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It’s not About Technology Anymore
(Including the Case for Modularity)
Eric Newcomer
Chief Architect, Investment Banking Division, Credit Suisse
Credit Suisse Group today – key facts
• Global bank headquartered in Zurich, serving clients in private
banking, investment banking and asset management.
• Registered shares of Credit Suisse Group AG (CSGN) are listed in
Switzerland (SIX) and as American Depositary Shares (CS) in New
York (NYSE).
• Total number of employees: 49,200.
• The Group’s long-term ratings are: Moody’s Aa2, Standard &
Poor’s A, Fitch Ratings AA-.
0
Credit Suisse vs. peers: March 31, 2010
Market Capitalization, USD bn Balance Sheet Assets, CHF bn
Assets under Management, CHF bn Employees - Number of FTEs, t
Morgan
Stanley
41
Deutsche
Bank
48
Credit
Suisse
61
UBS 62
Goldman
Sachs
93
Citigrou
p
116
JPMorgan
Chase
178
Bank of
America
179
709
788
882
n/ a
Morgan
Stanley
Bank of
America
Goldman
Sachs
Credit
Suisse
1,271
JPMorgan
Chase
1,280
Deutsche
Bank1)
1,467
UBS1) 2,267
Citigroup
2)
925
861
Morgan
Stanley
Goldman
Sachs
Credit
Suisse
1,074
UBS1) 1,356
Citigrou
p
2,102
JPMorgan
Chase
2,243
Deutsche
Bank1)
2,438
Bank of
America
2,635
33
48
62
64
81
227
263
284
Goldman
Sachs
Credit
Suisse
Morgan
Stanley
UBS
Deutsche
Bank
JPMorgan
Chase
Citigrou
p
Bank of
America
1) IFRS accounting standards
2) Citigroup does no longer disclose any information on AuM
Dynamic Business requires IT agility
• Many current business trends have direct impact on the corporate IT
– Fragmentation of the value chain (In/Outsourcing, Aggregation)
– Mergers and aquisitions
– Frequent strategy changes
– Offshoring
– Cost reduction
• High pressure on IT to increase effectiveness and efficiency
– fast reaction to new requirements in business
– fast adaptation to varying transaction volumes
– acceptable fixed cost
• IT needs to be prepared for change
– Create structures that allow for fast adaptation and/or extension
– Ensure long-term cost-effectiveness
 Establish a flexible enterprise architecture based on SOA
IT Complexity at Credit Suisse
Today‘s IT systems have the following characteristics:
 Very-large-scale: in CREDIT SUISSE more than 3000 applications
with more than 100,000,000 Source Lines of Code
 High complexity: large number of tightly coupled, networked components
 Aging: parts of the system are becoming obsolete and must be
replaced (obsolete technology, end-of-life applications)
 High rate of change: continuous flow of new business requirements
which must be implemented (Several 1000 application changes per week)
 Demanding operational quality: systems must have high reliability,
good availability, sufficient security etc.
Costs of Complexity
• Complexity increases unless something specifically is done to
reduce it
• Projection is from 2010 to 2017 to produce more code total than
currently exists *
• Solution to complexity is modularity (Kirk Knoernschild et al) **
• Solution to modularity is OSGi
– Benefits of modular programming well understood for 40
years
– Until OSGi the benefits were the responsibility of developers
& architects
– OSGi metadata and framework enforces modularity
• Modularity is a key goal of Credit Suisse’s SOA efforts
p:/ / users.jyu.fi/ %7Ekoskinen/ smcosts.htm
ttp:/ / techdistrict.kirkk.com/ 2010/ 02/ 17/ osgi-devcon-preview/
Our most important strategic objective for
IT is to enable business growth by reducing
complexity
Reducing overall complexity by
eliminating fragmentation and increasing
standardization
Simplification
initiatives
B
Continuous
improvement
A
IT
efficiency
~20 %
of CtB
Business functionality
~80 % of CtB
Balancing IT
efficiency and
business
functionality is
the challenge
for the CIO
M
anaged
evolution
OneBank
DPM
CoE
DIMA
Synonym
IB RAP
New Build
EUROM
HR trans-
formation
CASPER
Client
centricity
Basel II
IT Systems Strategy: Managed Evolution
Continued investment in our infrastructure is a key cost management requirement. This
process of "managed evolution" is needed to balance the two levers of investing in business
functionality and IT efficiency
Credit Suisse IT Architecture Areas
IT Architecture Governance and Processes
Well-defined processes assure transparent decision-making, adequate communication
and consistent enforcement of architecture with respect to the current situation
IntegrationArchitecture
Standardizedinterfacesand
infrastructuresforthe
integrationofapplications
SecurityArchitecture
Adequateprotectionofprocessesand
dependabletraceabilityofbusiness
SystemsManagementArchitecture
costefficientanddependable
operationoftheITsystems
Application Architecture
The application landscape is straight
structured and established according to
common principles
Infrastructure Architecture
Standardized application platforms based on
standardized technical components
Business Architecture
The business model based on the utilization of
optimal processes and organizational structures
DataArchitecture
StandardizedDataandInformationlif
representationandintegration
ITArchitectureRemit
 Cost reduction of more than one
third
 Modal split between "change" and
"run" remained constant at a high
level.
 Much more functionality (CRM,
reporting, products, internet
banking, GUIs on almost all
applications, automated trading,
straight-through processing, ...)
 Much more business volume
 Substantially improved stability
 Many non-architecture related
initiatives (offshoring, sourcing,
project portfolio management,
reorganizations, ...)
 from 2007: additional cost to
support growth strategy
Complexity reduction
data center
Various technology phaseouts (OS/2, SNA, Smalltalk)
Application platforms (Java, DWH)
Application clean-ups (accounts, MIS,
trading, payments, front systems, ...)
Service architecture, interface management
Established architecture governance
Does IT Architecture Generate Value?
The emphasis shifts from functionality to
efficiency
• In the early days everyone needed more features and functions
to meet business automation requirements
• As the IT industry matures
– We find we have the features and functions we need
(for the most part)
– In our products and infrastructures
• And we find, after the initial big push to automate, we have more
applications than we really need
• No one was thinking about enterprise architectures
• And now we are stuck with complexity
• (You know the type of picture…)
Almost all of the business applications of
the enterprise were not written using
consistent architecture. Instead they are
byproducts of the evolution of IT:
-Mainframe transactions
-C++ Client/Server Apps
-Middleware Islands
-Home Grown / Dark Matter
-Java / .NET mixture
Solution: Expose and modularize existing
enterprise systems as software services
 Plug-in to business applications
and process flows
 Encapsulate the unique complexities
 Extend into the services foundation of
today’s modern software platforms
B2B
Consumer
Private RetailInvestment
Across The Enterprise
Across Channels
Across Business Units
Commercial
MobileWeb B2B
B2B
Consumer
Asset Mgmt
Across The Enterprise
Across Channels
Across Business Units
Commercial
Web B2B
Example 1: PB - Credit Suisse
Information Bus (CSIB)
Started in 1998
More than 1000 services built up to now
All PB applications offer and/or consume services today
Enable Managed Evolution
Component architecture for the Swiss Platform
Reuse of core data&functionality (mainly) residing on the
mainframe
CORBA for synchronous services
WebSphere MessageBroker / MQ for messaging
Connect:Direct for files
About 1000 public services, 70 message publishers
280 million CORBA calls & 120 million messages delivered
per month
Facts
Objectives
Technology
Footprint
Example 2: PB - Global SOA
Started in 2005
About 30 Services built up to now
Services implemented in various countries
Re-use the same frontend applications with different local
backends
Initial driver: common global frontend application
Basis for a common front applications target architecture
(FATA)
Web Services (only synchronous communication needed)
Small number of interactions today.
Large growth coming with important new initiatives (Global
Front Components based on FATA)
Facts
Objectives
Technology
Footprint
Equity
IB Approach: Moving from Silos to SOA
Intermediate stage:
Identify reusable components
Quote
Manager
Exchange
Link
Fixed
Income
Trade
Mgmt
Goal: Service-oriented
architecture
Exchange
Link
Quote
Manager
Position
Mgmt
Compli-
ance
Equity
Siloed
applications
Fixed
Income
Equity
Fixed
Income
Existing Systems Need to Evolve
• They can’t be replaced all at once
• Some systems have been in place for 30-40 years
• Architecture decomposes the problem
• Modules can be isolated and replaced separately
• Additional considerations include:
– Standardizing the deployment platform(s)
– Inventorying the applications
– Adopting industry standards
• For example, Credit Suisse’s current picture
Customer&Partner
(CUS)
1:Partners&Persons
Wealth Management &
Advisory
(WMA)
2:Finance,Investment&
Sales
3:TradingandMarkets
4:CashandAssetOperations
Payments
(PAY)
Settlement and Clearing
(SCL)
Single Accounts
(SAC)
AccountingControl
(AOC)
7: Enterprise Common Services
Business Partner Applications (BPA) Financial Market Information (FIN)Enterprise Content Management (ECM)
Credits and Syndication
(CRS)
FinancialAccounting
(FAC)
Regulatory,Risk
andLiquidity
(RRL)
6:Accounting,Controllingand
Reporting
Communication and Access (CHA)
Logistics
(LOG)
Basic Facilities
(BAS)
V 0.96 2008/ 12/ 10
5: Communications & Collaboration
Street Side Interfaces (SSI)
Trading
(TRA)
Product Control
(PRC)
Custody
(CDY)
Corporate Actions
(COA)
CustomerRelationshipManagement
(CRM)
Order and Trade
Management
(OTM)
6335 0 0
3821 1 0
69189 0 1
2822 0 0
2117 0 1
146567 6 4
2613661 6
92 7 5 1
8558 0 1
2291 1 38 80105 2 2
11772 6 49
18 5 0 0
60 7 1 10
14727 0 0 7740 1 1
65152 0 08634 1 219 1 0 1
6865 0 7
PB Apps
IB Apps AM Apps
CoS Apps More than 3000 Applications… in
the Common Domain Model
Domains are high-level components
coupled using services
CS Information Bus
Interfaces Interfaces Interfaces
Interfaces
Domain
App
DataData Data
App
Domain
App App
Data
Domain
App App
Data
Domain
App App
Data
Supporting Tool: Interface Management
System (IFMS)
•Component owners need to design the
interfaces of their components (planning and
design)
•Developers need a generator producing
source code for using the interfaces
•Service users need a catalogue with powerful
search functions so they find the right
functionality
IFMS
Target state: Credit Suisse eXchange Bus
(CSXB) for federated SOA
Regions
Divisions
Applications
CS X Bus
Summary
Software Tools, Governance & Process
SOA DesignSOA Design SOA InfrastructureSOA Infrastructure SimplicitySimplicity
OrganizationOrganization
Service
Service

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OSGi Community Event 2010 - Its Not About Technology Anymore (including a Case for Moduarity

  • 1. It’s not About Technology Anymore (Including the Case for Modularity) Eric Newcomer Chief Architect, Investment Banking Division, Credit Suisse
  • 2. Credit Suisse Group today – key facts • Global bank headquartered in Zurich, serving clients in private banking, investment banking and asset management. • Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE). • Total number of employees: 49,200. • The Group’s long-term ratings are: Moody’s Aa2, Standard & Poor’s A, Fitch Ratings AA-.
  • 3. 0 Credit Suisse vs. peers: March 31, 2010 Market Capitalization, USD bn Balance Sheet Assets, CHF bn Assets under Management, CHF bn Employees - Number of FTEs, t Morgan Stanley 41 Deutsche Bank 48 Credit Suisse 61 UBS 62 Goldman Sachs 93 Citigrou p 116 JPMorgan Chase 178 Bank of America 179 709 788 882 n/ a Morgan Stanley Bank of America Goldman Sachs Credit Suisse 1,271 JPMorgan Chase 1,280 Deutsche Bank1) 1,467 UBS1) 2,267 Citigroup 2) 925 861 Morgan Stanley Goldman Sachs Credit Suisse 1,074 UBS1) 1,356 Citigrou p 2,102 JPMorgan Chase 2,243 Deutsche Bank1) 2,438 Bank of America 2,635 33 48 62 64 81 227 263 284 Goldman Sachs Credit Suisse Morgan Stanley UBS Deutsche Bank JPMorgan Chase Citigrou p Bank of America 1) IFRS accounting standards 2) Citigroup does no longer disclose any information on AuM
  • 4. Dynamic Business requires IT agility • Many current business trends have direct impact on the corporate IT – Fragmentation of the value chain (In/Outsourcing, Aggregation) – Mergers and aquisitions – Frequent strategy changes – Offshoring – Cost reduction • High pressure on IT to increase effectiveness and efficiency – fast reaction to new requirements in business – fast adaptation to varying transaction volumes – acceptable fixed cost • IT needs to be prepared for change – Create structures that allow for fast adaptation and/or extension – Ensure long-term cost-effectiveness  Establish a flexible enterprise architecture based on SOA
  • 5. IT Complexity at Credit Suisse Today‘s IT systems have the following characteristics:  Very-large-scale: in CREDIT SUISSE more than 3000 applications with more than 100,000,000 Source Lines of Code  High complexity: large number of tightly coupled, networked components  Aging: parts of the system are becoming obsolete and must be replaced (obsolete technology, end-of-life applications)  High rate of change: continuous flow of new business requirements which must be implemented (Several 1000 application changes per week)  Demanding operational quality: systems must have high reliability, good availability, sufficient security etc.
  • 6. Costs of Complexity • Complexity increases unless something specifically is done to reduce it • Projection is from 2010 to 2017 to produce more code total than currently exists * • Solution to complexity is modularity (Kirk Knoernschild et al) ** • Solution to modularity is OSGi – Benefits of modular programming well understood for 40 years – Until OSGi the benefits were the responsibility of developers & architects – OSGi metadata and framework enforces modularity • Modularity is a key goal of Credit Suisse’s SOA efforts p:/ / users.jyu.fi/ %7Ekoskinen/ smcosts.htm ttp:/ / techdistrict.kirkk.com/ 2010/ 02/ 17/ osgi-devcon-preview/
  • 7. Our most important strategic objective for IT is to enable business growth by reducing complexity Reducing overall complexity by eliminating fragmentation and increasing standardization Simplification initiatives B Continuous improvement A
  • 8. IT efficiency ~20 % of CtB Business functionality ~80 % of CtB Balancing IT efficiency and business functionality is the challenge for the CIO M anaged evolution OneBank DPM CoE DIMA Synonym IB RAP New Build EUROM HR trans- formation CASPER Client centricity Basel II IT Systems Strategy: Managed Evolution Continued investment in our infrastructure is a key cost management requirement. This process of "managed evolution" is needed to balance the two levers of investing in business functionality and IT efficiency
  • 9. Credit Suisse IT Architecture Areas IT Architecture Governance and Processes Well-defined processes assure transparent decision-making, adequate communication and consistent enforcement of architecture with respect to the current situation IntegrationArchitecture Standardizedinterfacesand infrastructuresforthe integrationofapplications SecurityArchitecture Adequateprotectionofprocessesand dependabletraceabilityofbusiness SystemsManagementArchitecture costefficientanddependable operationoftheITsystems Application Architecture The application landscape is straight structured and established according to common principles Infrastructure Architecture Standardized application platforms based on standardized technical components Business Architecture The business model based on the utilization of optimal processes and organizational structures DataArchitecture StandardizedDataandInformationlif representationandintegration ITArchitectureRemit
  • 10.  Cost reduction of more than one third  Modal split between "change" and "run" remained constant at a high level.  Much more functionality (CRM, reporting, products, internet banking, GUIs on almost all applications, automated trading, straight-through processing, ...)  Much more business volume  Substantially improved stability  Many non-architecture related initiatives (offshoring, sourcing, project portfolio management, reorganizations, ...)  from 2007: additional cost to support growth strategy Complexity reduction data center Various technology phaseouts (OS/2, SNA, Smalltalk) Application platforms (Java, DWH) Application clean-ups (accounts, MIS, trading, payments, front systems, ...) Service architecture, interface management Established architecture governance Does IT Architecture Generate Value?
  • 11. The emphasis shifts from functionality to efficiency • In the early days everyone needed more features and functions to meet business automation requirements • As the IT industry matures – We find we have the features and functions we need (for the most part) – In our products and infrastructures • And we find, after the initial big push to automate, we have more applications than we really need • No one was thinking about enterprise architectures • And now we are stuck with complexity • (You know the type of picture…)
  • 12. Almost all of the business applications of the enterprise were not written using consistent architecture. Instead they are byproducts of the evolution of IT: -Mainframe transactions -C++ Client/Server Apps -Middleware Islands -Home Grown / Dark Matter -Java / .NET mixture Solution: Expose and modularize existing enterprise systems as software services  Plug-in to business applications and process flows  Encapsulate the unique complexities  Extend into the services foundation of today’s modern software platforms B2B Consumer Private RetailInvestment Across The Enterprise Across Channels Across Business Units Commercial MobileWeb B2B B2B Consumer Asset Mgmt Across The Enterprise Across Channels Across Business Units Commercial Web B2B
  • 13. Example 1: PB - Credit Suisse Information Bus (CSIB) Started in 1998 More than 1000 services built up to now All PB applications offer and/or consume services today Enable Managed Evolution Component architecture for the Swiss Platform Reuse of core data&functionality (mainly) residing on the mainframe CORBA for synchronous services WebSphere MessageBroker / MQ for messaging Connect:Direct for files About 1000 public services, 70 message publishers 280 million CORBA calls & 120 million messages delivered per month Facts Objectives Technology Footprint
  • 14. Example 2: PB - Global SOA Started in 2005 About 30 Services built up to now Services implemented in various countries Re-use the same frontend applications with different local backends Initial driver: common global frontend application Basis for a common front applications target architecture (FATA) Web Services (only synchronous communication needed) Small number of interactions today. Large growth coming with important new initiatives (Global Front Components based on FATA) Facts Objectives Technology Footprint
  • 15. Equity IB Approach: Moving from Silos to SOA Intermediate stage: Identify reusable components Quote Manager Exchange Link Fixed Income Trade Mgmt Goal: Service-oriented architecture Exchange Link Quote Manager Position Mgmt Compli- ance Equity Siloed applications Fixed Income Equity Fixed Income
  • 16. Existing Systems Need to Evolve • They can’t be replaced all at once • Some systems have been in place for 30-40 years • Architecture decomposes the problem • Modules can be isolated and replaced separately • Additional considerations include: – Standardizing the deployment platform(s) – Inventorying the applications – Adopting industry standards • For example, Credit Suisse’s current picture
  • 17. Customer&Partner (CUS) 1:Partners&Persons Wealth Management & Advisory (WMA) 2:Finance,Investment& Sales 3:TradingandMarkets 4:CashandAssetOperations Payments (PAY) Settlement and Clearing (SCL) Single Accounts (SAC) AccountingControl (AOC) 7: Enterprise Common Services Business Partner Applications (BPA) Financial Market Information (FIN)Enterprise Content Management (ECM) Credits and Syndication (CRS) FinancialAccounting (FAC) Regulatory,Risk andLiquidity (RRL) 6:Accounting,Controllingand Reporting Communication and Access (CHA) Logistics (LOG) Basic Facilities (BAS) V 0.96 2008/ 12/ 10 5: Communications & Collaboration Street Side Interfaces (SSI) Trading (TRA) Product Control (PRC) Custody (CDY) Corporate Actions (COA) CustomerRelationshipManagement (CRM) Order and Trade Management (OTM) 6335 0 0 3821 1 0 69189 0 1 2822 0 0 2117 0 1 146567 6 4 2613661 6 92 7 5 1 8558 0 1 2291 1 38 80105 2 2 11772 6 49 18 5 0 0 60 7 1 10 14727 0 0 7740 1 1 65152 0 08634 1 219 1 0 1 6865 0 7 PB Apps IB Apps AM Apps CoS Apps More than 3000 Applications… in the Common Domain Model
  • 18. Domains are high-level components coupled using services CS Information Bus Interfaces Interfaces Interfaces Interfaces Domain App DataData Data App Domain App App Data Domain App App Data Domain App App Data
  • 19. Supporting Tool: Interface Management System (IFMS) •Component owners need to design the interfaces of their components (planning and design) •Developers need a generator producing source code for using the interfaces •Service users need a catalogue with powerful search functions so they find the right functionality
  • 20. IFMS Target state: Credit Suisse eXchange Bus (CSXB) for federated SOA Regions Divisions Applications CS X Bus
  • 21. Summary Software Tools, Governance & Process SOA DesignSOA Design SOA InfrastructureSOA Infrastructure SimplicitySimplicity OrganizationOrganization Service Service