Corporate Middleware Strategydocs4sale.com/img/products/uploads/d77rsd_BankOne... · partners to...

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

2


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

3


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

4

Vision, Objectives and Guiding Principles


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

6


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.

7


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

8

Bank One 20xx:What Does The Middleware Need To Support


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)

10


* 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

11


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.

12


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

13

Current Capabilities: Problems, Challenges and Requirements


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

15


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!

16


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

17


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

(-)

18


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


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

(-)

19



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


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 (+)

20



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


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

(-)

21


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

22


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

23

Proposed Integration Architecture


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

25


Ban

k O

ne B

est

Syst

ems

Starbase Fulfillment

FDRSBS

Bank 1 AppsPeopleSoft

SAP


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


Commercial Services

IMG

Systems

IMG

EAI

ProcessConnectivity


IMG Services

Retail

Systems

RetailEAI

ProcessConnectivity


Retail Services

CustomerAssist

Enterprise Services

B1B EAIServices

ConnectivityTransformation

Transport

26


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


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

27


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

28


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

29


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

30


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

31

Risks


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

33


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

34

Road Map


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

36


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

37


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

38


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

39


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

40


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.

41

Benefits And ROI


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

43


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.

44

Prerequisites / Dependencies For EAI


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.)

46


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

47


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

48

Detail Project Plan

Appendix


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:••••

51


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

52

Date post:	15-Oct-2020
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times