Banking Business (SOA)

Source

Taken from an  IBM® Redpaper™ publicationfeaturing a case study that involves a fictitious company called JKHL Enterprises (JKHLE).  The focus is on the Core Banking and Customer Care and Insight aspects of banking.

M. Van Reymerswaele

The objective is to migrate a traditional implementation of the business process to a service oriented one. For that purpose contributing activities are revisited and mapped to functional stereotypes.

Current business process: Customer initiates contact with bank

Figure 2. Current business process: Customer initiates contact with bank

Some activities can already be stereotyped as interactions with agents (clerks or customers), computations, or access to data stores. Others mix decisions with computation and require more analysis.

Current business process: Customer chooses a product or service

Figure 3. Current business process: Customer chooses a product or service

The selection is set by loan type and doesn’t call for a decision.

Current business process: Customer submits request, bank approves or rejects

Figure 4. Current business process: Customer submits request, bank approves or rejects

A new activity must be introduced in order to explicitly represent the decision made par the approval department.

Current business process: Loan arrangement is activated

Figure 5. Current business process: Loan arrangement is activated

Proposed business process: Customer initiates contact with the bank

Figure 6. Proposed business process: Customer initiates contact with the bank

Proposed business process: Customer chooses a product or service

Figure 7. Proposed business process: Customer chooses a product or service