Final Version
Transforming a SOA landscape
towards SOA + BPM landscape
Date 16/03/2008Credit Suisse, Tarmo Ploom
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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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Credit Suisse, One Bank organization
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CREDIT SUISSE Private Banking
NAS
SIN
HKG
SHA
SAO
MEL
DXB
SYD
NYLA
CHI
ATLDAL
JKT
FFMLUXGUE
LDN
PAR
MAD
GIB
MOW
TOR
MCO
MILVIE
SF
MIA
International PB Locations (IBIP)
Americas48 branches
Europe (excl. CH)70 branches
Africa3 branches
Australia4 branches
Asia 20 branchesSwitzerland
189 branches
Credit Suisse, international locations
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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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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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� Wide use of services follows a critical mass of available services
� Today ~15 Mio. service calls a day
� Fully decoupled platform some years ahead
200 servicesavailable
400 servicesavailable
600 servicesavailable
900 servicesavailable
700 servicesavailable
800 servicesavailable
SOA @ Credit Suisse, SOA maturation
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Service
Development
Request
Service
Change
Request
Basic
Request
IDL/WSDL
Specification
Completion
Service
Definition
Generation
Service
Documentation
1. Quality
Check
Extended
Design
for reuse
2. Quality
Check3. Quality
Check
Private
service
Project-Idea Initialization Design Implementation(Phase)
SOA @ Credit Suisse, SOA governance process
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SOA @ Credit Suisse, CS Information Bus
CREDIT SUISSE Private Banking
CS Information Bus
ServiceIntegration(synchron)
EventIntegration(asynchron)
BulkIntegration(asynchron)
CS ServiceInfrastructure
CS Event BusInfrastructure
CS BulkInfrastructure
CORBA
RMI
Module Calls
Web Services
WebSphereMQ
C:D
Integration typ
Infrastructure class
Integration technology
"Lingua franca" Technologies
Platform internal Technologies
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 14
BPM @ Credit Suisse, current state
level
0
level
1
level
2
level
3
level
4
200 level 0 business processes
ca 800 level 1 business processes
ca 3000 level 2 business processes
ca 10 000 level 3 business processes
ca 30 000 level 4 business processes
� Business processes by Credit Suisse are very well documented
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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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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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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
time
acceptance
of innovation
diffusion of innovation
?
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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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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
>900 public service
ca 38 000 events
ca 25 000 files
>10 000 business
processesGAP
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Complementary Functions
LogisticsL O G
LogisticsL O G
AccountingF A C
AccountingF A C
Banking
DocumentationD O C
DocumentationD O C
PB TradingPBT
PB TradingPBT
Data Warehouse / Internal Accounting
D W H
Data Warehouse / Internal Accounting
D W H
Accounting Opera-tions Control - A O C
Accounting Opera-tions Control - A O C
PaymentsP A Y
PaymentsP A Y
CreditsC R E
CreditsC R E
Single AccountsA C C
Single AccountsA C C
IB TradingIBT
IB TradingIBT
Investment Management - I M A
Investment Management - I M A
Treasury Operations - T R E
Treasury Operations - T R E
SecuritiesOperations - S E C
SecuritiesOperations - S E C
Fundamentals
Basic Facilities - B A SBasic Facilities - B A S
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V 3.1 27.11.2006
Area: Private Banking
Switzerland (SBIP)Customers,EAM, Front
ChannelsC H A
ChannelsC H A
ExternalSystems
Streetside InterfacesS S I
Streetside InterfacesS S I
Market Access
External Relationships
BPM+SOA vision, SBIP domain model
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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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BPM+SOA vision, subdomain architecture
� Subdomain as a set of PresentationComponents, ProcessComponents and
ServiceComponents
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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 PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 26
MIT 90 framework for technology driven change
Organizational
structure
Individual
Skills
TechnologyStrategyManagement
processes
Scott Morton, 1991, The Corporation of the 1990s: Information Technology and
Organizational Transformation
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MIT 90, Changes in technology
� Metadata management
� BPM repository
� Service repository
� Processes to service references
� Engines
� BPM engines
� Middleware technology
� Standardization
� BPMN
� BPEL/XPDL
� IDL/WSDL
Human workflow
Process orchestration
Collaboration
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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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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
IT organizationFunctional + process based
IT organization transform
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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
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 32
Roadmap
Top down approach to navigate MIT 90 framework
Strategy Structure
Technology
Management processes
Methodology
Strategy Technology
Structure
Management processes
Methodology
Technology as catalyst approach to navigate MIT 90 framework
Produced by: Tarmo PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 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 PloomDate: 06/09/2009 Slide 36
BPM business case -> continuous improvement
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Questions?
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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