【正文】 Develop portfolio based risk management to identify diversification and hedging opportunitiesProductsProvide new products faster than petitors Upgrade end user puting environment to incorporated query , summarization, and analysis tools Enhance country risk management and international credit reportingDiversify the delivery channels including H/B, F/B, telephone banking Mitigate their risks through diversification or hedgingTo develop Bank X’s new application architecture we have taken the following steps which we hope will lead to successful architectural transformation.Step 1 Recognize the changing environmentBefore the project started Bank X had recognized that both technology and Korean banking were evolving at increasingly rapid rates. It is no longer possible to plan technology on a one year basis, nor can one use the technology developed for banks 10 years ago. In the first step, we reviewed the current Transaction System Reporting system architecture which is based on IBM Japan’s model for banks 1015 years ago. With the changing technology, this model has bee outdated and for the most part, Japanese banks are searching for new methods. Unfortunately for the larger banks, changing is difficult after 15 years of investment in mainframe systems. Sometimes being the largest bank in the world can be a liability.Step 2 Identify new methods for grouping applicationsThe second step was to find new methods of grouping Bank X’s applications (rather than simply grouping by online or reporting). Our method was to choose six data and processing characteristics (see section ) and classify the applications by these characteristics.Step 3 Regroup system supported functions into new applicationsIn step 3, we regrouped the business functions based primarily on the user type, processing type, and data summarization level. This lead to a preliminary application architectureStep 4 Validate against other application architecturesStep 4 was the process of validating Bank X’s architecture against Andersen Consulting Vision architecture (described in Section ) as well as against other bank’s architectures. This validation lead to a few adjustments. This architecture is shown in figure .Figure Current ApplicationsStep 5 Map in new business requirementsThe fifth step was to map in new business requirements by identify potential applications based on the user requirements developed by the management assessment team. Step 6 Revalidate against the vision architectureThe final step was to revalidate the future architecture against the Vision application architecture. This lead to the final architecture picture. It should be noted that the final architecture should represent Bank X’s requirements. A simple implementation of the Vision architecture, IBM’s architecture, or any other architecture would in the end fail as these architecture are generic based on many banks. Application Architecture GuidelinesThis section presents guidelines that will be followed throughout the implementation of the application architecture. These guidelines will be used as a starting point for Bank X in their decision making process. Each guideline will be assigned a relative importance which will be used in the selection of architecture ponents. They are based on Andersen Consulting39。 Navigator: Establishes and maintains the bank’s view of its relationships and systems. It maintains information about clients, intermediaries, other third parties and their interrelationships.s information, such as terminals in branches, executive workstations, telemarketing workstations, ATMs, home and telephone banking and corporate workstations. The objective for Service Delivery is to provide an integrated and seamless interface to all users. Traditionally, screens and menus were developed as part of a specific system such as branch sales, credit scoring or account processing. However, to reduce costs and improve customer service organizations are trying to streamline their business processes. For instance, they might want not only to sell a loan to a customer, but also get credit authorization and set up an account on the spot.The range of functions provided by the system must match the range of activities the user performs. If front office staff in a branch are supposed to provide customer service and to sell, then they need a platform which will allow them to do both, irrespective of whether they are accessing a product processing system or a sales support system.2. Central ProcessingCentral processing includes the transaction processing traditionally supported by central systems. This processing ensures that the bank’s transactions are properly executed and that the bank’s various accounts are properly managed. Central processing consists of four ponents:Operations ProcessingIn order to process transactions a number of mon functions need to be performed before they are applied to a particular system. The user39。 Changing customer preferences may require changed application focus, new products, or new services Customer credit scoring Campaign planning (new channels, sales, promotion activities)222。 Branch opening support (global information system)222。 New management information systems222。 Bank X EDP department lack the resources to both support existing applications and build new technical infrastructures authority to carry out the transaction needs to be authenticated for instance, ATM PIN validation. The source and nature of the transaction need to be recorded for use in activity measurement and for productivity monitoring. Security requires that transactions are properly audited and in some instances business rules dictate that a second person must authorize the transaction. Journal entries must be generated. If transactions are not applied to the u