Service offering of the ifb group with focus on Business Technology

Transcription

1 Service offering of the ifb group with focus on Business Technology ifb group, August 14 th, 2015

2 About ifb group Proficiency and focus provide the basis to successful projects ifb group world-wide Founded 1989 in Cologne 350+ employees 800+ satisfied customers Projects in over 25 countries ifb group market D-A-CH Branch offices Germany (HQ) Austria Switzerland Luxemburg USA Canada Colombia Best implementation experience through proficiency & expertise in: Revenues per Industry 2014 Consulting Mix 2014 Financial Accounting and Management Accounting Risk Management, Regulatory & Compliance Topics Corporate Governance and Reporting, Business Intelligence, Big Data Integrated Finance and Risk Architecture (Enterprise Architecture, Processes, Data, Methods, IT Applications) and Technologies Governance, Process and Transformation Management 2

3 IT Business Areas Current and future Challenges for the Enterprise Architecture Our target architecture is focused on four key impact areas Processes & Governance Process documentation and governance Data governance process to ensure data quality and consistency Incorporation of compliance topics (e.g., BCBS 239 or CCAR) in risk, finance and reporting processes Optimized reporting processes (reporting landscape) Target operating models for business and IT Customer interaction models with (internal) clients Clear responsibilities (RACI matrix) Methods, KPIs & Reporting Unambiguous semantics of methods and functions as well as unique key performance indicators (KPIs) Complete methods and functions where required variability can be managed through governance Optimization of business methods to reduce redundant functions and silos across calculation engines Consistent, efficient and flexible reporting capabilities being aligned with respective audience IT Architecture Flexible and integrated architecture to reduce complexity (number of IT systems and interfaces) Rationalization of IT applications Integrated data management (tool support to provide transparency, i.e. data lineage) Stable laboratory environment to cope with ad-hoc requests and business analysis High performance of IT applications and IT systems (e.g., in-memory technologies) Data & Governance Unambiguous semantics of data Data architecture taxonomy and ontology Comprehensive data repository and full data lineage incl. impact analysis which needs to be documented in a central repository Data quality must be adequate and transparent at any time (i.e. holistic view across all relevant data flows from front to back = data lineage) Agility to cope with new requirements (e.g., support of intra-day calculations and ad-hoc reporting) 3

4 Provide Holistic View by Linking Processes, Data, Methods, and IT Applications The holistic architecture maps all important views across the organization Overview The overall scope of the holistic architecture model is to establish a data-centric and enterprise-wide view across all relevant data objects, methods, processes, and IT applications. The data objects (and methods, if applicable) are linked through business processes to related ownership (roles & responsibilities), Key Performance Indicators (KPIs), and reporting capabilities to provide a holistic governance and consider the enterprise culture. The main element to describe business processes is the Process Framework which defines the minimum standard of process documentation required by business, regulators and auditors. The framework provides a holistic view across all business processes and their decomposition as well as links between business processes and the corresponding governance. The Semantic Data Model describes all data elements is. This provides a formalized logical description of all data objects for all managed objects and their relationships. The Semantic Methods Model is a logical description of all required transformation and calculation methods (functions) and provides the basis for all relevant calculation engines in the IT application landscape. The Process Framework, Semantic Data Model, and Semantic Methods Model are used to provide a holistic view across the IT Application Landscape and to facilitate communication within the business as well as between business and IT. In addition, these models form the basis to establish the respective data and methods governance. Holistic Architecture across Processes, Data, Methods, and IT Applications Governance (roles) Enterprise Culture KPIs and Reports Business Areas Process Framework Semantic Data Model Semantic Methods Model IT IT Application Landscape 4

5 ifb group Business Technology Innovative services to address current and future challenges Environment and Markets Conditions (complexity reduction, standardization, erosion of margins / cost pressure, macro-economic factors, operating models) Corporate Governance & Reporting Local and International Accounting Standards Financial Accounting Management Accounting Risk Management Regulatory & Compliance Regulatory and Compliance Requirements, Reporting Obligations Finance and Risk Architecture, Governance & Processes Internal Demands to CFO / CRO / COO (integrated finance and risk architectures, effectiveness & efficiencies, transparency, markets & products) 5

6 ifb group Business Technology Overview Our global community of business technology consultants complements our Management Consulting service offerings and is committed to working with our clients on their most challenging architecture, technology and BI issues using state-of-the-art technologies and following the actual trends. Topics can be the alignment of business and IT strategies, the design and optimization of business and data architecture and the related governance and process management. Together with our clients we develop agile, integrated finance & risk architectures or support banks and insurances in the rationalization and optimization of their respective data, process and application landscapes. In addition, we design, optimize and implement solutions in the areas of Business Intelligence, starting from data consolidation and data integration to optimization of data warehouses and data cubes to comprehensive reporting and business analytics platforms as well as the use of Big Data and digital strategies for banks. 6

7 ifb group Business Technology Building the bridge between business and IT Finance and Risk Architecture, Governance & Processes Enterprise Architecture and Governance Agile, integrated Finance and Risk Architecture Architecture models and processes in respect to TOGAF Architecture Taxonomy and Ontology Corporate Governance Maturity Assessment Target Operating Model Total Cost of Ownership (TCO) Management and Cost Management Efficiency Gains and Cost Reduction Business Intelligence Data analysis and Big Data Data mining and data discovery Individual centric data modeling Optimization of reporting (MIS) Mobile and multi-channel BI Process-oriented BI Implementation of reporting and analysis platforms Development of BI applications Process Architecture and Governance State-of-the-art Process Architecture Process Framework Design and Implementation of Process Excellence Business process optimization Procedures for BCBS 239, CCAR and the Automated Exchange of Financial Information (AIA) Internal control system (ICS) igrafx and SAP PowerDesigner SAP Transactional Banking (BCA/CML, DM/LM, TRM) Core banking systems (e.g. Avaloq) Transformation Management Industrialization and Rationalization Program and project management Methodological competence (e.g. Scrum) Business capabilities models Design and implementation of change management Design and implementation of transformation management Development of training and communication concepts Data Architecture and Governance Transformation of data and method silos into layered architecture Agile data architecture design DWH design and data modeling Data harmonization and data integration (Single Source of Truth) Data consolidation, data mapping and master data management Data governance & data management Semantic data models Semantic methods & functions models Overall Topics Cloud services Implementation of ETL processes SOA for Banking (BIAN) SAP technologies (e.g. HANA, BW, CVPM, DLL, RDL, SDL) Oracle technologies (e.g. Essbase, OBIEE) SAS technologies (e.g. Base, GRC) Teradata technologies In-memory (E-LT) concepts 7

8 Offering: Business and IT Strategy Alignment Closing the gap between business and IT Business Strategy Markets, client segments, products, channels Value proposition How to compete Roadmap to Target Operating Model Enterprise Architecture Framework Design Enterprise Governance Model (Control Objectives and Monitoring) IT Strategy Business Architecture Framework Design Data Architecture Framework Design Target Operating Model (TOM) Semantic Data Model Process Framework Semantic Methods Model Target IT Landscape (Applications) Target IT Model (Processes, Data, Methods, Applications) Cloud & Platform Services Sourcing / Deployment Strategies Planning, Execution and Delivery Business Technology Specific Modules Input 8

9 Offering: Enterprise Architecture Solution proficiency processes, data, and governance aspects Effectiveness Efficiency Agility Durability Business Vision & Mission Business Architecture Information Architecture Design Process Framework Semantic Methods Model Heat Maps Business Process Re-engineering Data Architecture (Processes, Data, Methods, Applications) Semantic Data Model Application Landscape Physical Data Model Information Systems Architecture Industrialization / Rationalization Enterprise Governance Model (Control Objectives and Monitoring) Business Technology Specific Modules Input 9

10 IT Architecture Layers Business Architecture Layers Enterprise Architecture (Meta Model v1.2) Our meta model provides a holistic view across all architecture models Best Practice ifb group Business Capability Framework Business Architecture Business Process Framework Risks & Controls Framework Governance & Organization BC Area Process Cluster Risk Organization BC Domain BC Cluster Business Capability Conceptual Data (Business Information) Model has as input/ output is executed within Calc Method CDM Domain Business Object Business Attribute Logical Data Model* Physical Data Model* Process Sub Process Activity is input/ output to Task is inspected by poses represents is mitigated by begins escalation procedure for Control involves performed by Role owns assigned to (RACI) Activity Business Capability Business Object Governance, Risk & Compliance (GRC) Architecture Layers is realized as Business Service within APL Domain Application Landscape Application feeds is fed by Interface is transported by Application automates Infrastructure Architecture *) Meta objects similar to Business Information Model. Details not shown here for the sake of clarity. 10

11 Technology Architecture Applications Architecture Data Architecture Function Architecture Process Architecture Our Enterprise Architecture Offerings Best Practice ifb group Our offerings includes reference models, implementation methodologies as well as other models (e.g., governance) across the various layers of the Enterprise Architecture Framework. ifb Reference Model Methodology (Implementation) Governance, Risk, and Compliance (GRC) Meta Layer Process Model Capability Model Process Landscape Process Maps and Diagrams Process Templates Process Implementation Process Modelling/Design Process Optimization Process Maturity Assessment Risk & Control Framework Process Modelling/Design Process Optimization Process Maturity Assessment Process Mgmt & Governance Architecture Governance Architecture Governance Architecture Compliance Process Architecture Principles Function Model Function Model Function Modelling / Design Functional Decomposition Functional Modelling / Design Function Governance Model Function Governance Process Optimization Process Maturity Assessment Process Mgmt & Governance Architecture Framework Content Framework / Meta model Architecture Development Process Architecture Maturity Assessment Architecture Skills Framework Data Model Data Domain Model Business Object Model Data Semantics Physical Data Model Data Modelling DWH / ETL Architecture Design Reporting Factory Reporting Design Reporting Process Data Governance Model DG Policies DG Organization DG Roles & Responsibilities DG Processes (DG/Data Lineage) DG Processes (DG/Data Lineage) Architecture Tools Documentation Standards Tool Selection Approach PowerDesigner Reference Impl. Application Landscape Target Application Architecture Application Architecture Solution Architecture (Templates) Application Portfolio Application Portfolio Mgmt Rationalization Approach Application Architecture Solution Architecture (Design) Application Governance Application Gov. & Policies Application Roles & Responsibilities Application Service Mgmt (e.g. ITIL) TCO Analysis TCO Optimization Technology Landscape Target Application Architecture Technology Portfolio HANA Platform In-Memory Technologies Big Data Platforms Technology Governance ITIL BIAN TOGAF 11

12 General Approach: Data and Process Modeling Modeling with tool SAP PowerDesigner fulfills i.a. Data Lineage requirements Models, notations and their relationships in SAP PowerDesigner: Process modeling Data modeling Best Practice ifb group Enterprise Architecture Model Business Process Model Physical Data Model (PDM) Logical Data Model (LDM) Conceptual Data Model (CDM) Data Movement Model Data flow (ETL) modeling Data Dictionary The data flow modeling supports the regulatory requirements of both BCBS 239 and CCAR in terms of data lineage (transparency across data flows) and impact analysis. 12

13 Offering: Business Architecture Focus on business processes and the associated governance What do they do? Who does it? Which information is required? Where is it done? Investment Planning: Demand / Service mgt Portfolio optimization Business Vision and Mission Business Capabilities Model Process Framework Strategic Change Initiatives Regulatory Demand (e.g. GRC, SSM, BCBS 239, CCAR) Planning, Delivery, Execution Process Heat Maps Business Operations Data Governance (Quality, consistency, completeness) Extended Business Modeling Language Business Knowledge Repository Business Process Re-engineering Target Operating Model Efficiency Gains (Reduction of costs & manual processes) Sustainable IT Architecture Business Governance Model (Control Objectives and Monitoring) Business Technology Specific Modules Input 13

14 Offering: Process Management Optimization and documentation of business processes Roles and Responsibilities End-to-end view Transparency and controls Documentation standards Business Capabilities Model Documentation Guidelines (Business Process Model and Notation) Process Heat Maps Process Framework Business Process Re-engineering Process Cluster (Level-1) Business Process (Level-2) Sub-Process (Level-3) Activity (Level-4) Process Cluster Process Map SIPOC-Analysis Swim lane Diagram Test Case / Use Case Process Excellence (continuous improvement) Internal Control System (audit trail) Process Governance Model (Control Objectives and Monitoring) Business Technology Specific Modules Input 14

15 Our Business Process Framework (BPMN*) The comprehensive Process Framework consists of five hierarchy levels Best Practice ifb group Key deliverables along the five hierarchy levels of our Process Framework: Level 0: Holistic Process Map (e.g., entire process landscape of the enterprise) Level 1: Process Cluster (e.g., 3. Data Governance) Level 2: Business Processes (e.g., 3.2. Data Quality Mgmt.) Level 3: Sub-Processes (e.g., Data Quality Definition) Level 4: Activities (e.g., Define Data Quality KPIs; always starts with a verb) Level 5: Tasks (i.e. detailed working instructions) 1 L0 Enterprise Process Landscape Process Description Optional Provides an alternative grouping of clusters L1 Process Cluster Maps Alternative view likely Provides an alternative grouping of processes 2 L1 3 L2 RACI** matrix 4 L2 Business Process Maps Process Cluster Heat Maps Needed for optimization * BPMN = Business Process Model and Notation; describes business processes in a graphical notation in a standard manner ** RACI = Responsibility, Accountability, Consulted, Informed; might be enhanced to RACSI format by S = Supported *** SIPOC = Supplier, Input, Process, Output, Customer; in general, these are lists and a matrix of data artefacts and their assigned owner L2 Swim Lane diagrams Can include data flows 5 L3 Swim Lane diagrams 6 L4 Swim Lane diagrams L2 SIPOC*** Optional 15

16 Business Process Framework ITIL Service Process Landscape The ITIL v3 service lifecycle governance and operational elements in five stages Best Practice ifb group Service Lifecycle Governance Processes Service Lifecycle Operational Processes 5 Continual Service Improvement Pr. Service Measurement Service Reporting Service Improvement Service Strategy Processes Strategy Generation Financial Management (incl. Budget Planning) Service Portfolio Management Information Security Management Service Asset and Configuration Management Service Design Processes Service Catalog Management Service Level Management Capacity Management Availability Management Service Continuity Management Release and Deployment Management Service Transition Processes Demand Management Vendor Management Knowledge Management Operative Demand Management Operative Vendor Management Transition Planning & Support Change Request Management Service Validation and Testing Evaluation Service Operation Processes Event Management Request Fulfillment Access Management Operations Management Incident Management Problem Management 16

17 Business Process Framework Examples Some key deliverables in context of data and process governance Illustrative examples L1 Roles & Responsibilities (part of RACI matrix) 3a L2 Business Process Map 4 5 *RACI = Responsibility, Accountability, Consulted, Informed L2 RACI Matrix 3b L3 Swim Lane diagram (e.g., data flow charts) 17

18 Offering: Data Architecture Complexity reduction and optimization of the IT application landscape Business Vision and Mission Semantic Methods Model Semantic Data Model Data Consolidation Data Blueprint Data Integration In-Memory Technologies Reporting (MIS) Business Analytics Master Data Management Reference Data Hub Operational Data Store Data Handling Optimization Data Quality Measures Commentary Workflow Analytical MDM + CRM Data Mining and Data Discovery Single Source of Truth Design of Data Warehouse and multi-dimensional Cubes Big Data Data Exception Handling Framework Data Governance Model (Control Objectives and Monitoring) Business Technology Specific Modules Input 18

19 Single Source of Truth: DWH and Data Marts / Aggregates State-of-the-art, Integrated Finance & Risk Architecture* Transformation of data and methods silos into agile, high-performance layers Best Practice ifb group Reporting Layer Finance Reporting Regulatory Reporting Controlling Risk Management Data Integration [Analytical Data single transaction records, no aggregates] Credit Risk Market Risk Liquidity Risk Accounting ALM Analytical Layer (calculation engines) Cash Flow Fair Value General Ledger Sub Ledgers Data Integration [Operational Data single transaction records, no aggregates] Operational Layer Loans Deposits, Cards Trading/Treasury Investments Business Partner * See also BIAN 19

20 The modern Business Intelligence / DWH Approach Move from ETL and data capture to real-time E-LT (Extract Load, Transform) Best Practice ifb group Traditional ETL + Change Data Capture Row-based transformations in ETL engine on expensive middle-tier servers Invasive capture on OLTP systems using complex adapters mainly once in a day Data streaming requires several hops Multiple business logic is distributed across various data stores Modern E-LT + Data Access in Real-time Heterogeneous solution with no middle-tier; data set based transformations use the (inmemory) database directly Mini-batches throughout the day as much as possible Non-invasive data capture Continuous low latency feeds from all operational systems Single business logic located at central place Extract Extract Trickle Transform Transform Agent Bulk Agent Lookup Data Lookup Data Heterogeneous 20

21 Implementation of Data Governance Definition of a comprehensive data governance framework Best Practice ifb group Establish Governance organization Structure Roles and Responsibilities Governance Model Components Layer 1 provides the structure to the chain of authority (in hierarchical organizational structures) required to make strategic and tactical decisions. Roles and responsibilities provide authority to the governance organization to undertake governance-related activities and enforce accountability. Define Governance policies Ownership Accountability Layer 2 defines the governance policies that are required to drive ownership and accountability and to ensure consistency of business processes around data creation, maintenance, access, usage and delivery. Execute Gov. process execution Decision Making & Issue Resolution Compliance Layer 3 is the actual execution of the governance processes that define and document steps required to support governance based on established organizational structure and defined policies. These procedures provide the workflow needed to make various decisions associated with governance activities. They act as a vehicle for collaboration and control. 21

22 Offering: Industrialization and Rationalization Good TCO governance leads to efficiency gains and cost reduction Total Cost of Ownership (TCO) governance (Cost transparency / Cost driver analysis, Accountability, Allocations pricing / methodology / keys) Investment decision / Sponsorship Efficiencies and Demand mgt Semantic Data Model Semantic Methods Model Data Consolidation Outsourcing / Offshoring Service Management Applications Blueprint Target Operating Model (TOM) Global Service & Product Catalogues Process Framework Business Process Re-engineering Right Sourcing IT Organization Technology Roadmap Costing & Charging Strategic Change Initiatives Business Operations Efficiencies Gains and Cost Reduction in Planning, Delivery and Execution Skills and Talent Management Transformation Management and Implementation Business Technology Specific Modules Input 22

23 Mgmt. of Enterprise Architecture and Transformation Implementation of strategy and realization of efficiency potentials Best Practice ifb group 23

24 Offering: Business Intelligence Optimize DWH, establish MIS Reporting and Business Analytics Data Governance Program Management and Transformation Management Semantic Data Model Semantic Methods Model Data Consolidation Data Integration (Single Source of Truth) In-Memory Technologies (reduction of cubes / aggregates) MIS Reporting Business Analytics Analytical MDM + CRM Mobile and Multi-channel BI Process-oriented BI Big Data & Data Warehousing Streaming Technologies Data Mining and Data Discovery Collaboration Big Data, DWH, Data Marts Architecture (Blueprint) Connectivity and ETL Multidimensional Databases (OLAP) In-Memory BI BI Appliances OBIEE / BIF / SAP Reporting Platforms (Development and Customization) Big Data (Hadoop) Social CRM Knowledge Management Documentation Management Infrastructure Services (e.g. Cloud) Business Technology Specific Modules Input 24

25 Business Intelligence Maturity Levels From MIS reporting to business analytics to scenario modeling Best Practice ifb group BI Maturity has three distinct levels Existing BI landscape may be heterogeneous 2 Analysis of internal data (forward looking view) 1 Integration of internal data (backward looking view) 3 Integration of unstructured data (internal and external) Big Data is not just about data volume but also comprises of variety, velocity, and veracity of respective data set. 25

26 Offering: Transformation Management / Change Management Project work standardization with project management methods/tools Program Management and Transformation Management General Processes Standard Processes Terms & Definitions Deployment Support Project Risk Mgt Quality Assurance After Action Review Change Management and Training Go-live Support Empowerment Kit Guidelines, Templates, Risk Radar, Hitchhiker's Guides, Tools, etc. Business Technology Specific Modules Input 26

27 Transformation Management: Implementation Agile project management approach with SCRUM methodology Best Practice ifb group Scrum is an iterative and incremental agile software development method for managing software projects and product or application development. Daily Scrum Sprint Review Meeting Sprint Execution Sprint Backlog Sprint Retrospective Scrum Process Recurring Cycle Sprint Planning Meeting Scope Product Backlog Design Usable Software 27

28 Transformation Management: Maturity Lean maturity analysis with a standardized maturity model Best Practice ifb group Starting Position Organizations are having additional and unplanned costs because of inaccurate prioritization, unfocussed efforts, and delayed products and services. Organizations have inconsistent, redundant and inefficient process management. It is difficult to link governance between IT and Business entities. Change Management is acting slow and is not fulfilling the required scope. Dependencies between applications, data, and processes are neither managed nor governed. Maturity Model Diagram (Example): Approach The objective of the maturity analysis (e.g. SPICE) is to analyze the maturity level of the current situation, the desired maturity level of the target state, and to derive the necessary actions (Gap). The foundation of the Maturity Model are the principle dimensions of the Enterprise Architecture Model: Business Processes Semantic Data Model (and Methods Model, if applicable) IT-Applications and IT Systems Governance Optional: IT Resources, IT Projects, IT Services, IT Products, etc. Current State Analysis Target State Definition Gap Analysis Maturity Analysis Attainable Benefits Definition of necessary and reasonable measures: testing, enhancements, and improvements to the existing documentation Unified model to compare, manage, and improve the organization Identify best practices that the organization must follow to improve its processes and operations 28

29 Transformation Management: Organization Maturity model for organizational change initiatives Best Practice ifb group Organizational Change Maturity Levels Level 1 Initial Level 2 Repeatable Level 3 Defined Level 4 Managed Level 5 Optimized Org Change Maturity Model Driving Project sponsorship, executives are tracking change KPIs and prioritization processes in place Organizational change leadership, accurate feedback, constant assessment to change targets Executive change office, board reporting, agile project governance Strategic Change Leadership Receiving Repeatable communication and training processes available for business Business Units have view of project change (heat map) and ability to influence approach Standards are in place to rollout change quickly and consistently, feedback to adjust and manage effectiveness Business Areas comfortable with constant change, leaders and managers effectively driving Business Change Readiness Implementing Ad-hoc project change management (focus on training and communications) Change managers on project, change methodology in place, most projects using it Change and project methodologies linked, change training for project managers Projects designed and assessed around change management vision and inputs Smaller initiatives, constant assessment on an on-going change portfolio Project Change Management 29

30 Manfred Kulmitzer Global Head Business Technology ifb AG Schloßstraße Grünwald Deutschland Tel Fax Copyright 2014 ifb group and/or its affiliates. All rights reserved.