Pour une gouvernance dynamique de l’architecture d ... · l’architecture d’entreprise Vincent Carlier / AXA GMS. 2 ... Framework for application life-cycle decision-making

IT Governance SymposiumPour une gouvernance dynamique de

l’architecture d’entreprise

Vincent Carlier / AXA GMS

09/06/2008 AFAI – IT Governance Symposium 2008 – Vincent Carlier – AXA Group Lead Enterprise Architect2

Contenu de la présentation

1. Vision d’ensemble de l’architecture d’entreprise chez AXA2. Objectifs de l’architecture d’entreprise3. Cycle de Gouvernance d’architecture4. Mettre le métier à la barre : les EA Roadmaps5. Poursuite active de la convergence6. Modèles opératoires : clefs de la convergence7. Conclusion


L’architecture d’entreprise chez AXA

Dépasser les objectifs de contrôle technique traditionnellement dévolus à l’architecture IT

Créer des axes de convergence plutôt que de contrôler la divergenceAligner les objectifs du métier et de l’IT

Mettre les initiatives IT au sein des plans de développement pluri-annuels métiersDévelopper les capacités cœur du métier de manière cohérente et concertée

Maintenir la discipline héritée de la standardisation technique et de la poursuite de l’efficience IT

Simplifier le parc applicatifPoursuivre la convergence des solutionsMaîtriser l’obsolescence et la standardisation technique

Rendre visibles les gains financiers liés à l’architecture


Cycle de gouvernance de l’architecture

Business Plan

EnterpriseArchitecture

Roadmap

BusinessDesign

Projects selection &

planning

Business Improvement

Projects execution

Business Operations

IT Application& Service

Management

Asset Repository

Application Portfolio Management

IT Norms & Standards

Enterprise Architecture Framework

Solutions & Services

Framework for application life-cycle decision-making. Rationalize portfolio.

Technology Platformsindustry standard technologies

and products

Architecture review

Fosters Business-IT Alignment Support Project Selection

Training & Knowledge Transfer

Reference library


Mettre le métier à la barre Les Enterprise Architecture Roadmaps

0 Develop Vision and Strategy

1 Develop Product

2 Manage Network and promote Sales

3 Manage Policy

4 Serve Customer Claims

5 Manage Finance

6 Manage Information Technology

7 Develop & Manage Human Resources

8 Manage Purchasing

9 Other support functions

$

$

$

$

$

$

$

$

$

$

1 2 3 4 5 6 7 8

Incr

ease

dis

trib

utio

n po

wer

Dev

elop

targ

et s

egm

ents

(c

usto

mer

-cen

tric

)

Ret

ain

cust

omer

s an

d in

nova

te

prod

ucts

Shift

por

tfolio

to h

ighe

r RO

E

Red

uce

proc

ess

com

plex

ity

Exte

nd in

to 2

nd p

illar

bus

ines

s

Exte

nd b

usin

ess

into

ban

king

Evol

ve to

ent

repr

eneu

rial m

odel

32.4 13.3 24.1 n.y.a. 85.8 n.y.a. n.y.a. 7.8


1 Develop Product


3 Manage Policy


5 Manage Finance

6 Manage Information Technology

7 Develop & Manage Human Resources

8 Manage Purchasing


Cla

ims

Cor

e, A

TC, P

VM

S,

Exp

ertis

ieru

ng, P

FM, S

cale

poin

t

TPS

Fine

x

SAP

CR

M (i

ncl.

SA

P BW

)

V3 K

IS, K

IS P

C, C

MS,

AD

U,

Bera

terli

nk

GLX

(Gal

axy)

TPR

, RSV

Acc

umul

ator

Polic

y M

gmt (

Win

flex?

)

Con

solid

ated

Pro

visi

onin

g sy

stem

s (S

AP

CS

?)

AD

, AD

E/ A

KK

AXA

Lau

sann

e Ap

plic

atio

ns (3

6 Ap

ps)

BP

O (A

sset

Mgm

t, R

isk

Mgm

t)

SAP

HC

M (S

APH

iR)

Initi

ativ

esC

apab

ilitie

sA

pplic

atio

ns

Key Milestones

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2007 2008 2009 20102007 2008 2009 2010Key Artefacts

1 Increase distribution power 1 Increase distribution power 2 Develop target segments (customer-centric)2 Develop target segments (customer-centric)3 Retain customers and innovate products3 Retain customers and innovate products4 Shift portfolio to higher ROE 4 Shift portfolio to higher ROE 5 Reduce process complexity5 Reduce process complexity

6 Extend into 2nd pillar business6 Extend into 2nd pillar business

5.1 Prospero5.2 Claims5.3 Galaxy5.3 Galaxy

7 Extend business into banking 7 Extend business into banking 8 Evolve to entrepreneurial model8 Evolve to entrepreneurial model

0 Develop Vision and Strategy0 Develop Vision and Strategy1 Develop Product1 Develop Product2 Manage Network and promote Sales2 Manage Network and promote Sales3 Manage Policy 3 Manage Policy 4 Serve Customer Claims4 Serve Customer Claims5 Manage Finance5 Manage Finance6 Manage Information Technology 6 Manage Information Technology 7 Develop & Manage Human Resources7 Develop & Manage Human Resources8 Manage Purchasing8 Manage Purchasing9 Other support functions9 Other support functions

Claims Applications (Core, ATC, PVMS, …)Claims Applications (Core, ATC, PVMS, …)TPSFinexFinexSAP CRM (incl. BW)V3 KIS, KIS PC, CMS, ADU, BeraterlinkGLX (Galaxy)TPR, RSV AccumulatorConsolidated Provisioning system (SAP CS?)AD, ADE, AKKAXA Lausanne Applications BPO (Asset Mgmt, Risk Mgmt, ..)BPO (Asset Mgmt, Risk Mgmt, ..)SAP HCMSAP HCM

MF/WF Rest P-Business

Phase 1 Phase 2

one customerview

Campaign& leadmgmt

Phase 1b

Accumulator

IntegrationAXA Lausanne

SAPHiR 09

Vento

eBird

Vento & bankingcommissioningmodels

low budgetmotor

New AM platform

Phase 2

Common Commissioning

Workplace(Vista)

PDI

Strategic initiatives& Business Capabilities Heat Map

Business Capabilities & Applications Heat Map

Consolidated Roadmap

Renforcer le continuum entre les objectifs de développement du métier et ceux de l’IT

Utiliser un modèle pivot basé sur les activités métierLier les initiatives stratégiques et les développements informatiques

Confier la responsabilité des Roadmaps au métier2006 : Les plans de développement IT sont découplés des plans métiers2007 : Les DSI pilotent les Roadmaps2008 : Les PDG pilotent les Roadmaps


Première étape : Capabilities Heat Map

Large Impact*Medium Impact*Small impact*

•In term of level of investment


1 Develop Product


3 Manage Policy


5 Manage Finance

6 Manage Information Technology 7 Develop & Manage Human Resources8 Manage Purchasing


$

$

$

$

$

$

$

$

$

$

1 2 3 4 5 6 7 8

Incr

ease

dis

tribu

tion

pow

er

Dev

elop

targ

et s

egm

ents

(c

usto

mer

-cen

tric)

Ret

ain

cust

omer

s an

d in

nova

te

prod

ucts

Shi

ft po

rtfol

io to

hig

her R

OE

Red

uce

proc

ess

com

plex

ity

Ext

end

into

2nd

pill

ar b

usin

ess

Ext

end

busi

ness

into

ban

king

Evo

lve

to e

ntre

pren

euria

l mod

el

Initiatives

2.4 3.3 4.1 n.y.a. 5.8 n.y.a. n.y.a. 7.8 Total cost per initiative (in Mio)

Initiatives stratégiques Initiatives

stratégiques

Niveau d’investissement

par Capability

Niveau d’investissement

par CapabilityBusiness

Capabilities Business

Capabilities


Deuxième étape : Applications Heat Map

Capability to be createdCapability needs enhancement or replacementCapability provided


1 Develop Product


3 Manage Policy


5 Manage Finance

6 Manage Information Technology 7 Develop & Manage Human Resources8 Manage Purchasing


1 2 3 4 5 6 7 8 9 10 11 12 13

Cla

ims

Cor

e, A

TC, P

VM

S,

Exp

ertis

ieru

ng, P

FM, S

cale

poin

t

TPS

Fine

x

SA

P C

RM

(inc

l. S

AP

BW

)

V3

KIS

, KIS

PC

, CM

S, A

DU

, B

erat

erlin

k

GLX

(Gal

axy)

TPR

, RS

V

Acc

umul

ator

Pol

icy

Mgm

t (W

infle

x?)

Con

solid

ated

Pro

visi

onin

g sy

stem

s (S

AP

CS

?)

AD

, AD

E/ A

KK

AX

A L

ausa

nne

App

licat

ions

(36

App

s)

BP

O (A

sset

Mgm

t, R

isk

Mgm

t)

SA

P H

CM

(SA

PH

iR)

Applications *

Impact sur les applications par

Business Capability

Impact sur les applications par

Business Capability

ApplicationsApplications

Business Capabilities Business

Capabilities


Troisième étape : Consolidated RoadmapIn

itiat

ives

Cap

abili

ties

App

licat

ions

Key Milestones*

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2007 2008 2009 2010Key Artefacts

1 Increase distribution power 2 Develop target segments (customer-centric)3 Retain customers and innovate products4 Shift portfolio to higher ROE 5 Reduce process complexity

6 Extend into 2nd pillar business

5.1 Prospero5.2 Claims5.3 Galaxy

7 Extend business into banking 8 Evolve to entrepreneurial model

0 Develop Vision and Strategy1 Develop Product2 Manage Network and promote Sales3 Manage Policy 4 Serve Customer Claims5 Manage Finance6 Manage Information Technology 7 Develop & Manage Human Resources8 Manage Purchasing9 Other support functions

Claims Applications (Core, ATC, PVMS, …)TPSFinexSAP CRM (incl. BW)V3 KIS, KIS PC, CMS, ADU, BeraterlinkGLX (Galaxy)TPR, RSV AccumulatorConsolidated Provisioning system (SAP CS?)AD, ADE, AKKAXA Lausanne Applications BPO (Asset Mgmt, Risk Mgmt, ..)SAP HCM

MF/WF Rest P- Business

Phase 1 Phase 2

one customer view

Campaign & lead mgmt

Phase 1b

Accumulator

Integration AXA Lausanne

SAPHiR 09

Vento

eBird

Vento & banking commissioning models

low budgetmotor

New AM platform

Phase 2

Common Commissioning

Workplace (Vista)

PDI

Faire apparaître les lien entre le métier, le modèle et

les changements informatiques

Faire apparaître les lien entre le métier, le modèle et

les changements informatiques


Poursuivre activement la convergence Rechercher les opportunités

Identifier les synergies / points de contentionIdentifier les opportunites de convergence entre les compagnies (en s’appuyant sur un modèle commun de Business Capabilities)

Des initiatives stratégiques sont-elles concomitantes sur le même domaine d’activité métier ?Des solutions peuvent-elles être partagées ?

Key Milestones

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42007 2008 2009 2010

Initiatives / Propositions

Pension Term Assurance

Joint life factors pricing improvements

Delivery of new WOL or FIB

products

Products and delivery

mechanisms for D2C sales

Premium reviews & alterations

Capability 1Business Capabilities Action Plan 3

Sigma processRoll out Process

OwnershipImplement 3 sigma action plan 3 sigma achieved Implement 4sigma action plan

Org Change

Reduce non ValueAdd transactions

Stabilised Implement unifiedCall Centre

Org Change

IT Assets / Applications

Automate SBPR /

complete ABM

Requirements & gap analysis Quick wins

Architectural framework;

plan “fit” of MI development to

broader IT architecture

evolution

Building the infrastructure and tools, adding data (and ownership of data), decommission existing MI systems - in line with business activity

Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

Key Milestones








products


products










Org Change



Org Change


Automate SBPR /

complete ABM





evolution


Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

Key Milestones






products







Org Change



Org Change


Automate SBPR /

complete ABM





evolution


Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

Key Milestones








products


products










Org Change



Org Change


Automate SBPR /

complete ABM





evolution


Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

A B

+


High

Bus

ines

s P

roce

ss

Inte

grat

ion

Low Business Process Standardization High

Diversification Replication

Coordination UnificationHigh

Bus

ines

s P

roce

ss

Inte

grat

ion



Coordination UnificationKey Milestones






products







Org Change



Org Change


Automate SBPR /

complete ABM





evolution


Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

Key Milestones








products


products










Org Change



Org Change


Automate SBPR /

complete ABM





evolution


Tandem MIS

replacement

Initiative 2

Initiative 1

Application 1

Key Artefacts

Example

+

La définition des modèles opératoires par Business Capability permet d’identifier les objectifs de partage et de standardisation des processus métiers et des solutions informatiquesLa standardisation ciblée du cœur de l’activité permet l’adoption de solutions d’entreprise préparatoires à la modularité du métier et de l’IT

Définir les Modèles Opératoires pour comprendre les besoins de partage

High

Inte

grat

ion



Coordination UnificationVariable Annuities

Individual P&C Direct

Full Life Protection

…

Bank

Global Business LinesHigh

Bus

ines

s Pr

oces

s In

tegr

atio

n

Low

Business Process StandardizationHigh


Coordination UnificationHigh

Bus

ines

s Pr

oces

s In

tegr

atio

n

Low

Business Process StandardizationHigh


Coordination Unification

Support Functions

BankDirect P&C

Emerging Markets

Multi Access

3rd Party


Analyse des modèles opératoires*

High

Bus

ines

s P

roce

ss In

tegr

atio

n

Low

Business Process StandardizationLow High


Coordination Unification

Diversification•Few if any Shared customers or suppliers

•Independent transactions

•Operationally unique business units

•Autonomous business Management

•Business unit control over business process design

•Few data standards across business units

•Most IT decisions made within business units

Replication•Few if any Shared customers or suppliers

•Independent transactions aggregated at a high level

•Operationally similar business units

•Autonomous business unit leaders with limited discretion over processes

•Centralized control over business process design

•Standardized data definitions but locally owned data with some aggregation at corporate

•Centrally mandated IT services

Coordination•Shared customers, products or suppliers

•Impact on other business unit transactions

•Operationally unique business units or functions

•Autonomous business management

•Business unit control over business process design

•Shared customer/supplier/product data

•Consensus process for designing IT infrastructure services; IT application decisions made by business units

Unification•Customers and suppliers may be local or global

•Globally integrated business processes, often with support of enterprise systems

•Business units with similar or overlapping operations

•Centralized management often applying functional/process/business unit matrices

•High level process owners design standardized processes

•Centrally mandated databases

•IT decisions made centrally

* Issu de “Enterprise Architecture as Strategy”

Documents

Pour une gouvernance dynamique de l’architecture d ... · l’architecture d’entreprise Vincent Carlier / AXA GMS. 2 ... Framework for application life-cycle decision-making