Post on 01-Jul-2015
transcript
Experiences with Enterprise Architecture using TOGAF and IBM Rational System Architect at DnB NOR
James Dzidek, Ph.D., IT ConsultantLars Jørgensen, Enterprise Architect, DnB NOR
Presentation for the Models 2010 Conference
October 5, 2010
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Outline
• Short background on DnB NOR• DnB NOR’s expectations for Enterprise Architecture• A definition of Enterprise Architecture• The TOGAF Framework• Metamodel• Tool Support• Types of Modeling• The EA Trinity• Modeling Principles• Practical Challenges & Advice• Our EA Tool: IBM Rational System Architect
Slide 2 Lars Jørgensen, DnB NOR & James Dzidek
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Norway's leading financial services group
• Total combined assets > 2 100 billion NOK
• More than 2.3 million retail customers
• Norway's largest Internet banks, dnbnor.no and postbanken.no, with more than 1.5 million users
• More than 200 000 corporate customers
• Norway's most extensive distribution network for financial services
• Norway's largest life and pension insurance company with around 1 000 000 customers
• Norway's largest asset management operation with more than 600 000 mutual fund customers in Norway and 283 institutional clients in Norway and Sweden
• Norway's largest capital markets operation
• Norway's leading real estate broker
• More than 14 000 full-time positions(incl. DnB NORD)
Slide 3 Lars Jørgensen, DnB NOR & James Dzidek
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….and the most international
• Partner for Norwegian companies abroad and for large international companies in Norway
• International network of 13 branches and representative offices
• Private banking in Luxembourg
• Operations in Poland and the Baltic states through DnB NORD
• Presence in North-East Russia through DnB NOR Monchebank
• Norway's leading foreign exchange bank
• One of the world's foremost shipping banks
• A major international player in the energy sector
Slide 4 Lars Jørgensen, DnB NOR & James Dzidek
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A History of Mergers & Acquisitions
Merger 1990
Acquisition 1996
Merger 1999
Acquisition 2002
Acquisition 2003
Acquisition 1992
Merger 1990
Merger 2003
GjensidigeNOR ASA
DnCDnC
Bergen BankBergen Bank
Four large savings banksFour large savings banks
SparebankenABCSparebankenABC
DnB
ForenedeForsikringForenedeForsikring
VitalVital
DnBDnB
Postbanken
DnB
Skandia AMSkandia AM
DnB
GjensidigeLiv
GjensidigeLiv
Nordlands-banken
Nordlands-banken
DnB
SparebankenNOR
SparebankenNOR
DnB
Gjensidige NOR
SparebankenNOR
Den norskeHypotekforening
Gjensidige Bank/ Elcon Finans
Gjensidige NORSparebank
SparebankenOslo/AkershusSparebankenOslo/Akershus
FellesbankenFellesbanken
Merger 1985
Real KredittRealkreditt
Acquisition 1992
Gjensidige NORSpareforsikringGjensidige NORSpareforsikring
Acquisition 1992
Merger2002
Acquisition 1993
Acquisition 1999
De-mutualisation
De-mutualisation
Aquisition2005
Aquisition2005
Slide 5 Lars Jørgensen, DnB NOR & James Dzidek
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Technology is an increasingly important competitiveness driver
Mobile Services
Collaboration & Mobility
CRM & Business Intelligence
Sourcing
Architecture
Standardized Processes
Slide 6 Lars Jørgensen, DnB NOR & James Dzidek
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DnB NOR’s expectations for Enterprise Architecture
• See the various IT initiatives in context.• Ability to translate business strategies in into optimal IT solutions.• Help deal with frequently changing customer and business requirements.• Expectation of faster completion of analysis since individual projects can
utilize already-available data.
• Commitment to this effort:• Governance: consolidation of relevant reasonability from individual
business architects to the chief architect• Team: project manager, enterprise architects, consultants• Tools
Slide 7 Lars Jørgensen, DnB NOR & James Dzidek
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What is Enterprise Architecture? 1/3
• The challenge for the Enterprise Architect, by analogy, is in helping to create a set of rules or policies that encourage desirable behavior for the enterprise while discouraging undesirable behavior.
• The architect must then place these policies into a framework that coordinates them across the organization.
• If this approach sounds like governance, you’re right. But governance alone doesn’t address the broader problem of how to architect an enterprise for change.
Level of Abstraction: High
Slide 8 Lars Jørgensen, DnB NOR & James Dzidek
Source: ZapThink Blog, "The Beginning of the End for Enterprise Architecture Frameworks"
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What is Enterprise Architecture? 2/3
• The set of principles and models that guides the design and realization of the processes, organizational structures, information, applications and technical infrastructure.
• Architecture is used to coordinate change occurring at an organization; it channels change. If nothing has to be changed, there is no need for architecture.
BusinessArchitecture(Process / Org)
InformationArchitecture(Data / App)
TechnicalArchitecture
(Middleware / Platform / Network)
EA
Level of Abstraction: Medium
Slide 9 Lars Jørgensen, DnB NOR & James Dzidek
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What is Enterprise Architecture?
A very pragmatic definition:• Controlled, Structured, Documentation• Analysis (reports) are performed on this structured
documentation• The reports provide various points of view on all
artifacts in the repository
Level of Abstraction: Low
Slide 10 Lars Jørgensen, DnB NOR & James Dzidek
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TOGAF
• The Open Group Architecture Framework (TOGAF)
• Establishes a common terminology• Architecture Development Method:
Guide to developing an Enterprise Architecture
• Content Metamodel• Checklist of things that you may
want to take into account• Must be customized to your practical
needs and goals• is incomplete, e.g., does not talk
about data lifecycle• the metamodel is immature
Slide 11 Lars Jørgensen, DnB NOR & James Dzidek
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What is a Metamodel?
• From Wikipedia: “An ontology is a formal representation of knowledge as a set of concepts within a domain, and the relationships between those concepts. It is used to reason about the entities within that domain, and may be used to describe the domain.”
• A metamodel can be used to describe an ontology.
• The benefits of having a metamodel are numerous:• Better communication by getting everyone “on the
same page”• More tacit knowledge is made explicit• The ability to precisely define and execute various
analysis
Slide 12 Lars Jørgensen, DnB NOR & James Dzidek
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Example: TOGAF 9 Content Metamodel
Boliglån
Kredittprosess Retail
Retail Norge
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Advantages of Tool Support
• Models are no-longer just pictures• The tool can help enforce:
• Structure• Standards• Consistency
• Analysis become much less expensive to perform• Content dissemination
Slide 14 Lars Jørgensen, DnB NOR & James Dzidek
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The EA Trinity = Framework + Metamodel + Tool
• Typically several small units of “EA” work are preformed with a specific focus on one domain.
• This is done without standard methodologies or tools.• Having these three pieces of the puzzle helps various
actors in a large organization pull in the same direction.
Channel specificChannel specific
Internet
Mobile
Telephone
Agent
Contact centre
Branch
ATM/POS
Customer and Product ManagementCustomer and Product ManagementCustomer and engagement
Event-based interaction
Price and Product
Cross-channel customer
dialog
Analysis and adviceS
elf-se
rvice
dO
pera
tor se
rvice
d
Product deliveryProduct deliveryCards
(debit/credit)
Deposits, Credits &
loans
Insurance Life
Asset Management
Global Prod. Lim
TreasurySecurity
Management
Property & Casualty
Cash Management
Trade Finance
PaymentsClearing & Settlement
Global Prod. Limits
Collaterals
Group and SupportGroup and Support
ArchiveData
warehouseCompliance Finance
Risk manage-
mentOther
Access Manage-
ment
Slide 15 Lars Jørgensen, DnB NOR & James Dzidek
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What kind of modeling?
• “Models” does not equal “only Visualizations”• Visualizations are derived from the content
• Primarily “Conceptual” models: abstraction over reality• Also logical and physical models
• If a repository should at the same time contain data at conceptual, logical and physical levels, there will be inconsistencies• Very important to realize this quite early• Models will not be perfect for all stakeholders, for all
points of view, at all points in time
• The focus in on practicality, not UML standard perfection
Slide 16 Lars Jørgensen, DnB NOR & James Dzidek
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Principles
• The metamodel will never be complete• The corporate metamodel is a starting point• Start with the most important projects and their
analytical needs• Projects can extend the metamodel for specific needs
• Simplicity and maintainability over absolute truth• Minimize ambiguity and inconsistency• Based on TOGAF 9’s content metamodel• Involve the customer
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Practical Challenges & Advice 1/2
• Top-management support is essential• It is a significant challenge to get people to work with EA tools• Effort may be perceived as “extra work”
• It is not easy to obtain necessary funding for an EA project. One of the reasons is that EA addresses hidden costs like the pre-project costs caused by a lack of adequate documentation.• Pre-studies and requirement specifications take too long, undergo
too many iterations, are not precise enough and often end up not meeting the target
• This can be dramatically improved with a proper EA practice
Slide 18 Lars Jørgensen, DnB NOR & James Dzidek
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Practical Challenges & Advice 2/2
• The EA repository will never be the only source of documentation. The metamodel must take this into account, by, for example, specifying where the documentation “master data” resides.• To have control, one must have a single metamodel that
describes where all information resides. • Strategies for synchronization with those repositories must be put
in place.• It is very difficult to guess what the corporate metamodel should be.
It is better to establish a skeleton and then work with real projects.• Both, top-down and bottom-up approaches should be used when
populating the repository.• EA must acquire a critical mass before clear benefits can be
observed, first projects may not see all benefits• Must have a strategy for keeping content up to date
Slide 19 Lars Jørgensen, DnB NOR & James Dzidek
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Tool: IBM Rational System Architect
• Highly Customizable• metamodel, diagram types, behavior
• Large number of standards implemented• Offers both, thick and thin clients• Visual and textual reporting• Integration to many related tools
• business intelligence / report creation• asset management• product and portfolio management
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SA Integrations
Source and permission to use the slide: Brandon Jones, IBM (brandon.jones@se.ibm.com)
Slide 21 Lars Jørgensen, DnB NOR & James Dzidek
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Contact Information
Lars JørgensenEnterprise Architect at DnB NORlars.jorgensen@dnbnor.no+47 9525 7514
James DzidekIndependent Consultantjames.dz@gmail.com+47 4889 4576http://www.linkedin.com/in/dzidekThis presentation is posted on my LinkedIn page.