Architekturmanagement bei der SEB AG · funktional sein und folgende Anforderungen erfüllen ......
Transcript of 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
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„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
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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:5
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
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Ein führender Finanzdienstleister in Nordeuropa
� >5 Millionen Kunden� 3 Millionen Internet Kunden� 600 Filialen� 20.000 Mitarbeiter� Standorte in 20 Ländern
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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
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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)
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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
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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
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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:13
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
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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
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„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
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„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)
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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
„AM bei der SEB – HPI V1.0” Seite:18
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
„AM bei der SEB – HPI V1.0” Seite:19
IT-V
orha
ben
-Por
tfolio
Architekturmanagement-AnsatzStatische Sicht
Geschäftsstrategie
Geschäftsarchitektur
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
„AM bei der SEB – HPI V1.0” Seite:20
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
Geschäftsarchitektur
Geschäftsarchitektur
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
„AM bei der SEB – HPI V1.0” Seite:21
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
„AM bei der SEB – HPI V1.0” Seite:22
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:23
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
…
…
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
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
1-2 Releases per year
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:24
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:25
Product Leadership
Service Quality & Process
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
No product responsibility
Service
xxxx
Service
CRE
xxxx
CRE
xxxx
Med-xxxx
CRE
Risk
xxxx
No product responsibility
Risk
Risk
xxxx
MB
xxxx
MB
xxxx**
MB
xxxx*
* means competive position
Stragische Positionierung SEB in Deutschland
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:26
Positionierung des Geschäftsfeldes Retail & strategische Business Treiber
Product Leadership
Service Quality & Process
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
englischem Orginaldokument entnommen
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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:
• 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
Set up Retail Sales Control and Performance Management
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:28
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
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 Management
CRE Sales & Customer Services
Custody
Trading Treasury
Asset Management Services
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:29
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
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 Management
CRE Sales & Customer Services
Custody
Trading Treasury
Asset Management Services
Common data sources for market data
Data quality driven optimization of static data sources
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:30
Beispiel: IS-Strategie-Statement des Geschäftsfeldes Retail
englischem Orginaldokument entnommen
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
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 Management
CRE Sales & Customer Services
Custody
Trading Treasury
Asset Management Services
1
2
3
„AM bei der SEB – HPI V1.0” Seite:31
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:32
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
Loan Processing Platform
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
Retail Sales Platform
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
Retail Sales Platform
Retail Information Warehouse
Sales Processing Steering &Control(Bank Mgt.)
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
Attended Channel Platform
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
Loan Processing Platform
Accounts Platform
Payment Processing Platform
Custody Platform
Retail Core Banking
Product&ArrangementSystem
MB Core Banking
Customer Master System
Trading Platform
focus of extension of Retail system portfolio
Produkt/Kanal/Prozess
„AM bei der SEB – HPI V1.0” Seite:34
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:35
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
Retail Information Warehouse
Sales Processing Steering &Control(Bank Mgt.)
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
Retail Sales Control
Platform
Internet
MobileSF
External
ATM
IVR
CC
Branch
Attended Channel Platform
Branch AdvisoryBranch
ContractingBranchService
Internet Frontend
Direct Channel Platform
Cro
ss
Fu
nc
tion
ality
Lending
Accnts&Paymts
Savings
Assets
Insurance
Lending
Accnts&Paymts
Savings
Assets
Insurance
CC Advisory CC ContractingCC
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
Appointment Management System
Prospect Master
Capacity Management System
Accnts&Paymts
Savings
Process Engine
Document Management SystemWorkflow Management System
Loan Processing Platform
Accounts Platform
Payment Processing Platform
Custody Platform
Retail Core Banking
Product&Arrangement System
MB Core Banking
Customer Master System
Trading Platform
„AM bei der SEB – HPI V1.0” Seite:36
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:37
„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
„AM bei der SEB – HPI V1.0” Seite:38
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
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:39
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
englischem Orginaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:40
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
„AM bei der SEB – HPI V1.0” Seite:41
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
„AM bei der SEB – HPI V1.0” Seite:42
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 ......................................................................
„AM bei der SEB – HPI V1.0” Seite:43
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:44
�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
„AM bei der SEB – HPI V1.0” Seite:45
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:
• 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
Improvement of Data Management and Quality
Consolidation Loan Processing Platform
Business Drivers addressed by the venture englischem Orignaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:46
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
Retail Bebauungsplan; Information Model Retail Sales Platform
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
Retail Bebauungsplan; Information Model Retail Sales Platform
Beispiel Terminleitsystem Information Architecture Principles
englischem Orignaldokument entnommen
„AM bei der SEB – HPI V1.0” Seite:47
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
Retail Bebauungsplan; Information Model Retail Sales Platform
SAP02 Appointments & CRM data
Relationship of appointments to CR Data is maintained in the TLS-Appointment- Frontend
Retail Bebauungsplan; Information Model Retail Sales Platform
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.
As-is IS-Landscape Retail and project scope of TLS
SAP06 Call centre outbound application
KBP-2 (plus Dialer) is the main FE-application for operational CRM in the call-center-outbound process
As-is IS-Landscape Retail and project scope of TLS
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
englischem Orignaldokument entnommen
Loan Processing Platform
Accounts Platform
Payment Processing Platform
Custody Platform
Retail Core Banking
MB Core Banking
„AM bei der SEB – HPI V0.3” Seite:48
Systemlandkarte Retail im Umfeld TLS incl. Lifecycle (before view)
Sales Processing Steering &Control(Bank Mgt.)
Advisory Contract Services Settle-ment ClearingInfo
Retail Sales Platform
Product&ArrangementSystem
Retail Information Warehouse
Customer Master System
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
Attended Channel Platform
Branch Advisory
Branch
Contracting
Branch
Service
Internet Frontend
Direct Channel Platform
Acco
un
tin
g a
nd
Rep
ort
ing
Pla
tfo
rm
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
CR Master
Appointment Management System
Prospect Master
Capacity Management System
Accnts&Paymts
Savings
Process Engine
Document Management SystemWorkflow Management System
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
Produkt/Kanal/Prozess
Loan Processing Platform
Accounts Platform
Payment Processing Platform
Custody Platform
Retail Core Banking
MB Core Banking
„AM bei der SEB – HPI V0.3” Seite:49
Sales Processing Steering &Control(Bank Mgt.)
Advisory Contract Services Settle-ment ClearingInfo
Retail Sales Platform
Product&ArrangementSystem
Retail Information Warehouse
Customer Master System
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
Attended Channel Platform
Branch Advisory
Branch
Contracting
Branch
Service
Internet Frontend
Direct Channel Platform
Acco
un
tin
g a
nd
Rep
ort
ing
Pla
tfo
rm
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
CR Master
Appointment Management System
Prospect Master
Capacity Management System
Accnts&Paymts
Savings
Process Engine
Document Management SystemWorkflow Management System
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
Produkt/Kanal/Prozess
Systemlandkarte Retail im Umfeld TLS incl. Lifecycle (after view)
„AM bei der SEB – HPI V1.0” Seite:50
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
nd
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
„AM bei der SEB – HPI V1.0” Seite:51
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
Retail Information Warehouse
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
„AM bei der SEB – HPI V1.0” Seite:52
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:53
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)???
„AM bei der SEB – HPI V1.0” Seite:54
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.