Detailed Architecture Analysis of Chubb Enterprise in Singapore

This report offers a comprehensive analysis of the Chubb Enterprise's architecture, focusing on its implementation in Singapore. It delves into the evolution of Chubb's enterprise architecture since 2012, highlighting the shift towards a more integrated and holistic approach. The report describes the key components of Chubb's architecture, including the EA practice and target architecture, detailing their functions and roles in aligning business strategies with IT solutions. The target architecture comprises architecture principles, governance, conceptual reference architecture, and emerging technologies. The report also examines the six architecture domains managed by the new architecture practice team. Furthermore, the report compares Chubb's enterprise architecture with the EA3 framework, highlighting the key differences and concluding with the benefits of Chubb's architecture, such as alignment of business processes, reduced IT costs, and improved management.

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1ARCHITECTURE ANALYSIS OF CHUBB ENTERPRISE
Executive summary
This report discusses about the description of the enterprise architecture that is followed by the
Chubb enterprise. The chosen country is Singapore. The chosen company is Chubb Enterprise.
This report also consists of the processes that are followed by the company. Moreover, a
comparison of the architecture with the cube enterprise architecture is also listed in this report.
Lastly, this report concludes by listing the various benefits of the Chubb’s enterprise
architecture.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
Case description...........................................................................................................................3
Architecture description...............................................................................................................4
Comparison among the enterprise architecture and EA3 architecture:.......................................8
Conclusion.......................................................................................................................................9
References......................................................................................................................................10

3ARCHITECTURE ANALYSIS OF CHUBB ENTERPRISE
Introduction
Enterprise architecture is termed as a practice of management and technology related
aspects that are responsible for improving the performance. This is mainly done by introducing
integrated and holistic approaches for getting an overview of the business related strategies and
perspectives. The main concept of the enterprise architecture involves the development of both
the present and the future aspects of the business systems which will be responsible for
integrating into the business solutions. This report includes a description of the Chubbs
enterprise architecture. This report also discusses about the architecture of the company
involved. Lastly, this report includes a comparison among the architecture of the case study and
the EA3 architecture.
Discussion
This section discusses about the main structure of the report.
Case description
The Chubb’s enterprise architecture has evolved in a considerate manner since the year
2012. As the business model of the recent years is changing, the previously accepted model of
business addressing cannot be adopted for using. For addressing such requirements, Chubb
selected efficient personnel as leader with excellent leadership and management skills in place of
technical skills. The main components of the architecture used in Chubb are the EA practice and
the target architecture (Smith, Heather and Richard 2015, 195-209). The target architecture
consists of various architecture related principles, conceptual reference architecture, architecture
governance and emergence of technologies which is mainly designed for integration purposes.

4ARCHITECTURE ANALYSIS OF CHUBB ENTERPRISE
Similarly, the EA practice is used to administer the five different domain disciplines which
includes Application, IT strategy and governance, technical, information related and platform
architecture.
The Chubb is termed as the 12th largest property and a casualty insurer in the country of
United States. It is also supposed to include a wide network of 120 offices in 25 different
countries. The employee count of the company is considered to be 10,200. The assets of the
company are counted to be $51.3 billion and the revenue metrics for the year of 2014 is supposed
to be $14.1 billion. It is also listed to be a Fortune 500 company.
By the adoption of the new architecture model, the implementation of them faced various
challenges which led to loss of important staff and lack of responsibilities (Hansen, Peter and
Simon 2017, 56). However, due to this, Chubb has been responsible in handling demand
management systems and IT leadership development processes leading to the foundation of next
level in the enterprise architecture maturity.
Architecture description
In the year 2008, the CIO of the organization, Jim Knight was sure of the possibilities of
the architecture. It was also considered to be mature and well-developed. The redesigning of the
architecture in the year 2012 was responsible for the development of a centralized mechanism
which led to the integration of IT solutions for adopting the digital solutions that can be
achieved. In this new architecture, the line-of-business architects (LOB) were consolidated into
the architecture (Iacob et al. 2014, 1059-1083). The redesigning of the architecture was
responsible for the discovery of a well-developed architecture which enforced its standards and

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principles. In addition, it also includes two different components, the EA practice and the target
architecture.
Figure 1: Initial architecture
(Source: Iacob et al. 2014, pp 1070)
Target architecture
The target architecture is considered as a high-level solution that is responsible for
showing the relation among the various goals and future solutions with respect to the strategic
aims of the business (Safari, Faraji and Majidian 2016, 475-486). In this architecture, the product
line applications and the business units are not listed in its future scope. In turn, the architecture
includes a solution that will lead to maintenance of the business perspectives. There are four
major components of the target architecture.
1. Architecture principles: These components include the general guidelines and rules
which are to be followed. The first rule is to be business oriented that mainly supports business

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related priorities and gets maximum profit from business actions (Farwick et al. 2016, 397-426).
Another rule is to use the information as a key asset which will be useful in implementing
transactional solutions and incorporating key architectural qualities. In addition, the promotion of
these guidelines is another requirement to be followed for eliminating the presence of any
technical risks (Luo, Jiong and Junxian 2016, 733-737). Moreover, the reduction of technical
debt results in an increased effort and holistic approaches initiation which in turn leads to
leveraging of technical solutions.
2. Architecture governance: This is termed as the practice which manages all the present
domain architecture at an enterprise level. It is used to establish the compliance obligations,
controls, practices and processes, for ensuring the effectiveness in introduction, implementation,
and evolution of organizational architectures. At each of the stages, the architect responsible
must validate the compliance requirements with the rules of the architecture. The documents
must be successfully submitted before logging off. If any deviation in plan is necessary, the
review process is put through a lot of checks. These must be removed if required or must be
handled by the proper authority.
3. Conceptual reference architecture: This section consists of eight reference architecture
for varying domains.
 The business architecture is used to successfully map the capabilities and
resources of the business to reach the aims.
 Application architecture is used to describe the logical structure of the associated
software.

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 Information architecture is used to define the categories of information usage in
the company.
 Technical architecture defines the technologies used in the enterprise.
 Policy architecture is used to describe the policy administration procedure.
 Advanced analytics are used to address the components of big data
 Content management architecture is used to maintain and improve the
investments of the enterprise.
4. Emerging technologies: This section of the architecture is used to document
technological innovation processes by describing an R&D lifecycle for enabling technological
innovations through prototyping (Lagerstrom et al. 2014, 3847-3856). In addition, the architects
responsible also develops roadmaps that are used to address the key business drivers like social
media collaboration, analytics, mobile and remote computing, virtualization and cloud
computing.
Architecture practice
There are six architecture domains that are to be maintained by the new architecture
practice team. The roles and objectives of these domains are mainly involved in the execution
and delivery of the requirements.
1. Application architecture: This is termed as the largest architectural team which is
responsible for providing cross-organizational leadership for guiding construction, deployment,
performance and evolution of the technical processes (Simon et al. 2014, 5-42). The team is
responsible for aligning the processes involved to the target architecture of the company. For this

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reason, the application architecture is responsible for addressing individual applications and
broader portfolios.
2. Information architecture: This architectural team is responsible for visioning and
designing the solutions for addressing the needs of the current information problems. It is also
responsible for the development of strategies to improve quality, data integration and delivery.
3. Platform solutions architecture: The architectural team is responsible for identifying
and designing reusable technical capabilities. They are also responsible for providing a larger
roadmap for developing strategies for establishment of standards.
4. Technical architecture: They are responsible for designing and defining the vision for
underlying technologies that are responsible for information, application and platform related
architectures.
5. Security architecture: They are responsible for the defining of various security related
aspects like encryption and confidentiality consideration. In addition, they are also responsible
for developing identity management works.
6. IT strategy and governance: They are responsible for the development of various
disciplines so that it aligns with the other principles of the target architecture.
Comparison among the enterprise architecture and EA3 architecture:
According to the EA3 framework, there are six core elements. They are governance,
methodology, best practices, framework, artifacts and standards (Zarvić, Novica and Roel 2014,
63). However, in the Chubb enterprise architecture, there are two different components, the
target architecture and the architecture practice.

9ARCHITECTURE ANALYSIS OF CHUBB ENTERPRISE
The next point of comparison is that for the Chubb’s EA, the reference architecture is
diversified into various sub-architectural components (Lapalme et al. 2016, 103-113). However,
in case of the EA3 framework, the reference architecture is very simple and is very close to the
segment architecture.
Lastly, the security architecture and the standards of the Chubb’s EA framework are more
complex than the EA3 framework.
Chubb’s EA framework EA3 framework
1. Two components 1. Six components
2. Diversified reference architecture concepts 2. Simple reference architecture
3. Complex security architecture 3. Simple security standards.
Conclusion
Thus, it can be concluded that the enterprise architect of the Chubb’s framework can be
considered as more upgraded in terms of efficiency than the enterprise architect cube framework.
The major benefits of the Chubb’s EA framework are the alignment of the total business
processes. This helps in achieving various objectives and goals associated. Another benefit of the
framework is that it reduces the total cost of ownership for the IT processes. Moreover, it is also
responsible for improved application, technology, information and portfolio management. Lastly,
this is also responsible for minimizing duplication of information and overlapping. The
description of the enterprise architectural framework of the Chubb is successfully covered in this
report. This report also lists the comparison among the Chubb’s EA process and the EA3
framework.

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References
Chorafas, D.N., 2016. Enterprise architecture and new generation information systems. CRC
Press.
Farwick, Matthias, Christian M. Schweda, Ruth Breu, and Inge Hanschke. "A situational method
for semi-automated Enterprise Architecture Documentation." Software & Systems
Modeling 15, no. 2 (2016): 397-426.
Hansen, Peter, and Simon Hacks. "Continuous Delivery for Enterprise Architecture
Maintenance." Full-scale Software Engineering/The Art of Software Testing (2017): 56.
Iacob, Maria-Eugenia, Lucas O. Meertens, Henk Jonkers, Dick AC Quartel, Lambert JM
Nieuwenhuis, and Marten J. van Sinderen. "From enterprise architecture to business
models and back." Software & Systems Modeling 13, no. 3 (2014): 1059-1083.
Lagerstrom, Robert, Carliss Baldwin, Alan MacCormack, and Stephan Aier. "Visualizing and
measuring enterprise application architecture: an exploratory telecom case." In System
Sciences (HICSS), 2014 47th Hawaii International Conference on, pp. 3847-3856. IEEE,
2014.
Lapalme, James, Aurona Gerber, Alta Van der Merwe, John Zachman, Marne De Vries, and
Knut Hinkelmann. "Exploring the future of enterprise architecture: A Zachman
perspective." Computers in Industry 79 (2016): 103-113.

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Luo, Aimin, Jiong Fu, and Junxian Liu. "An impact analysis method of business processes
evolution in enterprise architecture." In Progress in Informatics and Computing (PIC),
2016 International Conference on, pp. 733-737. IEEE, 2016.
Safari, H., Faraji, Z. and Majidian, S., 2016. Identifying and evaluating enterprise architecture
risks using FMEA and fuzzy VIKOR. Journal of Intelligent Manufacturing, 27(2),
pp.475-486.
Simon, Daniel, Kai Fischbach, and Detlef Schoder. "Enterprise architecture management and its
role in corporate strategic management." Information Systems and e-Business
Management 12, no. 1 (2014): 5-42.
Smith, Heather A., and Richard T. Watson. "The Jewel in the Crown–Enterprise Architecture at
Chubb." MIS Quarterly Executive 14, no. 4 (2015): 195-209.
Zarvić, Novica, and Roel Wieringa. "An integrated enterprise architecture framework for
business-IT alignment." Designing Enterprise Architecture Frameworks: Integrating
Business Processes with IT Infrastructure 63 (2014).