
Templates% staff trainedDocuments% project adherence
#of reusable assets% integration cost by project
Application Integration Complexity
# of integration points Maintenance costs% integration cost by project
Information Architecture
Latency% integration technique across projects
% of point-to-point interfaces% web service interfaces
>20 >10<20 <10
Integration Technologies Used
Coverage of matrix w/ standard technologies# of exceptionsDecision Templates / checklists
Licensing costsMaintenance costs / headcount
Integration Techniques
DocumentationTemplates% staff trainedTechniques developedMatrix coverage
% integration cost by projectIntegration timelineReuse statistics
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Proposed Organization
Enterprise Integration Steering Committee
Project Sponsorship
Project Leadership
Advisory Committee
Architecture Council Project Management & Operation
Business ProcessManagement
IntegrationArchitecture & Mgmt
Portal & Data Flow Management
InfrastructureManagement
People, Process & Governance
Lead••••
Lead••••
Lead••••
Lead••••
Lead:••••
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Three Views Of Technical Components Of EAI
Transformationand Formatting
Business ProcessManagement
ApplicationConnectivity
CommunicationsMiddleware
Operations
Monitoring
Platform Support
Security Management
Third Party Integration Capability
Failure Control
Production Control
Incident Management
Development
Construction
Analysis and Design
Version Control
Change Control
MetaData Repository
Migration Control
Workflow Services
Rules Engine
Execution
Application Connectors
Communications Security
Technology ConnectorsError C
ontrol
Scalability
Com
ponent Framew
ork
Message TranslationParameterizedTable Driven
Data Field Translation
Core MessagingDirectory ServicesTransport Services
Resource managementCommunication Security
Protocol
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