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Business Consulting Services
© Copyright IBM Corporation 2004
Methodology: From Component Business Model to Service Oriented Architecture
Nuernberger Kreis – Softwaretag: 7. May 2004
Karin DuermeyerDistinguished Engineer & IBM Academy of Technology MemberIBM Web Services Technology Council Member IBM Global Services
CBM-SOA_KD(05052004).ppt | 5. May 20042
Business Consulting Services
© Copyright IBM Corporation 2004
Agenda
Component Business Modeling - Motivation- Definitions, Metamodel
- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture
From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model
Service Offerings, Products and Education are available
CBM-SOA_KD(05052004).ppt | 5. May 20043
Business Consulting Services
© Copyright IBM Corporation 2004
Greater Flexibility Required From Business Models And The Supporting IT Architecture
Flexible Business
TransformationBusiness Process Outsourcing
Mergers, Acquisitions & Divestitures
Flexible IT
On demand Operating Environment
Requires
ComposableServices(SOA)
ComposableProcesses
(CBM)Component
Business Modeling
Development Infrastructure Management
Service Oriented Architecture (SOA)
Software Development Integration
InfrastructureManagement
CBM-SOA_KD(05052004).ppt | 5. May 20044
Business Consulting Services
© Copyright IBM Corporation 2004
To address our clients’ business issues, we developed an approach that effectively links business and technology
Integrated Response
Business ModelBusiness Model
TechnologyTechnology
Business ProcessBusiness ProcessPOVBusiness
Issue
POVBusiness
Issue
Companies Business Model
Infrastructure
Component Business Model (CBM)
Operating Environment
CBM + Operating Environment
CBM-SOA_KD(05052004).ppt | 5. May 20045
Business Consulting Services
© Copyright IBM Corporation 2004
We have defined Component Business Maps for multiple industries. They are used to frame many different questions
Where are the core and non-
core activities?
What shape is my organisation in the
future?
What are the current business priorities
Where are the key programmes impacting?
Who do I partner with to deliver the end to end value?
What are the priorities for Technology?
FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
CBM-SOA_KD(05052004).ppt | 5. May 20046
Business Consulting Services
© Copyright IBM Corporation 2004
A component business map is a tabular overview of a business
Control
Execute
Direct Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Production Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
Customer Dialogue
Contact Routing
StaffAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning
Portfolio Planning
Account Planning
Sales PlanningFulfillment Planning
Fulfillment Planning
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
An Operational Level characterises the scope of decision making. The three levels used in CBM are direct, control and execute.
Direct is about strategy, overall direction and policy.
Control is about monitoring, managing exceptions and tactical decision making
Execute is about doing the work
CBM-SOA_KD(05052004).ppt | 5. May 20047
Business Consulting Services
© Copyright IBM Corporation 2004
Example component business model for the credit card industry:
CBM-SOA_KD(05052004).ppt | 5. May 20048
Business Consulting Services
© Copyright IBM Corporation 2004
A Business Component is a part of an enterprise that has the potential to operate semi-independently, as a separate company, or as part of another company.
A business component- Has discrete boundaries, defined by the
services that it uses as inputs and offers as outputs
- Includes the resources, people, technology and know-how necessary to deliver some value
- Is ‘black box’ in that the users don’t need to see the business activities that are inside
- Can be (mostly) neatly separated—provides logical ‘cleave points’
- Can have attributes, such as cost, revenue, importance to the business, etc.
Business services- are goods or services that a business
component offers to other business components and/or to external parties
Component NameMarket Segment
Planning
DescriptionTo analyze markets and derive targets
Component NameMarket Segment
Planning
DescriptionTo analyze markets and derive targets
Services Used
Services Offered
CBM-SOA_KD(05052004).ppt | 5. May 20049
Business Consulting Services
© Copyright IBM Corporation 2004
A business process can be represented as a collaboration among business components.
Component NameMarket Segment
Planning
DescriptionTo analyze segments
and derive targets
Component NameMarket Segment
Planning
DescriptionTo analyze segments
and derive targets
Component NameBusiness Strategy
DescriptionDefine business
strategy
Component NameBusiness Strategy
DescriptionDefine business
strategy
Component NameSegment Tracking
DescriptionTrack target segments
Component NameSegment Tracking
DescriptionTrack target segments
Business Plans
Tracking Models & TargetsMarket
Events
To “Product Management”
business component
Product Portfolio Updates
Product Portfolio Updates
New product ideaOr
Competitive business need
CBM-SOA_KD(05052004).ppt | 5. May 200410
Business Consulting Services
© Copyright IBM Corporation 2004
An initial metamodel of CBM has been defined to strengthen further development.
Operational Level
Business Service
providesuses evaluated by
Business
Business Competency
0..n
0..n0..n
0..n
0..n
0..n
0..n
Business Component
Business Activity
Business Process
0..n
0..n
Strategic Capability
EvaluationCriterion
0..n 0..n
strategy enabled
by
0..n
1
1
1
consists of
classifies
1 1
classifies
contains
may be built from
0..n
1
contains
0..1
CBM-SOA_KD(05052004).ppt | 5. May 200411
Business Consulting Services
© Copyright IBM Corporation 2004
Key “Services” provided by a Business Component can be leveraged by multiple Business Processes that cut across the enterprise.
In this example, Loan Underwriting business component, provides two Business Services namely Accept_Loan_Application & Check_Loan_ Application_Status.
Both of these Services can be leveraged by multiple variations of Loan_Application_Submission process executed by various actors including Call Center Operators, Customers who are performing Self-Service on the Web, or Data entry professionals who scan and OCR loan applications submitted by snail mail.
Cus
tom
erR
elat
ions
hip
Man
agem
ent
Port
folio
/Ris
k M
anag
emen
t
Loan
O
rigin
atio
n an
d Se
rvic
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Acc
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and
Aud
it
Rec
onci
liatio
n an
d Se
ttlem
ents
Fina
nce
Planning &
Analysis
Monitor & Control
Operations & Execution
Regulatory & Compliance
Budgeting & Forecasting
Portfolio Management and
Hedging
Customer Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk Management
Pipeline Management
Collateral Analysis
Marketing and Syndication
Collateral Management
Portfolio Risk Management
Trading Management
Loan Portfolio Acquisition
Market Risk Management
Research Analytics
Loan Funding & Setup
Loan Servicing & Administration
Pricing
Document Management
Reconciliation and Control
Cash Control
Treasury Management
Compliance Guidelines &
Control
ManagementReporting
Financial Reporting
GL & Accounting
Operational Control
Cus
tom
erR
elat
ions
hip
Man
agem
ent
Port
folio
/Ris
k M
anag
emen
t
Loan
O
rigin
atio
n an
d Se
rvic
ing
Acc
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and
Aud
it
Rec
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liatio
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Fina
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Planning &
Analysis
Monitor & Control
Operations & Execution
Cus
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hip
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ent
Port
folio
/Ris
k M
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O
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and
Aud
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Cus
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and
Aud
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ttlem
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Fina
nce
Planning &
Analysis
Monitor & Control
Operations & Execution
Regulatory & Compliance
Budgeting & Forecasting
Portfolio Management and
Hedging
Customer Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk Management
Pipeline Management
Collateral Analysis
Marketing and Syndication
Collateral Management
Portfolio Risk Management
Trading Management
Loan Portfolio Acquisition
Market Risk Management
Research Analytics
Loan Funding & Setup
Loan Servicing & Administration
Pricing
Document Management
Reconciliation and Control
Cash Control
Treasury Management
Compliance Guidelines &
Control
ManagementReporting
Financial Reporting
GL & Accounting
Operational Control
Regulatory & Compliance
Budgeting & Forecasting
Portfolio Management and
Hedging
Customer Relationship
Trade Execution
Credit Analysis
Loan Underwriting
Bank Policies and Procedures
Credit Risk Management
Pipeline Management
Collateral Analysis
Marketing and Syndication
Collateral Management
Portfolio Risk Management
Trading Management
Loan Portfolio Acquisition
Market Risk Management
Research Analytics
Loan Funding & Setup
Loan Servicing & Administration
Pricing
Document Management
Reconciliation and Control
Cash Control
Treasury Management
Compliance Guidelines &
Control
ManagementReporting
Financial Reporting
GL & Accounting
Operational Control Loan Underwriting
Accept Loan Application
Check Loan Application Status
CBM-SOA_KD(05052004).ppt | 5. May 200412
Business Consulting Services
© Copyright IBM Corporation 2004
According to the strategic goals, different attribution should be applied
FinancialManagement
Customer Accounting
CustomerService and
Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministratio
n
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/L
Product Directory
Product Development and
Deployment
Marketing
Market Research
Planning and Oversight
Managing Products
Sector Marketing Plans Customer
Portfolio Analysis
Credit and Risk Management
Application Processing
Credit Decisioning
Target ListsCustomer Profile
Contact/Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting
Policies
Product Operations
Management
Risk ManagementCustomer Servicing and
Sales Planning
FinancialManagement
Customer Accounting
CustomerService and
Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministratio
n
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/L
Product Directory
Product Development and
Deployment
Marketing
Market Research
Planning and Oversight
Managing Products
Sector Marketing Plans Customer
Portfolio Analysis
Credit and Risk Management
Application Processing
Credit Decisioning
Target ListsCustomer Profile
Contact/Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting
Policies
Product Operations
Management
Risk ManagementCustomer Servicing and
Sales Planning
Business Component Model
The ValueChain
Planning Analysis & Refinement
Execution and (S)TP
Monitor and Manage
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BusinessActivity Level
Operations P lanning
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Contract &Policy Setup
Channel Management
Campaign Management
Alliance Management
Product Management
Manufacturing P lanning Distribution
P lanning
Operational Control
Financial Control
Accounting &Finance P lanning
Asset & Liability Management
Funds Management
Trading
General Ledger
Treasury
Claims processingContact
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Inforce Processing
Check Processing
Contract Administration
Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commissions
End-customer marketing
Campaign Execution
Product Development
Sales Support
End-Consumer Sales
Conservation
Human Resource
Business P lanning
Management Manual
Advisor/ Intermediary AdministrationAdvisor/Intermediary Setup
Wholesales
Product ProfileImplementation
Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Business Component “Heat Maps”
t
t
Fin
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Fin
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Financial Control
Accounting &Finance Planning
Asset & Liability Managemen
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Trading
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The ValueChain
Planning Analysis & Refinement
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BusinessActivity Level
Operations Planning
Service Management
Contract &Policy Setup
Channel Managemen
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Campaign Managemen
Alliance Management
Product Management
Manufacturing Planning Distribution
Planning
Operational Control
t
Claims processing
Contact Servicing
Inforce Processing
Check Processing
Contract Administratio
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Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commission
s
End- customer marketing
Campaign Execution
Product Developmen
Sales Support
End-Consumer
Sales
Conservation
Human Resource
Business Planning
Management Manual
Advisor/ Intermediary Administratio
nAdvisor/Intermediar
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Product ProfileImplementatio
n
Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Fin
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Fin
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Financial Control
Accounting &Finance Planning
Asset & Liability Managemen
Funds Management
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BusinessActivity Level
Operations Planning
Service Management
Contract &Policy Setup
Channel Managemen
t
Campaign Managemen
Alliance Management
Product Management
Manufacturing Planning Distribution
Planning
Operational Control
t
Claims processing
Contact Servicing
Inforce Processing
Check Processing
Contract Administratio
n
Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commission
s
End- customer marketing
Campaign Execution
Product Developmen
Sales Support
End-Consumer
Sales
Conservation
Human Resource
Business Planning
Management Manual
Advisor/ Intermediary Administratio
nAdvisor/Intermediar
y Setup
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Product ProfileImplementatio
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Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Goal: Quick financial wins
Value driver Capabilities Redundancies
Goal: Focus on Core competencies
Strategic values Differentiating activities
Goal: Strategic Flexibility
External relationships Impact on Time-to-market
Concept of Component Attribution
Source: IBM Institute for Business Value
CBM-SOA_KD(05052004).ppt | 5. May 200413
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© Copyright IBM Corporation 2004
Example path for change: Consumer goods industry
Strategy
Tactics
Execution
Product Management
CustomerRelationship
Manufacturing Supply Chain &Distribution
BusinessAdministration
Category/Brand Strategy
Brand P&L Management
Matching Supply and Demand
Marketing Development & Effectiveness
Product Ideation
Marketing Execution
Product Directory
Category/Brand Planning
Assessing Customer Satisfaction
Customer Insights
Account Management
Value-Added Services
Customer Account Servicing
Retail Marketing Execution
Customer Directory
Manufacturing Strategy
Supplier Relationship Management
Production and Materials Planning
Manufacturing Oversight
Supplier Control
Make Products
Plant Inventory Management
Manufacturing Procurement
Assemble/Pkg. Products
Distribution Oversight
Distribution Center Operations
Transportation Resources
En route Inventory Management
In-bound Logistics
Corporate Strategy
Alliance Management
Line of Business Planning
Business Performance Management
External Market Analysis
Organization and Process Design
Legal and Regulatory Compliance
Treasury and Risk Management
Facilities and Equipment Management
IT Systems and Operations
HR Administration
Customer Relationship Strategy
Customer Relationship Planning
Supply Chain Strategy
Supply Chain Planning
Out-bound Logistics
Accounting and GL
Indirect Procurement
Corporate Planning
Concept/Product Testing
Product Development
Product Management
Consumer ServiceIn-store Inventory Mgmt
Seek external provider / external utility
Transformational View
Consolidate and/ or create internal utility
No action
Integrate and redesign
CBM-SOA_KD(05052004).ppt | 5. May 200414
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© Copyright IBM Corporation 2004
We have defined a draft version of the Component Business Maps for 17 industries. They are used as references in customer engagements
Life Sciences (Pharma)
Electronics
Banking
Financial Markets
Telecommunication
Automotive
Retail
Consumer Packaged Goods
Media & Entertainment
Insurance
Travel & Transportation
Government (Steuerwesen)
Healthcare
Education
Aerospace & Defense
Chemical & Petroleum
Utilities
We have used the CBM Maps in engagements by:- Allianz- Dresdener- Nestle- Züricher Kantonalbank
CBM-SOA_KD(05052004).ppt | 5. May 200415
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© Copyright IBM Corporation 2004
There are several architectural building blocks that need to be provided to establish an On Demand operation environment (ODOE)
Source: IBM BCS, Technology as the Catalyst: “On Demand Technology Architecture Overview”, September 2003
USER
BUSINESS
Resource Virtualization Services
Utility Business Services
Business Function Services
Business Process Choreo graphy Services
Common Services
User AccessServices
Service Level Automation and Orchestration Services
User Interaction Services
InformationManagement
Services
Component BusinessServices
Enterprise Service Bus
Choreography
Personalization
Reporting
Custom Applications
Packaged Applications
Adaptation
Business Rules
Interaction Acquired ServicesCollaboration
PresentationConnectivity
Information Access
Information Integration
Analytics
Metadata
… … … …… …
Business Connections
Mediation, Messaging, EventsBusiness
Performance Management
BusinessService
BusinessService
BusinessService
BusinessService
BillingRatingMetering Services Peering Settlement
Application Services
Infrastructure Services
Availability Services
Security Services
Workload Services
Configuration Services
Problem Management
Data Placement
Server Storage Resource MappingNetwork Information …
…
…
CBM-SOA_KD(05052004).ppt | 5. May 200416
Business Consulting Services
© Copyright IBM Corporation 2004
USER
BUSINESS
Resource Virtualization Services
Utility Business Services
Business FunctionServices
Business Process Choreography Services
Common Services
User AccessServices
Service Level Automation and Orchestration Services
User Interaction Services
InformationManagement
Services
Component BusinessServices
Enterprise Service Bus
Choreography
Personalization
Reporting
Custom Applications
Packaged Applications
Adaptation
Business Rules
Interaction Acquired ServicesCollaboration
PresentationConnectivity
Information Access
Information Integration
Analytics
Metadata
… … … …… …
Business Connections
Mediation, Messaging, EventsBusiness
Performance Management
BusinessService
BusinessService
BusinessService
BusinessService
BillingRatingMetering Services Peering Settlement
Application Services
Infrastructure Services
Availability Services
Security Services
Workload Services
Configuration Services
Problem Management
Data Placement
Server Storage Resource MappingNetwork Information …
…
…
USER
BUSINESS
Resource Virtualization Services
Utility Business Services
Business FunctionServices
Business Process Choreography Services
Common Services
User AccessServices
Service Level Automation and Orchestration Services
User Interaction Services
InformationManagement
Services
Component BusinessServices
Enterprise Service Bus
Choreography
Personalization
Reporting
Custom Applications
Packaged Applications
Adaptation
Business Rules
Interaction Acquired ServicesCollaboration
PresentationConnectivity
Information Access
Information Integration
Analytics
Metadata
… … … …… …
Business Connections
Mediation, Messaging, EventsBusiness
Performance Management
BusinessService
BusinessService
BusinessService
BusinessService
BillingRatingMetering Services Peering Settlement
Application Services
Infrastructure Services
Availability Services
Security Services
Workload Services
Configuration Services
Problem Management
Data Placement
Server Storage Resource MappingNetwork Information …
…
…
The CBM and ODOE has been connect to define a logical path for change
Start with a “hot” component area – product identification
Define a model (e.g. with WBI Modeler) of the component to be transformed
Identify and design the required supporting infrastructure
Understand the underlying applications infrastructure and how it needs to change
CBM-SOA_KD(05052004).ppt | 5. May 200417
Business Consulting Services
© Copyright IBM Corporation 2004
Agenda
Component Business Modeling - Motivation- Definitions, Metamodel
- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture
From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model
Service Offerings, Products and Education are available
CBM-SOA_KD(05052004).ppt | 5. May 200418
Business Consulting Services
© Copyright IBM Corporation 2004
Service-oriented Architecture (SOA) is supported by a service oriented infrastructure. SOA can mean slightly different things, but definitions are converging…
SOA can be expressed as
a set of architectural principles which address characteristics such as modularity, encapsulation, loose coupling, separation of concerns, composable and single implementation.
an architectural style which requires a service provider, requestor and a service description.
as a programming model complete with standards, tools, methods and technologies such as web services.
Or, a set of business aligned I/T services that support an organization’s business process goals and objectives ……using interface-based service descriptions that decouple the provider and consumer through open standards and protocols…
CBM-SOA_KD(05052004).ppt | 5. May 200419
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© Copyright IBM Corporation 2004
MANAGED & SECURE ENVIRONMENTUser Authentication and management of Service Transactions
Elements Of An SOAExamples
BUILDCreating services from new or existing application functionality
Expose legacy CICS daily trading results data as a service
DEPLOYMaking services available for use
Make the service available through an application server
USEUsing services individually or in combination
Utilize service to incorporate CICS data as part of an executive dashboard
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IBM is Working with Customers at All Levels of SOA Adoption
Implementing Individual Web
Services
Service Oriented Integration of
Business Functions
Enterprise Wide IT
Transformation
On Demand Business
Transformation
Bus
ines
s V
alue
Creating services from tasks contained in new or existing
applications
Integrating services across multiple applications inside and
outside the enterprise for a business objective
An architected implementation enabling integration across business functions throughout an enterprise
Broad transformation of existing business models or the
deployment of new business models
Entry Points Based On
Business Priorities
1
2
3
4
CBM
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An SOA Requires Multiple levels in its architecture
Operational Systems
Service-Oriented Architecture
IBM AS/400
Business Process Architecture
Component-based Architecture
Mainframe
Presentation Architecture
Qo
S M
anag
emen
t &M
on
itorin
g
Integ
ration
Arch
itecture
(Service Integration B
us)
Object-oriented
CICS/COBOL
CRM, ERP
Business IntelligenceBusiness
Intelligence
Process Choreography
Composite Services
Portlets
5
4
3
2
1
6 7
Enterprise Components
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The SOA architecture
ComponentArchitecture
ApplicationArchitecture
ServiceArchitecture
Business Process
Architecture
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Roads to Service-Oriented Architecture
Top Down Modeling to
Identify Business Services
Application Renovation for
Service Exposure
Wrap Legacy Systems or
Packages by Service
Exposure
Model Driven Development with
Future Intent of Service Exposure
© 2004 IBM Corporation
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Service-oriented Method and Architecture (SOMA)
CBM
Top-down: business-driven Process, event and variation analysis
Bottom-up:Leverage Legacy thru
understanding and transformation
Business Services linkedTo Business Goals
Mo
de
l-drive
n: “L
et th
e to
ols
do
the
wa
lkin
g”
Specify IT Components, their services and flow
Legacy
Business Vision
Map components & Services to best technology,
Meeting QoS needs;Assemble worklfow
Service-o
rien
ted A
rchitectu
re
1
2
3 4 5
SOMA combines Business Vision with Modern and Legacy Assets
To achieve an SOA for On-demand
WB
I-Mo
de
ler
WS
AD
-IEM
od
ern
izatio
nW
orkb
en
ch
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Service Oriented Method & Architecture (SOMA) takes the initial partitioning of functional areas from CBM and uses subsequent steps to map to an SOA.
SOMA is identifying business aligned services that leverage legacy and are tied to business goals and choosing appropriate product and technology mappings
FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
SOMA
Domain
Decomposition
Subsystem
Analysis
Service
Allocation
Goal Model Creation(Goal-Service Graphs )
Components
Specification
Structuring
Enterprise Components and
Process Modules
Technology Realization
Mapping
Flow
Composition
Flow
Allocation
Internal/External
Flow
Specification
Leverage Assets
1
2
3
4
5
6
7
SOA
Fill gap
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Top-down is the business driven part providing a holistic analysis driven by business needs
A blueprint for enterprise component services is created that is then realized by a combination of existing legacy functionality and new development efforts
Goals, processes, rules and services are taken into account
Bottom-up part of the approach uses a characterization of the existing systems and components and how they map back to business function to help outline the assets available to realize each of the components.
Service Oriented Method & Architecture Combines top-down and bottom-up approaches to achieve an SOA
DomainDecomposition
SubsystemAnalysis
ServiceAllocation
Goal Model Creation(Goal-Service Graphs )
Components Specification
StructuringEnterprise Components and
Process Modules
Technology RealizationMapping
FlowComposition
FlowAllocation
Internal/ExternalFlow
Specification
Leverage Assets
Event And Message Spec
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SOMA is a Process with Seven Major Steps
Domain
Decomposition
Subsystem
Analysis
Service
Allocation
Goal Model Creation(Goal-Service Graphs )
Components
Specification
Structuring
Enterprise Components and
Process Modules
Technology Realization
Mapping
Business eco-system or value chain;Functional areas of the business Description;Decompose domain into subsystems (Business Context)
Analyze subsystems into business and Technology components and servicesAnd compose the flow for subset of process
Determine business goals, sub-goals and Services required to fulfill objectives
Assign services and flow to components;Refactor components as needed;Extricate logic and rules; partition (Legacy Code Assessment)
Specify details of components and Services and flows
Use design and architectural patterns andBest-practices to design internals of serviceComponents (Responsibility Matrix)
Build vs. Buy vs. Subscribe vs. TransformVs. Wrap; how will I realize my servicesComponent functionality? (Migration Matrix)
Flow
Composition
Flow
Allocation
Internal/External
Flow
Specification
Leverage Assets
1
2
3
4
5
6
7
Leverage existing assets : legacy, packageEtc.
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SOMA flow in a typical project
Technology Realization Mapping: Map Components, Services to Implementation
Current Business and Technical Architecture
Future Enterprise and Application Architecture
Decompose Business Domain
Identify Subsystems, Components, use cases
Specify Enterprise Components
Create Business Goal/Service Model Analyze Existing Assets
Componentize Legacy Systems
Allocate Services to Coarse-grained Components
ServiceRepository
Leverage ComponentService repository
1a
23
1b
4
6
7
Structure Enterprise Components using Patterns 5
Bottom-upTop-down
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FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
FinancialManagement
Customer Accounting
CustomerService and Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
Business Unit Administration
Manage Alliance Relationships
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/LProduct Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans Customer Portfolio
and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting) Customer Profile
Contact/ Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Management
Rewards Management
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
Billing TreasuryAuthorizationsSales and Cross-Sell
Service/ Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
SOMA
Domain
Decomposition
Subsystem
Analysis
Service
Allocation
Goal Model Creation(Goal-Service Graphs )
Components
Specification
Structuring
Enterprise Components and
Process Modules
Technology Realization
Mapping
Flow
Composition
Flow
Allocation
Internal/External
Flow
Specification
Leverage Assets
1
2
3
4
5
6
7
SOA
Fill gap
Use Service Integration Maturity Model (SIMM) Process to map CBM to SOMA
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Levels of Service-oriented Computing Maturity
Interface Based
Computing
Service Oriented
Computing
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Levels of Service-oriented Computing Maturity
Stage 1: Service Identification- Integration and Wrapping- Service Description
Stage 2: Line of Business Services- Componentization of existing functionality and integration with new
component-based technologies- Repository of common services and components- Reusability within the line of business
Stage 3: Enterprise Wide Services- Business architecture and business modeling- Orchestration and choreography of services- Reusability at the enterprise level
Stage 4: Services on Request- Autonomic Virtualization- Utility Services- Dynamically re-configurable
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Services Integration Maturity Model (SIMM)
Product Line 1
Product Line 2
Product Line 3
Line Specific
SilosSilos
IntegratedApplications
Stove TopApplications
Silos
Silos
Silos
ComponentApplications
ServiceOriented
Applications
ServiceOrchestration
VirtualizedServices
Specific and Shared
Specific and Shared
Specific and Shared
Non Redundant
Non Redundant
Non Redundant
Shared Services
Shared Services
Shared Services
Coordinated Services
Coordinated Services
Coordinated Services
Autonomous Infrastructure
Autonomous Infrastructure
Autonomous Infrastructure
ConfigurableBusiness Processes
Configurable Business Processes
Configurable Business Processes
EAI
Level 1 Level 3 Level 4 Level 5 Level 6 Level 7Level 2
DynamicallyConfigurable
Services
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A utility-based model; usage billing with variable price structure; pay-as-you-goOn demand versus product purchase
Business Process Orchestration with BPEL;Call/Invoke services provided by one component and required by the next; Externalize services for extra-organizational characteristics
Identify / specify and build components and their services across product lines; build the provider side; web services when many suppliers need access
Just-in-time integration and composition of services;Transaction-based billing; End-to-end extended enterprise integration; outsourcing transparent (outsourcing “interface”)
Silos, batch, Applications stove-piped to one business lineLots of redundancy; very low or non-existent reuse or common services. Information interchange a major challenge
Free up I/T spending on Maintenance for Enhancements; Consolidation/Migration, Web Enablement, Componentization, Wrapping with WS; Workflow; Coordinate Information Flow
Harmonize information Flow through message-oriented EAI approaches; leverage legacy systems and Functions through legacy integration & transformation
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Level 7
Stove TopApplications
IntegratedApplications
ComponentApplications
ServiceOriented
Applications
ServiceOrchestration
VirtualizedServices
DynamicallyConfigurable
Services
Description of Levels of Maturity
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Strategy
Tactics
Execution
ConsumerRelationship
CustomerRelationship
Manufacturing Supply Chain &Distribution
BusinessAdministration
Category/Brand Strategy
Brand P&L Management
Matching Supply and Demand
Marketing Development & Effectiveness
Product Ideation
Marketing Execution
Product Directory
Category/Brand Planning
Assessing Customer Satisfaction
Customer Insights
Account Management
Value-Added Services
Customer Account Servicing
Retail Marketing Execution
Customer Directory
Manufacturing Strategy
Supplier Relationship Management
Production and Materials Planning
Manufacturing Oversight
Supplier Control
Make Products
Plant Inventory Management
Manufacturing Procurement
Assemble/Pkg. Products
Distribution Oversight
Distribution Center Operations
Transportation Resources
En route Inventory Management
In-bound Logistics
Corporate Strategy
Alliance Management
Line of Business Planning
Business Performance Management
External Market Analysis
Organization and Process Design
Legal and Regulatory Compliance
Treasury and Risk Management
Facilities and Equipment Management
IT Systems and Operations
HR Administration
Customer Relationship Strategy
Customer Relationship Planning
Supply Chain Strategy
Supply Chain Planning
Out-bound Logistics
Accounting and GL
Indirect Procurement
Corporate Planning
Concept/Product Testing
Product Development
Product Management
Consumer ServiceIn-store Inventory Mgmt
Category/Brand Strategy
Brand P&L Management
Matching Supply and Demand
Marketing Development & Effectiveness
Product Ideation
Marketing Execution
Product Directory
Category/Brand Planning
Assessing Customer Satisfaction
Customer Insights
Account Management
Value-Added Services
Customer Account Servicing
Retail Marketing Execution
Customer Directory
Manufacturing Strategy
Supplier Relationship Management
Production and Materials Planning
Manufacturing Oversight
Supplier Control
Make Products
Plant Inventory Management
Manufacturing Procurement
Assemble/Pkg. Products
Distribution Oversight
Distribution Center Operations
Transportation Resources
En route Inventory Management
In-bound Logistics
Corporate Strategy
Alliance Management
Line of Business Planning
Business Performance Management
External Market Analysis
Organization and Process Design
Legal and Regulatory Compliance
Treasury and Risk Management
Facilities and Equipment Management
IT Systems and Operations
HR Administration
Customer Relationship Strategy
Customer Relationship Planning
Supply Chain Strategy
Supply Chain Planning
Out-bound Logistics
Accounting and GL
Indirect Procurement
Corporate Planning
Concept/Product Testing
Product Development
Product Management
Consumer ServiceIn-store Inventory Mgmt
?
Collaborations,Activity
Interactions, KPIs, Inputs, Outputs, Events, Triggers,
& QoS data identified
ValidateStaticCBM
CreateDynamic
CBM
CreateBusinessProcessModel
DeploySolution
SOA Elaboration
Coarse-grained Services Fine-grained Services
Target Business Servicesidentified
Business Process
Definitions Flows & Services Portfolio created
Conceptual & Specification level Solution Architecture
created
1 2 3 5
CreateSolution
Architecture
4
Feedback from monitoring & management
Currently the 5 step process begins with the validation of the static model. It is possible that once CBM is formalized and operationalized, this step may not be necessary.
Recent work has identified the need for intermediate step(s) in moving from a business component to a service oriented architecture
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Agenda
Component Business Modeling - Motivation- Definitions, Metamodel
- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture
From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model
Service Offerings, Products and Education are available
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Deploy
Use
Manage &Secure
Products Education Services
Service Offerings, Products and Education are available:
IBM WebSphere Business Integration Message Broker Product Specific Training
SOA Training
Redbooks
SOA Roadmap of Best Practices
IBM Component Business Modeling
IBM Application Portfolio Rationalization
IBM Assessments for Web Services
IBM Architecture & Planning Services for Web Services
IBM Strategy & Planning Services for Service Oriented
Architecture
IBM Assessments for Service Oriented Architecture
IBM Application Renovation
IBM Application Integration
IBM Infrastructure Readiness Assessment
IBM Infrastructure Strategy
IBM Lotus Workplaces
IBM Tivoli Identity Manager
IBM Tivoli Business System Manager
IBM Tivoli Monitoring for Business Integration
IBM WebSphere Business Integration Monitor
IBM Rational Rose XDE
IBM WebSphere Business Integration ModelerBuild
IBM DB2 Information Integrator
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New Educational Offerings
Patterns: Service Oriented Architecture and Web Services
WebSphere Web Services Information Roadmap
Using Web Services for Business Integration WebSphere Version 5.1 Application
Developer 5.1.1 Web Services Handbook
SOA Architect Training – Q3 UNIT 1:Value Sell UNIT 2 Assessment UNIT 3 Design UNIT 4 SOA Technology and Standards UNIT 5 IBM Assets and Resources UNIT 6 Implementation
SW255 – Basic Web services - Available SW422 - Advanced Web services – Update Speed-start Web services Tutorials -
Updated Speed-start Web services Technical
Briefings SOA and Web services Zone
Training
Topics will include: The Value of the On Demand Operating
Environment Service Oriented Architectures: A Plan for
Implementation Web Services: Speeding up Return On
Investment Industry Roadmaps: Realizing Benefits with
Real Customers Building the Skills Inside and Outside Your
Organization
IBM Executive Technical Summit on SOA
SOA Project Blueprints SOA Reference Architecture Enterprise Solution Templates Organizing for Successful SOA Projects SOA Quality of Service Engagement Definitions and Pain Points Assessment Tools SOA Design Examples
SOA Roadmap to Best Practices
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For More Information …
on demand Operating Environment and SOA http://www.ibm.com/software/info/openenvironment/soa/
SOA and Web services Zone http://www.ibm.com/developerworks/...
Redbooks
http://publib-b.boulder.ibm.com/Redbooks.nsf/redbooks/
Speed-start Web services http://www.ibm.com/developerworks/offers/ws-speed-start/
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Many thanks foryour attention
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In Financial Services, we are helping clients enable the integration of new channels for self-service and partners for compliance
Best Practices in SOA and Web Services in Financial Services
Firm Description of Initiative Solution Benefits
IGS leveraged existing systems and grid technology to provide an integrated client experience in a Service Oriented Architecture
Shortened time to market Dramatically reduced processing time Reduced development and maintenance costs
IGS developed a Service Oriented Architecture to integrate banks and automate a dispute resolution process
Costs reduced by $200M Most disputes are resolved in one billing cycle
IGS developed a Service Oriented architecture to support the banks goal of providing an innovative mix of banking channels
Lowered development and maintenance costs Streamlined operations Increased cross-sell opportunities
IGS teamed partnered to build a B2B system that automatically converts electronic communications to a HIPAA-compliant format
Projected savings of $170M in three years Eliminated need for clearinghouse Reduced customer service costs
IGS partnered to develop a cross-channel solution for providing a consistent customer experience that captures customer data across channels
Overall customer satisfaction improved by 1.6% Customer retention up 12% Household checking acquisitions up 19%
Brokerage
Financial Services
Bank
Bank
Insurance
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Thoughtful coordination is required for appropriate leverage of these various approaches towards a cohesive capability
Strategy
Tactics
Execution
ConsumerRelationship
CustomerRelationship
Manufacturing Supply Chain &Distribution
BusinessAdministration
Category/Brand Strategy
Brand P&L Management
Matching Supply and Demand
Marketing Development & Effectiveness
Product Ideation
Marketing Execution
Product Directory
Category/Brand Planning
Assessing Customer Satisfaction
Customer Insights
Account Management
Value-Added Services
Customer Account Servicing
Retail Marketing Execution
Customer Directory
Manufacturing Strategy
Supplier Relationship Management
Production and Materials Planning
Manufacturing Oversight
Supplier Control
Make Products
Plant Inventory Management
Manufacturing Procurement
Assemble/Pkg. Products
Distribution Oversight
Distribution Center Operations
Transportation Resources
En route Inventory Management
In-bound Logistics
Corporate Strategy
Alliance Management
Line of Business Planning
Business Performance Management
External Market Analysis
Organization and Process Design
Legal and Regulatory Compliance
Treasury and Risk Management
Facilities and Equipment Management
IT Systems and Operations
HR Administration
Customer Relationship Strategy
Customer Relationship Planning
Supply Chain Strategy
Supply Chain Planning
Out-bound Logistics
Accounting and GL
Indirect Procurement
Corporate Planning
Concept/Product Testing
Product Development
Product Management
Consumer ServiceIn-store Inventory Mgmt
Category/Brand Strategy
Brand P&L Management
Matching Supply and Demand
Marketing Development & Effectiveness
Product Ideation
Marketing Execution
Product Directory
Category/Brand Planning
Assessing Customer Satisfaction
Customer Insights
Account Management
Value-Added Services
Customer Account Servicing
Retail Marketing Execution
Customer Directory
Manufacturing Strategy
Supplier Relationship Management
Production and Materials Planning
Manufacturing Oversight
Supplier Control
Make Products
Plant Inventory Management
Manufacturing Procurement
Assemble/Pkg. Products
Distribution Oversight
Distribution Center Operations
Transportation Resources
En route Inventory Management
In-bound Logistics
Corporate Strategy
Alliance Management
Line of Business Planning
Business Performance Management
External Market Analysis
Organization and Process Design
Legal and Regulatory Compliance
Treasury and Risk Management
Facilities and Equipment Management
IT Systems and Operations
HR Administration
Customer Relationship Strategy
Customer Relationship Planning
Supply Chain Strategy
Supply Chain Planning
Out-bound Logistics
Accounting and GL
Indirect Procurement
Corporate Planning
Concept/Product Testing
Product Development
Product Management
Consumer ServiceIn-store Inventory Mgmt
?
Business Transformation Solutions BTS
WBI
Modeler
Service Oriented Method &
Architecture
Business Operations
Model
BOMResearchResearch
SWGSWG
SWGSWG
IGSIGS
top related