Architekturmanagement bei der SEB AG · funktional sein und folgende Anforderungen erfüllen ......

Architekturmanagement bei der SEB AGIT-Target getriebene Gestaltung der IT-Landschaft

Hasso Plattner Institut Potsdam

Vorlesung IT-Unternehmensarchitektur, Fachgebiet Software-Architekturen, SS07

Potsdam, den 11. Mai 2007

Dipl.-Math. G. Dern

Chief-IT-Architect SEB AG

Abteilung IT-Strategy

0049 69 258 8729

[email protected]

„AM bei der SEB – HPI V1.0” Seite:2

„The primary objective of developing an IS-Strategy is to identify a value-added portfolio of applications that will have a strategic impact on the organization and increase its performance.”

John Ward and Joe Peppard: Strategic Planning for Information Systems. Third Edition. Whiley and Suns. 2002


Agenda

� SEB AG in der SEB Gruppe Stockholm

� Architekturmanagement-Ansatz der SEB

� Strategisches Architekturmanagement

• Vorgehensmodell IT-Target

• Erfassung Geschäftsanforderungen & Ableitung IS-Strategie

• Systemlandkarten im IT-Target

• Architekturprinzipien & Lifecycle Management

� Operatives Architekturmanagement

• Architektur-Governance & Process for Ventures

• Architecture Outline "Terminleitsystem”

� Bewertung und Ausblick

„AM bei der SEB – HPI V1.0” Seite:4 Stockholm

Der SEB-Konzern


SEB – Über 150 Jahre Bankgeschäft

1856 André Oscar Wallenberg gründet die Stockholms Enskilda Bank;die erste schwedische Privatbank

1972 Fusion mit dem Konkurrenten Skandinaviska Banken – DieGeburtsstunde der neuen Skandinaviska Enskilda Banken

2006 SEB ist ein führender nordeuropäischer Finanzkonzern und feiert: 150 Jahre SEB


Ein führender Finanzdienstleister in Nordeuropa

� >5 Millionen Kunden� 3 Millionen Internet Kunden� 600 Filialen� 20.000 Mitarbeiter� Standorte in 20 Ländern


Eine kundenorientierte OrganisationGeschäftsfeld orientierte Struktur

Group IT / Group Operations (Back office) / Group Staff (Risk, Finance, …)

5 Millionen Privatkunden

1 500 Großunternehmen& Institutionen 400 000 SME’s

Merchant Banking Retail Banking Wealth Management Life

Business Divisions


Die SEB Bank in Deutschland


Historie der SEB Bank in Deutschland

�1958 Gründung der Bank für Gemeinwirtschaft

�1993 Übernahme der BfG Bank durch den Crédit Lyonnais

�2000 Übernahme durch den SEB-Konzern undUmfirmierung in SEB AG (2001)


Die SEB Bank 2006

�Die SEB Bank gehört zur Spitze bei der Kundenzufriedenheit in Deutschland

�Die SEB Bank ist die einzige schwedische Filialbank in Deutschland

�Die SEB Bank gehört zu den zehn Banken mit dem größten bundesweiten Filialnetz

�Die Tochtergesellschaft SEB Asset Management AG gehört zu den zehn größten Fondsgesellschaften in Deutschland und verwaltet SEB ImmoInvest, die erfolgreichsten Offenen Immobilienfonds Deutschlands


Geschäftsfelder und Shared Services in Deutschlandeingebettet in die Geschäftsfeldorganisation der SEB Gruppe

Merchant Banking- Large Corps & Institutions- MidCorps & Institutions- Trading & Capital Markets- Cash Management- Structured Finance

Division Merchant Banking

German Retail Banking- Privatkunden- Small and Medium Enterprises

Division Retail Banking

Commercial Real Estate-Immobilienkundengeschäft-Projektfinanzierungen

Division Merchant Banking

Asset Management- HNVI Kunden- SEB Invest GmbH- SEB Immobilien-Investment GmbH

Division Wealth Management

ServiceGroup Operations

TreasuryGroup Treasury

ITGroup-IT

Risk Mgmnt.Group Risk

FinanceGroup Finance


Agenda













Bau einer neuen Stadthalle

“Bauen Sie eine neue Stadthalle für 1500 Besucher. Sie soll multi-funktional sein und folgende Anforderungen erfüllen ...

Außerdem soll sie sich harmonisch in unser barockes Stadtvierteleinfügen. Wir wollen jedoch keine Imitation des barocken Baustils. Vielmehr soll die neue Stadthalle die Zukunftsorientierung unserer Stadt und ihrer Jugend ausdrücken. Unsere neue Stadthalle soll Vorbild für eine Reihe nachfolgender Projekte in anderen Stadtvierteln sein.

Die harmonische Einbettung in das barocke Stadtviertel darf die Gesamtkosten um nicht mehr als 5% erhöhen. ...”

Quelle: G. Dern, Management von IT-Architekturen, 2. Auflage, Vieweg Verlag 2006

Architektur in der „realen Welt“Stadtplanung und konkrete Bauvorhaben


Aufbau einer neuen „Internet- & Telefon-Bank“

“Bauen Sie eine neue Telefon- und Internet-Banking Plattform für Deutschland, die folgende Zugangskanäle, Produkte, Anwendungsfälle abdeckt ...

Die Lösung soll die Grundlage der Retail Direkt-Kanal-Plattformen aller anderen Retail-Divisionen schaffen und auf den Bebauungsplan des Geschäftsfeldes Retail-Banking ausgerichtet sein, sowie die IT-Prinzipien und -Standards der SEB Gruppe befolgen ...

Die Lösung soll so gebaut sein, dass die Ausweitung in Richtung Beratung und Abschluss Internet-fähiger Retail-Produkte vorgesehen ist ...“

Architektur in der „IT-Welt“IT-Planung und konkreten IT-Vorhaben

Quelle: G. Dern, Management von IT-Architekturen, 2. Auflage, Vieweg Verlag 2006


„Architekturmanagement“ in der realen WeltDisziplinen

Architektur im Großen Architektur im Kleinen

Funktionale-Anforderungen

Infrastruktur-Vorgaben

Stadtplanung

Architektur

einzelner

Bauvorhaben

•Weiterentwicklung der Stadt•Mittel- bis langfristiges Zielbild•Leitlinien zur Erreichung des Zielbildes•Prozessdefinition und Steuerung für die Planung, Genehmigung und Abnahme der Architektur einzelner Bauvorhaben

•Architekturdefinition für Bauvorhaben•Festlegung der Grundstruktur des Komplexes auf der Basis dokumentierten Anforderungen

•Umsetzung der Leitlinien des Zielbildes•Einbettung in den definierten Planungs-, Genehmigungs- und Abnahmeprozess

Bebauungsplan


„Architekturmanagement“ in der Welt der ITDisziplinen

Architektur im Großen Architektur im Kleinen

Geschäftliche Anforderungen

IT-Standards

Strategische

IT-PlanungEntwicklung von IT

-

Architekturen für

Informationssysteme

•Strategische Anforderungen an die Weiterentwicklung der IT-Landschaft

•Mittel- bis langfristiges Zielbild• IT-Prinzipien (e.g. Architekturprinzipien) zur Erreichung des Zielbildes

•Prozessdefinition und Steuerung für die Planung, Genehmigung und Abnahme einzelner Projekt-IT-Architekturen

•Festlegung der Grundstruktur des IT-Lösung auf Basis der systematisch erhobenen Anforderungen

•Umsetzung des Zielbildes•Umsetzung IT-Prinzipien, ...•Einbettung in den definierten Planungs-, Genehmigungs- und Abnahmeprozess

„Str

ateg

isch

es“

Arc

hite

ktur

man

agem

ent

„Ope

rativ

es“

Arc

hite

ktur

man

agem

ent

Bebauungsplan(IT-Target)


Elemente der Strategischen IT-Planung

�Erfassung der Geschäftsstrategie

�Definition/Aktualisierung der IS/IT-Strategie

• Festlegung eines Bündels strategischer, die Performance des Unternehmens steigernder oder erhaltender Systeme

�Definition/Aktualisierung der IS/IT-Strategie

• Aufstellung der Regeln zum Einsatz und zum Management von Technologien und Ressourcen einschließlich der wichtigen IT-Prinzipien

�Definition/Aktualisierung der IT-Plattformstrategie auf Basis der IS/IT-Strategie

�Aufstellung eines strategischen Maßnahmenplans für den Übergang vom Ist zum Soll und Abgleich mit dem Vorhabenportfolio


IT-V

orha

ben

-Por

tfolio

IT-U

nter

nehm

ens-

Arc

hite

ktur

Architekturmanagement-AnsatzBausteine und Bezug zum IT-Target

Geschäftsstrategie

Geschäftsarchitektur

Informationsarchitektur

AnwendungsarchitekturenAnwendungsarchitekturen(Solution Architectures)

IT-Infrastrukturarchitektur

Str

at.

Maß

nah

m.p

lan

Transformation

AM = Architekturmanagement

fett = IT-Target

(Bebauungsplan)

• IS/IT-Strategie• Soll-Systemlandkarten• Informationsmodelle• Info.Architekturprinzipien• Wichtige Informationsflüsse• Service-Landschaft

IT-Plattformen & IT-Standards

• Anw.Architekturprinzipien• Wie sieht die detaillierte

Architektur für bestimmte Systeme aus?

Maßnahmenplan für den Übe rgangvom Ist zum Soll; incl. IS/IT-Strategie

Strategische IT-Planung

Übergreifende IT-Prinzipien


IT-V

orha

ben

-Por

tfolio

Architekturmanagement-AnsatzStatische Sicht

Geschäftsstrategie


Informationsarchitektur

AnwendungsarchitekturenAnwendungsarchitekturen(Solution Architectures)

IT-Infrastrukturarchitektur

Transformation

Str

at.

Maß

nahm

.pla

n

Strategisches AM („die IT-Landschaft im Blick“)

Operatives AM („das Projekt im Blick“)

IT-Unternehmens-Architektur

AM = Architekturmanagement


Architekturmanagement-AnsatzDynamische Sicht

Vorhaben 1

Vorhaben 2

Vorhaben 3

Vorhaben ..

Soll-IT-Landschaft(IT-Target)

Ist-IT-Landschaft

Strat. Maßnahmenplan (im IT-Target) �Vorhabenportfolio

Leitplanken = Informationsarchitektur

Leitplanken = IT-Plattformen & IT-Standards



Architekturprozess (Eigentümer: Abteilung IT-Strategy)Fortlaufendes Management der IT-Unternehmensarchitektur mit dem Ziel, die Transformation der IT-Landschaft auf Basis des IT-Target aktiv zu gestalten.

•Strategische AM: Unterstützung strategische IT-Planung & Vorhabenportfolio-Management, Definition Architektur-Governance

•Operatives AM: Anwendungsportfoliomanagement, Projektunterstützung

IT-Unternehmens-Architekt

Projekt-IT-Architekt


IT-Target in der SEB GruppeGeschäftsfeldweise organisiert und übergreifend gesteuert

Retail

Treasury Ger.

...

German Retail

...

MB

MB Germany

...

Group Staff

...

IT-TargetRetail

IT-TargetTreasury

IT-TargetMB

IT-Target...

Gesamt-IT-Target

der SEB GruppeCIO der Gruppe

Gesamt-IT-Target

der SEB AG


Agenda













Vorgehensmodell IT-Target von der Geschäftsstrategie zur Soll-IT-Landschaft

Business drivers refined to high level business requirements per business unit and then clustered to focal areas for SEB AG

Derived business requirements (summary)

Business units’ drivers

Identified Focal Areas

Business Architecture

Strategic position of business units used to derive business driverswhich drive the requirements to the IT-Landscape

Business Strategy

Product Leadership

Service Quality & Process

Excellence

Cost Efficiency

0

High

Medium

Business platforms and strategic systems mapped to products and processes define the ”to-be System Maps”.

To-be System MapProcess/Product

Reporting & Financial Mgt.

Platform

Sales Processing Steering &Control(Bank Mgt.)

Retail Sales Control Platform

Credit Processing Platform

Account Platform

Payment ProcessingPlatform

Custody Platform

Trade Processing Platform

Core Banking

Credit Processing Platform

Account Platform

Payment ProcessingPlatform

Custody Platform

Trade Processing Platform

Core Banking

CrossProduct

Retail Products

CRE Products

C&I Products

TCM Products

Treasury Products

Retail Sales Platform

…

…


…

…

ARMS

PARC

Gap-Analysis between the as-is situation and the to-be IS-Landscape provides input to the 3-years plan

as guidelines and venture findings

Roadmap

2006 20102006 2010

3-years planning

Business Architecture Map in connection with the focal areas are used to transform business view to IT view. In order to enable this transformation business platforms and strategic systems are defined and put together to define the IS-Strategy

Businesss Architecture

Information Provision

Steering & Control(Bank Management)ProcessingSales

Retail Sales & Customer Services

MB Sales & Customer Services

Payments

Accounts & Deposits Services

Standard Loans

Non-Standard Loans

Risk Management

Corporate Functions

Static DataMarket Data

Accounting and Financial Management Reporting

Sales Control & Performance ManagementCRE Sales &

Customer Services

Custody

Trading Treasury

Asset Management Services





Payments


Standard Loans

Non-Standard Loans

Risk Management

Corporate Functions



Sales Control & Performance ManagementCRE Sales &

Customer Services

Custody

Trading Treasury


1-2 Releases per year

englischem Orginaldokument entnommen


Agenda













Product Leadership


Excellence

Cost Efficiency

0

High

Medium

Cost Efficiency

Product Leadership

Service Quality & Process Excellence

**depending on product areas

Treasury

xxxx

Treasury

xxxx

xxxx

Treasury

Retail

xxxx

Retail

xxxx

xxxx

Retail

Finance

xxxx

No product responsibility

Finance

xxxx

Finance

Service

xxxx


Service

xxxx

Service

CRE

xxxx

CRE

xxxx

Med-xxxx

CRE

Risk

xxxx


Risk

Risk

xxxx

MB

xxxx

MB

xxxx**

MB

xxxx*

* means competive position

Stragische Positionierung SEB in Deutschland



Positionierung des Geschäftsfeldes Retail & strategische Business Treiber

Product Leadership


Excellence

Cost Efficiency

10

0

10

10

1. Best customer service bank, this means service quality and process excellence have highest priority. Cost leadership and product leadership not the primary strategic goal. Cost efficiency more important then product leadership.

2. Sales Turn Around which means• ROE xx%• C/I Ratio 0.x• Retail operating profit = xxx €• xxx new customers

ROE xx%

Sales Turn Around

Best customer

service bankC/I Ratio 0.x

operating profit = xxx €

Plus xxxCustomers10 = very high

0 = very low



Derived strategic business requirements (summary)

Business unit strategic driversROE xx%Sales Turn

AroundBest customer service bank C/I Ratio 0.x

Retail operating profit = xxx €

+xxxcustomers

Focal Areas SEB Germany

• Increase the cost efficiency and the operational excellence of sales processes

• Provide best service to the customer

• Activate cross selling potential

• 360° view on prospects & customers along lifecycle through all channels

• Improve sales activities and sales success by:

• Efficient planning & monitoring of sales activities

• Active performance management

• Controlling of external partners (product providers, distributors)

• Collect relevant data along the sales process cross all channels

• Improve margins by offering customized product based on standard product portfolio

• Reduce process cost and complexity for introduction of new products

• Shorten time-to-market for new products

• Enable controlling of sales performance on a product level

• Enable Retail to calculate its profitability using several dimensions

• Enable efficient pricing

• Enable process calculation and optimization

• Create forecasts for product success and sales performance

• Provide consistent information to meet Retail’s reporting needs

• Enable active credit portfolio management

• Optimize solution for customer rating based on new credit portfolio strategy

• Create early warning system for credit risks

• Enhanced system support for product design

• Management of customer portfolio regarding preferred segments/ rating structure to reduce risk costs

Legend:

Owned by B-Unit

Input from B-Unit

Set up Retail Sales Control and Performance

ManagementRetail Sales Optimization

and CooperationsSet up Product Design and

Deployment

Set up Customer, Product and Process Profitability

Calculation

Optimize Accounting and Reporting

Set up Straight Through Processing & Workflow Mgt

Set up Credit Portfolio / Credit Risk Management

Improvement of Data Management and Quality

Consolidation Loan Processing

Zusammenfassung der strategischen Anforderungendes Geschäftsfeldes Retail

•Improve sales activities and sales success by:




•Collect relevant data along the sales process cross all channels

Set up Retail Sales Control and Performance Management



Geschäftsarchitektur - Business Architecture Map

Business Architecture Map• provides a high level abstraction of

business processes, products and functions

• used to analyze impact of focal areas• used to express IS-strategies from

business view. • defined independently from

organizational structures.

Each building block is implemented by business platforms and/or information systems

Sales: Info, Advisory, Contracting for Market Segments’ Product Portfolio to the Customer plus Customer triggered business transactions

Processing:Services, Settlement and Clearing related to business transactions

Steering and Control: Processes/Functions regarding Bank Management and regulatory requirements





Payments


Standard Loans

Non-Standard Loans

Risk Management

Corporate Functions


Accounting and Financial Management

Reporting

Sales Control & Performance Management

CRE Sales & Customer Services

Custody

Trading Treasury




Gesamt-IS-Strategie-Statement

Focus for the further development of the System Portfolio

• Retail Platforms for Sales and Sales Control have highest overall priority for SEB Germany

• Consolidation of processing platforms with focus on Loan Processing and on Product Design & Product Deployment

• Accounting and Reporting Platform plus high quality information base for Treasury and Risk Management in the area of steering and control

GuidelinesSales• Specific sales platforms focused on Retail respectively for MB• CRE sales based on MB platform

Processing• SEB AG processing platforms focus on Retail and CRE

(focal areas “Consolidation Loan Processing Platform” and “Set up Product Design and Deployment”)

• Strong consideration of MB Germany’s sourcing strategy • Consolidation steps for processing platforms consider the group IT-

target scenario based on One-IT-Platform

Steering & Control• Specific sales control platforms for Retail and for MB• CRE sales control based on MB platform

Focus on improving

service quality by

flexible divisional platforms

and systems

Focus on high data quality for

effective bank

management& sales control

Focus on process

excellence and cost efficiency

by

consolidated processing platforms





Payments


Standard Loans

Non-Standard Loans

Risk Management

Corporate Functions


Accounting and Financial Management

Reporting



Custody

Trading Treasury


Common data sources for market data

Data quality driven optimization of static data sources



Beispiel: IS-Strategie-Statement des Geschäftsfeldes Retail


Retail Focal Areas driving Retail System Portfolio

Retail Sales Optimization & Co-operations

Set up Retail Sales Control and Performance Management

Set up Product Design & Deployment

Set up customer, product and process profitability calculation

Establish integrated Retail Sales Platform• to support streamlined Retail Sales Process • around a Multi Channel Customer Relationship Master

System (CR Master) and • an Integrated Branch Advisory Front-end• All systems in the Retail Sales Platform use the CR Master

as the central point of integration

1

Establish integrated Retail Sales Control Platform• to enable efficient steering of the sales process• to enable design of Retail products to be sold using the

Retail Sales Platform • All systems in Retail Sales Control Platform are build around a

Retail Information Warehouse as the central point of integration

• Retail Sales Control Platform integrated with SEB Accounting & Reporting Platform and Credit Portfolio Management System

2

Establish a Product & Arrangement System• which holds all customer arrangements in one dedicated

processing system• To which products are deployed from Retail Sales Control

Platform• Which is used by product processing systems to use appropriate,

up-to-date conditions

3





Payments


Standard Loans

Non-Standard Loans

Risk Management

Corporate Functions





Custody

Trading Treasury


1

2

3


Agenda













Produkt/Prozess

Sales Processing Steering &Control

Cross Funct.

Retail Products

CRE Products

Treasury Products

Retail Core Banking

Issuing & FundingPlatform

Limit Systems

Loan Processing Platform

Accounts Platform

Collaterals System

MB Products

MB Core Banking


Accounts Platform

Payment Processing PlatformMB Sales Platform

Strategic Information System Strategic Business Platform Platform/System not in primary focus of current IT-Target RoadmapCaption

Risk Control Systems

Risk Management Data Mart

Global Limit SystemRisk Exposure System

Risk Reporting System

Treasury Systems

Market Risk Management System

Payment Processing Platform

Custody Platform

Trading Platform

Market Data Systems

Acc

ou

nti

ng

an

d R

epo

rtin

g P

latf

orm

Fin

anci

al D

ata

War

ehou

se


CRE Sales System

Processing Platforms

SEB Germany

Product & Arrangement System

Customer Master System

Attended Channel Platform

Direct Channel PlatformInternet

MSF

External

ATM

IVR

CC

Branch

CrossCR Master

Appointment Management SystemCapacity Management System

Prospect Master

Document Management System

Workflow Management System

Beispiel: High Level System-Map SEB AGGeschäftsfelder, Geschäftsplattformen & Strategische Systeme

Treasury Data Mart

Treasury P&L

ALM / Portfolio Management System

Liquidity Risk System

Credit Portfolio Management System

MB SalesControl Platform

Retail Sales Control Platform

Retail Information Warehouse

Mar

ketin

g S

yste

m

Per

form

ance

M

anag

emen

t S

yste

m

Pro

duct

Des

ign

Sys

tem

Com

mis

sion

S

yste

m

Cus

t.-P

rod.

-Pro

cess

.-P

rofit

. S

yste

m

CRE Sales System

Prozess-Cluster

Geschäfts-felder

Collaterals System

Liquidity Mgmnt. System

„AM bei der SEB – HPI V0.3” Seite:33Strategic system for Retail Retail Platform

Beispiel: Verfeinerung zur System-Map des Geschäftsfeldes Retail




Advisory Contract Services Settle-ment ClearingInfo

Mak

reti

ng

Sys

tem

Per

form

ance

Man

agem

ent

Sys

tem

Pro

du

ct D

esig

n S

yste

m

Co

mm

issi

on

Sys

tem

Cu

st.-

Pro

d.-

Pro

cess

.-P

rofi

t. S

yste

m

Retail Sales Control

Platform

Internet

MobileSF

External

ATM

IVR

CC

Branch


Branch Advisory

Branch

Contracting

Branch

Service

Internet Frontend

Direct Channel Platform

Cro

ss

Fu

nctio

nality

Lending

Accnts&Paymts

Savings

Assets

Insurance

CC Advisory CC ContractingCC

Service

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Customer Relationship Master

Appointment Management System

Prospect Master

Capacity Management System

Accnts&Paymts

Savings

Process Engine

Document Management SystemWorkflow Management System


Accounts Platform


Custody Platform

Retail Core Banking

Product&ArrangementSystem

MB Core Banking


Trading Platform

focus of extension of Retail system portfolio

Produkt/Kanal/Prozess


Agenda













Architekturprinzipien & System-Lifecycle Treiber der Umsetzung des IT-Target im IT-Projekten

�System-Lifecycle • Systematische Erfassung des Zustandes der

Systeme (Business & IT-View)

• Ampelfunktion zur Visualisierung der Bewertung

�„Information Architecture Principles“ definieren z.B.

• Change-Strategie bezogen Building Blocks

• Bedeutung der Bausteine der Systemlandkarte –z.B. welcher Baustein ist Master für welches Informationsobjekt

• Integrationsstrategie je Baustein – e.g. CR-Master wird SOA-basiert integriert

�„Solution Architecture Principles“ definieren

• Umsetzung der IA-Prinzipien im einzelnen IT-Vorhaben unter Einbeziehung des aktuellen Lifecycle der betroffenen Systeme

Architekturprinzipien & System-Lifecycle

Vorhaben 1 Vorhaben 2

Vorhaben 3Vorhaben ..

Retail Vorhabenportfolio

„Str

ateg

isch

es“

Arc

hite

ktur

man

agem

ent

„Ope

r“. A

rchi

tekt

urm

gnt.

Retail Sales PlatformProdukt/Kanal/Prozess



Advisory Contract Services Settle-ment ClearingInfo Advisory Contract Services Settle-ment ClearingInfo

Ma

kre

tin

g S

yste

m

Pe

rfo

rma

nce

Ma

na

gem

en

t S

yste

m

Pro

du

ct D

esi

gn

Sy

ste

m

Co

mm

issi

on

S

yst

em

Cu

st.-

Pro

d.-

Pro

cess

.-P

rofi

t. S

yst

em


Platform

Internet

MobileSF

External

ATM

IVR

CC

Branch


Branch AdvisoryBranch

ContractingBranchService

Internet Frontend


Cro

ss

Fu

nc

tion

ality

Lending

Accnts&Paymts

Savings

Assets

Insurance

Lending

Accnts&Paymts

Savings

Assets

Insurance


Service

Lending

Accnts&Paymts

Savings

Assets

Insurance

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Customer Relationship Master


Prospect Master


Accnts&Paymts

Savings

Process Engine



Accounts Platform


Custody Platform

Retail Core Banking

Product&Arrangement System

MB Core Banking


Trading Platform


Agenda













„Process for Ventures“ & Integration ArchitekturprozessArchitecture Quick Check und Architecture Outline

�Process for Ventures definiert Entscheidungspunkte plus zugehörigen Assessment-Prozess für Vorhaben auf Basis festgelegter Steuerungsdimensionen

�Dimensionen: Business-Strategie-Bezug, Business Case, Konformität mit IT-Target & IT-Prinzipien, Risiko

�SEB Unified Process definiert Vorgehensmodell für IT-Projekte

D1 D2

SEB UPElaboration

SEB UP Construction& Transition

Architecture OutlineArchitecture Quick Check

SEB Unified Process

SEB UPInception


Architecture OutlineZielsetzung

�AO addresses the elaboration phase of SEB’s Unified Process between Decision Point 1 and Decision 2

�Gives give an overall understanding of the impact of the venture

• Embedding of the required solution into the Business and Information Architecture

• Embedding into the System Portfolio incl. Lifecycle before/after

�AO supports several goals:

• Outline the architectural goals, principles and constraints which drive the solution architecture of the future system

• Outline the functional and non-functional requirements which drive the solution architecture

• Create a draft for the internal and external structure of the system

• Establish the base for the detailed Software Architecture Document after D2

�Support assessments and decision points in the process for ventures



Inhalte des Architecture Outline

Security • Information security• Application security

DeploymentView • Infrastructure used to deploy and run the system

Venture Scoping

• Embedding into Business Strategy/Architecture• Impact on Group Information Architecture

ArchitectureConfiguration

• Embedding into IT-Target• Impact on Information Architecture• Architecture Goals, Principles and Constraints

Business Requirements

• Non functional Req. driving Solution Architecture• Selected processes and use cases driving the Solution Architecture

System Portfolio Impact

• Context Model (Information flows between systems & interfaces)• Integrated systems and architecture for interfacing• SOA impact

Produced in architecture work Referenced in architecture workCaption

Software Development

Process• Summary: how to produce and approve architecture artefacts along software

development process

Overall Blueprint • Blueprint combining all major components to one logical picture



Business processes

Fachkonzept

Use Case Model Survey

Use Case Specifications

Architecture Outline

Decision Memo

Supplementary Spec

input to

Dokumente rund um das Architecture Outlineeingebettet in den SEB Unified Process


Use Case ModelSurvey

Software Architecture Doc.

Test Cases Test Cases Test Cases

Architecture is defined and tested

Business scope defined

Software ready for acceptance test

Elaboration ConstructionIteration 1 Iteration 2 Iteration n+1 Iteration n+2

acceptance test

executable prototype 1

executableprototype 2

executable software part 1

executable software part 2

Decision Memo

Inception Transition

Use Case Spec. Use Case Spec. ChangeReq. ChangeReq.

SAD Version 2 SAD UpdateArchitecture Outline

Implementation scope defined

Fachkonzept Supplement. Spec. Supplement. Spec.

D2D1

Überblick – AO und Artefakte des SEB Unified Process


Inhaltsverzeichnis eines Architecture Outline

Table of Contents

1 Introduction ...........................................................................................................................

1.1 Document Purpose ...................................................................................................................1.2 Document Disposition..............................................................................................................1.3 Roles & Responsibilities ...........................................................................................................

2 Venture Scoping ...................................................................................................................

2.1 Introduction...............................................................................................................................2.2 Business Drivers in Retail Strategy supported by the venture............................................2.3 Business Support Map Impact ..............................................................................................2.4 SEB Group Information Architecture Impact......................................................................

3 Governing Architecture Guidelines ...............................................................................

3.1 Business Platform Impact ......................................................................................................3.2 Architectural Goals.................................................................................................................3.3 Architectural Principles..........................................................................................................3.4 Architectural Constraints.......................................................................................................

4 Business Requirements .....................................................................................................

4.1 Functional Requirements .......................................................................................................4.2 Use Cases ................................................................................................................................4.3 Business rules ..........................................................................................................................4.4 Non-functional Requirements...............................................................................................4.5 Requirements driving solution architecture........................................................................

5 System Portfolio Impact ....................................................................................................

5.1 System Landscape Impact......................................................................................................5.2 Information Model..................................................................................................................5.3 System Portfolio Context .......................................................................................................5.4 Driving use cases and systems..............................................................................................5.5 Architecture verification ........................................................................................................5.6 Service Map Impact ................................................................................................................

6 Logical View ........................................................................................................................

7 Security .................................................................................................................................

7.1 Definition ................................................................................................................................7.2 Enforcement.............................................................................................................................

8 Deployment View...............................................................................................................

9 Software development process overview ......................................................................


Agenda













�All sales units, Branch, Finanzierungsberater, SME and Mobile Advisor and the Call Center, use a solution which enables flexible, multi channel management of appointments, planning of capacities and performance analysis along Retail Sales Processes

�This means for example:

• Walk-in customers integrated in standardized appointment process

• Appointment schedule managed in separate calendars of single advisors (specialists only)

• Role based generic resources

• Appointments entered and managed via TLS

• Capacity planning supported by TLS

• Detailed tracking and reporting of the advisory process by TLS

• Increased number of appointments

• Increased sales volume (multi-channel)

Beispiel Terminleitsystem (TLS)Zielsetzung

englischem Orignaldokument entnommen


Terminleitsystem und Bezug zu strategischen Anforderungen

Derived business requirements (summary)

Business units’ driversROE 15%

Sales Turn Around

Best customer service bank C/I Ratio 0.5

Retail operating profit = 100 Mio €

+500.000 customers

Set up Retail Sales Control and Performance

Management

• Increase the cost efficiency and the operational excellence of sales processes

• Provide best service to the customer

• Activate cross selling potential

• 360° view on prospects & customers along lifecyclethrough all channels

Retail Sales Optimization and Co-operations

Set up Product Design and Deployment

Set up Customer, Product and Process Profitability

Calculation

Focal Areas Optimize Accounting and Reporting

Set up Straight Through Processing & Workflow Mgt

Set up Credit Portfolio /

Credit Risk Management

• Improve sales activities and sales success by:




• Collect relevant data along the sales process cross all channels

• Improve margins by offering customized product based on standard product portfolio

• Reduce process cost and complexity for introduction of new products

• Shorten time-to-market for new products

• Enable controlling of sales performance on a product level

• Enable Retail to calculate its profitability using several dimensions

• Enable efficient pricing

• Enable process calculation and optimization

• Create forecasts for product success and sales performance

• Provide consistent information to meet Retail’s reporting needs

• Enable active credit portfolio management

• Optimize solution for customer rating based on new credit portfolio strategy

• Create early warning system for credit risks

• Enhanced system support for product design

• Management of customer portfolio regarding preferred segments/ rating structure to reduce risk costs

Improvement of Data Management and Quality

Consolidation Loan Processing Platform

Business Drivers addressed by the venture englischem Orignaldokument entnommen


Id Keyword Description Source of architecture principle

IAP01 Process excellence before Front-end Consolidation

Support of excellent sales processes for the Retail channels has higher priority then mimizing diversity of frontend systems.

Information System Strategy Retail

Distribution of Responsibilities and Interfacing Data IAP02 CR Master

and customer engagement

CR Master System is the point of integration to provide overall view (arrangements customer has with SEB, …) for all Sales Processes

Retail Information System Strategy

IAP03 CR Data in Appointment System

No CR Data is kept in the Appointment System; except slave data for fulfillment of non functional requirements

Retail Bebauungsplan; Information Model Retail Sales Platform

IAP04 Business Partner Data

No customer and prospect data is kept in the Appointment System; except slave data for fulfillment of non functional requirements


IAP05 Interfacing the Sales Control Platform

Data needed for Performance Management is provided via the Retail Information Warehouse

Retail Information System Strategy

IAP06 Master for Op. CRM

The CR Master System is the master for customer relationship data: � Sales & Customer Services related data for customers and prospects (no static data)

� Contacts customers/prospects have with the Bank

� Sales tasks & related activities & repsonses of the bank with customers & prospects


Beispiel Terminleitsystem Information Architecture Principles



Id Keyword Description Source

SAP01 Information Entitys and Components of TLS

TLS owns the Information Entity Appointment and all Information Entitys for Capacity Management. TLS creates the related backend systems and the leading frontend systems for appointment management and capacity management. Capacity Management includes the Sales Force Calender


SAP02 Appointments & CRM data

Relationship of appointments to CR Data is maintained in the TLS-Appointment- Frontend


SAP03 Quality of TLS FE

The TLS-Appointment-Frontend provides integrated functionality for all data related to appointments. This is prior to reduction of frontend diversity.

IAP01; As-is IS-Landscape Retail and project scope of TLS

SAP04 CR Master System

KBP backend is the CR Master System for TLS

As-is IS-Landscape Retail and project scope of TLS

SAP05 Prospect and Customer information

KBP backend is the Prospect Master System for TLS. PIB is the Customer Master System for TLS.


SAP06 Call centre outbound application

KBP-2 (plus Dialer) is the main FE-application for operational CRM in the call-center-outbound process


SAP07 Call centre inbound application

CCS is the main FE for customers in the call-center-inbound process (Identification of customer, list and create sales tasks, create responses) CCS is the main FE for prospects in the call-center-inbound process (Identification of prospects, list and create sales tasks, create responses)

As-is IS-Landscape Retail plus scope of project CA$H-3

Beispiel Terminleitsystem Solution Architecture Principles



Accounts Platform


Custody Platform

Retail Core Banking

MB Core Banking


Systemlandkarte Retail im Umfeld TLS incl. Lifecycle (before view)







Mak

reti

ng

Sys

tem

Per

form

ance

Man

agem

ent

Sys

tem

Pro

du

ct D

esig

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Co

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Sys

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Cu

st.-

Pro

d.-

Pro

cess

.-P

rofi

t. S

yste

m


Platform

Internet

MobileSF

External

ATM

IVR

CC

Branch


Branch Advisory

Branch

Contracting

Branch

Service

Internet Frontend


Acco

un

tin

g a

nd

Rep

ort

ing

Pla

tfo

rm

Cro

ss

Fu

nctio

nality

Lending

Accnts&Paymts

Savings

Assets

Insurance


Service

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

CR Master


Prospect Master


Accnts&Paymts

Savings

Process Engine


Component(s) introduced or displced

Existing components updated/integrated

KBP Backend

Gre

enb

oo

k

BIW

KBP2

PIB

KBP2-CRM

KBP Backend

IIW-CCS

Notes

KBP3-CRM

Trading Platform



Accounts Platform


Custody Platform

Retail Core Banking

MB Core Banking








Mak

reti

ng

Sys

tem

Per

form

ance

Man

agem

ent

Sys

tem

Pro

du

ct D

esig

n S

yste

m

Co

mm

issi

on

Sys

tem

Cu

st.-

Pro

d.-

Pro

cess

.-P

rofi

t. S

yste

m


Platform

Internet

MobileSF

External

ATM

IVR

CC

Branch


Branch Advisory

Branch

Contracting

Branch

Service

Internet Frontend


Acco

un

tin

g a

nd

Rep

ort

ing

Pla

tfo

rm

Cro

ss

Fu

nctio

nality

Lending

Accnts&Paymts

Savings

Assets

Insurance


Service

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

Lending

Accnts&Paymts

Savings

Assets

Insurance

Accnts&Paymts

Savings

CR Master


Prospect Master


Accnts&Paymts

Savings

Process Engine


Component(s) introduced or displced

Existing components updated/integrated

IIW-CCS

Trading Platform

Gre

enb

oo

k

BIW

PIBKBP Backend

KBP Backend

IIW-TLS-Appointm-FE TLS-Appointm-BE

TLS-Capacity-BEIIW-TLS-Capacity-FE

IIW-Bus.Partner-FEIIW-TLS-Response-FE


Systemlandkarte Retail im Umfeld TLS incl. Lifecycle (after view)


Impact TLS auf die Service LandschaftNutzung bestehender und Schaffung neuer Business Services

Mapping to Target Application Model ProjectBusiness Object Payments Deposits Sec&MF Other

BO-Interface

ServiceTarget-Channel

AZ

V

DA

U

DT

A

SO

R

KU

K (

PR

I/GE

K/S

PA

)

EK

I

UM

S

DE

P

DO

S

FS

P

ZE

N

DO

B (

TIF

)

ED

O

PIB

KB

P-B

acke

nd

TL

S-B

acke

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AppointmentAppointment_Planning all X TLSAppointment_Execution all X TLSCapacity_Planing all X TLS or no ServicesResource_Management all X TLS or no ServicesSales_Schedule all X TLS or no Services

Business_Partner/Involved_Party all as isCustomer_Information all X as isProspect_Information all X TLS

createProspect01 all X TLSchangeProspect01 (contact info, ...) all X TLSlistProspect X TLS

Operational_CRM all X TLSAppointment_Shadow all X TLSResponse_Creation all X CA$HSales_Task_Management all X CA$HBP_Initiated_Contact all X TLS

Fachliches Objekt

Gruppe von Services


Beispiel Terminleitsystem Logisch Gesamtblaupause

Sal

es

Bac

k E

ndB

ack

End

KBP BE

KBP DB

TLS BE

Appointment Capacity

Ret

ail

Sal

es C

on

tro

lR

etai

lS

ales

Co

ntr

ol

Pro

cess

ing

Pro

cess

ing

IIW-Customer/ Prospects

Infrastructure Services

GR

B C

ore

Ban

king

App

licat

ions

PIB


ESB Infrastructure

IIW-TLSAppointm.

IIW-TLSPlanning

IIW-TLSDispatching

IIW-CCSCall Center

IIW-TLSResponses

AuthorizationSEB Security

SMS Gateway

Prospects Appointm.Shadow

CustomerMasterData

ServiceAuthentification

and Authorisation

• Update CRM Info

• List Sales Tasks

CSI-WSG

KBP-2

Greenbook

• Search Customer

Fro

nt E

nd

Provided byventure TLS

Capture

as-is orother project

TechnicalInfrastructure

CRMCustomer-

Shadow

KBP-WSGKBP-WSG KBP-WSGKBP-WSG

Appointm.Availability

Capacity

TLS-WSGTLS-WSG

AdvisoryProfiles

BIW

Direct interface KBP-Greenbookbecause of as-is solution

Su

pp

ort

ing

Ap

plic

atio

ns

• Search prospect

• Create prospect

• List/get Appointment


Agenda













Stärken, Schwächen und Ausblick

Strategisches Architekturmanagement�Stärken

• Aktive Bebauungsplanung• Einbindung in Planungs- & Steuerungsprozesse• Ausgereifte Methodik• Akzeptanz im Business

�Problempunkte• Decision Point 1 wird z.T. vernachlässigt• Projektdruck führt zur Vernachlässigung der

strategischen Perspektive – viel bottom-up– zu wenig Kommunikation des IT-Target– wenig Zeit für Wissensaktualisierung

• Zu wenig Initiative des Business bei Aktualisierung strategischer Anforderungen

• Kein Repository für wichtige Artefakte

Operatives Architekturmanagement�Stärken

• Verzahnung Strategie- und Projektebene• Aktive Steuerung der Lösungsarchitektur

wichtiger Projekte• Sehr hoher Beteiligungsgrad

�Problempunkte• Projektdruck führt zu

– Qualitätsverlusten – wenig Zeit für Wissensaktualisierung

• Keine aktive Qualitätssteuerung nach Decision Point 2

• Kein nachhaltiges Lifecycle Management• Kein Repository für wichtige Artefakte

�Bewusste Balance von Phasen mit Projektfokus und solchen mit Strategiefokus�Bewusste, zeitweilig stärkere Gewichtung der Kommunikation�Stärkere Gewichtung Decision Point 1 beim Vorhabenportfoliomanagement�Einführung von „Wissenstagen“ (extern gestaltet)�Stärkere Gewichtung Lifecycle Management�Repository-basierte Werkzeugunterstützung (EAM-Tool)???


Fazit

Die größte Falle beim Architekturmanagement ist die übermäßige Formalisierung von Architekturen zu Ungunsten der permanenten Kommunikation mit Business- und IT-Management, Projektleitern, Systemverantwortlichen und Projektmitarbeiter.

Nur unter diesem Blickwinkel kann sich die Investition in „Enterprise Architecture Management Werkzeuge“ dauerhaft als sinnvoll erweisen.

IT-Unternehmensarchitekten müssen die Fähigkeit besitzen und bewahren, die Rolle des Projektarchitekten auszufüllen.

Architekturmanagement bei der SEB AG · funktional sein und folgende Anforderungen erfüllen ......

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Transcript of Architekturmanagement bei der SEB AG · funktional sein und folgende Anforderungen erfüllen ......