2. Enhance Efficiency & Lower Costs through Process Optimization and Interconnectivity with IBM software for FSS

3. Change is Accelerating . . . Will You Keep Up?
CEOs Worry About Their Business Agility
98% of CEOs expect their business models will need to change
98%
Agile businesses have 29% higher earnings per share.
“We have seen more change in the last ten years than in the previous 90.” Ad F. Scheepbouwer, CEO KPN Telecom
Source: Business Technology Management Institute
Source: IBM Global CEO Study 2008

4. Market forces drive need for change and innovation Business flexibility and responsiveness essential in FSS
Market forces
Innovation by Flexible Institutions
Customer Expectations
Increasing desire for anytime-anywhere financial services
Demand for Wallet Share
Need to foster customer loyalty and increase products per customer ratio
Mergers, Acquisitions and Globalization
Competitive landscape changing constantly with leading companies merging, acquiring and penetrating new markets
Tightening Corporate Governance
Increasing scrutiny from regulators (Sarbanes-Oxley, Basel2)
Modernize core legacy applications and securely leverage third party offerings to deliver first-to-market services across all channels
Re-use best of breed services and infrastructure across the enterprise to provide a consistent customer experience while lowering cost
Rapidly integrate the organizations, processes and technologies of the merged and acquired entities, optimizing along horizontal/vertical/global lines
Evolve to a real-time architecture that links policies with their run-time enforcement, controls access according to separation of duties, and supplies current business support data

5. Enterprise Architecture and BPM drive SOA solution delivery
SOA Center of Excellence
Enterprise Architecture
Telelogic System Architect
Business Process Management
IBM BPM Suite
Models
Enterprise blueprint based on business and technology architecture
Transformation roadmap
Integrated view of technology ecosystem
Change management and collaboration
Detailed business process models
Optimized business processes
Organizational and resource models
Human tasks, business rules, business policies, KPI’s
SOA Solution Delivery

6. Enterprise Architecture
What to do, Where to do it, and How to do it?
The Enterprise Architecture discipline defines and maintains the architecture models, governance, and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and IT goals
Strategy
Business architecture that defines the organisation
Business
Applications and information
Information Systems
Infrastructure that supports the IS
Technology

7. ENTERPRISE ARCHITECTURE
Assets that define the enterprise strategy, goals and objectives. What to do, and how to do it?
Strategy
Documentation of organization capabilities, resources, product portfolio, external interfaces, high-level business process blueprint that supports the strategy
Business
Applications and information that support the business and implement the business functions in the IT systems
Information Systems
Infrastructure that supports the IS:
Technical components: servers, networks, etc.
Technology: platforms, etc.
Technology

8. Enterprise Architecture Tames the Complexity
Enterprise Strategies & Direction
Projects & Initiatives
Business Processes
Business Processes & Services
Orgs &
People
Applications
Data
IT Infrastructure
IT Infrastructure & Services
Do IT Investments Align with Strategic Business Direction?
Do we have clear visibility of the Scope of our Projects?
Does Strategy Drive What we do?
Antique Applications and Data?
Outdated Strategies and Organization Structures?
Archaic Business Processes?
Obsolete Technologies?

9. Enterprise Architecture and Business Process Telelogic System Architect
Capabilities
Out-of-the-box multiple method support with industry proven frameworks and standards
Superior analysis and reporting
Web enablement for the extended team
Benefits
Create an IT organization in line with business strategies and processes
Clear picture of the entire organization for corporate leaders
Understand the impact of change before significant resource & expenditure are incurred
Network Topologies
Behavior (UML Support)
Organizational Charts
Matrix Views
Application Models
Data Models
Goals Objectives
Class Diagrams
Process Models

10. Enterprise Architecture and BPM drive SOA solution delivery
SOA Center of Excellence
Enterprise Architecture
Telelogic System Architect
Business Process Management
IBM BPM Suite
Models
Enterprise blueprint based on business and technology architecture
Transformation roadmap
Integrated view of technology ecosystem
Change management and collaboration
Detailed business process models
Optimized business processes
Organizational and resource models
Human tasks, business rules, business policies, KPI’s
SOA Solution Delivery

11. Many Organizations Struggle with Process Management Resulting in Waste, Errors, Exceptions, Rework, and Inefficiencies
Process aren’t well documented or even understood
Bottlenecks prevent efficiency, exceptions and errors are costly, slow to fix
Using multiple tools is time consuming and cumbersome
Unable to test and evaluate process model alternatives before deployment
Process change is not planned, improvement is not standardized and reactive
Inability to analyze models from different perspectives causes unnecessary rework 11

12. Process Modeling Helps You Achieve a Range of Business Goals
Documentation & Compliance
Analysis & Continuous Improvement
Deployment & Execution
Document process to understand your business
Consolidate process maps across the organization
Comply with existing and pending regulations
Increase efficiencies; lower costs
Design best practice process models
Simulate process before deployment for better ROI
Clarify business requirements
Accelerate application development
Respond quickly to new opportunities 12

13. Business-Level Process Modeling Rapidly Converts Business User Expertise Into Action
Extend reach to business users and tools
Import content into formal process models you can simulate and direct deploy
Easier collaboration, fewer misunderstandings
Telelogic SA
PowerPoint*
Excel
ARIS
Others…

14. Componentized Business Solutions
Easier change and greater flexibility by dynamically adapting business processes
and business services to support composite applications
Customer Needs:
Greater flexibility and faster change
Customer Needs:
Accelerated process improvement
Dynamic
Business
Processes
Customer Needs:
Efficient & manageable services and processes
Process
Automation
dynamic business processes and abstract business services / policies to enhance flexibility within composite business applications
Customer Needs:
Level of Run-Time Dynamic Capability
Process
Integration
Documented Business Processes
Standards-based services abstracted and reused with process choreography. Separation of business logic from technological infrastructure.
Process
Modeling
Service Orchestration
Service Mediation & Transformation
Process definition and
documentation
Complexity of Process Variability, Design & Maintenance

15. Business Activity Monitoring Pre-built Industry Accelerators
IBM's WebSphere Dynamic Process Edition Provides Comprehensive, Role-Based Capabilities That Delivers Agility Across the Organization
Business User
Experience
Content
Channels
Roles
Modeling & Simulation
Process Execution
Business
Sales
Finance
Operations
Partners IT
Business Services
Governance
Business Activity Monitoring
On-premises
Outsourced
Partners
Enterprise
Service Bus
Pre-built Industry Accelerators

16. Enterprise Architecture and BPM drive SOA solution delivery
SOA Center of Excellence
Enterprise Architecture
Telelogic System Architect
Business Process Management
IBM BPM Suite
Models
Enterprise blueprint based on business and technology architecture
Transformation roadmap
Integrated view of technology ecosystem
Change management and collaboration
Detailed business process models
Optimized business processes
Organizational and resource models
Human tasks, business rules, business policies, KPI’s
SOA Solution Delivery

17. Financial Services: The Standards Overview
Reducing errors by providing consistent views of market reference data can result in significant cost savings
Distributed, real time transactions – such as credit applications and reinsurance
Shared services initiatives, imposing new security implementations (private vs public account information)
BASEL2, has forced companies to measure operational excellence for the opportunity to reduce reserves
Outsourcing, which has seen the need to provide distributed connectivity to internal resources using Web services

18. FSS Requirements in SOA & Web Services
Security and reliability
Ease and flexibility of integration
High scalability and low-latency
Service level agreements
Lower cost/simplified operations
Reducing total cost of ownership / decreasing time to market

19. IBM DataPower Meets the Industry’s Requirements
Software
Skills &
Support
An SOA Appliance…
Creating customer value through extreme SOA performance and security
Simplifies SOA with specialized devices
Accelerates SOA with faster XML throughput
Helps secure SOA XML implementations
WebSphere DataPower SOA Appliances redefine the boundaries of middleware extending the SOA Foundation with specialized, consumable, dedicated SOA appliances that combine superior performance and hardened security for SOA implementations.

20. Why an Appliance for SOA in FSS
Hardened, specialized hardware for helping to integrate, secure & accelerate SOA
Many functions integrated into a single device:
Impact: connectivity will require service level management, routing, policy, transformation
Higher levels of security assurance certifications require hardware:
Example: government FIPS Level 3 HSM, Common Criteria
Higher performance with hardware acceleration:
Impact: ability to perform more security checks without slow downs
Addresses the divergent needs of different groups:
Example: enterprise architects, network operations, security operations, identity management, web services developers
Simplified deployment and ongoing management:
Impact: reduces need for in-house SOA skills & accelerates time to SOA benefits

21. The end game – banking flexibility We can help you create, manage, protect and preserve your IT infrastructure
Create
Identify and address intelligent reuse, transparency, traceability and management of assets
Create coherence across applications and processes that reduce operational risk while also driving business results
Manage
Ensure the quality of your Business Processes
Gain real-time visibility into projects without creating overhead
Reduce development time, complexity and delivery costs
Protect and Preserve
Move from transparency based on regulators toward transparency as a brand attribute to reinforce “trust”