Improving the business process of software delivery for Financial Services

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1 Improving the business process of software delivery for Financial Services Belinda Tee Senior Rational Technical Specialist The premiere software and product delivery event. 21 July, Sydney Belinda Tee, Davyd Norris and Niall Betteridge

2 Objectives of today s session To walkthrough the integrated software delivery workbench for Finance To understand how different roles collaborate and use components of the workbench Considerations for deployment

3 Industry challenges Competitive market Quicker to respond to business needs Economic downturn Globalisation Innovation Legislation and regulatory compliance Transformation of Legacy systems How do we migrate and transform our systems without compromising our services?

Inflexible, complex operations and silo d data hinder progress in using data as a strategic asset Commercial banking Retail banking Corporate finance Sales and trading Asset management

4 Inflexible, complex operations and silo d data hinder progress in using data as a strategic asset Commercial banking Retail banking Corporate finance Sales and trading Asset management Custody and agency services Payments Processing Anti-Money Laundering Compliance Reporting Account Opening Trading Systems General Ledger Partners Service Providers Customers Regulators

Providing a comprehensive framework that delivers and accelerates solution deployment IBM Banking Industry Framework Core Banking Transformation The framework provides a bankingspecific software

5 Providing a comprehensive framework that delivers and accelerates solution deployment IBM Banking Industry Framework Core Banking Transformation The framework provides a bankingspecific software platform with Banking extensions and pre-built solution accelerators to speed deployment Customer Care and Insight Integration Optimization Analytics Collaboration Security Resiliency Payments and Securities Best practices and business- specific usage patterns to lower risk Support for adoption of open and industry standards Integrated Risk Management An approach to align technology with business needs The framework gives you speed, flexibility and choice in deploying solutions while reducing cost and risk!

6 Framework projects in four domains provide the capabilities to address banking pain points IBM Banking Industry Framework Customer Care and Insight Core Banking Transformation Integration Optimization Analytics Collaboration Security Resiliency Integrated Risk Management Payments and Securities The core banking transformation domain allows you to modernize and renovate the legacy applications that support core banking functions while aligning with the changing needs of the business The payments and securities domain helps you progressively transform your payments operations to become more flexible and efficient The integrated risk management domain supports taking a holistic approach to managing financial risk, financial crimes, operational and IT risk, and compliance The customer care and insight domain helps you build a foundation for creating a single view of the customer and enabling more effective and efficient sales and service

The framework enables integration of disparate information and processes across the bank Example Front Office Open Account Back Office Monitor

7 The framework enables integration of disparate information and processes across the bank Example Front Office Open Account Back Office Monitor Potential Fraud Back Office Verify Payments Front Office Originate Loan Build in greater efficiencies, improved customer service and reduced data requirements

8 With a framework approach you progressively transform to a simplified, strategic infrastructure Pick a framework project and start rationalizing to deliver quick ROI Build on the value of previous projects and reuse assets Achieve a simplified and agile strategic infrastructure Increasing reuse and gain business agility!

Benefits of a framework approach Business Architecture Speed of implementation with repeatable architectural patterns and accelerators Flexibility to progressively transform to a simplified

9 Benefits of a framework approach Business Architecture Speed of implementation with repeatable architectural patterns and accelerators Flexibility to progressively transform to a simplified architecture one project at a time Business Processes Technology Architecture & Infrastructure Choice of how to get started and who to partner with for business capabilities Cost Reduction through re-use of services and assets and through faster implementation Alignment of business and IT priorities for more effective results from solution implementation

10 Customers typically approach progressive transformation with the framework in one of three ways or a combination of all Typical client approaches : Develop Renovate Use the framework to assist inhouse application development Use the framework to renovate existing legacy applications Integrate Use the framework to integrate best-of-breed Independent Software Vendor (ISV) applications or application components Hybrid Use the framework to take a hybrid approach to transformation

11 The framework and its Workbench approach supports alignment of business needs with IT transformation efforts Define line of business priorities Component Business Model Develop Develop as-is and to-be models of new core processes and services components IFW Process and Data Models Data Models Process Models SOA Solution Model Renovate Integrate Determine how existing applications can be service-enabled to support SOA-based processes Legacy Analysis and Discovery Hybrid

12 What is the Software Delivery Workbench for Finance? The workbench is a collaborative integrated solution delivery platform for core banking that integrates involved methods, tools, and assets (such as Industry models, solution accelerators, etc) The workbench enables Engagement Governance Team / Tasks / Work-items / Artifacts management Task Integrated Method and Assets Guidance Automation and Assistance in Creation / transformation of Engagement Artifacts Automation and Assistance in discovery / binding with relevant existing legacy systems Multitude of Core Banking Transformation Capability Patterns Model driven development approach to semi automatically derive and transformation SOA runtime artifacts from CBM UBM maps and Industry models CBM business components to IFW APM mapping IFW Refinement and Solution model generation Legacy Analysis and Discovery Code-gen for SOA runtime artifacts from Solution models Focusing on filling domain specific gaps in the tools and models

13 Software Delivery Workbench Architecture Collaborative Requirements Management (Rational Requirements Composer) Requirements Repository Common Vocabulary (InfoSphere Business Glossary) Asset Repository (RAM) Process Analysis and Design Solution Modelling Data Modelling Legacy Analysis and Discovery Solution Implementation Solution Testing WBM RSA IDA RAA/RDz WID RQM Methodology Collaborative Development Platform (Rational Team Concert)

14 Roles Players in Engagements via the Workbench Business Business Alice Architect Bob Analyst Carol Solution Designer Understand as-is Business Arch Performs Heat Analysis Creates Road Map / Plan Analyses Scoped Processes Analyses Requirements Expert - RSA & IFW BOM/IDM Designs Service Models David Legacy Expert Ethan SOA Solution Developer Expert RAA/RTW & client specific legacy domain Explorers and analyzes legacy applications Requirements Server (RRC) Engagements Server (RTC) Assets Repository (RAM) Expert WID & WBSF & banking content pack Writes SCA based components Frank Engagement Owner Jane Solution Tester Expert Managing Banking Transformation Engagements Keeps a tab on project progress Expert Service Tester Uses automation to accelerate test efforts

15 Scenario Define Business Requirements and Models -Business needs are not understood and communicated effectively Issues -Business needs fulfillment not being verified -Impact of potential business process changes is not understood Policies and Objectives Define and manage business needs as requirements Use requirements as a basis for service Analysis, design, & implementation Verification Use traceability to facilitate auditability Rational Requirements Composer to define business requirements RequisitePro to manage requirements Metrics % of requirements implemented according to stakeholder expectations % of requirements addressed by service analysis & design models 15

16 Scenario Model and Architect Services -Lack of accountability and auditability for design decisions Issues -Failure to understand significant design decisions during maintenance activities can lead to expensive breakage and rework -Proliferation of low-value services -Poorly aligned services yield low return on development investment Policies and Objectives Design decisions should be captured in service models Rational Software Architect to design the structure and behavior of services Service candidates should be evaluated against business goals Metrics % services with service models % services with traceability to business goals Use Assigned Work-item guidance Jump-start with scoped Processes

17 Scenario Test Services Issues - Services must function as expected in the context of different composite applications. - Services usually do not have a user interface. Acceptance testing can only happen very late in the project. Policies & Objectives Validate services are functionally correct Rational Quality Manager to manage test suites Record service testing Link tests to requirements for impact analysis Implementation Verification of published services against documented requirements GUI-less functional testing Metrics % services covered % of services passing Functional Verification Test (FVT) Rational Service Tester to test GUI-less services 17

18 Scenario Govern Services and Assets -Lack of visibility and control over the services across the enterprise Issues -Duplicate services created -Unexpected service usage Policies and Objectives All candidate services should be reviewed and then registered only if consistent with enterprise standards Service usage and ownership should be explicitly planned and controlled Implementation Candidate service review process Subscriptions to control service usage Service ownership Service implementation review process Metrics % duplicate services % services reused Rational Asset Manager to review and share service implementations

19 Key architectural considerations Business driven IT development Integrated requirements management and traceability Common business and IT vocabulary Collaborative development platform and integrated engagement management Method guidance and engagement governance phases, iterations, iteration plans, work items Integrated development asset repository, promoting cross engagement reuse of artefacts Support for Track-able transformation engagement Realise true potential of model driven development utilizing the IBM s intellectual capital in terms of Industry models Starting from business analysis to implementation and deployment Automatic and semi-automatic transformations to increase the accelerate development Leverage SWG tooling portfolio Extension mechanism for integrating new tools Seamless integration of tools, assets and method

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