People, Process & Technology

CIMB Group is a leading ASEAN universal bank and one of the region’s foremost corporate advisors. It is also a world leader in Islamic Finance. The Group is headquartered in Kuala Lumpur, Malaysia, with presence in parts of the world, and offers consumer banking, commercial banking, investment banking, Islamic banking and asset management products and services. It is the fifth largest banking group by assets in ASEAN and, as at the end of March 2020, had around 35,000 staff and over 15 million customers.

Defining the Future Objectives 

For CIMB to keep up with the current standard of architecture practice and for us to thrive digitally, they embarked on the digital adoption journey to look at their people, process and technologies. CIMB leveraged on the technology in order to guide them in defining the current and future objectives and to identify the capabilities in getting the businesses from where they are to where they aim to be in the future. CIMB have developed a Perpetual EA Framework to translate business requirements into technology requirements and display the relationship between the whole organisation and individual systems. 


  1. Existing EA Framework needs a revamp to keep with the current standards of architecture practice and adoption of BIAN framework. 
  2. Gaps, traceability and inconsistencies between the proposed architecture at the business level against the design at the implementation level. 
  3. Lack of standardize, reusable architecture drawings and its architecture elements correlation between the architecture domain that could be digitally stored in an EA Repository Tool. 


  1. Develop the competency of the EA architects by providing training within the EA department and the extended technology family group. 
  2. Assess through EA Maturity Assessment by reviewing 'as-is' of CIMB EA Practice against industry benchmark. 
  3. Adopting TOGAF as the EA core framework with ArchiMate3.0 notation as the standard notation for architectural diagrams and aligning ReCA Capability model with BIAN. 

“The challenges have affected our technology delivery process and has resulted of needing new focus on the functional capabilities to be able to combine amounts of information and hardware to enhance the current capabilities and create new capabilities that can provide new seamless architecture landscape. With agility being emphasised in our minds, our enterprise architects are in need of having enhanced EA approach in executing the business strategies effectively.”


Holistic Drive Towards Digitalization

Permodalan Nasional Berhad (PNB) is one of the largest fund management companies in Malaysia with assets under management (AUM) exceeding RM300 billion (USD 70 billion). The portfolio covers strategic investments in Malaysia’s leading corporates, global equities, private investments and real estate. The wholly-owned subsidiary Amanah Saham Nasional Berhad (ASNB) is a unit trust company with 32 branch offices, more than 2,600 agents’ branches nationwide and currently manages 14-unit trust funds with a total of 253.8 billion units in circulation (UIC) and 14 million accounts.

Evolving Technological Advancements & Digitalisation 

PNB intention was to leverage on digitalisation to enhance the customer journey. To ensure they do this well not just in the immediate term, but in a sustainable manner for the longer term, they are affecting a holistic drive towards digitalisation throughout all aspects of the organisation. The digitalisation in PNB is to show value by supporting business functions and processes to achieve the mission and strategies. Enterprise Architecture in PNB allows agility and impact of change that business and technological advances for continuous transformation.


  1. Limited expertise and resources in the areas require to develop the EA framework. 
  2. Duplication of technologies and divergence from core standards.
  3. Restricted and incompatible architecture patterns and frameworks. 
  4. Challenged in leveraging skills, solutions and leading practices across PNB.


  1. Establish now EA capibilty to drive standardisation and governance of architecture and technology standards for continuous improvements across business unit that fulfill the corporates's strategic objective.
  2. Adapt and adopt the standard EA Framework and Metamodel based on TOGAF® to serve as a guide and foundation for the architecture capability development and used to steer all architecture work practices. 
  3. Develop EA Operating Model as one of the main components to accelerate the establishment of digital transformation culture in sustaining and creating new enterprise capabilities to drive innovations. 

“The adoption of EA framework will ensure that strategic projects are well positioned to take advantage of the benefits of EA approach to ensure our business units are inter-connected and inter-dependent, most importantly, how technologies support continuous improvements across the business units to meet the corporate’s strategic objective.”

Integrating Business Processes with Technology

The Central Statistic Agency of Republic Indonesia or Badan Pusat Statistik (BPS) is a non-government institution that is responsible for providing statistical basic and sectoral data that is complete, accurate and up-to-date, as well as sustainable and relevant for the users. 

Permeating The Larger Statistical Communities 

The Digital Enterprise Architecture implementation process has received various positive responses from the stakeholders. Results of the EA readiness assessment were fed into the organising of business processes and it was observed that business processes to generate statistics for different divisions have improved. Workshops, discussions and trainings were conducted to socialise the project and Digital EA mindset across the organisation. A significant outcome of the whole exercise is the setting up of a Transformation Unit that focuses on the development and the maintenance of Digital EA. The belief is that the development of Digital EA in BPS would pervade the larger statistical communities in Indonesia as well as outside of Indonesia. 


  1. Silo culture exists at several layers within the organisation across geographical locations in 34 provinces. 
  2. Inefficiencies in collecting data and metadata from various agencies and sources.


  1. Carried out readiness assessment before deploying Digital Enterprise Architecture.
  2. Architecture Vision had set with a high-level overview for the long-term architecture goal and the formulation of Architecture Roadmap to document incremental changes when processing from the current state to the target state of the architecture. 

“The implementation and migration plan gave an overview of the proposed target architecture including transition process, timing, benefits and crucial milestones for the target architecture to be completed. It also included critical success factors and resources required for the transition.”


Digitalising Employibility Experience

Employment and Employability Pte Ltd or e2i is the empowering network for individuals and companies seeking skills and solutions for growth. An initiative of the National Trades Union Congress (NTUC) to support nation-wide manpower and skills upgrading initiatives, e2i has assisted more than 700,000 individuals through career guidance, professional development, and job matching services since 2008.

Uplifting Service Delivery for the Future Workforce  

Preparing e2i to meet the demands of the future workforce saw a growth and restructuring of the organisation by the stakeholders and management coupled with the technology adoption blueprint developed by the Enterprise Architecture team that took 150-man months and a delivery engagement that involved 5 Enterprise Architects and 150 employees. With the technology adoption blueprint e2i was able to build its capability with its new integrated Management Information System (MIS) with delivery interface for IT systems with external agencies, providing an integrated information management with better data integrity from a “single source of truth” that allows sophisticated statistical analysis, dynamic reporting that will provide higher quality service to meet e2i’s KPIs against its Vision to be the leading organisation to create solutions for better employment and employability, and its Mission of “Better Jobs for Better Lives”.


  1. Require statistical analysis, sound information management, seamless integration with external agencies, dynamic reporting and higher quality service delivery for their new programmes offerings. 
  2. Disperate systems, with minimum integration capabilities with external systems, multiple fragmented data source with manual data processing and report generation.


  1. ATD provides guidance, consulting and coaching on implementing EA as a culture and practice that has resulted in successful implementation of its new integrated Management Information System in 2019. 
  2. Incorporate EA Governance and framework to set a clear engagement model for technology adoption, integration and realization to fulfil its key stakeholders' motivation and business strategy. 

“With Digital Transformation and the rapid change of global business trends, the impact on the labour landscape is huge and evolving with demands for new skills and work approach.”

Enterprise Agility In Business And Technology Environment

PT Pertamina Hulu Energi or PHE is a subsidiary of PT Pertamina which is an Indonesian state-owned oil and natural gas corporation based in Jakarta. It is the second-largest crude oil in Indonesia. Pertamina’s subsidiary, PHE, has the vision of being a world-class oil and gas company. PHE’s mission is to manage its operations and business portfolios professionally as well as profitably for all its stakeholders.

Leveraging on New Capabilities and Innovations  

With the establishment of Digital EA, PHE is able to realise the business strategies and increases the consistency of the business processes and information across business units. The increased efficiency of the IT operations will amplify the return on PHE’s IT investments as well as reducing the risks of any future IT investment. The most significant success from the implementation was its full understanding of its capabilities, overall. This is leading to stronger collaboration among its many departments, and uplifting PHE’s capacity for enterprise-wide integration.


  1. Functional departments within the organisation serve in siloes with a lack of information of sharing which causes duplication of roles and wasted resources. 
  2. Business strategy and ICT strategy were not structured and aligned with each other and very dependent on direction, policy and planning from the government and its parent company. 


  1. People Competencies Development Programme for Digital EA fundamental training (TOGAF®9, BITAF), digital EA specialisation training.
  2. Creation of a Digital Enterprise Map complete with enterprise architecture tools and repository that enable traceability and enhance visibility for streamlining a complex enterprise across various business units internally as well as externally with other Pertamina group of companies.

“This digital enterprise map would enable the organisation to respond with agility to changes in the technology and business environment. This map is also a representation of the organisation’s business strategies mapped to potential but realistic operational execution.”

Transforming Customers Experience

Melco Crown Entertainment Ltd. owns, operates and develops gaming and entertainment resort facilities. It is focused exclusively on the Macau market. The company also operates City of Dreams, an integrated urban casino resort located in Cotai, Macau; Altira Macau, a hotel located at Taipa, Macau; and Mocha Clubs which comprise the non-casino-based operations of electronic gaming machines in Macau.
Melco Crown Entertainment was founded on December 17, 2004 and is headquartered in Hong Kong.

Enhanced Capabilities for Maximum Value 

The GEMS program aims to deliver strategic business capabilities to improve customer experience and provide end to end efficient
solution capabilities for MCE, partners to go beyond the current market. The components of the proposed solution will have an impact
on the technology, business process and organizational capabilities. This integration will create a seamless customer experience
and provide a competitive edge over the industry with large players.


  1. Silos of integrated systems with limited information sharing.
  2. Technology obsolescence of the current system.
  3. IT as the stopper for strategic growth.


  1. Equipped the core team EA readiness in understanding and knowledge of EA fundamentals.
  2. Governed on the outsourced system development to the third-party vendor in ensuring quality and architecture conformance on the system development.
  3. ATD acted as the gatekeeper on all the deliverables and artefacts developed by the third-party vendor to ensure the quality attributes are met in terms of robustness, agility, maintainability, sustainability, scalability, security and user-friendliness.

“Business and technology strategies should be merged into one integrated strategy to be able to cater to new requirements that will help MCR to exceed customer expectations.”


The Ideal Betting Experience 

The SPPL organisation is 100% owned by the Tote Board (The Tote Board Group is a SGD$9.15B (USD$ 6.5B) annual turnover organisation) which reports to the Ministry of Finance, Republic of Singapore with over 1000 staff. Our products and services are regulated by the Ministry of Home Affairs and the Ministry of Social and Family Development. Our distribution channels include our 900 networks of branches and third-party retail agents located island-wide as well as in football clubs and ‘live’ sports entertainment venues.

Unleashing Potentials with Digital Enterprise Architecture 

It is crucial for Singapore Pools to implement the strategy, technology and digital adoption based on forefront technology trends focusing on having a digitally connected enterprise, where they will acquire new digital capabilities with the potential to unblock and harness the power of information within its organisation, and to become more agile in managing digital disruptions and continuously developing new business capabilities to realise its mission. Their Digital EA establishment supports the realisation of our strategic objectives, links systems within internal and external ecosystems, and delivers an integrated digital enterprise map. 


  1. Existing EA was too complex with numerous proprietary views that lack business impact and are not easily understood by non-EA architects.
  2. Islands of segmented EA due to the increased demand and request from various key stakeholders that resulted in a "hair-ball" EA. 
  3. Business concerns such as performing impact analysis for an if-else scenario could not be addressed. 


  1. Develop Digital EA capability and putting in place processes, governance and interaction models for the Digital EA functions that are specifically tailored and best fit for Singapore Pools. 
  2. Pilot Digital EA project to validate the digital EA implementation to ensure practicality for the defined process. 
  3. Adopting TOGAF as the EA core framework with ArchiMate 3.0 notation as the standard notation for architectural diagrams in establishing Digital EA framework, governance and process. 

"We have adopted EA in the last 5 years to align our business's strategic vision with its information technology which has served its purpose then, but with the rapid changes in business needs and challenges, an enhanced approach to EA was required that is sustainable and would encompass the whole Singapore Pools in the long run. With the recent move to Digital EA, we foresee the positive impacts and potential in the synergy from the collaboration and integration amongst the various business units where processes are well supported sound technology adoption in driving continuous transformation."