Post on 19-Dec-2015
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Integrating Goal Modeling and Execution in Adaptive Complex Enterprises
Rajiv RamnathJay Ramanathan
CERCS for Enterprise Transformation and Innovation (CETI)Department of Computer Science and Engineering, College of EngineeringDepartment of Computer Science and Engineering, College of Engineering
The Ohio State UniversityThe Ohio State University
Ramnath.6@osu.eduRamnath.6@osu.edu
http://www.ceti.cse.ohio-state.eduhttp://www.ceti.cse.ohio-state.edu
Partnership for PerformancePartnership for Performance
Context
Definition: Enterprise Architecture is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction.
Large technology consuming companies struggle with Enterprise Architecture initiatives. Examples:
• Application portfolio management• IT-driven business innovation• Build vs. buy decisions• Process tailoring (RUPP, XP, ITIL)• Business Process Re-engineering• Knowledge management
What are the problems?• Aligning goals with activities across the dimensions of the enterprise – business, business
process, transaction, IT• Aligning service IMPROVEMENT with goals• Need to do continuous improvement rather than wholesale change, but it is hard to stay
aligned• Basically, going from AS-IS to TO-BE is difficult
CETI works with companies to create “actionable” methodologies for these EA initiatives.
CETI Program Areas
• ACE: Modeling and Analysis Frameworks for Adaptive Complex Enterprises• Understanding the ACE
• Knowledge-based collaboration systems for Enterprise Communities of Practice• Enabling the ACE
• Integrated Development Environments for Adaptive Complex Environments• Developing, managing and monitoring the ACE
• Work @ CERCS: Virtualization, Information fusion, Middleware, Autonomic computing
What is the problem?
Many-to-many relationships
Variation in request types requiring dynamic discovery of processing needs
Mixed mode services - manual as well as computing services. Example:
• PC ordered (electronic), shipping (manual), notification, placement (manual)
Shared services needing global coordination
Complex, brittle information technology
Servers
Service Transactions
Services byApplications
Services provided by
IT componentsand Physical
Assets
Lines of Business
SuppliersTools
Inventory
Related Work
• Porter's 5-forces Model • Balanced Scorecard/Strategy Maps, UML
extensions with goals• EA Frameworks – TOGAF, SAP-EAF• Goal modeling - VMOST, KAOS, GBRAM, i*
(Chung), NFR Framework (Mylopoulos)• IBM Component Business Model• Transactions (Coase)
Example: VMOST Analysis
Objective
Component of
Actions
Quantifies
Amplifies
MakesOperativ
e
Strategy Goal
Vision
Tactic
Mission
Implements
Drives Towards
Formulated
ToAchieve
States
Need: Simple modeling techniques to link goals and DYNAMIC BEHAVIOR
Example: Zachman Framework
Need: Goal and Activity Traceability Across the Enterprise
Environment-driven Business strategyCustomer relations
Customer satisfaction Customer loyalty Customer service
Business tactics and financial managementRevenue Increased margins
Operational strategyIntellectual capital Return on innovations Employee skillsTime to market New products Time spent with customers
Operational tacticsThroughput On-time delivery Product/process quality
Reduction of waste
IT Infrastructure strategyInformation needs Knowledge re-use Product/process innovation
New technology opportunities
IT Infrastrucutre tacticsSupport Security and compliance Service quality
Business processplanning dimension
Business process execution dimension
Business dimension
Environment dimension
Go
alT
rac
eab
ility
(ge
ner
ali z
a ti o
no
fth
ec
a us
ea n
de
ffec
tb
ase
do
nth
eB
ala
nc
e dSc
ore
car
d)
Infrastructure dimension
Environment-driven Business strategyCustomer relations
Customer satisfaction Customer loyalty Customer service
Business tactics and financial managementRevenue Increased margins
Operational strategyIntellectual capital Return on innovations Employee skillsTime to market New products Time spent with customers
Operational tacticsThroughput On-time delivery Product/process quality
Reduction of waste
IT Infrastructure strategyInformation needs Knowledge re-use Product/process innovation
New technology opportunities
IT Infrastrucutre tacticsSupport Security and compliance Service quality
Business processplanning dimension
Business process execution dimension
Business dimension
Environment dimension
Go
alT
rac
eab
ility
(ge
ner
ali z
a ti o
no
fth
ec
a us
ea n
de
ffec
tb
ase
do
nth
eB
ala
nc
e dSc
ore
car
d)
Infrastructure dimension
Environment-driven Business strategyCustomer relations
Customer satisfaction Customer loyalty Customer service
Business tactics and financial managementRevenue Increased margins
Operational strategyIntellectual capital Return on innovations Employee skillsTime to market New products Time spent with customers
Operational tacticsThroughput On-time delivery Product/process quality
Reduction of waste
IT Infrastructure strategyInformation needs Knowledge re-use Product/process innovation
New technology opportunities
IT Infrastrucutre tacticsSupport Security and compliance Service quality
Environment-driven Business strategyCustomer relations
Customer satisfaction Customer loyalty Customer service
Business tactics and financial managementRevenue Increased margins
Operational strategyIntellectual capital Return on innovations Employee skillsTime to market New products Time spent with customers
Operational tacticsThroughput On-time delivery Product/process quality
Reduction of waste
IT Infrastructure strategyInformation needs Knowledge re-use Product/process innovation
New technology opportunities
IT Infrastructure tacticsSupport Security and compliance Service quality
Business processplanning dimension
Business process execution dimension
Business dimension
Environment dimension
Go
alT
rac
eab
ility
(ge
ner
ali z
a ti o
no
fth
ec
a us
ea n
de
ffec
tb
ase
do
nth
eB
ala
nc
e dSc
ore
car
d)
Infrastructure dimension
Modeling the Adaptive Complex Enterprise (ACE)
We conceptualize ACE as follows:• A collection of R-E-D transactions (R – Request, E – Execution, D – Delivery)• Sub-transactions that are recursively spun-off from the primary transaction• Workcenters perform the transactions, and define the roles: Examples:
• Software Development Project: Business Analyst, Architect, Developer• Shared Resources are bound to these roles during (or before) execution• Each transaction has an SLA that needs to be met by the Workcenter• Resources have OLA that must be sufficient for the Workcenter to meet the SLA
of the transaction
Examples of “primary” RED transactions: • Order to Cash• Procure to Pay
We’ve used this ACE conceptualization to:• Identify application portfolios• Apply Lean for process improvement
Here – we create a model to show the dynamics of the enterprise
Business Goals, Transactions and Resources
Infrastructure ( Shared Service Capabilities ): Automated/un- automated agents available to
play all the various eWorkcenter roles under -Operating Level Agreement
Suppliers
Information SystemsResources
Inventory
Processes
Tools
Shared Infrastructure of Resources
eWorkcenter 1 Roles eWorkcenter 2 Roles eWorkcenter 3 Roles
RED Transaction Type 1
RED Transaction Type 2
RED Transaction Type 3
Business goalOperationalizing business
goals
Using provider infrastructure and
resources
Infrastructure ( Shared Service Capabilities ): Automated/un- automated agents available to
play all the various eWorkcenter roles under -Operating Level Agreement
Suppliers
Information SystemsResources
Inventory
Processes
Tools
Shared Infrastructure of Resources
eWorkcenter 1 Roles eWorkcenter 2 Roles eWorkcenter 3 Roles
RED Transaction Type 1
RED Transaction Type 2
RED Transaction Type 3
Business goalOperationalizing business
goals
Using provider infrastructure and
resources
Integrating Goal and Transaction Modeling
Key entities are:•Goal•Link: Goal Refinement•Actions:
• Request• RED transaction Type - Business
Process• A particular RED Transaction
Instance• Continuous improvement change
action
•Work-Center•Resources•Soft/hard metrics on all entities
RED Transaction Type
RED Transaction Instance
Business goal
Continuous improvement or planning action -Consolidation and / or prioritization across transactions or services
Dimensions to structure the internal value chain among the stakeholders of the organization
Stakeholders influencing and interested in the Outcomes within a dimension.
Shared resources
Note: The transactions operationalize goal(s) and each transaction execution causes metrics to be collected
Shared resources within the infrastructure are made up of human resources, software systems and automated agents. These agents play roles within transactions.
Bus for information flow
The eWorkcenter is the collection of roles needed for a type of transaction.
Contributor association Positively affect +Negatively affect -Many *
eWorkcenter
Transaction between the customer and provider
As-is /To-be change (or ) in transactions metrics or performance indicators derived from transaction metrics (time, value etc.)
Metrics (time, quality, cost,... )
Action
Goal
Action
Request
Action
Metrics (time, quality, cost,... )
Figure 7. ACE Notation for Goal Integration
RED Transaction Type
RED Transaction Instance
Business goal
Continuous improvement or planning action -Consolidation and / or prioritization across transactions or services
Dimensions to structure the internal value chain among the stakeholders of the organization
Stakeholders influencing and interested in the Outcomes within a dimension.
Shared resources
Note: The transactions operationalize goal(s) and each transaction execution causes metrics to be collected
Shared resources within the infrastructure are made up of human resources, software systems and automated agents. These agents play roles within transactions.
Bus for information flow
The eWorkcenter is the collection of roles needed for a type of transaction.
Contributor association Positively affect +Negatively affect -Many *
eWorkcenter
Transaction between the customer and provider
As-is /To-be change (or ) in transactions metrics or performance indicators derived from transaction metrics (time, value etc.)
Metrics (time, quality, cost,... )
Action
Goal
Action
Request
Action
Metrics (time, quality, cost,... )
Figure 7. ACE Notation for Goal Integration
Goal Model Template
Infrastructure ( Shared Service Capabilities ): Automated /un-automated agents available to play all the various
eWorkcenter roles under -Operating Level Agreement
Suppliers
Information Systems
Resources
Inventory
Processes
Tools
Shared Infrastructure of Resources
RED Transaction Type
Customer goals directing
performance objectives
Infrastructure dimension
Business process (primary ) planning dimension
Business process execution dimension
Business
Environment
Stakeholders
Stakeholders
Stakeholders
Stakeholders
Stakeholders
As-is / To- be change ( orœ ) derived
performance
Transaction type or action plan for operationalizing the response to request types by identifying the eWorkcenters ; aggregates metrics for continuous improvement .
Planning related to business
Transaction execution uses eWorkcenter resources and provides actual metrics .
Request actions from the environment initiate
transactions ; related objective is to increase /
decrease / introduce services .
Infrastructure resources used as eWorkcenter roles for the execution of transactions of a specific
type
eWorkcenter
RED Transaction Instance
Metrics ( time, quality, cost, ... )
Request
As- is /To- be change (or œ ) performance
request performance, Investment
Business goals aligned across the stakeholders and related to performance objectives.
Business goals directing
performance objectives
Business process goals
directing performance objectives
Business process
execution goals directing
performance objectives
Infrastrcutre goals directing performance objectives
Planning related to business
process
Transaction, Resource effectiveness
Planning related to services use
Actual transaction metrics
Resource costs
Planning related to resource
improvement
Feedback
Other eWorkcenters
Continuous improvement
Infrastructure ( Shared Service Capabilities ): Automated /un-automated agents available to play all the various
eWorkcenter roles under -Operating Level Agreement
Suppliers
Information Systems
Resources
Inventory
Processes
Tools
Shared Infrastructure of Resources
RED Transaction Type
Customer goals directing
performance objectives
Infrastructure dimension
Business process ( primary ) planning dimension
Business process execution dimension
Business
Environment
Stakeholders
Stakeholders
Stakeholders
Stakeholders
Stakeholders
As-is /To- be change ( or œ ) derived
performance
Transaction type or action plan for operationalizing the response to request types by identifying the eWorkcenters ; aggregates metrics for continuous improvement .
Planning related to business
Transaction execution uses eWorkcenter resources and provides actual metrics .
Request actions from the environment initiate
transactions ; related objective is to increase /
decrease / introduce services .
Infrastructure resources used as eWorkcenter roles for the execution of transactions of a specific
type
eWorkcenter
RED Transaction Instance
Metrics ( time, quality, cost, ... )
Request
As- is /To- be change (or œ ) performance
request performance, Investment
Business goals aligned across the stakeholders and related to performance objectives.
Business goals directing
performance objectives
Business process goals
directing performance objectives
Business process
execution goals directing
performance objectives
Infrastrcutre goals directing performance objectives
Planning related to business
process
Transaction, Resource effectiveness
Planning related to services use
Actual transaction metrics
Resource costs
Planning related to resource
improvement
Feedback
Other eWorkcenters
Continuous improvement
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rio
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eso
urc
e
effe
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en
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pact
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prov
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ery
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ely
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ness
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cess
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ivityqu
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es
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ansa
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n ty
pe
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als
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ion
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ontin
uous
im
prov
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t act
ions
by
the
Ent
erpr
ise
Arc
hite
ctur
e G
over
nanc
e te
am
Sta
keh
old
ers
Tra
nsac
tion
type
v
alue
, th
roug
hput
,
& s
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ce u
se
+-
+
neig
hbor
hood
pr
ide
even
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ighb
orho
od
deve
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ent
Exe
cutio
n
Infra
stru
cutre
Bus
ines
s P
roce
ss
(Prim
ary)
Bus
ines
s
Env
ironm
ent
**
Bud
getin
g ba
sed
on a
ctua
l use
Bud
get
and
char
geba
ck a
lloca
tion
Fig
ure
9. S
ense
-and
-Res
pond
Mod
el fo
r th
e C
ity o
f Col
umbu
s
Future Work
• Model-based (organizational) simulation• Defining linked SLA and OLA through the
dimensions of the business• Implementation as the business dashboard• Goal prioritization• Connections to policy languages• Relationship to business, process and IT
patterns• Integration with architectural analysis
techniques (such as ATAM)
Comments and Questions?