Deutche Bank Lead Enterprise Architect

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Deutche Bank Lead Enterprise Architect by Mind Map: Deutche Bank Lead Enterprise Architect

1. Dell Technologies

1.1. Globals

1.1.1. Domain Architects

1.1.1.1. Systems Engineers

1.2. Speciality Presales

1.2.1. Domain Architects

1.2.1.1. Systems Engineers

1.3. Global Transformation Office

1.3.1. No Architect! Relying on existing resources

2. DB Governing Board

2.1. Business Challenges

2.1.1. 149 Year Old Bank (LEGACY)

2.1.2. Multiple Aquisitions

2.1.3. Over 100 Infrastructure Projects in Flight

2.1.4. Outsourced to DXC 5 Years ago

2.1.5. No Longer own any assets or DC's, so paying for a service not under the banks control

2.2. Outsourced 90% of IT to DXC 5 Years ago EMC, IBM, Pure, NetApp, Exadata Storage & HP, SUN, IBM, Dell Compute

2.2.1. No longer own infrasturcture or DC's

2.2.2. Billed in Resource Units

2.3. More structured approach to protect the bank, given the turmail in the financial markets

2.3.1. CIO Sponsorsed Engagement to Dell Technologies to shape infrastructure vision

2.3.1.1. Bitten in the past with big bang Transformation Projects

2.3.1.2. Implementation approach must accommodate the constantly occurring changes to the technology and business landscapes

2.3.1.3. Shareholders want to see not just a vision but want to know that there is a flexible, integrated Implementation and Migration Plan that has the best chance of realizing the vision in these uncertain times.

2.3.1.4. Clearly demonstrate cost benefits, operational benefits and transition architectures

3. My Approach

3.1. Meet with Global Tramsformation Office / Domain Architects to get updated on why we are here and what the requirements and business outcomes are for the bank

3.1.1. Meet CIO to clarify requirements and outcomes

3.1.1.1. Create a business case

3.2. Business Case (Build with Sales Account Team)

3.2.1. Vision Components

3.2.1.1. More structured approach to protect the bank, given the turmail in the financial markets

3.2.1.1.1. CIO Sponsorsed Engagement to Dell Technologies to shape infrastructure vision

3.2.2. Qualify Business Case with the Bank

3.3. Strategy

3.3.1. Business Case Additions

3.3.1.1. Challenger (AsIs - ToBe)

3.3.1.1.1. Create Vision & Journey with Timescales

3.3.1.2. Guiding Principles

3.3.1.2.1. Vision

3.3.1.2.2. Incentive

3.3.1.2.3. Budget

3.4. Communications Plan

3.4.1. Customer Org Chart with Supporter / Influencer / Detracter

3.4.1.1. Clear roles and responsibilities for Dell Tech staff

3.5. TOGAF 9.0 Principles

3.5.1. Architecture Principles

3.6. The Vision and Jouney with Timescales

3.7. Define Operational Benefits

3.8. Business Case Defined after Challenger Conversation