Banking industry Architecture Network (BIAN)

Presented by:
Parimah Mohammadpour (New Product Development (NPD) Department Manager at Sadad Informatics Corporation)

3rd National Conference on Advances in Enterprise Architecture

Sharif University of Technology
November 12th, 2019
Contents:

A Review of the Prospects for the Future of Banking Industry

Some of the important Standards in Banking Industry
Moving towards Enterprise Architecture with a Service-Oriented Approach
BIAN Introduction
Design Principles & Techniques in BIAN
BIAN's Organization and Content Development Approaches
Applying the BIAN Standard in Banking Industry
Overview of BIAN Digital Repository
Moving Towards Service-Oriented Enterprise with BIAN Approach

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A Review of the Prospects for the Future of
Banking Industry

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Driving Forces and Current Challenges In Banking

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 The Profound Darwinian Shakeout

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 The Profound Darwinian Shakeout

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 Rise of Specialist Providers
As banks lag on digital, convenience and value, specialists seize the opportunity
to fill the gaps

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 The Profound Darwinian Shakeout

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 Leading Banks Become Digital Financial Superstores
Consumers will soon have access to all of their financial needs from one central
location

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 Banking is Entering a Profound Period of Change
Clients’ expectations of what they want from their banking provider are shifting

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 Transformation Towards Digital Banking

Banking Clients 2025

 The banking client 2025 is empowered by digital bots and digitally assisted client advisors.
Banking Operating Models 2025
 Banking operating models 2025 will be characterized by intelligent automation, cooperation, and industrialization.
Banking Revenue Models 2025
 In 2025 we will see entirely new revenue models in banking.
Digital Banking Platforms 2025
 2025 banking platforms will be open and interoperable and designed from front to back.
Data-driven Banking 2025
 Data-driven banking will allow banks to develop entirely new business models and products and optimize their
processes.
Banking Value Chain 2025
 There will be no isolated banking value chain in 2025; instead we will see new cross-industry ecosystems.

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 Digital Banking Models 2025

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 What is a digital bank? (Temenos’s Definition)
At Temenos, we believe that being truly digital means enabling “experience driven banking”. This needs to cover both
the customer experience and the execution experience. A digital bank offers customers contextualized, seamless
experiences that transform the customer journey. And becoming a digital bank means delivering a compelling and
relevant customer and execution experience through an open, integrated and flexible architecture. True digital banking
can be condensed into two key and distinct factors:

 Customer Experience The sum total experience that enables customers to self-serve, in real time, via multiple devices, with environmental context
that results in a personal and relevant experience. This requires online access to all products and services as well as the real-time customer intelligence
to be able to provider relevant, contextualized and personalized content and offers at the right time and on the right device.
 Execution Experience The sum total experience that enables organizations to deliver on-demand services with minimal human involvement via
straight-through-processing whilst enabling internal bank users to serve clients via offline channels and continuously improve products and processes.
This requires an end to end digital platform and architecture.

The fundamental digital equation: A+B+C = D

 A = Anytime, anyplace, any channel – this is what customers expect.
 B = Better banking, beyond the traditional banking service – using customers’ data to become a virtual advisor
 C = Contextual – the service, communication, rewards and products you offer to meet customers’ expectations, needs to be driven by data and analytics
and personalized to their requirements.
 = D – Digital banking

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 Four Pillars of Digital Banking

 Omnichannel Banking. The streamlining and integration of

channels to ensure a positive and seamless customer journey
across all potential touch points.
 Modular Banking. A systems architecture that has
interchangeable components that can react to market and
institutional changes quickly.
 Open Banking. The ability to use open APIs to connect
internal and external capabilities, building experiences that
may extend beyond banking services.
 Smart Banking. The use of advanced analytics to leverage
data for personalized engagement and experiences.

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 Major Financial Trends Impacting Banking
According to researches from Atos, the four most transformational challenges and opportunities for the
future of banking through the next 5 years include:

 Response to customer needs: Ranked as the most important trend in each of the last 4 years in research done by
the Digital Banking Report financial institutions need to shift from physical interactions to digital engagement. For
banks and credit unions that digitize customer journeys, there can be a significant benefit in revenues, cost
reductions and customer satisfaction.
 Optimization of costs: Because of the efficiencies of digital-only competition, banks and credit unions will need to
consider divesting from non-core operations and leveraging intelligent automation. In addition, organizations will
need to reinvent back office processes and replace aging infrastructure.
 Creation of new revenue streams: Open banking and the use of APIs will open new opportunities for both cost
reduction and revenue growth. As the banking ecosystem expands beyond traditional banking services, new
products will be developed and segments served that will provide differentiated offerings and monetization
opportunities.
 Development of security and compliance systems: With customer data becoming a ‘product’ for many financial
institutions, the need for enhanced security and advanced insights (AI) will become a differentiator from both a
compliance and customer trust perspective. This can lead to reduced costs and potential business growth.

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10 Technologies That Will Disrupt Financial Services In The Next 5 Years

 As opposed to technology taking a secondary

position, supporting only the processing of
transactions, future technologies will be more
customer-centric and efficient, and provide more
targeted, secure and intelligent solutions. With
technology as the driving force in the future,
organizations will be able to redefine themselves to
be more competitive and responsive to marketplace
needs.

 Atos developed a very helpful Global Banking

Technology Radar that provides a perspective on
the technologies anticipated over the next five
years, the business impact of the technologies and
the timing of integration.

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Banks are Responding in three different ways,
Which one(s) are you adopting?

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Factors to Consider When Choosing a Digital Strategy

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Some of the Important Standards in
Banking Industry

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 Some of The Important Standards in Banking Industry

Banking Major Standard Category:

Some of The Important Samples are:

 ISO  BIAN (Banking Industry Architecture Network )
 AMQP (Advanced Message Queuing Protocol)
 BASEL  Banking ISO Standards: 20022, 9564, 7816, 7810, 8583…..
 XBRL (Extensible Business Reporting Language)
 IFRS
 FIBO (Financial Industry Business Ontology )
 FSAP  FIX (Financial Information eXchange Protocol)
 LEI (Legal Entity Identifier)
 CFT  FPLM (Financial products Markup Language)
 MDDL (Market Data Definition Language)
 EMV
 PCI DSS (Payment Card Industry Data Security Standard)
 …….

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Moving Towards Enterprise Architecture
with a Service-Oriented Approach

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 Banking Architecture
 What is Architecture ?

 The fundamental organisation of a system embodied in its components, the

relationship between these components and the environment and the principles
governing its design and evolution.

 What is Banking Architecture ?

 The fundamental organisation of a BANKING SYSTEM, embodied in its

components, the relationship between these components and the environment
and the principles governing its design and evolution.

 So what are these components ?

 Business Architecture
 Information Architecture
 Application Architecture
 Technology Architecture

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What is Enterprise Architecture and it’s Layers?

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 BIAN Architecture Layers

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Moving towards Enterprise Architecture in Banking with a
Service-Oriented Approach

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 Why BIAN &TOGAF?

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BIAN – A Business Service Model for the Banking Industry

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Leveraging BIAN Deliverables with TOGAF

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 BIAN Introduction

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 BIAN Introduction

Introduction
BIAN Introduction
BIAN Organisation
The Problem BIAN Seeks to Solve
Process Model Vs Capability Model
BIAN Artifacts
How to Guide Series
Digital Repository
BIAN Release
BIAN Overview

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 Introduction
BIAN
BIAN is a global, open, independent and unique community where banks, software providers and system
integrators are collaborating to define a common yet exceedingly flexible SOA framework for the banking
industry with the goal of establishing a common language.

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 Introduction
BIAN Organisation

Founded in 2008, the Banking Industry Architecture Network (BIAN) is a global, not-for-profit
organization that seeks to develop standard Service Landscape and Semantic IT Service (A2A)
Definitions for the Banking industry. BIAN will enable the next generation of banking industry solutions
developed either in-house or commercially:

By leading banks sharing their requirements for banking services

By leading software and services vendors to implement them based on standard semantics

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 Introduction
BIAN Is a Member Driven Organization

Financial Institutions Software Vendors / Service Providers

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 The Problem BIAN Seeks to Solve
Design combines two perspectives – what is it made of, how does it behave…

Business architects do not have the organizing equivalent of the town plan

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 The Problem BIAN Seeks to Solve

Without a coordinated view of ingredients & behaviors, business design suffers

Every project was justified to meet a compelling and immediate need, but without the big picture to guide
development, over time isolated development leads to chaos

A city where new construction is An enterprise where application

not coordinated with a town plan… development is not coordinated with
an enterprise plan…

 Many Bank’s application portfolios suffer from such fragmentation. They contain a high level of
redundancy. Worse, as most connections are unique, they present highly complex maintenance and
enhancement challenges

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 The Problem BIAN Seeks to Solve
Once a plan has been developed its adoption can be incremental

 Advances in design techniques, technology and awareness mean that the migration to well architected
solutions can be incremental

 An organization can migrate towards a well partioned application portfolio

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 The Problem BIAN Seeks to Solve

With good design, the migration to service based solutions is incremental

 At the outset, the applications in a conventional ‘process based’ application portfolio can be drawn as a
criss-cross network of overlapping processes.

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 The Problem BIAN Seeks to Solve

With good design, the migration to service based solutions is incremental

 Analysis of the BIAN Service Domains can be used to target those areas that are the main
bottlenecks…

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 The Problem BIAN Seeks to Solve

With good design, the migration to service based solutions is incremental

 As the early Service Domains are stabilized behind more complete service boundaries, additional
areas can be addressed

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 The Problem BIAN Seeks to Solve
With good design, the migration to service based solutions is incremental

 Over time more of the traffic is handled between the rationalized and stable service centers and more
of the legacy is wrapped, replaced or rendered obsolete/replaced

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 The Problem BIAN Seeks to Solve

With good design, the migration to service based solutions is incremental

 Eventually the migration to a service based architecture replaces the significant majority of the portfolio.
Operational capability re-use enables new business needs to be addressed with incremental changes
rather than completely new stand alone solutions…

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 The Problem BIAN Seeks to Solve
Process models are well established for application development

 Process based views of busines activity have been used very effectively

Eliminate Automate Reduce Do more Leverage

redundant manual number of things shared
steps tasks variations in parallel services

Five established ways to leverage a process perspective

 But the very flexibility of process modeling limits how it can be used to define canonical standards for
service operations – the allowed variations mean only the most common procedures or commodity type
activities can have a standard process definition

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 The Problem BIAN Seeks to Solve
Anything that can be modeled as a process can also be modeled using service centers
 For the monthly credit card billing cycle the process is broken down until the steps are fine grained
enough for coding
Monthly card billing process: at month end a card holder’s outstanding balance is evaluated and a minimum payment and outstanding
amount calculated. A billing statement is printed off and sent to the registered billing address. A period later the payment is either received
in time or the account is placed into past 30 day payment state and further use of the card restricted

Process monthly
billings

Process due Get balance, determine Generate and send Process Check for late
accounts minimum payment out invoice payments payment status

Run month Filter any Identify Get account Calculate Get billing Print Add sales & Stuff and Receive Post Update Check for
end due cards in customer activity history minimum address & billing marketing send out inbound payment account payments
card extract suspense account # (30 days) payment details invoice materials letters payment to account status received

Billing Application
Processing steps at the lowest level could be
implemented as software elements/modules.
They can be assembled to create a stand- Choreography implemented as a dependent procedural flow of
alone/monolithic billing application tightly coupled service couplets that ‘exist’ for the life of the
transaction itself

 Process analysis automates a tightly coupled sequence of “Input/Process/Output” (IPO) activities that
can be implemented as software

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 The Problem BIAN Seeks to Solve
The same actions can be associated with specialised service centers
 The same activity remodeled using five collaborating service centered structures:
Billing
Run daily 30 Filter any Identify Get account Calculate Get billing Print Check for
Cards
Application
day due cards in customer activity history minimum address & billing payments
card extract suspense account # (30 days) payment details invoice received

Get billing
Choreography
implemented as
Customer
address & Agreement
details
an
Get account
activity history
Post
payment
Update
account
Check for
payments
Cash asynchronous
Accounts
(30 days) to account status received series of loose
coupled service
Print Add sales & Stuff and
billing
invoice
marketing
materials
send out
letters
Correspondence interactions
between
Receive Post Payment
persistent
inbound payment
payment to account
Order
Service
Domains
The process
is remodeled
Get account
Run daily Filter any Identify Calculate Get billing Print Add sales & Stuff and Receive Post Update Check for
activity
30 day due cards in customer minimum address & billing marketing send out inbound payment to account payments
history (30
card extract suspense account # payment details invoice materials letters payment account status received
days)

 Service center design removes the dependent ‘Input/Process/Output’ sequencing allowing for more
flexible patterns of collaboration…

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 The Problem BIAN Seeks to Solve

The ‘sequence diagram’ perspective hides the highly ‘networked’ interactions

 When modeled this way the activity is one instance of a pattern of collaboration between the Service
Centers (that are stable/static capabilities). The service centers connect as and when they need to in a
loosely coupled service network

Correspondence

Cards

Payment
Customer Order
Agreement
Cash
Accounts

 Many busness activities are not well represented as a repeatable, sequence of predefined activities as
implied by a process model. Some analysts have estimated as little as 5% of business behavior is well
characterised using conventional process model designs

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 The Problem BIAN Seeks to Solve
The content of the service operations and messages is greatly simplified
 Because each Service Domain performs a unique and discrete business role, and it ‘encapsulates’ its
specific knowhow – access service operations are narrowly focussed and can be semantic. Consider
the traffic in the earlier worked example:

Correspondence

Cards

Payment
Customer Order
Agreement
Cash
Accounts

Compare to the exchanges along a process

‘factory or workflow’ production line…
Billing Application Consider the make-up
of the exchanges…
Choreography implemented as a dependent procedural flow of
tightly coupled service couplets that ‘exist’ for the life of the
transaction itself

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 BIAN Artifacts

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 BIAN Overview

Relating the BIAN business Architecture to underlying application/systems Architectures

BIAN Architecture Layers BIAN - the link between business and technical architectures

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Design Principles & Techniques in
BIAN

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Design Principles & Techniques in BIAN

 Service Domain
 Service Operation
 Service Landscape
 Business Scenario
 Wireframe
 Clustering

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 The building block of the BIAN standards is the Service Domain
A Service Domain is a discrete and ‘elemental’ business capability that exacts or creates value by “doing
something to something”

The Bank is made …and functions it

up of resources performs on
or “objects” that those
it can use… Service Domain resources/objects

Services
Offered
Full
Lifecycle
Instances

Consumed
Services
Local State

Exacting value through object

use, or by maintaining/enhancing
the object to increase its value
creating potential

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 Service Domain

 Techniques for Defining a Service Domain

 Asset Types
 Functional Pattern
 Generic Artifact
 Behavior Qualifiers Types
 Control Record
 Features of Service Domain
 Service Operations

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 Asset types
A high level decomposition of the Objects. Any bank has a collection assets that it can own or have some
influence over e.g. a customer relationship, cash, or a payment facility. The asset needs to have an
associated use or purpose

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Unique business context example building Vs business architecture

The ‘threshold of decomposition’ in business and building architecture

Building Business
Architecture Architecture
Hotel Consumer
Complex Division

Entertainment Business
Floor Development

Threshold of Meeting Relationship

decomposition Room Management

Furnishing, Meetings,
Doors, Reports,
Windiws Tasks

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 Functional Pattern
 BIAN has identified a number (18) of generic commercial behaviors that are applied to different asset
types in the execution of business. Each Service Domain has a dominant Functional Pattern that
defines its specific role.

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 Asset decomposition Excel extract

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 Generic Artifact

As functional patterns describe a behavior they

typically take the verb form. The generic artifact for a
functional pattern simply describes some form of
tangible record or document that can be associated
with the execution of the functional pattern.

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 Behavior Qualifiers Types
Based on the Functional Pattern a ‘behavior qualifier type’ is defined and this is used to list behavior qualifiers
specific to the Service Domain. The definition of behavior qualifiers is then used as necessary to clarify the
working of the Service Domain and its offered services to provide more precision to their purpose.

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 End to end state for the functional patterns
These states only define the fairly simple externally visible states that the Service Domain may pass
through. There will typically be far more detailed internal states for individual control records.

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 Control Record

The execution of the Service Domain’s role for the full life cycle is tracked/managed using an instance of
its ‘control record’. A Service Domain applies one pattern of behavior (functional pattern) to one asset
type. Its control record combines the functional pattern’s generic artifact with the asset type.

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 Service Domain

The discrete business functional capacity partition represented by a Service Domain can be considered
as being broadly equivalent to an organizational unit of the enterprise that combines the ‘people, process
and technology’.

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 Features of a Service Domain

Some defining Service Domain characteristics:

 A unique business purpose

 It is elemental
 Collectively comprehensive
 Has a ‘Control Record’
 Full Life-Cycle support
 Single or Multiple Instances
 Short or Long Life-Span
 Service Based

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Service Domain Broken into a Functional Core and Service Wrapper

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 Rescoping a BIAN Service Domain

Service Domains Too Specific

European Equities US Equities
External Party

SHARED
Alliance Partner Customer SOLUTIONS

Agent
Equities
Retail Corporate Institution
Broker
Pick the ENTERPRISE Service Domains Too General
level ALIGNMENT Derviatives
Custodian Card SMB MM

Correspondent Branch National Equities

Regulator Finance Multi-Nat BUSINESS

OWNERSHIP

HNW

Options SWAPS

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 BIAN Content Overview
Service Operation

 With the recent introduction of the behavior qualifier type and Service Domain specific behavior qualifier
definitions, the service operations and their information content can be defined to a finer level of detail.

 Designing Service Operations Features :

 Allowed types of exchange
 Standard service operation parameter types
 Service operation standard action terms
 Service operations select from a standard information profile
 Checklist Information is referenced in the BIAN Vocabulary

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 Service Operation Action Terms

The primary purpose for each service operation call is reflected in its action term. BIAN has identified a
standard set of action terms to select from and each service operation uses one of these action terms.

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Action Terms mapped to Functional Patterns

Default Service Operations mapped to the Functional Patterns

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 Design Foundation

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 BIAN Service Domain Building Blocks

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 BIAN Service Landscape

HTML View of Service Landscape

Business Area

Business Domain Service Domain

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 BIAN SOA Framework

Service Domain Service Operations

Service Operation Responsibility Category and Service Type

Service Operation Name – a formal structure is used
Service Interaction Type – likely types of operational exchange – these have been discontinued but are
included here for reference
Service Domain - pre & post states
Input & Output - descriptions of the four main service operation parameter types

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 First Order Interactions
 FirstOrder Interactions Are simple business scenarios that detail the specific service exchanges from the
perspective of a ‘primary’ Service Domain in response to a business event.
 The First Order Interactions Connected Three Elements :
 Service Domain’s name
 Category of the Business Event
 Descriptive name of the Business Event

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 Business Scenario
A well-formed business scenario has a clear business start and end point and a business goal or
purpose that can have some form of associated performance or value measurement. This more
complete definition can usually be related to the concept of a business capability as described.

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 Wireframes
A collection of Service Domains with their associated service operation connections for some area of
activity or domain of the business can be represented using a ‘wireframe’ diagram.
 Business activity can then be overlain on the wireframe as a flow through the network of service
operation connections involved for any particular business event/scenario

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Mapping Business Scenario on Wireframes

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 Clustering Service Domains
 A ServiceDomain Cluster describes a grouping of related Service Domains. It can also be used to define
a grouping that maps to the functional scope of a business application or production system.
 However, for a business application cluster of Service Domains it is necessary to define ‘roles’ that define
how the individual Service Domain designs relate to the broader application portfolio.

Core Banking Business Application Cluster

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BIAN's Organization and Content
Development Approaches

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BIAN's Organization and Content Development Approaches

 The BIAN Organization

 The BIAN SOA Framework
 Content Development

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 BIAN Organization
 BIAN Organization
 Architecture Framework & Foundation Team (AF&F)
 Service Landscape Team (SL)
 Architecture Committee (AC)
 Central BIAN Resources
 The BIAN Board

Executive Director at BIAN

Hans Tesselaar

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 BIAN Organization

Content Development is Supported by Tools & Facilities

 The design elements of the BIAN SOA Design Framework are supported and enabled by some key
standard specifications, guides and tooling. These include:

1. The BIAN Metamodel

2. The BIAN UML Repository
3. The BIAN Business Vocabulary
4. The BIAN Business Object Model (an Extended version of the ISO20022 Business Model)
5. The BIAN Business Scenario Generation and Browsing Tool
6. BIAN How-to Guides and other training materials
7. The BIAN Wiki and Working Group tools and facilities.

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 Content Development is Supported by Tools & Facilities

Way of Working in line with ISO20022

Service Domain Oriented

1. Focus on Service Domain

Business Process Oriented
BIAN Business Area
2. Create BIAN BOM
BIAN Business Domain

BIAN Service Domain

3. Adapt to ISO20022 BCM

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 Content Development

 Working Group Assignments

 Building Content in the Working Groups
 Semantic API Initiative

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 Content Development

Building Content in the Working Groups

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 Content Development
Building Content in the Working Groups

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Approaches for Applying the BIAN Standard
in Banking Industry

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 Applying BIAN Content

Projects Split between Point and Enterprise Solutions

 The ‘point solutions “Using the BIAN model as a high level implementation design”.
 Theenterprise solutions Building an Enterprise Blueprint” and “Using the Enterprise Blueprint for Planning
& Analysis”.

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 Applying BIAN Content

Mapping Service Domain to Business Applications

 Different types of Mapping Service Domain to Business Applications:

 One-to-One
 One-to-Many
 Many-to-One

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 Applying BIAN Content

Mapping Service Domain to Business Applications

 The simplest is where the scope of the Service Domain aligns precisely to the coverage of the supporting
application

One to One

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 Applying BIAN Content

Mapping Service Domain to Business Applications

 Less commonly it may be that the Service Domain defines a business function that typically brings
together a collection of business applications.
 This can occur when the function exploits an array of tooling and support that may be implemented by
different specialized applications.

One to Many
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 Applying BIAN Content
Mapping Service Domain to Business Applications

 Byfar the most common mapping will be where several Service Domains are contained within a
business application.

Many to One

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 Applying BIAN Content

Service Landscape with Shared and Common Solution Overlain

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 Applying BIAN Content
BIAN’s Externalization

 Externalizationis an approach used to determine what a Service Domain should do itself and when it
should call on or ‘delegate to’ the services of another Service Domain. Externalization ensures that each
Service Domain performs a single discrete function and so enforces the encapsulation principle.

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 Applying BIAN Content

Interpreting Service Domains in Different Technical Environments

 Conventional (legacy/core) System Rationalization

 Host Renewal/ESB Integration and Application/System
 Loose Coupled Distributed/Cloud Systems

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 Applying BIAN Content
Conventional (legacy/core) System Rationalization

 Duplication:
The most obvious is where two or more business applications perform the role of the same
Service Domain.
 Gaps: It may also be possible to see which legacy applications are the best candidates to expand to
cover these requirements.
 Misalignment:The problem can be that an application designed to support one function can become
compromised when it tries to support many additional and potentially conflicting operational
requirements.

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Host Renewal/ESB Integration and Application/System
 Thisis done using service enabling technologies to provide access to their established host systems
such as an enterprise service bus (ESB). These fine-grained services can improve new business
application development by providing re-usable software utilities.
 The Service Domains are highly enduring and non-overlapping meaning that it is usually possible to
implement ESB service incrementally and have the services adopted progressively across the overall
application portfolio.

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 Applying BIAN Content

Loose Coupled Distributed/Cloud Systems

 This type of environment can be considered as a progression from the ESB environment to something
that is a ‘pure’ service oriented architecture.
 The mapped host systems that were presented through the structured ESB are replaced by freestanding
business capability ‘containers’ that are made available to collaborate over the network as autonomous
service centers.

Advance Cloud Technology Solutions

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Point Solutions
 Describes the typical steps that can be followed to apply the BIAN designs in the context of a targeted or
point solution:

 Business Case
 Business Scenarios
 Wireframe
 Requirement
 Solution Mapping
 Customization/Development
 Deployment Planning

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Point Solutions- Map and Assess Existing Systems/Candidate Packages

 Functional Coverage: A simple assessment is performed to determine whether the requirement is either
fully supported, can be supported with limited enhancement work or if the requirement is not supported
at all.

Mapping Candidate Systems to the Feature List of a Service Domain

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Point Solutions- Map and Assess Existing Systems/Candidate Packages

Hygiene Factors: Hygiene Factor Analysis can be useful to quickly eliminate candidate solutions and
simplify the selection process.
There are many possible factors involved in determining the suitability of a candidate solution (functional,
technical and operational) that influence its long term use or strategic alignment.

Example Hygiene Factor Analysis

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Enterprise Blueprint – Assembling a Representative Enterprise Blueprint

Three steps in developing an Enterprise Blueprint

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 Applying BIAN Content
Matching the Enterprise Segmentation Approach
Mapping product and customer types to segmentation views

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 Applying BIAN Content
An Enterprise Blueprint is a Framework for Analysis/Measurement

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