Integrated reference models to translate vision into action · 2014-07-09 · 2 Integrated...

a White Paper bySopra Banking Software Author: Pierre-Philippe Delmarcelle, Enterprise Architect Tour Manhattan 5, place de l’Iris - Courbevoie FR 92095 La Défense Cedex

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Integrated reference models to translate vision into action

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2 Integrated reference models to translate vision into action | May 2013

1. Why read this white paperTo face changing customer demands and regulatory requirements – while benefitting from new tech-nologies – banks must undertake major transformation efforts. However, planning and achieving this transformation is a complex task. When a business defines a certain strategy to respond to specific needs, the case can arise that IT and business provide different – or even contradictory – responses, as a result of miscommunication. In the case of major business transformation, many organizations are confronted with the need to better align their business and IT strategies.

When undertaking a transformation project, it is essential that the focus point be on delivering a solu-tion that responds to the business needs. IT and business must understand each other’s needs and issues, and work together towards a shared objective, one that will offer an outcome that serves the organization’s objective. But how do you keep the focus on something as big and complex as a transformation project? How do you stay focused when the number and diversity of stakeholders – hence interests – is so large? How do you make sure all parties are on the same page and understand what’s at stake and what the ultimate goal is? How do you make sure that everything is taken into account and acted upon? How can you verify that each task done is part of a larger project with a common objective?

With so many parties involved, so many things to be done and so many existing or future aspects to take into account, a transformation project must be mapped at every step and at every level. A solu-tion to address this complexity is to use the principle of Enterprise Architecture that intro-duces the concept of integrated reference models or ‘landscapes.’

In this paper, Sopra Banking Software, a leading solution provider, shares its experiences and the bene-fits of using banking reference models to ease banks’ way in a transformation project, bringing together best practices through integrated motivation, business and application landscapes.

3Integrated reference models to translate vision into action | May 2013

2. The evolving banking contextIn a challenging and fast-moving business and technological environment, to stay up to date with their competitors’ innovations and their customers’ expectations and needs, banks are required to address strong new market drivers.

Business models must be adapted to support the issues that are currently driving the market. Banks need to aim for cost reduction, compliance with regulatory requirements, empowerment of the cus-tomer (through the improvement of the customer experience, including ubiquitous banking or ‘the al-ways-addressable-customer’) and innovative products (including new ways of payments). At the same time, they must adapt to a fast-moving period of economic and political uncertainty, increase opera-tional efficiency and reduce time-to-market. All of this must be done while maintaining profitability and reducing risks.

Beyond the changes in the banking market, technological developments and innovation will also drive banks’ transformation initiatives.

The need to increase operational efficiency, provide improved flexibility and agility are also making the market evolve. Other requirements include the need to enable multichannel process support or further use future-proof technology, new types of product delivery (trend towards ‘buy-plus-build’), services and mobile app support or IaaS.

With so many drivers that propel a bank to change, most banks feel the need to transform their under-lying IT systems and processes.

Transformation will enable banks to drive down operational costs, attain the technical and business agility required and create an open architecture, which will in turn enable them to unlock opportunities. And most of all, it enables the banks to reach a structured situation.


3. The driver - Let’s speak the same languageIn the frame of a transformation project, a sound collaboration and communication between various stakeholders is key: within the bank, in the business and IT departments, but also with system inte-grators and solution providers. Stakeholders need to be aligned. These stakeholders intervene all along various processes of the transformation value chain: defining a vision, requirements, solution analysis (including selection and design), development, testing, implementation or support. Typically, CIOs, COOs, Program Managers and Architects regularly face similar issues across this value chain:

• How to relate the drivers and decisions defined by Senior Management to the solution to build?

• How to define the solution’s scope? In business or IT terms? Which terms are most meaningful?

• How to monitor and communicate the progress to different stakeholders according to this scope?

• Are there market best practices that might help accelerate the realization of a common commu-nication framework?

4. The key to the solution: Enterprise Architecture According to Gartner (B. B. Marcus Blosch 25 May 2012), ‘organizations around the world are realiz-ing that Enterprise Architecture (EA) is an essential practice needed to support growth and manage change. Executives from business and IT are looking to EA to ‘deliver business outcomes,’ providing a way to execute business strategy’

As part of Enterprise Architecture, the integrated reference models provide useful tools for the design, the communication and the governance of the change. They are anchor models with holistic viewpoints, from business to IT, as-is and to-be, at different levels of granularity.

In the banking sector, reference models are available, but they have some limitations.

BIAN, the Banking Industry Architecture Network is an association of banks, software vendors and service providers which goal is to define standards for the banking industry to improve software ap-plication interoperability within and between banks. As such, it acts as a thinking group that provides a service landscape model with a user guide. It is a useful anchor model that defines a set of banking capabilities and responsibilities and saves time when making a new reference model or comparing it with the bank’s existing models. Currently, the BIAN Service Landscape is still under completion, but the level of detail for the defined Service Domains allows only a high level definition of the banking capabilities supported in these domains. As founding and active member, Sopra Banking Software is aligned and ahead of BIAN, feeding it with our findings and developments.

Some solution providers and consulting companies also provide reference models. However, there is need for banking reference models that are fully integrated as well as detailed and complete enough to

https://portal.soprabanking.com/sites/sandm/marketingintelligence/analystsreports/Enterprise%20Architecture%20Leaders%20Focus%20on%20Business%20Impact.pdf


be actionable. These integrated models should be:

• Easy to understand and use by all stakeholders

• Based on market practices and standards

• Integrating self-expertise when market practices do not exist yet

• Integrating motivation (the why) with the content (the what)

• Ensuring delivery of business value

The key concepts and the benefits of such a framework are provided in this document. The focus is mainly on describing the content and the usage of this framework, not on how it has been built.


5. Solution – integrated reference models5.1. Key landscapes

The objective of reference models is to organize a complex set of information into models which are easy to understand for all stakeholders. These ‘reference models’ are ‘reference views’ on complex ar-chitectural models for which only the most relevant parts are provided, according to viewpoints relevant to the stakeholders. In other words, banks have made a decision to address only the most relevant parts in order to manage the transformation of banking solutions.

Three integrated reference models, also called ‘landscapes’, will address the stakeholders’ main subjects of interest:

• The ‘motivation landscape’ structures the list of stakeholders, their drivers (business and IT) and the guiding principles related to the solution.

• The ‘business landscape’ structures the business capabilities provided by the banking business stakeholders.

• The ‘application landscape’ structures the application services and the application’s components that support business capabilities.

Figure 1: Components and landscapes


These landscapes should not be seen in isolation. On the contrary, it is their interrelation that pro-vides the main added value to the whole transformation approach. There must be an explicit trace-ability between their main elements to define, for example, the implication of a driver to the structure of the business landscape or the structure of the application components. The traceability between business capability and the supporting application services and components should be explicit to clar-ify how the application achieves these capabilities.

This paper makes the decision to focus only on these three landscapes to model the main typical con-cerns during a business transformation. Additional reference models (e.g. technology) may be added according to similar principles.

5.2. Key landscapes and other reference models

The three integrated landscapes form the basis from which relationships with other reference models are built and maintained. They should be built by integrating (and mapping) market reference models such as BIAN with best-practices and project experiences. Moreover, there should be top-down trace-ability from the models to the actual software components (and vice versa).

The need for complete and integrated landscapes

Banks widely recognize some general market reference models. A typical example is BIAN (Banking Industry Architecture Network), which offers its banking service landscape. Some consulting companies also offer landscapes akin to a motivation landscapes.

However, all these market references models have their shortcomings. First, they don’t always have the

Figure 2: Interrelation between different models


level of details required for complex tasks such as transformation projects. Second, they are typically not interconnected to each other. The motivation landscapes of a consultancy might not map onto the service landscape of BIAN, creating incompatibilities and limiting the usefulness of these individual initiatives.

Understanding the bank models

Detailed and integrated landscapes are also necessary to fully understand a bank’s model. What does this functionality encompass and why? How does it connect or complements others? How does it con-tribute to the business line? Can it be reused in other business lines?

Regardless of the entry point, the vendor integrated landscapes can be traced to the bank models to have a common business and IT language, enabling identification of the drivers, business capabilities and the application components. A mature EA will be able to identify the building blocks, the way they are connected, and how they contribute to the overall business and strategy of the bank.

In this way, a complete understanding of the bank’s model can be achieved. Defining new functional-ities, layouts or business strategies can then be done in full transparency, supported by modern archi-tecture principles and guided by clear business objectives.

The need for vendors experienced in EA

Whether a bank is experienced in Enterprise Architecture or not, it is crucial to discuss with vendors that are mature in EA.

o When a bank’s model is only partially or not aligned with commonly recognized de-sign principles, the integrated landscapes can serve as ‘blueprint’ or starting point for having a more complete set of aligned business capabilities and application com-ponents. Furthermore, the bank will automatically enrich its own bank models with industry standards and best-practices.

o When a bank already has an extensive model. This is typically the case for large banks with an enterprise architecture team that maintains a set of enterprise models and is well aware of market reference models. As discussed in the previous section, understanding the bank’s model requires a common language that EA provides.

In both cases, a vendor inexperienced in EA increases the risks of misunderstandings. This in turn leads to delayed projects, additional development costs, inefficiencies, and ultimately and unsustainable solution. In contrast, a vendor experienced in EA, with its deep understanding of the bank’s model, will deliver it the right tools and in a way that makes the bank future-proof.

The Enterprise Architecture approach can shed light over situations, assumptions or implications that will otherwise remain obscure and affect all future developments. With this new knowledge, banks and vendors can align the bank with its strategy and arm it for future growth.

5.3. The key integrated landscapes

The landscapes are aligned with most advanced market reference models and enriched through


best practices from bank models: via active participation in the realization of market standards, various partnerships, and extensive worldwide project experience, there is a future-proof set of landscapes.

5.3.1. Motivation landscape

The motivation landscape provides the set of rationales that guide the whole transformation. It helps to understand the ‘why’ and the ‘how’ of the reference models that support a transformation. A detailed example is provided in the next section. It also help putting the transformation in the context of the bank’s strategy.

The motivation landscape gathers the drivers, the goals, as well as the underlying principles. Stake-holders provide and use these to govern the content and the design of the landscapes. It explains the rationale of the decisions behind the reference models structure and the relationship between its components.

Market best practices and key drivers are explicitly described in a motivation landscape: often, the drivers and principles are ‘hidden’ in various corporate, marketing or architecture documents but not recognised as a key reference model. Explicit, black-on-white drivers often create clarity for a bank as to what their key drivers really are.

The motivation landscape can be traced down to the business landscape. Each driver connects to the business domains it impacts.

5.3.2. Business landscape

The business landscape is a business capability model based on the market’s current best practices: these capabilities are originally defined by market reference models and enriched through expertise

Figure 3: Drivers and principles


gained in various bank projects.

Gartner (Burton, Business Architecture — Uniting Business and IT 5-8 November 2012) defines ‘Busi-ness capability modelling’ as ‘a technique for representing an organization’s business, independent of organizational structure, processes, people or domains. A business capability represents what a business ‘will do’. Encapsulated within and supporting a business capability are the people that support a capability, information related to the capability, processes that are used to deliver a capability’.

The business landscape is structured according to design principles defined in the motivation landscape. It is easy to understand and uses common market practices terminology. The business landscape characteristics are as follow:

• It is a set of banking business capabilities independent of organizational structure or application consideration.

• It reflects a current market consensus on a banking scope of common capabilities, with a standard naming, and a clustering which addresses the key principles of the motivation landscape.

• It is easy to understand and provides a foundation for discussion with all kinds of stakeholders within the banking organization as well as with external parties.

Additional lower-level models such as business processes, business objects or business services can be derived from this.

The business landscape can be traced down to the application landscape and up to the motivation landscape. It thus plays a central role in connecting and aligning bankers and IT architects.

Figure 4: Business landscape


5.3.3. Application landscape

The application landscape is a reference model which helps organize the software’s key elements.

The application landscape should be described practically. This means that it forms clusters according to principles defined in the motivation landscape and easy to understand. It structures the building blocks for a banking software solution based on the motivation landscape, and can be traced back to the business capabilities of the business landscape.

Each application can be traced to the business domains it contributes to. The rationale and building principles behind various applications can thus be discussed, understood and transformed from a busi-ness perspective.

The application landscape can also be traced to existing applications from core banking applications. This supports not only documentation, but also ensures that the models represent ‘real life’.

5.3.4. Lower level landscapes

The main landscapes are complemented by lower level models (e.g. business processes, business functions or application services): not only high level models have been defined, but also more detailed analysis, development, testing, implementation design models. The corporate methods and tools refer to the landscapes as the standard reference model across the whole transformation value chain; this includes, for example, the documentation of the project deliverables and the reference documentation, the training material, the evaluation people in terms of knowledge domains or the project portfolio.

This enables a model-based development life-cycle as well as relating theoretical concepts to function-alities.

Figure 5: Top level of an application landscape


6. Translate vision into actionsMaking and using banking reference models is not new in the banking world. However, as described in section 4.1, there is an open space for a more ‘actionable’ model, which concretely helps users realize a business transformation.

Landscapes become actionable only when they are integrated, i.e. there is full traceability all the way from the drivers to the actual software applications. Traceability allows the various stakeholders to es-tablish a common dialogue and to transform their IT into a business enabler.

6.1. Transformation

Imagine a market where “Customer Centricity” has been identified as a key competitive advantage. Then, for many banks, the next step will be to invest in a CRM tool. Comities, RFIs, RFPs and other procedures will be put in motion to select the provider with the best (and cheapest) solution. This is quite natural set of actions but, without a proper framework to analyse market drivers, their impacts, and how they relate to each other, how can we be sure this will actually achieve the original goal? Is there a better way to proceed?

Using integrated landscapes, a direct inspection under “Customer Centricity” in the motivation land-scape will reveal all the interrelations that need to be considered. Indeed, “Customer Centricity” affects different Business domains. Clearly, customer centricity will identify CRM as a primary business activity to consider. CRM centralizes all functions required to capture, maintain and report on a commercial relationship with a customer. However, other domains beyond the obvious CRM applications contribute to having a truly customer centric organization.

For example, customer centricity is essential to other areas in the Distribution domain and as implica-tions in the transversal Reference Data domain. In the Distribution domain, customer centricity also affects “Customer Invoicing”, which centralizes all functions to have central invoicing for a customer. Furthermore, customer centricity is also reflected in the “Decision Making” domain. The Decision Mak-ing domain centralizes all functions and decisions pertaining to the contracts and operations with a customer. Finally, customer centricity means that Reference Data must be organized accordingly. In particular, it will shape the design of the “Business Parties” functions, which manages reference data related to customers in a central repository.

Identifying all the business functions required to achieve, in this example, a truly customer centric organization is facilitated thanks to the EA approach. Once all the business functions that contribute to “Customer Centricity” have been identified, a similar reasoning and use of the EA will identify all applications necessary to support these functions.

6.2. Rationalization

Does our current functionalities and organization actually support our strategy? Integrated landscapes allow rationalizing the IT architecture from a business and strategic perspective. Following a bottom-up


approach, applications can be traced back to their business contributions or even to their strategic drivers.

In summary, both rationalization (why did we organize our applications this way and how do they contribute to our objectives?) and business-driven transformation (what do we need to support our strategy?) can be achieved thanks to integrated landscapes. Integrated landscapes are as ‘actionable’ as possible, i.e. they have pragmatic results that lead to concrete actions.


7. Benefits of reference models7.1. Communication and alignment

With the interrelated landscapes – reference mod-els easy to understand by all stakeholders – a ho-listic view on the transformation project becomes possible, from business to IT, at different levels of granularity.

Speaking the same language is essential. And com-munication between all stakeholders is eased by the traceability that the interrelation of the land-scapes enables. Bankers can explain the impact of their business to the Top Management and how a transformation will contribute to the bank’s strate-gy. In turn, bankers can connect with IT architects to enable business development.

The integrated landscapes act as a Rosetta Stone. They are the central repository of business capa-bilities from which a lot of views may be derived to organize the transformation (e.g. as-is, to-be, qualification by driver or principle, quality, quan-tity, costs) of underlying resources (people, appli-cations). By relating different models, users can translate between several models based on the landscapes that comprise the Enterprise Architecture, based on their clear interrelation and traceability features.

This structured communication is not only valid within the bank’s different entities, but this also implies an equivalent level of maturity between the bank and the software vendor in terms of Enterprise Architecture understanding. The software vendor must speak the same language and understand the business model of the bank; in order to provide them with the relevant answers.

7.2. Achieving a positive business outcome

Complex organizations are facing the challenge to address long term strategy, while also providing short term solutions or tactical fixes for on-going projects. Organisation must be able to identify their business and IT issues, enablers and opportunities, define strategic directions and translate them into concrete guidelines which provide value. The motivation landscape provides the reference model to explain these drivers and how they contribute in a long term perspective to solve business and IT issues in a structured way.

Figure 6: the original Egyptian Rosetta Stone

The Rosetta Stone is an ancient Egyptian granodiorite (granite) stele inscribed with a decree issued at Memphis (Ancient Egypt) in 196 BC on behalf of King Ptolemy V.

The decree appears in three scripts: the upper text is Ancient Egyptian hieroglyphs, the middle portion Demotic script, and the lowest Ancient Greek. Because it presents essentially the same text in all three scripts, it provided the key to the modern understanding of Egyptian hieroglyphs.


These reorganizations must aggregate knowledge and define aligned business and IT reference models that structure this knowledge and align it with the defined motivations. The business and the applica-tion landscapes are the reference models of the Enterprise Architecture that are well recognized in the organisation to structure the deliverables that will generate the business outcome.

As detailed in the next section, the business outcomes are generated thanks to deliverables of different natures:

• Operational: a communication plan, resource plans and business-aligned governance plans

• Enabling: a description of as-is and to-do business capabilities identified in the business landscape

• Diagnostic: impact analysis of changes in the motivation principles on the application landscape

• Actionable: a roadmap structured according to business domains

• Measurable: business outcome related to the motivation drivers

7.3. Cascading benefits

7.3.1. Help strategic decision making

The motivation landscape structures the decision making for each stakeholder: stakeholders are de-fined, their drivers are clearly described and measurable goals are defined. The underlying principles guiding the organisation and the models supporting the transformation are described and validated. This approach enables a trend and decision consolidation, puts them in long term perspective and avoids short-term tactical fixes.

The impact of these motivations can be represented in the related landscapes, such as the business and application landscapes, by identifying the parts (e.g. domains or components) affected. Their degree of impact can be represented according to various conventions, such as color codes or ‘heat maps’ that are simple to understand.

7.3.2. Develop future capabilities

Defining a global direction is not sufficient to organize the transformation. There may be multiple ini-tiatives in organizations addressing different drivers (such as improving customer experience, further industrialization and cost reduction or better reporting) with overlapping impacts.

A business architecture initiative must be set up to describe the fundamental components of the busi-ness, expressed in terms of business capabilities, processes, actors, information objects and to identify the impacts of the transformation resulting of the taken decisions.

7.3.3. Align and understand the impacts of business and IT decisions

The vision (structured in the motivation landscape), the business value (structured in the business landscape) and the IT assets (structured in the application landscape) provide a core toolset to align business and IT:

• Business and IT architects can work together on the motivation landscape and identify the depen-dencies on business and IT strategies, derive a common set of principles and relate them to their land-scapes.

• The business landscape provides the reference models to help business architect structure a portfolio of business activities within the projects. The application landscape provides the reference model for application architects to structure the components to develop or to integrate them.


• The program manager can align business and IT activities in a common project portfolio because the landscapes can be linked to one another and because they have been defined according to a set of aligned design principles.

7.3.4. Identify IT base and cost reductions

When the key decisions are described, when current and future capabilities are identified and the impacts of the decisions have been traced to these capabilities, Enterprise Architects may work with business and IT stakeholders to further detail how to optimize costs by reallocating funds to some capa-bilities to improve them, investing to create new competitive capabilities, or reduce some functionalities that are overlapping or not dissatisfying. Again, EA practitioners will be supported by the landscapes to identify ‘where and when’ costs may be optimized:

• The business outcomes are formalized in the motivation landscape. Any change in these outcomes (such as reducing or increasing investment in some areas) can be traced to the business capabilities or the application components.

• Duplicate capabilities or applications (for example after a merger) can be more easily detected.

• Opportunities for enhanced reuse of existing capabilities can be identified by comparing the landscape of the initiating organization with the landscapes of the target one. This may be the result of an expan-sion, innovation or a merger strategy.

• Risks can be mapped on clear capabilities or components.

• A joint business and IT analysis can be done because they share a set of landscapes.

7.3.5. Drive and optimize project prioritization (road map)

A business transformation is a long term journey that needs to be carefully organized. A lot of business and IT elements are concerned and impacted by a lot of stakeholders. The landscapes provide the supporting framework to organize the roadmap on this journey:

• The impacted capabilities have been identified on the business landscape. Similarly, the impacted application services and components have also been identified. The gaps and their functional depen-dencies can be mapped onto the landscapes.

• Based on the motivation landscape, priorities can be assigned to these gaps. Gaps can be clustered according to different criteria: functional domain affinity and related employee skills, business out-comes or risks identified in the motivation landscape.

• The set of project activities can be presented to the business and application stakeholders according to the landscapes that are familiar to them.

7.3.6. Create agility to support the drivers

Agility and innovation are part of the high level drivers identified in the motivation landscape. They need to be translated into actionable initiatives. These initiatives can be streamlined by the landscapes:

• The agility driver in the motivation landscape must be balanced by other drivers such as risk or cost: the motivation landscape helps in identifying such conflicting or supporting principles with all stakehold-ers.


• The agility driver must be mapped onto business capabilities to maximize agility. For example, com-monalities can be identified across domains to build products more efficiently.

The agility driver has a lot of impact on different, related components. Having defined capabilities at a relatively low level, knowing their dependencies and being able to recompose them is a key enabler for the agility.


8. Customer case: a concrete application8.1. The bank

National Savings and Investments (NS&I) is one of the largest savings institutions in the Unit-ed Kingdom, with over 26 million customers and over £100 billion invested. NS&I’s prima-ry, long-term strategic objective is to provide the British government (and ultimately the tax-payer) with retail finance that is more cost-effective than raising funds via the wholesale market.

8.2. The business vision and need

NS&I’s long-term business strategy reviewed in 2010 emphasized the following needs:

• an acceleration in the transition to lower-cost direct channels on the retail side;

• a move to become part self-funding through providing cost-effective government payments services and account management, and therefore savings, to other government departments and businesses.

The second element of the strategy changes ensures the focus is on those business clients that would benefit most from making use of NS&I’s existing capabilities, allowing the organization to reuse existing functionalities to drive down costs. NS&I’s fully integrated core banking platform with process applica-tions means that the end-to-end processes are scalable to the demands of potential new clients.

8.3. The IT needs aligned with the business vision

There was a need for an appropriate, agile and integrated product suite, based on a parameter driven solution that would enable quick and diversified product definitions and a short time to market. This suite had to be built on reusable and future-proofed services to limit continuous reinvestment and max-imize reuse for new business opportunities. The solution had to ensure a strategic (and continuous) alignment between business and IT objectives, and needed a clear IT roadmap aligned with the bank’s strategy.

8.4. The solution

The implementation approach followed an integrated, holistic model – from business to IT, involving the use of Sopra Banking’s Enterprise Architecture. The bank defined a customized business landscape based on Sopra Banking’s reference business landscape which allowed it to visualize its capabilities and define which of them might be reused by other governmental bodies. This extended use of the bank’s capabilities reduced the global TCO of its IT systems.

Sopra Banking’ consultants helped NS&I define their application landscape based on the Sopra Banking EA model and its reference application landscape. This allowed them to identify the complete application portfolio in one single view, as-is and to-be. It supported the identification of redundant applications, missing ones or applications part of the core banking software not yet used, but potentially available.

As part of the motivation landscape, a set of principles derived from the new strategy was defined. These principles helped align NS&I’s business strategy with their IT, and transformed their IT into a business enabler.


9. ConclusionBusiness transformation is complex. It requires sound collaboration between various stakeholders with-in the bank’s business and IT departments as well as solution providers and integrators. There must be a communication framework based on agreed reference models, and it obviously must be actively used.

At the center of these reference models is the business landscape. It is a model of business capabilities which that can translate its capabilities to the motivation landscape (by structuring the drivers and the principles guiding the transformation) and the application landscape (by structuring the application components which implement the business capabilities).

Supported by these landscapes, the stakeholders are able to communicate and translate their vision into concrete actions: they can describe, structure, motivate which capability to transform, and gauge the impact and the alignment between these business capabilities and the IT solutions.

This approach leads a simplified IT base, optimized project prioritization, cost reduction and a better agility for future transformations.


10. ReferencesArchiMate: ArchiMate 2.0 Specification – The Open Group – Van Haren Publishing

TOGAF: TOGAF version 9 - – The Open Group – Van Haren Publishing

BIAN – Service Landscape How to Guide v2.0.4

Burton, Betsy. Business Architecture — Uniting Business and IT. Gartner, 5-8 November 2012.

Burton, Betsy. Eight Business Capability Modeling Best Practices Enhance Business and IT Collabora-tion. Gartner, 6 December 2012.

Cullen, Alex. Create A Business Architecture Program That Helps Your Business Manage Change. For-rester, 14 November 2012.

DeGennaro, Tim. Let Business Needs Drive Your EA. Forrester, 15 May 2012.

Guevara, Dave. Use EA Business-Outcome-Driven Analysis to Balance Business Cost Optimization With Revenue Growth. Gartner, 26 Nov 2012.

Lee Weldon, Betsy Burton. Use Business Capability Modeling to Illustrate Strategic Business Priorities . Gartner, 2012.

Marcus Blosch, Betsy Burton. Enterprise Architecture Leaders focus on Business Impact. Gartner, 25 May 2012.

Marcus Blosch, Tina Nunno. Meet CIO Expectations With ‘Just Enough’ EA. Gartner, 8 May 2012.

Richard Buchanan, Philip Allega. Leveraging Four Key Elements of Architectural Thinking to Achieve Business Outcomes. Gartner, 17 September 2012.

Tim DeGennaro, Alex Cullen. Focus EA Impact On Planning, Governance, And Innovation. Forrester, 15 May 2012.


11. GlossaryThe terminology used in this paper refers to well-worn concepts and methodologies as much as possi-ble, with reference to publications such as TOGAF, ArchiMate, BIAN or Gartner.

• Application component: a modular, deployable, and replaceable part of a software system that encapsulates its behaviour and data and demonstrates it through a set of interfaces (ArchiMate).

• Application service: a service that shows automated behaviour (ArchiMate).

• Application landscape: the structured set of application services and the application’s components that support business capabilities (Sopra Banking).

• Architecture: has two meanings depending on the context (TOGAF 9):

o A formal description of a system, or a detailed plan of the system at component level to guide its implementation.

o The structure of components, their inter-relationships, and the principles and guidelines governing their design and evolution over time.

• ArchiMate: an open and independent modelling language for Enterprise Architecture, recognized by the Open Group. ArchiMate provides instruments to enable enterprise architects to describe, analyze and visualize the relationships among business domains in an unambiguous way (Open Group).

• BIAN: the Banking Industry Architecture Network (BIAN) is a non-profit association of banks, soft-ware vendors and service providers with the shared aim of defining service operation standards for the banking industry to improve software application interoperability within and between banks (BIAN).

• Business architecture: a description of the structure and interaction between the business strate-gy, organization, functions, business processes, and information needs (TOGAF 9).

• Business capability: a technique for representing an organization’s business, independent of orga-nizational structure, processes, people or domains. A business capability represents what a business ‘will do’ (Burton, Business Architecture — Uniting Business and IT 5-8 November 2012).

• Business landscape: a view on a structured set of business capabilities (Sopra Banking).

• Driver: something that creates, motivates, and fuels the change in an organization (ArchiMate).

• Enterprise Architecture: manages the highest level of description of an organization (TOGAF 9).

• Landscape: a view on a reference model structured according to defined design principles. Typical-ly, landscapes have a specific organisation structure, e.g. in areas or (service) domains, and focus on specific concerns (Sopra Banking).

• Model: A representation of a subject of interest. A model provides a smaller scale, simplified, and/or abstract representation of the subject matter (TOGAF 9).

• Motivation landscape: a structured set of drivers (business and IT) and the related guiding princi-ples which are important for the stakeholders for defining a solution (Sopra Banking).

• Principle: a normative property of all systems in a given context, or the way in which they are real-ized (ArchiMate).

• Reference model: an abstract framework or domain-specific ontology consisting of an interlinked set of clearly defined concepts produced by an expert or body of experts in order to encourage clear communication (Wikipedia).


• Rosetta Stone: an ancient Egyptian granodiorite stele which presents essentially the same text in Ancient Egyptian, Demotic and Greek, and therefore provided the key to the modern understanding of Egyptian hieroglyphs (Wikipedia)

• Stakeholder: an individual, team, or organization (or classes thereof) with interests in, or concerns for, the outcome of the architecture. Different stakeholders with different roles will have different con-cerns (TOGAF 9).

About Sopra Banking Software Sopra Banking Software is a global leader in software and IT services for banks and financial institutions.

Its solutions help over 500 customers in 70 countries be more efficient, agile and responsive to business

challenges. The market has long recognized the company’s constituent parts - Sopra Group’s financial

software business, Callataÿ & Wouters, Delta Informatique and Tieto Financial Services UK - as solid

players with a wide range of proven products. Worldwide, Sopra Banking Software employs 1,700 skilled

experts. The company is a subsidiary of the Sopra Group – a leader in consulting, IT services and software

development in Europe – which employs more than 14,000 people and generated a turnover of 1.217

billion euro in 2012.

Tour Manhattan 5, place de l’Iris - Courbevoie FR 92095 La Défense Cedex

Tel. : +33 (0)1 55 91 72 72

More locations on www.soprabanking.com

Integrated reference models to translate vision into action · 2014-07-09 · 2 Integrated...

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