Westpac Virtual Service Integrator

Uni v e r s i t y o f Wo l l o ng o ng
S y d n e y Bu s i n e s s S c h o o l
Management Project
TBS 922

WESTPAC VIRTUALISED SERVICE INTEGRATOR:
GREEN IT AS FACILITATOR FOR FINANCIAL WEB SERVICES
INTEGRATION

BY
ABDELRAZZAQ A.ABUSHAHOUT
3954808
SUBMITTED ON 14
TH
NOV.2011

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Abdelrazzaq AbuShahout #3954808
Executive Summary
This report discusses speciIic aspects oI how can Westpac in-house a gain its
service integrator without much trouble, thereIore, through the report will examine
how green IT initiatives might be critical solutions to Iacilitate the process, that
helps Westpac gain competitive advantage within its own virtualised IT
inIrastructure, to operate in least costs and higher Ilexibility to plug and out any
web services demanded or rejected at the Iront end, make it more viable to oIIer E-
banking service in considerable lead time at the Iront-end point. The eIIectiveness
oI the idea will not appear until providing green IT governance Iramework, to
ensure securing the Ilux oI transactions between diIIerent parties, and assuring
compliance with international standards and government regulations, to gain most
oI client`s trusts and achieve its customer-centricity.
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Table of Contents:
Executive Summary ....................................................................................................................... 1
1.0 Introduction.............................................................................................................................. 4
2.0 E-Banking Emergence and Importance: ................................................................................. 5
2.1 Optimising IT initiatives: ...................................................................................................... 6
2.2 Greening the ICT Functions: ................................................................................................ 6
2.2.1 Dematerialisation: ........................................................................................................ 8
2.2.2 Improving Efficiency in Data Centres: ....................................................................... 9
3.0 Virtualisation: ........................................................................................................................ 10
3.1 Virtualised Servers Serves as Integration Environment: ................................................... 10
3.2 Implementation of SOA and Virtualisation to optimise the IT infrastructure: ................ 12
3.2.1 Interoperability: ......................................................................................................... 14
3.2.2 Scalability & Flexibility: ............................................................................................ 15
4.0 The Governance and Regulatory Compliance: ..................................................................... 16
5.0 Recommendations: ................................................................................................................. 18
6.0 Conclusion: ............................................................................................................................. 19
7.0 References: ............................................................................................................................. 20

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1.0 Introduction
Westpac as the Iirst and oldest Australian banking corporation had been established back in
1817 as the bank oI New South Wales in Sydney, and Today WBC has Iive divisions: Westpac
Retail and Business Banking, Westpac Institutional Bank, St George Bank, BT Financial Group
oI Australia and New Zealand Banking, with high perIormance across all divisions. As Westpac
corporation group start anchoring in its all strategies long-lasting pledge to conservatively
manage the risks among all areas oI business, since it near-death experience in early 1990`s,
WBC`s multi-brand, customer-centricity strategies aims to acquire larger piece oI market share
in the Australian and New Zealand Iinancial market, and widen its customer base into more
services, to become one oI the Iour major banking power in Australia. WBC established itselI as
a conglomeration oI banking services in the early 2000`s with successIul growth into wealth
management, acquiring Rothschild, BT group and Hasting Iund management (Bain 2007). In
2008 through domestically diversiIication by acquiring St George bank oIIering more access to
broader clients base option Ior the bank divisions, with its strictly operational discipline toward
quality in service aIter the global Iinancial crisis in 2009, to reattain the loss customers
conIidence oI banks, WBC was able to increase its market share in credit market by raising the
pressure on small and Ioreign banks and non-banks lenders oIIering lower Iees on dwellings
loans and personal loans. Additionally, relaunching the bank oI Melbourne brand in July 2011
enriched the multi-brand strategy oI WBC. Internationally WBC Iormed strategic alliances with
a number oI international banks to oIIer out oI scale services through their global ATM`s with no
Iees when travelling internationally, banks such as 'Bank oI America (USA), Barclays (UK),
BNP Paribas (France), China Construction Bank (China), Deutsche Bank (Germany) and
ScotiaBank (Canada) (Financial Owl 2011). However, a quantum leap in banking operations
those days and the excessive proliIeration oI Internet usage world wide, to ask Ior application
combines web services oI vendors, bearing in mind the Iinancial sector has no innovation as it`s
a basic principles to be Iollowed, whereby the innovation take a place in the ways the bank
provide the service.
ThereIore, in the next Iew pages we will be discussing an issue have been addressed by Westpac
corporation regarding its IT inIrastructure, around getting back the service integrator operation
in-house, as a sustainability issue encompasses environmental and more likely technical on
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longer term, that should be managed eIIiciently to gain the advantage expected oI cost reduction
and Iaster time to market oI new services, to gain competitive advantage over the other three
pillars in the market.
Furthermore, the issue will be tackled Irom socio-economical perspective to sought more
greener IT inIrastructure to ease anchoring the back end oI integration application in least costs,
however we are not talking about green procurement and less paper work or reusing things in the
IT department, as the corporate already has those initiatives inherited and recognised globally,
rather than trying to exploit the buried capabilities oI the existing system, whereas, three
complaints about IT by many corporate CIO`s has been addressed is that its too expensive, too
slow and too inIlexible which all lead to increase the complexity oI integration (Koch 2005),
thereby, we will be discussing some aspects oI how green IT will help to utilise the service
integrator in-house without too much trouble, by developing more green initiatives to increase
the eIIiciency in data centres, ICT`s, and re-engineering the process to dematerialise the
operations. Additionally, how creating virtualised environment as operational environment in
compliance with regulatory and international standardisations, which will gain beneIits to
Westpac to reduce IT costs and Iaster delivery oI services through the Internet to its intended
geographically distributed customers.

2.0 E-Banking Emergence and Importance:
All banks clients do not neglect the importance role oI net banking and how it Iacilitates their
daily lives, just Irom behind a computer screen to save hours oI queuing. Especially in Iast-
Iorwarding liIe style Ior world population reached seven billion people, that requires Irom banks
to adopt new technologies to be able to improve the customer service level, and tie them closer to
the bank (Baten and Kamil 2010), none the less, as its more valuable to clients iI they receive a
package oI services available over the internet such as automated teller machines (ATM`s),
cheque transaction payment system, electronic Iunds transIer (EFT) system (Akrani 2011), credit
cards, debit cards, smart cards, mobile banking, internet banking, telephone banking (Lane
2011). ThereIore, the higher level oI integration the banks achieve in oIIering those services
eIIiciently to the clients, the more likely all will pour into the bank/ client`s beneIits Irom two
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perspectives, clients will be enjoying Iaster secure service with least eIIort, low service Iees and
interest on loans, high interest on deposits, which its according to Banker et al. (2011) its all
resulted as result oI giving the bank the advantage to reduce the operational expenses and new
ways to enter new Iinancial markets overseas, whereas, no longer need Ior a massive initial
investments to open branches to cover geographically potential markets.

2.1 Optimising IT initiatives:
As the current trends in the market emerged within very highly developed environment toward
more sustainable strategically technological options, inducing Westpac and other Iinancial
institutes to provide electronic monetary services (EMC) in lower time and least costs to its
targeted customers, either they are commercial or personal account holders, whether they have
internal or external relationship with the bank. Whereas, Westpac opting more customer-
centricity strategies in providing such services at the Iront-end oI the chain. Though, the logical
inducements to do so are assuring the availability oI the service as much as possible in lower
process cycle-time with least costs to keep on satisIied clients, in addition to Iaster adaptation to
Iinancial market trends that might requires a holistic integration with the needed external
services providers such as telecommunication, storage, security, soItware and hardware. Further
more, Ior instance Westpac will not be giving any opportunity to sacriIice the level oI resilience
oI IT integration Ior any energy eIIiciency purposes (Whitby 2007), unless it have burred reasons
behind its legacy system Ior doing that to ensure more reliable service at the Iront-end part, thus,
by providing an ideal path to deliver the business goals by deploying technology in strategic
manner 'environmentally, that allow changes to be implemented more easily while increasing
the speed oI introducing new service to the market, which will be discussed through the report.

2.2 Greening the ICT Functions:
An critical part oI achieving highly reliable net banking services is basically by increasing the
capabilities oI its inIrastructure and communication technology (ICT), to be able to oIIer
multiple demanded service channels such as ATM`s, net banking and m-banking eIIectively, this
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mix oI services nowadays maximise the perceived value Irom banking, though, this suggests that
the more reliable service inIrastructure may inIluence a customer decision oI whom to bank with
and which channel to use (Banker et al. 2011). However, while the genuine notion oI net banking
was to reduce the operations costs, thus, in term oI remodelling the whole ICT oI Westpac again
to attain more sustainability, would be valuable considering 'Green ICT initiatives knowing
that the commercial ICT`s contribute in 2.7 oI Australian carbon (CO
2
E) emission (Philipson
2011). This is make it a challenge to Westpac to compete in regard oI the bank socio-economic
responsibility to demonstrate green credentials such as green ICT policies to reveal pledge to
reduce carbon Iootprint, in sense the bank ranked as one oI the top ten world wide environmental
corporate (Drummond 2011), however, that was holistic scoring ranking which considering the
disclosure environmental aspect oI Westpac divisions. ThereIore, we should think more broadly
about managing eIIectively the corporate ICT in particular, to guarantee higher ROI in this area
oI sustainability. Nonetheless, such transIormation improves the Ilexibility oI redeIining business
processes, realignment oI inIormation exchange and uniIying integration oI service
communication between diIIerent vendors. Hence, according to Philipson (2011) its not
necessarily we need to excessive investment on implementation new advanced technologies,
rather than wise usage oI existing ICT. For this reason, its required to assess the current ICT
component in accordance with ISO 14044:2006 that states any deletion oI critical processes
within the liIe-cycle stages should be clearly deIined and explained (GeSI 2010), as well as its
subjects to the Financial and Accountability Act 1997, Ior assessing the Iinancial corporate
inIrastructure capabilities to commission legally (Department oI Iinance and deregulation 2011),
and more others. Thus, as the process oI greening the ICT will involve cutting oI some stages
that will change the corporate behaviour, as a result oI such transIormation strategy will results
oI catalysing new brand deployments, increase the agility oI the corporate inIrastructure to adopt
with internal and external demanded changes in the Iinancial market (Fernando and Okuda
2009). Consequently, the corporate will oIIer lower costs services in least process real-time,
whereas, that will increase the quality oI experience (QoE) that clients are expecting to enjoy
(Kennedy 2011). Some beneIits oI diIIerent parties attained by greening the ICT shown in Iigure
(1.0) showing next.

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Environmental/Society

O Lower CO
2
emissions.
O Reduced resource consumption.
O Compliance with legal requirements (in the Iuture).
Westpac
O Reduce energy costs.
O Reduce operating costs oI data centres.
O Less hardware needed.
Employees
OIncrease employee
satisIaction.
OGreater loyalty.
OEasier recruitment.

Capital market
OImprove rating
OHigher share price.
OGreater company
value.
Customers
OGreater customer
loyalty.
OAppeal to new
customer groups.
OGreater customer
satisIaction.
Public
OImprove image oI
WIB.
ORounded out CSR
strategy.
OGreater brand
value.
Figure (1.): How different groups potentially benefits from green ICT

Nevertheless, here are some aspects that will Iacilitate utilising the existing IT capabilities in
Westpac discussed as Iollowed:
2.2.1 Dematerialisation:
For instance, as Westpac will be considering green ICT strategies, thus, it has to be a
collaboration eIIort with the main diIIerent service vendors to results in synergised outcome,
which contribute to dematerialise daily work and communicate with lower usage oI physical
material (OECD 2009), as a result, this will smooth the progress oI net banking customers and
providing more agile processes Ilow to accept any intended implementation oI other brand
integration in Iavourable lead time, thus, more dynamic IT environment between diIIerent
service channels providers (Vile 2011). In that sense, this allow overcoming client-driven multi-
tiered channels oI service supply chain, which its hardly to be supported without supple back-end
oI apps, data centers and leaner Ilow oI process (Keen 2010), to achieve more customer-
centricity in the over all bank strategy. In addition, in term oI dematerialization level oI security
provided, it eliminates the risk rise out oI Iorgery, Iake certiIicates, stolen shares, transaction
loss.etc. (Bhole and Mahakud 2009). Which allows completely secure implementing oI the
authentication, encryption and signature operations necessary Ior enrolling oI new online clients,
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to access services such as online purchasing or online consultation oI bank accounts without any
transmission oI banking inIormation (Oberthur Tech 2011).
2.2.2 Improving Efficiency in Data Centres:
In one way or another, the eIIectiveness oI green ICT goes beyond the intended department, to
aIIects the whole chain oI process to make the service available at the Iront-end. ThereIore, one
great approach to cut many process and reduce the amount oI storage space needed at data
centres, whereas, the intensity oI demand on net banking increase the pressure to acquire more
equipments and storage devices to handle such demand. Accordingly, increasing density oI Data
Centre`s equipment and consumption oI large amounts oI energy, both by the ICT equipment
and the air conditioning needed to cool it (Worthington 2011). In contrary, by eliminating as
much as possible the redundant data and unnecessary documents it will become more viable to
consolidate data centres to reduce the energy consumption implications in both sides oI saving
expenses and reduce IT complexity toward greener Iuture (Daemon 2010), such a Iundamental
restructuring changes in data centres, requires reengineering the process oI allocating the
documents within the branch borders or requesting data Irom remote sites, reducing the time
needed and energy consumed to acquire them which will improve the bank eIIiciencies. Just
alike these kinds oI techniques contribute in providing beneIits in any combination and results in
capacity optimisation oI the corporate (SNIA 2011). However, to ensure the sustainability oI
such practices it should be in accordance to standardisation oI green storage initiatives (GSI),
developed by storage network industry association (SNIA), in attempt to establish standardised
methodologies, that enables accurate and comparable measurements oI energy consumption oI
such data centres and eradicate storage vendors contract manipulation iI exists (Mottram 2009).
However, regarding getting back the operation oI service integration in-house Westpac should
consider managing the business value based on the value oI data they has, that would be another
valued option Ior improving the core eIIiciencies oI bank storage operations, thereIore, aIter
classiIying the criticality oI data, then placing the high (value/perIormance /availability data) on
diIIerent platIorms, and similar to low value data will optimise the storage inIrastructure and
Iacilitate retrieving oI needed data (Shen 2010), as it`s the main stream oI inIormation that the
bank can rely on to conduct Iinancial transactions, the ability to do so is in concern oI IT
personnel and available special application to manage the business value 'data. According to
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Shed and Quill (2010) he categorised the data into three tiers to help incorporating storage
centres inIrastructure to be ideal and responsive as Iollowed:
O Tier 1: Highly Active clients Iiles and modiIied in the last six months should be moved to
platIorm storage that emphasizes higher perIormance and availability.
O Tier 2: Inactive clients Iiles between six months and year ago can be moved to storage that
balances perIormance and availability with lower costs.
O Tier 3: Rarely or never used client`s Iiles in more than year ago should be moved to low-
cost storage.
As a result oI Storage tiering it can also help the corporate to reduce backup costs and improve
backup and disaster recovery times (F5.com 2011), hence, backing up data can be done weekly
or monthly based on the regularity oI modiIication occurs onto data, and the rest oI the data that
has not been modiIied can be backed up quarterly, in either case data movement between storage
servers remains transparent and tracked to application and users can be completed in-house
without administrator intervention (Shed & Quill 2010).
3.0 Virtualisation:
3.1 Virtualised Servers Serves as Integration Environment:
Further more, dependency on storage virtualisation is the recent IT technology trend to drive IT
inIrastructure operational cost down, virtualisation as term reIers to 'simulation oI
soItware/hardware upon which soItware runs over 'irtual Machine ('M) (ScarIone et al. 2011).
The crux oI the idea behind virtualisation is not to be locked into one vendor. Though, by
assembling the service components at the main stream, to improve the ability to plug in or out
any hardware/web service to the storage server without much trouble under one umbrella oI WIB
(Crump 2011), Hence, once the vendor company is connected to the main system at WIB, then it
should be automatically connected to the virtual server, and all together contribute oI the Iinal
service to the customer. Thus, breaking the conventional model oI leasing a large amount oI
storage space provided Irom storage companies, and complicating the process to attach existing
or new service vendors desk systems, to contribute in providing the service at the Iront-end
point, while iI something went wrong the company has to go to the hardware providers and ask
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them Ior help. Considering virtualisation would be beneIicial to sustain the corporate green IT
strategies, by reducing the maintenance, energy and air conditioning costs at data centres and
consequently attain Iinancial services institution reduction in data centre complexity and improve
IT department productivity by managing multiple application resources in Iewer number oI
virtual resources, higher eIIiciency oI storage centre by letting data to be stored wherever there is
a space, and guarantee remote access Ior disaster recovery and more importantly, spend less time
to manage storage devices in sense getting it back centralised in-house (Miner 2009). Resulting
in reacting more quickly to changing conditions by accelerating data Ilows between source and
requester, that what makes it much easier to the server and business up and running.
On the other hand, to assure the reliability oI the system as we trying to ease the way oI
integrating heterogeneous vendors operating systems (OS) to the main corporate platIorm,
security oI the data strictly has to get more attention to take a pro-active actions to prevent
malicious attacks and accidental data loss, to maintain oIIering 24/7 365days/year immediate
accessibility to data by customers to conduct their transactions over the internet, either using
mobile phones or any handheld devices to check their Iinance Irom wherever and whenever they
want, that calls Ior more compliance with governmental Iinancial security regulations to retain
clients conIidence . ThereIore, in regard oI net banking the term oI 'customer not present
transactions at point oI sales (POS) emerged into Iinancial market, and nowadays more likely
transIormed into Mobile (POS), which its increases the sensitivity oI security systems to prevent
Iraud, as banks become the loop point between diIIerent payments parties over internet web
services (Monshouwer and Valverde 2011). Meanwhile, regarding to virtualisation in web
services integrator two main security issues have been determined by Nikitasha et al. (2011).
Firstly, the communication will be vulnerable in narrow scale between the main corporate virtual
machine (VM) and other vendors (VM`s) iI it`s not deployed perIectly. Secondly, due to the
architecture limitations oI main VM host, it might give some vendors Iull access to the network.
For this reason, and in virtualisation management perspective to make it viable interoperability
option especially in massive IT inIrastructure, to suit the current trends and avoid breaching the
conIidentiality oI clients data, according to James (2008, p68) becoming virtual integrated
system can be extremely practical in hosting multiple vendors operating systems, in conjunction
to proper knowledge about how it should be taken into practice to serve its intended purpose
eIIectively and eIIiciently. In that sense oI tacit knowledge among personnel allow creating
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secure isolated virtual environment, thus, increasing the controllability oI application instability
which could lead to signiIicant resources wasting (Perilli 2006). Bearing in mind there will be a
corporate virtual machine 'Service Integrator where all the web services gather and
vendors/personal VM`s connected, so there are no vulnerable attack point at those VM`s
allowing penetration to the Corporate ones, which that what virtualization gives as advantage oI
separation oI diIIerent virtual environments (Mortleman 2009). In addition, in case oI application
compromising with vendors that might lead to escalation and unauthorized system owning, can
be solved by determination level oI application access to individuals and web services vendors
(Perilli 2006). Here it comes the job oI the system hypervisor which is reIer to virtual machine
manager (VMM), that virtualise hardware and manage number oI virtual machines to allow
clients at the Iront-end point to pull the service they want through the mainstream (Panait 2011),
the signiIicant capability oI the hypervisor is to turn oII VMs at anytime based on the system
capacity or power consumption, considering as green IT (Meynen & Subramanian 2010), with its
eIIicient (type-1) that can be installed onto the server bare-metal as it least consuming oI
resources to react to stuIIed mainstream oI services requests over the internet (Posey 2011).
Regarding security issues a signiIicant role played by the hypervisor to separate vendors VMs,
considering physical and logical partitions, while physical partition dedicates a capacity to each
vendors web service at the main host hardware, whereas, iI there is unused space will not be
accessible by other vendors to use. In this sense, logical partition engaged to allow more eIIicient
usage and may provide stronger security and improved perIormance than physical partitioning
only (ScarIone et al. 2011).

3.2 Implementation of SOA and Virtualisation to optimise the IT
infrastructure:
Today`s market demands particularly on net banking especially in post-environment aIter GFC,
consumer are sensitive to such issues oI reliability to deal with banks whatever was it the channel
oI communication, thereIore, Ior banks they are concern oI retaining their customers conIidence
over the internet. To achieve this point corporate giving more attention to reach higher level oI
IT dynamic by consolidating virtualised server with the overall architecture oI the IT
inIrastructure, to combine the beneIits oI both and move closer to a true eIIicient inIrastructure
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via scalable, easily managed pools oI computing connected to equally and easily managed pool
oI Iully Ieatured data storage with high perIormance and availability (Peters 2011). Now
combining those two Iacilitators oI more eIIicient architecture oI inIrastructure should be in
collaboration with the discipline that has less concern in the current outsourced service
integrator, which it`s the identity access management (IAM) iI the corporate is concern to
increase net banking security that cross the physical borders. Though, according to Tewari
(2005) deIines IAM as 'a comprehensive set oI processes that enable end users to securely
access a broad range oI internal and external IT systems, control the digital representation oI
users and manage inIormation about identities. In view oI that as cited in Fritsch et al. (2010)
the centre oI IAM universal design at North Carolina State University determined generic
principles oI designing comprehensive and ease to deal with as clients service interIace as
Iollowed:
1. Reasonable Use: In term oI CSR the design is useIul and viable to people with distinct
abilities through their mobile or tablets.
2. Elasticity in Use: The design comprises a broad range oI individual Iavorites and
capabilities services.
3. Simple and insightful Use: Use oI the design is easy to understand, regardless oI the
user`s experience, knowledge, language skills, or current concentration level.
4. Traceable Information: The design allows traceability between the two ends.
5. Tolerance for Error: The design minimizes hazards and the adverse consequences oI
accidental or unintended actions.
6. Low Physical Effort: The design can be used eIIiciently and comIortably and with a
minimum oI Iatigue within virtual inIrastructure.

However, an issue addressed by (Smart integration.com 2011) about the integration between
IAM and web services as 'Web services operates in heterogeneous environments, so
authentication and authorization must be interoperable with all platIorms and applications,
which is not a problem any more since we have consolidated all the platIorms into a virtualized
server between all vendors.

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The main purpose oI pursuing this discipline is to approach as much as possible net banking
service to become accessible to users, and easing the system rigidity regarding plugging and
removing undesired web services, as 'it simpliIies the IT environment by being provisioned,
deployed, monitored, and managed as a single cohesive inIrastructure. It leverages existing
investments by being modular, open, and extensible(Oracle 2008). This is the reason behind
SOA became the Iundamental in the net banking oI integrating big portions oI web services
soItware`s to become an ad hoc application (Matei & Silvestru 2008). To achieve three main
objectives in the whole service as discussed below:
3.2.1 Interoperability:
Likewise, this Iunctionality oI interoperability objective Iacilitates meaningIul communications
and understanding between clients and web service vendors no matter what platIorm they run on
(Ort 2005). ThereIore, the use oI SOA is restricted to worldwide accepted standardised protocols
and technologies, that ensure a 'successIul SOA deployment that stands the test oI time and
continues to be extensible (Schluting 2009), and virtually guaranteeing interoperability oI
services to IulIill the client needs (Ort 2005). In addition to those standards, and to correctly
green` the corporate we must green` the SOA eIIectively (Dzubeck 2008), in this case some
other standardization emerges to meet Iurther requirements speciIically in the green aspect oI
service inIrastructure, through out green enterprise architecture (GEA) that stipulates in order to
deliver the Iunctionality demanded, we have to have telescopic view oI the critical technical
success Iactors such as conIiguration/setup standards, data reduction standards, calibration
strategies and perIormance monitoring (Radziwill et al. 2004), at this point special consideration
oI layering the technical architecture in green bank take a place, described in technical view by
Radziwill et al. (2004) Irom application (top) to data centres (bottom), Ior providing
Iunctionality at varying levels oI abstraction. Furthermore, a GEA results in the improvement oI
mutual languages that clariIies, supportive, and add stability to the green corporate initiative.
Following are some results Irom GEA Ior green inIormation system in banks have been clariIied
Unhelkar (2011) in green the enterprise architecture using environmental intelligence`:
O Assisting the Integration oI the new carbon emission management soItware (CEMS) with
the existing bank system using web services.

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O Adaptation oI the existing data structure to accommodate new carbon data elements and
related content.
O Data conversion to enable uses oI emission measurement aIter remodiIication successIully
the business process.
O As its important part relies in the knowledge inherited in the system inIrastructure, though,
evolution oI carbon data through to business process methodology become more
environmental intelligent.
O Establishment oI a set oI green services using service-oriented architecture (SOA) and Web
Services (WS) become much easier.
O Quality assurance and testing oI Green IT systems application oI mobile technologies to
provide location-independence and personalization to the green inIormation portals that
Iacilitate collaboration.

3.2.2 Scalability & Flexibility:
To deal with these concerns, seeing that in highly integrated system that oIIers one service at the
Iront-end all the time through same channel is more likely to be tight coupling oI web services at
the back-end, which become more applicable in regulatory compliance perspective but not
helpIul technically in our case. Hence, a little caution oI the coupling architecture structure and
matching communication platIorms are required to allow immediate and Ilexible business
process integration across corporate boundaries, thereIore, the corporate can look at its process
as 'process network rather than production line oI end service (Brown et al. 2002). This term
implies more loosely coupled business processes especially in this case where the bank clients
will enjoy the service using there tablets, which is not probably going to change in the near
Iuture, but they still demand the service, however, their taste oI service might Iluctuate or either
rejects some parts oI the service, though, at the back-end our web services integration onto the
virtutalised server are not tied closely together, but they are relatively independent oI each other,
allowing the corporate to Iocus on core activities to make this network more eIIicient (Gandhi
n.d), additionally, assisting mobile or tablets to be supported by a coarse-grained SOA back
system, as explained by Ort (2005) it can handle completing the required processes oI the
requested service by clients without putting too much load on the network, make it easier and
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eIIicient to decommission the unwanted services by vendors, as we built an a loosely coupled
application, so unplugging and plugging alternatives is not disruptive oI along running
integration (Henderson & Yang 2004), this would be the case by taking web services out
degrades rather than damaging or stopping the system.

4.0 The Governance and Regulatory Compliance:
Since WIB considering going Ior green IT as a new strategy thereby its replacing the IT
inIrastructure environment into more greener and leaner operational ways, it required to be more
complied with diIIerent set oI regulation and corporate governance system that deIined as
'practice that allocates decision rights and establishes the accountability Iramework Ior IT
decisions to ensure alignment with environmentally desired sourcing strategic options (Weill &
Ross 2005), thereIore, a unique governance approach need to be in place that both centralise and
decentralise aspects oI control (Accenture 2007), the risks arises Irom virtual environment,
which comes Irom Iailing to understand the implications oI connecting the hypervisor with the
virtual machines (VM`s), exposing the virtual environment to cyber-attack (Meynen &
Subramanian 2010). Thus, the key oI doing this is by revising the security policies, standards and
procedures Ior disaster recovery plan, to retain the right oI decision making by WIB bodies
centralised, which more likely depends on contingency Iactors such as competitive strategy,
corporate size and structure (Schimdt & Kolbe 2011), then considering to add the service
management to the IT governance architecture, resulting in IT service management (ITSM) that
allow internally, govern and hold to set oI recognised Iinancial and environmental standards,
which will help the company to achieve the targeted perIormance speciIied within the service
level agreements (SLAs) Ior each vendor (Azhar 2008), additionally, more beneIits such as
viable integration between Westpac management and IT, to help seeing the corporate more
comprehensively and more agile oI automated operations, accordingly integration oI control
processes to Iacilitate better quality, governance and compliance with related regulations (IBM
2011). Consequently, we have to divide this structure into two main aspects oI service
governance described by (Sprott n.d) as Iollow:
O Governance oI Services as assets (GOS) - the governance actions that make sure the
service structural design and distribution oI services meets the genuine requirements oI the
Page , 17
business. In this manner, Irom strategic perspective the corporate should develop and
implement asset management strategies that deIines the assets portIolio such as HR/people,
intellectual property, data, alliance with other corporate and IT department itselI, to support
services to achieve the highest perIormance (Finacne.gov.au 2007).

O Governance oI the Usage oI Services (GUS) - the governance actions that ensure the
service implementation has reliability and IulIill with quality oI service (QoS) opted.
Thereby, Irom operational perspective the corporate is required to record the description
and location oI assets to ensure physical security is maintained and access authorities
granted to employees with speciIic tasks to avoid sabotage (Finance.gov.au 2007).

Additionally, Westpac should take advantage to educate the internal auditors oI new ways oI
operation, so they can provide as check point to balance the virtualisation liIe cycle, as well as
support in risk assessment and evaluation oI risks (Meynen & Subramanian 2010).

More importantly, another governance methodology emerge to govern the corporate in this
case, is green governance, which is 'a systematic liIe-cycle to help an organization drive
towards overall sustainability (Clark 2008). While 'good green IT governance provides the
transparency, consistency and standards needed to drive green IT rationalisation and
reusability, while delivering best-in-class services through internet channels (EIU 2008).
Furthermore, the corporate already has its IT governance but need to modiIied in some cases
to suit some other international standards regarding green IT such as ISO15489 Ior
inIormation and documentation, ISO19770 Ior soItware and asset management, ISO20000 Ior
international IT service management, ISO24762 Ior IT disaster recovery service, ISO27001
Ior inIormation management security techniques and ISO14000 Ior environmental
management standardization, and some IT Irameworks such as COBIT, ITIL or government
regulation such as Sarbanes-Oxley (SOX), Anti-Money Laundry (AML), Australian
prudential regulation authority (APRA), according to good code oI practice to identiIy and
reduce the risk oI breaching those practices under the Competition and Consumer Act 2010
(ACCC 2011).
Page , 18
5.0 Recommendations:
A number oI suggestions to Westpac decision making bodies that might catch some attention
now or in near Iuture below:
O Through virtualised servers WIB should develop a service to provide ATM users in case iI
speciIic ATM went out oI service, virtually advice oI nearest Westpac ATM in the area
avoiding complaining and unsatisIied clients.

O Westpac can take advantage oI the green IT and go Iurther to create automated negotiation
contracts with web service vendors, to acquire the needed web service Iaster and legal.

O Waste management should take a part iI the green IT strategies got approval, to reduce the
Iuture implications and Iree oI liabilities implementation, results oI green eIIect on the
corporate long-term sustainability strategies and CSR aspect.

O To stay on track with technology Westpac should think about going Iurther than
virtualisation, to gain more competitive advantage oI lower operational costs and higher
customer experience, by increase the R&D budget on cloud computing, Ior instance once it
become viable in their own perspective it hits the other three pillars in diIIerentiating their
services to suit the market trend in lower Iees.

O Outside the report purpose Westpac should develop internationalisation strategies to conquer
some new developing countries, taking advantage oI its existing capabilities, Australian
reputation and considerable geopolitical standing market position, that might become an
recognised international bank Ior many willing clients.
Page , 19
6.0 Conclusion:
To conclude the discussion it known that the new trend in the market toward in-
housing the already outsourced service, as corporate believes that they can acquire the
capabilities needed to do the tasks required, and in business consultation opinion we have to
appreciate what they are trying to make in ways to beneIit all stakeholders, and overcome the
challenges will be Iacing in doing so. The root oI going green by Westpac will be Iocusing on
the bottom-line objectives, to oIIer clients commercial or personal account holders more reliable,
Iaster and exciting banking service. On the other hand, least operational costs based on new
developed strategically technological service in environmental manner, to oIIer eIIicient service
as a result oI going Ior easing the IT inIrastructure by considering green IT strategies in all levels
such as the inIormation and communication technology (ICT) structure, data centres, virtualise
hardware environment to run the intended service integrator application, this will all pour as
main stream to increase the agility oI deployment and operation, as long as Westpac ensure
higher level oI compliance with regulation and international standardisation standards, to assure
more secure and reliable inIrastructure to provide invulnerable bank system. Accordingly, induce
will Westpac to introduce new service architecture to suit the virtualised environment to achieve
the three main objectives oI highly reliable back end to provide 24/7 365 days Iront end service
available.
Further more, the more we achieve in doing what previously discusses this will become as
building the Ioundations oI cloud computing, until the day it will be agreed on its reliable to be
used in Iinancial market in respectIul to the conIidentiality and criticality oI the business
existence, in that sense green IT will be the solution to ease implementing a highly scalable and
resilience inIrastructure, to conserve the use oI best oI breed deIense system that provides the
hedge oI securing Web 2.0 applications, and signiIicantly reduction in operating costs oI lower
power, cooling, lower maintenance and workIorce in use, getting two things at once by enabling
Westpac corporation and without delay and simply adapts to a rapid changes in banking
environment, whereas, reducing the green house gases (GHG) Iootprint Irom all divisions.

Page , 20
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