2008, Kuala Lumpur, IASA

1. Transforming a SOA landscape
towards SOA + BPM landscape
Date 16/03/2008
Credit Suisse, Tarmo Ploom
Final Version

2. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 2

3. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 3

4. Credit Suisse in brief
Credit Suisse is a leading global
bank headquartered in Zurich.
It is focused on serving its clients in
three business lines: investment
banking, private banking and asset
management.
Credit Suisse is renowned for
providing expert advice, holistic
solutions and innovative products
to a wide range of corporate and
institutional clients and high-net-
worth individuals globally, as well
as retail clients in Switzerland.
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Date: 06/09/2009 Slide 4

5. Credit Suisse, One Bank organization
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6. Credit Suisse, international locations
Europe (excl. CH)
70 branches
Americas
48 branches MOW
Asia
CHI TOR Switzerland 20 branches
189 branches
SF NY
LA DAL ATL SHA
MIA NAS DXB
HKG
Africa SIN
3 branches
LDN JKT
GUE LUX
FFM
PAR SAO Australia
VIE 4 branches
MAD MIL SYD
MCO MEL
GIB
International PB Locations (IBIP)
CREDIT SUISSE Private Banking
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7. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 7

8. SOA @ Credit Suisse, interface taxonomy
CS language
Event: fire and forget style asynchronous communication
Service: request and response style synchronous communication
Bulk: Bulk data transfer (>100 MB)
Interface: abstraction of service, event and bulk
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9. SOA @ Credit Suisse, overview
Services
ca 1000 public services
47% reuse
15 million service transaction per day
Events
ca 38 000 queues
15 – 20 million transactions per day
Bulk
25 000 files
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10. SOA @ Credit Suisse, SOA maturation
200 services 400 services 600 services 700 services 800 services 900 services
available available available available available available
Wide use of services follows a critical mass of available services
Today ~15 Mio. service calls a day
Fully decoupled platform some years ahead
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11. SOA @ Credit Suisse, SOA governance process
Project-Idea Initialization Design Implementation
(Phase)
Service 2. Quality IDL/WSDL
Development Check Specification
Request 3. Quality
Check
Service Extended
Change Design
Request for reuse Completion
Service
Definition
Basic
Request Private Generation
1. Quality
service Service
Check Documentation
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Date: 06/09/2009 Slide 11

12. SOA @ Credit Suisse, CS Information Bus
CS Information Bus
Service Event Bulk
Integration typ Integration Integration Integration
(synchron) (asynchron) (asynchron)
CS Service CS Event Bus CS Bulk
Infrastructure class Infrastructure Infrastructure Infrastructure
Integration technology CORBA WebSphere C:D
MQ
Web "Lingua franca" Technologies
Services
RMI
Module Platform internal Technologies
Calls
Produced by: Tarmo Ploom
CREDIT SUISSE Private Banking Date: 06/09/2009 Slide 12

13. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 13

14. BPM @ Credit Suisse, current state
Business processes by Credit Suisse are very well documented
level 200 level 0 business processes
0
level ca 800 level 1 business processes
1
level
ca 3000 level 2 business processes
2
level
ca 10 000 level 3 business processes
3
level
ca 30 000 level 4 business processes
4
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15. BPM @ Credit Suisse, process control
Monitoring, Controlling and
Managing of running processes
– Strategic level
– Tactical level
– Operational level
Business Benefit:
– Measurement
– Understand your processes
– React to process changes
– Benefit comparison
– Base for process improvement
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Date: 06/09/2009 Slide 15

16. BPM @ Credit Suisse, execution in engines
In past 10 years:
Ca 160 human workflow processes are automated by process engines
Ca 100 process orchestration processes are automated by process engines
>100 Ad-hoc processes are automated by process engines
But only part of business processes are automated by process engines
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17. BPM @ Credit Suisse, does diffusion of innovation
work?
Current BPM usage shaped by following constraints:
Several non-integrated process engines
Uncertainty in applying BPM technology
Unclear methodology for mapping business processes to services
Uncertainties in executable business processes governance
Functional IT organization
Non cohesive approach in applying BPM in projects
diffusion of innovation
acceptance
of innovation
?
time
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Date: 06/09/2009 Slide 17

18. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 18

19. BPM+SOA vision, classical vision
Increase flexibility, increase time to market, increase agility
Thomas Erl, Service-Oriented Architecture: Concepts, Technology, and Design
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20. BPM+SOA vision, limits of classical vision
How to apply those concepts not in an application but in a landscape?
How to achieve promises (flexibility, agility) of BPM on a landscape scale?
How to avoid entropy explosion as a result of SOA & BPM integration?
How to avoid local SOA+BPM solutions and how to achieve SOA+BPM in the
overall landscape?
20 domains
120 subdomains
>1000 applications >10 000 business
>900 public service GAP processes
ca 38 000 events
ca 25 000 files
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Date: 06/09/2009 Slide 20

21. BPM+SOA vision, SBIP domain model
Area: Private Banking Customers, External
EAM, Front Systems Market Access
Switzerland (SBIP)
Channels
Channels Streetside Interfaces
Streetside Interfaces
CHA
CHA S S II
SS
Payments
Payments PB Trading
PB Trading IB Trading
IB Trading
PAY
PAY PBT
PBT IBT
IBT
Financial Instruments
Financial Instruments
Credits
Credits Securities
Securities Treasury
Treasury
CRE Operations -- S E C
Operations S E C Operations -- TTR E
Operations RE
Customers
CRE
Customers
Accounting Opera-
Accounting Opera- Investment
Investment
CUS
CUS
F N
F II N
tions Control -- A O C
tions Control A O C Management -- I IM A
Management M A
Single Accounts
Single Accounts Documentation
Documentation
ACC
ACC DOC
DOC
Accounting
Accounting Data Warehouse //
Data Warehouse Logistics
Logistics
Internal Accounting
Internal Accounting
FAC
FAC DWH
DWH LOG
LOG
Basic Facilities -- B A S
Basic Facilities B A S
Banking Complementary Functions External Relationships Fundamentals V 3.1
27.11.2006
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22. BPM+SOA vision, BPM+SOA landscape structuring
Reduce complexity of problem by reducing dimensions of freedom in landscape
As a result entropy of the landscape can be reduced
20 domains, 120 subdomains
> 3000 ITComponents?
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Date: 06/09/2009 Slide 22

23. BPM+SOA vision, subdomain architecture
Subdomain as a set of PresentationComponents, ProcessComponents and
ServiceComponents
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24. BPM+SOA vision, BPM+SOA landscape uses relations
Restrictions on uses relations between processes
Use central orchestration approach
Avoid federated orchestration
Restrictions on uses relations between processes and services
All processes can call composite services
Only composite services call data services
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 24

25. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 25

26. MIT 90 framework for technology driven change
Organizational
structure
Management
Strategy Technology
processes
Individual
Skills
Scott Morton, 1991, The Corporation of the 1990s: Information Technology and
Organizational Transformation
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27. MIT 90, Changes in technology
Metadata management
BPM repository
Service repository
Processes to service references
Engines
BPM engines
Human workflow
Middleware technology
Standardization
BPMN Collaboration
BPEL/XPDL
IDL/WSDL
Process orchestration
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Date: 06/09/2009 Slide 27

28. MIT 90, Changes in governance
Quality assurance
Is process implemented in the right place in landscape?
Does process reuse appropriate software assets?
Managing of process references
To other processes?
To other services?
Versioning of business processes
How to handle changes in invoked processes or services?
Changing of business processes
Who can change operational business processes?
Who can redeploy business processes?
Integration and testing of business processes?
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Date: 06/09/2009 Slide 28

29. MIT 90, Changes in IT organization
Typical IT organizations are functional, IT organizational units focus usually
on specific business domain
However business processes span usually many business domains. How to
implement business processes which span whole landscape or many business
domains?
Any organization that designs a system will inevitably produce a design
whose structure is a copy of organizations communication structure
(Conway's Law)
Functional Functional + process based
IT organization transform
IT organization
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30. MIT 90, Changes in methodology & skills
How to develop process based applications?
How to design executable business processes?
How to map business processes to SOA services?
New roles/responsibilities?
More emphasize on architecture
Strong IT architecture (components, services, dependencies) is needed
Business architecture (business components, business processes,
business process reuse) as constraint for IT architecture is needed
Mapping of business architecture on IT architecture is needed
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Date: 06/09/2009 Slide 30

31. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 31

32. Roadmap
Top down approach to navigate MIT 90 framework
Technology
Strategy Structure Management processes
Methodology
Technology as catalyst approach to navigate MIT 90 framework
Structure
Strategy Technology Management processes
Methodology
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Date: 06/09/2009 Slide 32

33. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 33

34. Barriers on the roadmap
Cognitive limits
Understanding and communicating such architectures
High technical complexity (transactions, throughput, latency issues)
Change management
Change on individual, teams and
department level
Combination of bottom-up and top down
change needed
Need to learn new skills
Large scale change
Revolution will not work, evolution can
Time and patience need
Building up a SOA + BPM landscape is like brain surgery
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 34

35. Agenda
Introduction Credit Suisse
SOA @ Credit Suisse
BPM @ Credit Suisse
Credit Suisse vision for SOA+BPM landscape
MIT 90 model for technology driven organizational change
Roadmap for transforming SOA landscape towards an SOA+BPM
landscape
Barriers on the roadmap
BPM business case
Questions
Produced by: Tarmo Ploom
Date: 06/09/2009 Slide 35

36. BPM business case -> continuous improvement
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37. Questions?
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38. References
1. Thomas Erl, 2005, Service-Oriented Architecture: Concepts, Technology,
and Design
2. Lester C. Thurow, Michael Scott Morton, 1991, The Corporation of the
1990s: Information Technology and Organizational Transformation
3. Melvin E. Conway, 1968, How Do Committees invent?, Datamation, April
1968
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Date: 06/09/2009 Slide 38