Read JAOO 2009 text version

Alignment of Business, IT strategy and Enterprise Architecture.

Jes Rude Dragsted Head of IT-architecture and design [email protected] +45 24 42 69 73

www.atp.dk

Agenda

· Presentation of ATP. · Customers. · Characteristics. · Organisational story. · Overview - Connection between IT and the business. · Enterprise architecture. · Key challenges. · Business. · IT. · Lessons learned.

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Nearly all Danes are customers in corporate ATP

4.5 million Danes will at some point in time during their life use some of ATPs services in one way or another. Hereby ATP is the foundation in the Danish welfare security infrastructure.

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Business characteristics

Low unit costs. Economies of scale through standardised processes data flows. Simplicity and efficiency in the process setup Heavy batch organisation.

All of which should have been taken into consideration before starting the transformation.

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Corporate ATPs customers

Regulated customers Pension ATP Education SP Illness Maternity SUPP LD Vacation Salary under special circumstances Money in = money out AER AES FerieKonto LG Barsel.dk Market based customers Pension and Money in = money out PensionDanmark JØP (Unit Link) DA-Barsel Kompetencefonde Sundhedsordning

Pension

ATPs core competency and basis for future growth.

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Customers importance for ATP.

Poten tial

A P A B C D E F G I J K L M N

Low Medium High

ATP SP SUPP Feriekonto AES AER LG Barsel.dk DA Barsel Finansieringsbidrag Pensiondanmark JØP Sundhedsordning Kompetenceudviklingsfonde Personal Accounts - UK Page 6

High

B I N O F E J D M C G K

L

Medium

Low

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Comple xity

O P

Overview - Connection between IT and business

Adjusted 2009 Adjusted 2009

Strategy focus

Business strategy

ITstrategy

Enterprise focus

Opportunities and trends

Enterprise Architecture (EA)

Definition of the high level principles models and guidelines that will ensure functional and technical solution are supporting the business and IT strategy.

Establishment of the business foundation and the new IT infrastructure will be completed in 2010

Technological opportunities and trends

Transition plan

Project- and solution focus.

Corporate portfolio

Adjusted through a release structure. Adjusted through a release structure.

Corporate technical focus.

Technical infrastructure

www.atp.dk

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The organisational story - ATP's organisation

ATP board

Internal revision

CEO

Legal

Press

Risk management and investment support

CIO (investment)

COO

CFO

Investments

Actuaries

Business development

Customer service

HR, communication & Internal Service

IT

Economy

www.atp.dk

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Agenda

· Presentation of ATP. · Customers. · Characteristics. · Organisational story. · Overview - Connection between IT and the business. · Enterprise architecture. · Key challenges. · Business. · IT. · Lessons learned.

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Enterprise architecture in ATP

Enterprise Architecture is decided in the top management and contains - Strategically statements. - Architecture principles. - An Enterprise architecture framework.

Architecture steering committee across business and IT

www.atp.dk

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ATP's enterprise architecture framework

Strategy Stakeholders Process Information Solution Technology

C onc eptual level

EA principles EA principles Business Strategy Business Strategy IT Strategy IT Strategy Legislation Legislation Stakeholder Model Stakeholder Model (named customers, (named customers, suppliers etc.) suppliers etc.)

Business Business Processes ("fish") Processes ("fish") Services C atalogue Services C atalogue

C onceptual Models C onceptual Models

Functional domains Functional domains Solution Portfolio Solution Portfolio

Infrastructure Infrastructure domains domains Business patterns Business patterns

Design Principles Design Principles

Logical level

Development Development Process Model Process Model Project Management Project Management Model Model

ATP's organisation ATP's organisation diagram diagram Role Model Role Model

Solution designs Solution designs Business workflows Business workflows Administrative Administrative procedures procedures

Information Models Information Models Logical Datamodels Logical Datamodels Data Warehouse Data Warehouse models models

Systemportefølje Systemportefølje Servicekatalog Servicekatalog Use cases Use cases Technology Patterns Technology Patterns Technology Models Technology Models

Operational level

C omponent Models C omponent Models Instructions Instructions Security Model Security Model Domain specific Domain specific solution designs solution designs IT Workflows IT Workflows Physical Datamodels Physical Datamodels Portlet Specifications Portlet Specifications Output specifications Output specifications ... ... Technical Technical Infrastructure Infrastructure Models Models

Implementation level

JJob execution ob execution Security Profiles Security Profiles Documentation Documentation of operation of operation Database Tables Database Tables Programs Programs

Technical Technical Implementation Implementation Models Models

www.atp.dk

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ATP's 10 EA principles - status

1. 2. 3. Functionality is developed once ATP functionality is developed once and reused across business services, pension schemes and support functions whenever possible. That means that all functionality is constructed in a way that makes it possible to incorporate future requirements from similar products and schemes with only minor customisation. Optimisation of ATP's business processes ATP simplifies and automates processes whenever possible. Not only core processes but also support, development and IT service management processes. Portfolio Management ATP views solutions, systems and infrastructure components vital to maintaining operational excellence. The assets are regularly evaluated, maintained and if necessary upgraded or replaced and therefore ATP operates a modern and cost-effective IT infrastructure. Strategic process importance qualify its implementation Processes are divided into three categories of importance ­ high, medium and low. Architectural guidelines and recommendations apply to all categories whereas the level of quality/rigor increases with strategic importance. Formalised and standardised information The information models in ATP are the only source of the definitions of business concepts and the relationships between the concepts. All concepts and the relation between them are created and maintained here. Security ATP Group complies with data security standard DS484, based on ISO17799, and has decided to adopt the highest classification for all data including strong authentication of sender and receiver, confidentiality, integrity, refutability and logging. Loose coupling ATP's IT solutions are based on the principle of loose coupling. Systems in general are developed with minimal assumptions between sending and receiving parties, thus reducing the risk that a change in one application or module will force a change in another application or module. Robustness IT solutions and underlying systems and infrastructure must be robust and stable and ATP's testing discipline use rigorous methods to ensure the robustness of ATP's solutions. A substantial amount of effort is put into the test process including performance test, simulation test, fault seeding and injection tests. Scalability and performance All components in the ATP IT architecture have to be scalable and able to perform with high volumes of data. Architecture and methodology focus ATP and suppliers work methodically against a set of agreed upon guidelines. The guidelines are laid down by enterprise architecture, quality assurance, governance, the development model, and design principles. This applies both internally and in cooperation with external suppliers.

4. 5. 6.

7.

8.

9. 10.

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What is driving the future development of the Enterprise Architecture

Driving Forces

A general acceptance that change is needed. Backup from the IT senior management. Changes to the existing IT setup is very much needed. A World class pension fund needs a world class IT architecture.

Restraining Forces

Tight economy removes focus from IT architecture to design. Short term focus among senior management. Employees in the department with nearly no ATP experience.

EQUILIBRUM

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Agenda

· Presentation of ATP. · Customers. · Characteristics. · Organisational story. · Overview - Connection between IT and the business. · Enterprise architecture. · Key challenges. · Business. · IT. · Lessons learned.

www.atp.dk Page 14

Domain setup ­ original

80-90 % of the caseworker load is taken place in the portal

External Communicatio n

Portals

Call Centre

Workflow

workflow is supporting all processes in an end to end perspective.

Payment In and Out

Al communication between domains are 100 % synchronous SOA enabled.

Document management and journalising

The core

UnitLink

Simple calculation

Pure domains without redundancy in the given areas.

Funds

Stakeholder management

ERP

Infrastructure

Data Warehouse

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Domain setup ­ today

20-30 % of the caseworker load is taken place in the portal

External Communicatio n

Portals

Workflow

Call Centre

Workflow

workflow is partly implemented as "place holder" for notifications.

Payment In and Out

W orkflow

Stakeholder m anagem ent

Workflow

Document management and journalising

The core

Stakeholder m anagem ent

All communication between domains is being done trough a SOA infrastructure (asynchronous) either through new or old technology.

UnitLink

Simple calculation

Stakeholder m anagem ent

Some redundancy in the domains in order to solve performance issues.

Funds

Stakeholder management

ERP

Infrastructure

Data Warehouse

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ATP's business domains

Communication

External Communication Call Centre Portal Document Management CRM

Key domains are the following: 1. Payment In and Out.

Contribution and Payment

Core business

Core 1 Core 2

2. Core 1.

UnitLink

3. Internal and external integration.

Asset Management

4. Portal. Key business related challenges are:

Master data & Analysis

1.Customer Master Data theData Warehouse and hence Leverage on IT platform Finance bringing new customers into the platform. 2. Insufficient specification of functionality needed. Infrastructure

Workflow Security Integration

Road map for each domain is being developed once a year. www.atp.dk

June 2009 © atp

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· Mainframe: DB2, WebSphere MQ, CA7 · Windows: WebSphere Message Broker,

ATP's high level technology setup

· Windows: WebSphere Portal, Lotus Web Content Management · Unix: DB2 · Mainframe: IBM DB2 Content Manager, IBM Content Manager OnDemand, CA7 · Windows: Kofax, ISIS Papyrus Objects, DokPapyrus, WebSphere Application Server, WebSphere Information Integrator Content Edition

Document Management CRM

Communication

External Communication Call Centre Portal

Key technologies are the following: · IBM: Websphere, Papyrus, DB2 Core business · SAP: SAP

UnitLink

· 100 % outsourced

· Windows: Genesys 7.5 · PABX: Ericsson MD 100

· Windows: .Net · Unix: DB2

Core 2

Contribution and Payment

Core 1

· Unix: SAP, DB2

· Edlund (local Danish vendour): MS.net

Asset Management

· Unix: SAP, DB2 · 100 % outsourced · Mainframe: SAS, DB2

Key technology related challenges are:

· Windows: WebSphere Application Server, DB2

Master data & Analysis 1. Insufficient use of the SOA infrastructure Customer Master Finance ­ e.g. globalData Data Warehouse workflow logging, real management etc. Infrastructure 2. Do the current organisational setup Workflow support agile development and hence a Security Integration short time to market?

· Windows: SAP, MS SQL Server

· Windows: WebSphere Application Server · Unix: DB2 · Mainframe: DB2

· Windows: WebSphere Process Server · Unix: DB2

3. Inadequate development process Manager, · Windows: Tivoli Identity and Tivoli Access Manager hence some immature applications. · Unix: DB2

· Windows: WebSphere Message Broker · Unix: DB2 · Mainframe: WebSphere MQ

www.atp.dk

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Learning Points

· Enterprise architecture needs to be developed and maintained jointly between IT and the business. · Keep focus on standardising and reusability. · Understand the business and implement the architecture on the basis of the business characteristics ­ not the other way. · Simplicity in the architecture where possible. · Make your own experience with SOA. · Enterprise Architecture is not static. · The architects need to participate in the projects. · Make operational principles everybody can apply to. · Start the implementation in small steps.

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Information

JAOO 2009

19 pages

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