Case Studies in Enterprise Architecture - Oracle

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Best Practices in Enterprise Architecture Case Studies from Oracle Enterprise Architects presenting with Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

and

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Speakers Nathan Smith

Tim Francois

Alan Levine

Helen Sun

PHH

The Hartford

Oracle

Oracle

Chief Architect

Director, Architecture

Senior Director, Enterprise Architecture

Director, Enterprise Architecture

Oracle Enterprise Architect

Oracle Enterprise Architect


Agenda • Introduction • EA’s Role in Business/IT Transformation • Case Studies – Finance Transformation at The Hartford Financial Group – IT Transformation at PHH Corporation

• Best Practices and Lessons Learned


State of IT


How EA Helps Transform Operations — EA Optimizes Business Transformation

Leverage Information Strategically — EA Ensures Actionable Delivery of Relevant Information

Mergers and Acquisitions – EA Leads the Due Diligence

Building Core IT Strength — EA has the Right Business Focus


Case Study: Finance Transformation • Background • Challenges • Approach • Deliverables Tim Francois Information Technology Architect The Hartford Financial Group


• Best Practices

The Hartford Background The Hartford Financial Services Group Inc. (NYSE: HIG) is a leading provider of insurance and wealth management services for millions of consumers and businesses worldwide. The Hartford is consistently recognized for its superior service and as one of the world's most ethical companies. More information on the company and its financial performance is available at www.thehartford.com. Founded in 1810 Fortune 150 company Employees: 26,200


Join us on Facebook at www.facebook.com/TheHartford. Follow us on Twitter at www.twitter.com/TheHartford

Company headquarters are in Hartford, Conn. Employees are located in offices across the country and many employees work remotely.

Products and Services Individuals and Families Insurance • Auto insurance • Life insurance • Homeowners insurance • Disability Insurance • AARP-Endorsed Products


Investments • Mutual Funds • Annuities • Individual Retirement Accounts • College Savings Plans

Businesses Business Coverage • Bonds • Business Owner's Policy • Commercial Auto • FleetAhead • General Liability • Leave Management • Livestock Coverage • Loss Control • Management & Professional Liability • The Hartford Productivity Advantage • Property • Umbrella • Workers' Compensation

Employee Coverage • Employer-Sponsored Retirement Plans • Group Benefits • Group Disability • Life & Accident • Retiree Health Coverage • Small Business Retirement Plans • Voluntary Benefits Solutions

Philanthropy and Volunteerism • The Hartford places a high value on making our world a better place. Through its corporate philanthropy initiatives, including direct giving, volunteerism and educational programs, The Hartford and its employees help make a positive impact on people's lives. • To strengthen the cities and towns where we live and work, The Hartford offers paid time off for volunteering and a wide range of company-sponsored activities. Each year, our Hartford Heroes in Community Service donate more than 100,000 volunteer hours. • Employees tutor and mentor students at-risk, serve on nonprofit boards, teach financial literacy, deliver meals to the elderly, donate blood, run food and toy drives, fund-raise for social service agencies, help high school students apply to college, teach inner-city kids how to ice skate, build affordable housing and fight hunger in our communities.


Recognition After 200 years in business, The Hartford is known for its superior customer service, high ethical standards and continued operational excellence. Listed below are some of the recent awards and recognitions received by the company and its employees. • March 2011: Received 2011 World's Most Ethical Companies by Ethisphere • Nov 2010:

Received Top Military Friendly Employer by GI Jobs

• Sept 2010:

Named to Carbon Disclosure Leadership Index for 3rd Consecutive Year

• Aug 2010:

Placed on "Best for Vets" list by Military Times Edge Magazine

• June 2010:

Received The Spirit of Juneteenth Award by The Amistad Center


Case Study: Finance Transformation • Background

• Challenges • Approach • Deliverables Tim Francois Information Technology Architect The Hartford Financial Group


• Best Practices

Finance Transformation (FiT) Program • Why Finance Transformation? – To achieve The Hartford’s goals and go-forward strategy – Our goal is to become more efficient in transaction processing and reporting, through a centralized shared-service model, so we can reinvest in value-added and forward-looking capabilities that drive business growth – We are building a leaner, stronger Finance function…one that will provide better analytical support for business partners and richer development opportunities for all of us

• How Will We Accomplish This? – Investing in technology infrastructure and tools – Improving processes and procedures

– Actively engaging our leaders and employees throughout the transformation – Making organizational changes to support the new way of doing business – Driving efficiencies and cost reduction within the organization – Taking an active role in managing change


Case Study: Finance Transformation • Background • Challenges

• Approach • Deliverables Tim Francois Information Technology Architect The Hartford Financial Group


• Best Practices

From Isolated Work Streams to Coherent Architecture • Multiple work streams

• Requires coherent architecture • Various technologies and tools • Difference of opinion in implementation and approach


From Isolated Work Streams to Coherent Architecture

Oracle Enterprise Architecture Framework


Oracle Architecture Development Process

Case Study: Finance Transformation • Background • Challenges • Approach

• Deliverables Tim Francois Information Technology Architect The Hartford Financial Group


• Best Practices

FiT Architecture Vision Constrained by Business Strategy


FiT Architecture Vision Guiding Enterprise Architecture Principles Data management processes will:

Technology applications will:

Data architecture design will:

• Enable current and emerging Finance accounting, reporting and analysis capabilities in alignment with business strategy • Align with enterprise standards • Be automated to maximize control efficiency • Be automated to minimize manual intervention • Be designed to allow quick adoption to dynamic business changes • Leverage and align with common, enterprise-wide capabilities, methodologies, applications, and governance • Measure and manage data efficiency and quality

• Align with enterprise application architecture standards • Be current, highly available, scalable and secure • Ensure recovery of system functionality and data assets in alignment with recovery time objectives • Commercially obtainable and supportable • Implemented and configured as vanilla - out of the box. (Customizations and code extensions should be discouraged and subject to executive review/approval)

• Align with enterprise data architecture strategy and model (ACORD) • Establish single source accountability for Finance data and reporting • Drive completeness and accuracy of data provisioned from authoritative sources, based on business defined timing requirements • Minimize translation and reduce points-of-failure through streamlined data integration and transformation • Establish end-to-end transparency and auditability from source to report • Leverage common enterprise data definitions and reference tables • Promote data sharing


FiT Architecture Vision Principle Map


Current State

***This is NOT a complete inventory*** ***of Hartford P&C applications***

P&C OVERVIEW Internet P L

Diary

CSF

ARMS Auto ARMS Prop BSE Sales Front End

Requo te Te rri t o r y Co d e Texas Fire Dwelling

OTM

SEMCI

PLIARS

Ins Score

CLUE

Prefill Risk Exp Prop Risk Exp Au t o

M VR OSP M a rk e ti n g Assumed Reins (London, Madrid, Hong Kong), Pools & Assocs, DCS, AIPSO, USAIG

31 PL Distrib Ap p s

IRES/PINS, Expiration, AIF

CL DW

CLA GL, Umb, Exp Rating Au t o S p ec trum W orker s Com p

AIF

PARIS

SPURS

LASER @ ven tu r Natl e Accts Data Base

Manual Input

HASKE

Manual Input

Many Other Inputs

DBME

XY1

PACER

CorpTABS, New TABS AARP, Old TABS AARP

REINS

NPPS

Breakou t

Fld Off Trans, PACER, Affinity,SHARP,CAMS, TABS,TABS AARP,ISI, COGEN,Life,IBA, Trumbull,Misc Acctg, Bank Feeds,EDI Trans

Various Systems

ITM S Various Systems

Data Integrity Various Systems

Claim DI Various Clm Sys


BEARS PARIS

PASS

MLECS

Pr op erty AIRS MASTER Pers Actuarial S ys t e m s

R&P

Specialty & Specialty Actuarial S ys t e m s

CAMS, Experian Trum b u ll Financial W ar eh o use

PSR

PTF

CL Special Calls

ARI, CAPIS, Ext Feeds

C l os ed

AIF/ CIDER

COINS

CIRCL/ SCRAM

BLC YTD Eff Prem/GAINS

Many Other Systems

MASTER Updt/Rptg, MISRE Insured Name

Mainframe IBA

Expense S ys t e m

Prem Reserve, REINS, BACIS, MASTER, Payroll, Budget, DCS SHARP,KZ14, NPPS

MASTER

CSAS

KZ16 KZ7 KN31 KN33

CORP ACT INTRANET RPTG

Various Systems MASTER Upd/tRptg, Status of Pricing, Planning Consults, Forecast Data, Misc Input, HORIZON,

Annual Stmt

CARS APPLE

DCI

Various Inputs

Sch P, Ad Hoc, CW LDS Adjs INFO1, LDS DCS ERA HORIZON, Mainframe CIDER, Comet Expense, CLA PER Sales, Ledger, Comm Actuarial, MRPF CPM, ROSE Prem Reserve, NPPS, KZ14, Prem Reserve, IBNR & Adjs MASTER, Misc Input

POLPC

CL Data Warehouse(BKF) (8 s u b s ys t e m s )

ARP BLC Mo

LIS

KZ14, CAPIS, Eff Prem

Various Inputs

CAS HIG

Various Systems

SRAP COINS Su m m a r y

R&P

Monthly Rollup

NADB

SHARP

HORIZON

History Rptg CAPRE

OS

Cal Div Call

Stat IBNR, SRAP, HORIZON

LOBSTOR

Eff Mo

LDS,NPPS, St Book Rpts, PPR Rpts

WC Special Calls

W e ekl y Rollup

Various Systems

OS/ Closed XXD01

KZ14

Premium Re s e r v e

PPR

DBS, INFO

AIRS,KZ14,LDS,IPCF,N PPS,INFO FROM RPTS

NCC Interface, Prem Reserve

Natl Council Call

CMF ,FACTS, Misc Info LAPS

CPM

IPCF

W eek l y Extractor

M onth l y Extractor

XS10

Periodic Inter fac e

XY1

Various Systems CMF, MISRE TMF/ATMF LDS,HEF,NADB

NCC Interface

CIDER

PL Special Calls

Daily Output

Various Systems

Single Sourc e

MASTER

PL Data W a re h ous e

CASD

Tri g g e r MSI

ECLIPS

CAPIS

CL Data Warehouse

Pers Auto AIRS PLA, Polk, RISC

APECS

Pol/Clm Unloads

IAIABC BICS

DMF DPS

CAPIS

NCC CSP Rptg

TABS Corp, TABS AARP, Affinity, CAMS, SHARP, Banks, Expense, REMIS, IRS, APECS,HORIZON

CAPIS /AMF

CAS HIG

Mass Auto

Banks, Canada

CMF

Daily Incurred

Recovery Mgmt

Wkly Ext, CAS HIG

ARI/New Breakout

CIDB

CMF Update

TMF/ ATMF

EDM

Claim Inknowvation

Colossus, Alloc to File, Managed Care

Pol Hold File

Tr a n s f e r

CAPRE/ ALU

TARS

DCS

Global Re fere n c e S ys t e m s

PLSP OTA

QIR

CCPS P rep ro c e s s o r

ITMS

CCPS

Revised 9/13/02 by Pete Carbutti ext 7-5293 Originally created by Bob Duccini ext 7-4676

Bulk Billing

HORIZON DCS, CAMS

DCS, CAMS Many Other Systems

Fld Offs, PINS Clm DBs, PL & CL PMFs, RPN, AMF, Select Cust

MISRE

Livestock Mort, HARTRE,Property

BLC, Customers Cal Data Call, SHARP Expense, SEAS LAPS

ASPIR

SOURCE

CAS, Acct Credit, CL C/S Systems

Dir Billed Manual Issue PL

PSI

AMF, CMF, Pol Hold DB

Add'l Info

First St, Property

IRES/PINS

DCS, Texas Fire, XY1

Manual Input

FOCS

CAS Local

HEF

AUR, AIF, IRES/PINS

TABS, Agts, Agcy Sys, Portals, Insureds IRES/PINS AUR, EBC IDARS NPPS, PARIS BEARS CS CAS,, CL DW CLA HIG CAS

FOCS, PL DW

AUR, Expiration

Data Collect, CLA, NPPS

CL MQ Series Hub

IRES/PINS

LARS Unit Cost, Svc Index, PAIRS

NPPS

CCPS

Various Systems NPPS, AMF

AUR Account Cred i t Comm Small L in e s

CAS

TPA Preprocessor

MASTER, ERA,PSR, MRPF, CIDER

Expiration CLA DBs

SFA (Siebel)

TABS, NPPS

Acct Credit AUR

Sched F, Sched P, SEAS CIBNR, Expense, BLC Mo, NPPS, LAE,Prem Reserve, HORIZON, DCS, BACIS

NPPS, CAPIS, AUR

Fld, At Home, Remote

PLA PLA-Prop erty PLA-Au to

SHARP

24 CL Client/ S er v e r S ys t e m s

CAS HIG

CS-CAS

CL MAINFRAME INFO1

PL MAINFRAME AM IS

Teleclaim, Customer Service Reps

INFO1, HASKE, ASPIR,CLA,NPPS, NPPS,CLA, TABS LARS,Trigger,DCS, Data Collect,CAPIS, Ext Feeds,CAPIS, PACER, CCPS, AIF, Trumbull DW IRES/PINS, Misc Inputs

Reserving, SHARP, Expense Billing Systems, Suppliers/ Consultants

IFPS

CPM

MASTER CPM Res Sys, IFPS

CPM LDS IBA

LOBSTOR

PPR PSR

ERA

ERA Rptg

MASTER Update/Rptg CIBNR Statutory IBNR Effective Premium E Rpts, IBA, Reserving Exhs, Corp Act Intranet Rptg, CPM

CAPIS

FAST, INFO1, HORIZON, CIDER, Expense

Current State


Future State

Master Data Management Source Systems ? PLA AUTO ? AUTO- AARP ? HOTIS- AARP ? HOTIS ?CGI ? HAWC ? CLAD- CLA ? CLAD- WC ? ASPIR ? CAPRE ? DBME ? DBME- AARP ? PINS ? SRL & H ? HSC- CAPRE / NADB ? BOND ? DIVIDENDS ? TRUMBULL-CL ? RELIANCE(HFP) ? NADB ? OMNI ? TOYS ? RECESS ? FARMOWNERS

? CHAMPS ? CCPS ? Hart (Canada) ? First State ? Omni ? Service Excess Hart Liab (NADB) ? SHARP (Hart RE) ? Ag Center ( Jayhill ) ? Client/NERCO ? National Flood (Trumbull) ? Bond ? HFPG (Reliance) ? Livestock Mortality ? NADB Adjustments ? Recess

? Proceed

– Cat Ultimate Upload – HartRe Upload – Manual Adjustments – NPPS – Sharp and Reliance, – HFP Loading – Files from Booking – SHARP Loading – ELRs – OMNI Loading – Time Curves – FLOOD Loading – Open Bal Amts – Case Factors – Ultimate Loss Factors – LifeComm – Expense (PEXP) – Policy link – Premium, Loss and – CLAS Future Vendor Claims –LifePro – Life70 – Consy – LIDP – TAI –PLIC LicensingConn. – PLIC licensing Penn. –Personal Lines Claim Licensing –P & C Licensing Affinity –CA Licensing APL –P & CLicnesing –Southington Licensing –OkahomaLicensing –Reinsurance –ILAD Contract Services –ASU-R & PF –US InvoicesCanadian Funds –SRL & H Contact Services –Tax Department –Life Tax Dept –Payroll –Payroll Garnishments –Claim Legal –First State- Autopay –First State- Insurance Pay –Assumed Claim ReinsuranceDisbursem –Reinsurance Accounting Disbursement –Horizon Management A/P

– Life Co. A/P –Life Licensing –Life Law Dept –Woodbury Financial –GHIP/HCO Invoices –A/P Canada –Canada Invoices –Employee Reimbursements –Autopays –Advances –CHECKWRITER SVC –DCS-CHECKWRITER –SHARP hig ( ) –TABs-PL Affinity –TABs- PL –TABs-CL –Trumbull Billing –Florida JUA –CAMs –CommericalAffinity Programs –IBA –PACER –HFP (Canadian checks) – SHARP – BOND –HCO/Metlife – DBC AGG Center – Omaha/DBC – Reliance/HFP – PeopleSoft –HeratigeHolding

Acctg . Entries P&C and CITS BLC NPPS BACIS DCS CCPS Billing/MIS PMR CHAMPS P&C Expense MAXIMIS SHARP ReCess Payroll CORES Unearned Prem.

Life MFI VISTA VISTA Comm. SOLAR LTU Loss Processing EZ Commissions State Street Bank MAGIC FRS RPS VIPSTAR FARS OMNI SBT TRAC Life Expense ILD Lifecomm

Data Capture and Staging

Finance Applications

Reporting Tools/Access

GL ETL • Validate at time of entry • Extract • Transform • Batch validate • Derive • Create Accounting Entries • Transport • Load

PS Project Costing

PS Fixed Assets

PS BI & AR

Fin Data Warehouse

PS Supp. Cont

PO & ePro

PS AP

Crystal Reports

Exp. Acctg. Ariba Operational Data Store • Store transaction details – single source of truth • Provide xref to source systems • Recon to source systems

Additional manual inputs

Travel & Expenses.

Cognos Reporting Tax Stream

CS Stars

TM1 Cubes

Treasury (BACIS)

SAS

ERM

Analytics Plan & Outlook

Business Objects

Actuarial Applications

LOB Warehouses

LOB ODS

Process Management


Rptg . Data Stores

Types of Reports

• • • •

Financial Accounting SEC NAIC/Stat TCP SRAP

• • • •

Financial Management Income Stmt. Balance Sheet Cash Flow Blue Book

Perf . Management • Customer • MELOB • Executive Dashboard • Balanced Scorecard Operational Reports • Recon Reports • Trial balance • Check register

Roadmap We are here Centralized Finance Data Management


•

Enterprise-wide Finance Data Model

•

Market Risk Reporting Interdependency

•

Implement Consolidated Financial Warehouse

•

Re-Implement Peoplesoft Suite

•

Assess/Plan/Improve Capabilities of Source Systems

•

Implement a Master Data Management Strategy and Operational Data Store

•

Implement and Optimize an Executive Dashboard

•

Capital Planning Process

•

Expense and Allocation Process/Technology Improvements

Organizational Design Step 1:

Align Organization Functions

Step 2:

Identify Activities and Roles

Step 3:

Align Organization Structure & People

Step 4:

Implement Changes

• Alignment Activities – Currently working with managers within Finance to map organizational activities to the retained organizational structure which was developed during the Roadmap phase – Developing spans and layers decision framework – Alignment activities (steps 1-3) will continue through September • Workforce Planning – Currently developing a Strategic Workforce Planning process that includes activities such as scenario planning, demand forecasting, and supply forecasting – This process enables the organization to better anticipate and execute against future business workforce needs


Case Study: Finance Transformation • Background • Challenges • Approach • Deliverables Tim Francois Information Technology Architect The Hartford Financial Group


• Best Practices

Best Practices and Lessons Learned Ensure executive buy-in and support Establish a cohesive architecture vision. Communicate and educate all stakeholders. Take a holistic approach to technology stack and focus on solving the business challenges. Manage inter-dependencies to avoid gaps and duplicated effort. Revisit the program management approach often and champion change as needed.

Manage your data foundation from source to report.


How EA Helps Transform Operations — EA Optimizes Business Transformation

Leverage Information Strategically — EA Ensures Actionable Delivery of Relevant Information

Mergers and Acquisitions – EA Leads the Due Diligence

Building Core IT Strength — EA has the Right Business Focus


Case Study: IT Transformation • Background • Challenges • Approach Nathan Smith Chief Architect PHH Corporation


• Deliverables • Best Practices

Background on PHH

PHH Corporation (NYSE: PHH) was founded in 1946 by Duane Peterson, Harley Howell and Richard Heather. For over 60 years, PHH Corporation has helped our clients improve their business through outsourcing. We deliver world-class outsourcing solutions to our clients through our subsidiaries, PHH Mortgage and PHH Arval.

PHH Mortgage

PHH Arval

• Provides outsourced, private-label mortgage solutions to clients nationwide who are leaders in their fields of business, including financial institutions, real estate companies, credit unions, corporations and government agencies. In 2010 alone, we closed nearly $49 billion in mortgage financing for more than 205,000 homes. The success of our outsourcing model has enabled PHH Mortgage to become one of the top 5 originators of retail residential mortgages in the United States.1 PHH Mortgage also provides home financing directly to consumers.

• A leading fleet management services provider for corporate clients and government agencies throughout the United States and Canada. In conjunction with global fleet management providers operating under the PHH Arval Global Alliance, PHH Arval also provides services throughout the world..Through consultative expertise, flexible customer service, and award-winning technology, we help reduce costs and increase productivity. We currently have nearly 550,000 automobiles and trucks under management in both sales and service fleets 2—and nearly one in three of the Fortune 500 companies are PHH Arval clients.


Background on PHH A leading provider of mortgage outsourcing and vehicle fleet management services Mortgage Origination and Servicing

•

The 7th largest mortgage servicer with a servicing portfolio of over $170 billion3

Recognized leader in the fleet management industry for best-in-class customer service and innovative technologies

•

In 2010, PHH Mortgage closed over 164,000 home loans across the U.S.

Approximately 570,000 vehicles under management in the U.S. and Canada

•

Contractual relationships with financial institutions and real estate brokers

Represents 16% of the North American commercial fleet market1

•

Well-diversified portfolio of leases to Fortune 500

•

Approximately 100 clients have been with PHH for 20 years or more

•

The 4th largest originator of retail residential mortgages1 and the 5th largest overall2

•

• • •

Fleet Management

Limited credit risk versus the industry

1. Based on 1Q2011 statistics from Inside Mortgage Finance, May 20, 2011. 2. Based on 1Q2011 statistics from Inside Mortgage Finance, July 1, 2011. 3. Based on 1Q2011 statistics from Inside Mortgage Finance, June 17, 2011.


1. Based on 2011 Automotive Fleet Fact Book.

Background on PHH Over the past few years, PHH technology adopted a short term, ―lights on‖ model for the technology management. As a result, the following risks were introduced to the business: • • • •

Aged, unreliable systems Increased maintenance costs Decreased systems stability resulting in more outages Failure to take advantage of new technologies at the rate of our customer and employee expectations, and behind our competitors

Two business units, PHH Arval and PHH Mortgage, have historically built and maintained two technology environments. • • • •

Line of Business specific best of breed technology implementations Siloed technology roadmaps per business unit Two disparate processes for delivering projects to the business Limited sharing of resources and expertise between the business units


Case Study: IT Transformation • Background

• Challenges • Approach Nathan Smith Chief Architect PHH Corporation



Current State Fleet Platform Network, Infrastructure, Telephony, Data Centers

Mortgage Platform Network, Infrastructure, Telephony, Data Centers

• How we build and maintain

Data Platform

Data and Storage Platform

Financial Platform

Financial Platform

Web Platform

Web Platform

Sales Platform

Sales Platform

Security

Security

Operations / Servicing

Operations / Servicing


2+ Operating Models 2+ Platforms

• Technology solutions, relationships with vendors, contracts, skill sets…

2+ Technology Cultures

• How we collaborate, manage partnerships, prioritize resources, and deliver services

IT Transformation The convergence of one innovative platform that provides PHH (Fleet, Mortgage, and Corporate) technology with best in class web, mobile, security, data, and communications services while driving down total cost of ownership.

• Leveraging strategic business partnerships to adopt a best of vendor technology offerings – moving away from the disjointed best of breed implementations. • Key strategic business partner like: • Oracle • EMC • Microsoft • Apple • IBM


Case Study: IT Transformation • Background • Challenges

• Approach Nathan Smith Chief Architect PHH Corporation



Work Streams PHH Enterprise Architecture/Oracle Enterprise Architecture Mainframe modernization

Sybase Migration

E 2.0


Security

System Mgt

SOA

Data warehouse

BI

Database

EXA Platform

Hardware




EA Center of Excellence Key Deliverables • Current EA Practice Assessment • Enterprise Architecture Charter

• Role Definition • Engagement Model • Architecture Principles • Future State Architecture • Technology Roadmap • Enterprise Architecture Maturity Roadmap


EA Center of Excellence Maturity Assessment


EA Center of Excellence Role Definition Enterprise Architect

Solution Architect

Domain Architect

• Enterprise Architects apply architectural processes and techniques across the enterprise. • Enterprise Architects lead the development of a single holistic enterprise architecture model for the whole of the organization, from all architecture perspectives (Business Services, Business Processes, Information, Applications and Technology). • They ensure the Enterprise Architecture is closely aligned to the business Strategy, Business Operating Model and IT strategy, and satisfies all enterprise architecture requirements. • They also investigate and make recommendations on Architecture Decisions concerning Architecture Requirements (Topics & Gaps) raised by their stakeholders, such as the Delivery Projects.

• Solutions Architects provide a bridge between specific business problems and issues and the solutions which are needed to support them. • They require a knowledge of the Enterprise Architecture, as one of their roles is to ensure compliance with the Enterprise Architecture in the project. • Solutions Architect roles are project facing and provide two areas of support: • With a business focus, ensuring the solution meets with the business requirements. • With a enterprise focus ensuring that the enterprise requirements for reuse, compliance to standards, principles, traceability to enterprise reference models, and alignment with the target enterprise architecture vision.

• Domain Architects are specialists with in-depth knowledge within the particular domain of their expertise. • They can be part of the Enterprise Architecture Team or working in various Delivery Projects. • The word domain is used to relate to the skills sets required for a niche area of knowledge. • Examples of Domain Architect Roles include: • Security Architect • Integration Architect • Data Services Architect • Infrastructure Services Architect • Business Architect with business specific knowledge (i.e. Loan Origination


EA Center of Excellence Architecture Principles


EA Center of Excellence – Current State Business Strategy Business

Applications

• Operating Model – Diversified • Organic Growth – Channels / Innovation

Capability & Processes • Centralized: Finance • Decentralized : HR & Core Processes • Key: Customer Relationship – “Treat Customers as Family”

Applications Strategy

Capabilities

• Best of Breed • Departmental / LOB Apps • Corporate financial apps

• Tactical CRM • Mainframe Legacy Functionality • Industry-specific Applications

Information Strategy Information

• Decentralized customer data • No data stewards / Ownership

Technology Strategy Technology

• High complexity, minimal constraints on users • High adoption rates • No standardized integration

Organization • Decentralized IT • Duplicated Services

Information Assets • Data models based on applications • Different data models, structures, and semantics • Unstructured data explosion

Capabilities

Software & Hardware

• Siloed, LOB Driven • Duplicated

• Heterogeneous platforms • 4 data centers including 1 Outsourced center Target areas for improvement in red


EA Center of Excellence Product Mapping Reference Employees

Event

Discovery,

Design,

Detection,

Enablement,

Execution,

Complex

Mediation, &

Management,

Event

Orchestration

& Monitoring

Processing


Mashups

Fat Clients

BPM Process

BI Data Query, & Analytics, Reporting, Predictive Modeling

MDM

CM

Data

Content

Cleansing,

Lifecycle

Normalization,

Management,

Rationalization,

Conversion,

& Provisioning

Pub / Sub

Application Integration, Data Integration, B2B, Connectivity, Messaging

Data & Content Persistence, Data Warehousing, Caching

Monitoring, Management, SLA Assurance

EDA

BP Analysis,

Foundation

Client Apps

Rules Definition & Evaluation

Resource Optimization, RASP, Capacity on Demand, Dynamic Provisioning, Clustering

M&M

BPM

Service

Computing

Mobil

Id, Role & Policy Management, AAA, TLS,

Visual & Declarative Solution Development, Asset Management

Engineering

Portals

SOA

Management

IVR

Multi-Channel Delivery, Content Delivery, Enterprise Collaboration and Search

Interaction

Data

Terminal

Message Level Security, SSO, Entitlements

Web Apps

User

Integration

Partners

….. …. …..

Composite Applications

Infrastructure Platform

Customers

Security

Service Consumers & Delivery Channels

EA Center of Excellence Product Mapping Reference Employees

Unified

Process

EDA Event Detection, Complex

BI

Oracle Business Intelligence

MDM

CM

Data

Enterprise

Cleansing,

Content

Normalization,

Management

Repository Service

Management

Event

Foundation

Rationalization,

Registry

Suite

Processing

Suite

& Provisioning

Suite

Oracle Data Golden Oracle AIA Foundation Application Integration,Pack Data Integration, B2B, Connectivity, Messaging Integrator EE Gate

Integration

Oracle

ManagementDB EE Computing Foundation


Advanced DB DB Data & Content Spatial Persistence,OLAP Data Warehousing, Caching Compression Vault Partitioning

Real-Time Rules Definition Decision & Evaluation Server

WebLogic Resource Optimization, RASP, Capacity Clustering RAC Tuxedoon Demand, Dynamic Provisioning, Coherence Suite

Monitoring, M&M Enterprise Packs ManagementSLA Manager &Management, Assurance

Business

Suite Plus

BPM

Suite Enterprise

Vault

SOA

Security

Interaction

Data

Fat Clients

BPM Process

Identity and

Mashups

Access Management

Portals

Oracle Real User WebCenter Multi-Channel Delivery, Suite Content Delivery, Enterprise Collaboration and Search Experience Insight

Oracle SOA

Client Apps

Mobil

Audit

Testing

Real App

JDeveloper

IVR

Terminal

Advanced

Web Apps

User

Engineering

Partners

….. …. ….. …. ….. ….

Composite Applications

Infrastructure Platform

Customers

Security

Service Consumers & Delivery Channels

EA Center of Excellence Product Governance Chart Category Application Server Application Server Application Server Presentation Presentation Presentation Presentation Presentation Presentation Business Rules Engine Business Rules Engine Business Rules Engine Enterprise Data Integration Enterprise Data Integration Enterprise Data Integration Enterprise Data Integration BI/Dashboards BI/Dashboards BI/Dashboards BI/Dashboards

Product Name WebSphere WebLogic 8.1 WebLogic 11g ColdFusion Java Page Flow Java Presentation Layer EJB/JSP Framework PowerBuilder WebCenter/ADF FICO Blaze Advisor CA$H Utilities Oracle Business Rules SeeBeyond/JavaCaps Informatica TIBCO Integration Manager Oracle SOA, ODI, Golden Gate VB/Access Cognos Hyperion OBIEE

Color Yellow Red Green Yellow Yellow Yellow Yellow Red Green Yellow Yellow Green Red Yellow Red Green Red Yellow Yellow Green

Target Product WebLogic 11G WebLogic 11G

Business Process Management

TIBCO InConcert

Red

Oracle BPM

Business Process Management

Lombardi TeamWorks

Yellow

Oracle BPM

Business Process Management Security

Oracle BPM Security 2.0

Green Red

Oracle Identity Suite/Novell eDir


WebCenter/ADF WebCenter/ADF WebCenter/ADF WebCenter/ADF WebCenter/ADF Oracle Business Rules Oracle Business Rules Oracle SOA, ODI, Golden Gate Oracle SOA, ODI, Golden Gate Oracle SOA, ODI, Golden Gate OBIEE OBIEE OBIEE

EA Center of Excellence - Roadmap Work Streams EA Center of Excellence ExaPlatform Database

Business Intelligence Data warehouse SOA Suite System Management Security Web Center Sybase Migration Mainframe Modernization


2011

2012

2013



• Deliverables

• Best Practices

Best Practices and Lessons Learned • • • • • • • • •

Need support from the top  down Communication, communication, and more communication People Skills Never happens as quick as you and management plan Change can not happen in a vacuum Getting wins under our belt (show progress) Even an IT transformation needs strong business support Hard to buy experts … training Oracle Enterprise Architecture – – – – –

Process and delivery oriented Rigid but flexible approach Platform agnostic Real world experience Well-versed in industry best practices


Q&A


Oracle Enterprise Architecture Approach • Driven by business strategy

• Iterative, agile EA approach • Aligns with customer and industry frameworks • Leverage best practice business models and reference architectures

• Achieve sustainable results with pragmatic governance Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

