1. Chase Global Banks Enterprise
Architecture

2. Abstract
• The key concept of the Architecture is an enterprise scorecard enabling the
enterprise (IT and Business Office) to become more informed about the
enterprise’s strategy so that it can perform better.
• The Framework defines its primary outcomes, processes, skills, competencies,
capabilities, information, responsibilities, and communication dynamics for more
effective governance.
• The architecture tries to draw a line form the contextual vision to the physical blue
print. To do this we are incorporating different views, enabling us to see all various
domains, which address various concerns in the process. The antonym is to look at
everything in a large picture when creating customer value. Its important to always
keep in mind to move horizontal or vertical over the domains and views presented
in the Architecture.
• The Architecture helps us create a contextual vision that drives the solution in the
organization. Thus, the framework helps us implement the solution by
incorporating various views and making sure that all associated domains are
concerned in the process. This helps us reduce risk and enables us to focus on the
vision rather than solution.
• The Framework aspires to incorporate this new way ofthinking within Chase Global
Bank when implemented.

3. Architecture Development Cycle
Information
Business
System
Architecture
Architectures
Slide 8-19
Slide 20+
Architectural Technology
Vision Architecture
Slide. 4-7 Slide 20+
Framework and Architecture
Principles Change Summary of
management Opportunities
Reference Slide 5 and Solution
Framework: Slide 26
Midterm
Implementation Migration
and Governance Planning
Slide 13-16 Slide 27

4. Drivers for the Architecture
• Chase bank need a solution to bundle services
together into intelligent packages that creates
value to the customers.
• Chase bank needs a solution that enable e-
commerce solutions to be interactive with
sales force.
• Chase banks needs a solution that lets
customers provide feedback and incorporate it
in the organization.

5. Strategic Alignment Model
Business architecture
Enterprise strategy Function Organization
Process Performance
Pull off
IT IT align
Driver
capability Business IT architecture
Application Security
Architecture Architecture
Information Architecture
IT strategy
Infrastructure Architecture

6. Alignment risks.
• The potential benefits from the framework arepresented in the
next slide, possible outcomes 1. These benefits, would compose the
synonym for a lean Enterprise. However, risks are attached with
changing strategy and implementing an framework in the
organization. The possible outcomes of “possible effects 2” shall
not be ignored. The matching positive effects could turn negative if
the alignment is not successful. The enterprise architecture shall
therefore be taken with the greatest importance.
• It is important that the whole organization of Chase is accepting the
framework as a key factor of success, by accepting the
ArchitecturefromContextual to physical levels. The whole
organization is involved in generating additional shareholder value
through the framework by providing valuable input for value
analysis.

7. Associated risks and Opportunities
Possible outcome 1 Possible outcome 2
• Decrease cost • Increased costs
• Increased efficiency • Decreased efficiency
• Increased customer value • Decreased customer value
• Less governance complexity • Greater governance
• More informed decisions complexity
• Less spontaneous actions • Less informed decisions
• Expand business • More spontaneous actions
opportunities • Decreased business
opportunities

8. SWOT Analysis

9. Competitive advantage

10. Operational Model
CONTEXTUAL VIEW – Operation Model
Competitive Advantage
TECHNOLOGY
PROCESSES
E-commerce
Investing
solutions
capabilities
OPERATION MODEL
High Standardization, high
process low integration
REPLICATION
PEOPLE
Technologists
RISK

11. Conceptual Organization View

12. Conceptual IT/Business services map
Customer Relationship Service Core services: E-commerce
CRM, Contact History, Product Info Chase FX, Market Axess, Chase Bond
Common Business Services
Transaction, Trading, Products, Services, Analytical Instruments
Channel Services
IVR/CTI Server, Imaging Server E-mail, Server Gateway Server
Data Architecture
Business intelligence, System data r flow, business data, reference data, Infrastructure
record, Financial record

13. VALUE ANALYSIS
Customer Financial Strategy Technical Information Security
View pt. View pt. View pt. View pt. View pt. View pt.
Business Structure IT Structure
Application Security
Function Performance Organization
Architecture Architecture
Infrastructure Information
Human Business Architecture Architecture
Operation
Resources Processes
Capabilities
Value Creation

14. Strategy and Governance Enterprise Architectural Touchdowns
Organizational Touchdowns
Current Future
Detect Non Remove
VA-Activities Attack Non VA
Value Analysis Obstacles to
activities
flow
RISK ANALYSIS
Initiates new
Evaluation
Capabilities
Identify Evaluate
competencies Capabilities Governance
Strategy
Offensive initiatives
Architecture
Defensive initiatives
Reviews
Efficiency initiatives

15. Governance - Leadership Axis
Stakeholder Role Action Oversee Decision
Board of Directors Responsible Operation Model Executives Vision / conceptual
Shareholders Investors Protect Interest Board of Directors Board of Directors
Executives Accountable Execute Business Analysts, Contextual
Model Department
Enterprise Architects IT/Business Portfolio Risk Analysis / Analysts, PM Architectural Vision
Governance Governance
Analysts Value Analysis Evaluate PM Categorize domains
Competencies
Project Manager Project Accountable Initiate capabilities & Project Staff Logical Implementation
Remove Obstacle resources
Employees Operations Implement - Value Analysis Input
capabilities
Agents Consulting Deliver Service - Non
Suppliers Facilitators Deliver physical - Non
domains
Partner Strategic alliance, Customer Value - Responsible
Spread risk Creation, Immigrate
risk

16. Governance - Decision Axis CHASE Global Bank
IT Principles
•Generate Sales using Technology rather than salespeople.
•Innovative and real time generated services
•Providing information to customers via Internet
•Create customer value from customer feedback and cutting edge projects.
•A leader in technology and business solutions
IT Architecture IT Infrastructure
Architecture that supports the value CRM from Sieble IT Investment and
creation in the Enterprise through Unix platforms.
organization of data, processes and ERP system
Prioritization
business logic. A complex, yet simple Other systems that supports Lean Approach to Investments -
design where processes are constantly capabilities and business Reuse before buy: buy before build.
evaluated through a bottom-up processes Leverage infrastructure in all e-
approach. commerce applications.
All applications or processes that do
Business Solutions not support or creates value
Governed by a technology governance Small projects with 90 days according to the value analysis
board, chaired by Global markets CIO and delivery cycles. Rapid ongoing should be removed. New
other technology heads. Meetings every change rather than disruptive Capabilities shall be evaluated and
six to eight weeks to identify changes. Immediate Customer initiated with a close relationship to
opportunities to leverage shared feedback. customers and their feedback.
infrastructure as well as shared
applications capabilities.
Influences

17. • Business transaction model
Buy
Sell product product
Buyer Seller

18. • Balance score card analysis For business

19. Business model
Customer Investment transaction
Agent Invest managers
Customer
Customer profile account Investment
Agent Investment transaction Invest managers

20. Application model
Application Application
interaction collaboration
Data Object application application
Application Application
Flow-function component
Structure aspect Behavior aspect Structure aspect

21. Infrastructure model
Network
Support
Communication
Process
Chase
Chase bank Storage
banking
infrastructure
system
support
Communication
Communication
Support
Investm manage
ent ment
project

22. Business model
Chase Bank client
Claim
investor
fulfillment
Customer Investment
requirement performance
analysis analysis
register design valuate invest
Notification

23. Application model
Infrastructure
service
Database
access
service
ACC/ FIN
Database application
template
HR
application
PM
Chase FX
/Market Axess Hardware/ application
/Chase Bond LAN software platform
information system
CRM

24. Infrastructure model
Customer
information Application
record support
Phone
call
Web access
Network
Web
Application

25. Investment
Customer Policy data
case
data management
management
Customer Customer
data data
Customer Customer
Web access Web access data data
Client side Server
Customer Customer
data data

26. Migration Planning
*Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive Report vol. 6, No.3, 2003

27. Review of Opportunities Solution

28. Recommendations

29. References
•Herzum, Peter, Applying Enterprise Architecture, Cutter Consortium Executive
Report vol. 6, No.3, 2003
•Marc Lankhorstet. Al. Springer 1998. Leipzing, Entreprise Architecture at Work.
Ch.5.,
•Mark Goetsch,. Implementing the MAP Framework using GERAM DePaul
University MAP is Meta-Architect Processes Framework.