Integration Modeling for Enterprise Resource … Modeling for Enterprise Resource Planning EAI...
Transcript of Integration Modeling for Enterprise Resource … Modeling for Enterprise Resource Planning EAI...
Integration Modelingfor Enterprise Resource Planning
EAI Conference Feb 01, 2001Laura BrownSystem Innovations
Field Office
Field Office
Field Office
SALES1
ORDERS1
GeneralLedger
FinancialReporting
Marketing
MarketingReporting
SALESN
ORDERSN
CIO VIEW
Finance
CustomerService
CustomerInformation
# 2
FinancialInformation
CustomerInformation
# N
OrderInformation
Sales &ServiceDelivery
OrderInformation
Field Office
Reports
ReportsSales &ServiceDelivery
CustomerInformation
# 1
SalesRepresentative
CUSTOMER
SALES VIEW
FieldOffice
Request/RespondServices
SpecialOffers
Collateral
ComputerSystems
Data
SALES
ORDERS
Collateral Pricing Info
Performance& Problems
MARKETING VIEW
ReportsData
InternalSystems
ExtractData
Compile & calculate
results
External Sources
Analyze &Present
TapeLists
Integration Issues
Common: Gap between business and technology
ERP-specific - revealed by viewpoint modeling:
1. Redundant data and multiple non-matching data sources
2. Significant data-sharing shortfall
3. Poor integration of external data sources
4. Lack of connectivity
5. Lack of internal cost allocation mechanisms
6. Limited management reporting
7. Limited client reporting
Business View
Business Projects
INTEGRATION MODELS: Context-Oriented Models across Application Portfolios
Technical ViewCASE Models
Zachman ArchitectureFramework
Spreadsheets, MentalModels, Scenarios, etc.
Technical Projects What How Where When Who Why
Integration Models
• clarify the context
• capture multiple perspectives
• may function on more than one level at a time
• cross the lines between application portfolios
• provide the hooks (or context) for tying together seemingly unrelated project layers:
• technology• business process• infrastructure• organization, etc.
What Integration Models are not:
• a new notation
• a type of CASE, UML or OO model
• a type of Business model
• formal, rigorously defined for automation
• one more level of detail or abstraction
except, of course,
- an individual model may be almost any of the above -
on the whole, it’s not what they’re about
SEED
The seed is a generator/transformer structure depicting a situation where acore component produces, collects or contains an array of results.
CIO VIEW- Solution(redundant data is consolidated into a shared data repository)
CustomerService
OrderInformation
CustomerInformation
Sales &ServiceDelivery
SalesInformation
Packaged System
Field Office
Field Office
Field Office
Field Office
FLOW
The flow template is utilized by process and flow analysis to trace the courseof information, goods, services, communications, etc.
Financial View: From Pricing to Payment – Process(data sharing requirements)
Identify Client’s
Needs
Deliver Service
Price the Product
Negotiate theAgreement
Bill theClient
Collect thePayment
Identified Product Priced Product
ProductDefinitions
PricingCategories
Negotiated Agreement
Termsof
Agreement
Time&Expense
Invoice Categories
Invoice
PaymentCategories
Changes
Apply ARFinancial Controls &Guidelines
Billing Data
Controls&
Guidelines
CELL
Cell models support modeling of encapsulation, inheritance & messaging. Analysis of distribution systems, geographic division –behaviors at the local versus global levels.
Business StrategiesPositioning
BusinessStrategies
Understanding Competition
Understanding Economics
Awareness of Social/Demographic
Changes
Understanding Evolving
Technology
Awareness ofLegislation/RegulatoryChanges
KnowingClient
Understanding Market Conditions
Business StrategiesPositioning
(integrating external data sources)
Understanding Competition
NORRELLBusinessStrategies
Understanding Economics
Awareness of Social/Demographic
Changes
Understanding Evolving
Technology
Awareness ofLegislation/RegulatoryChanges
KnowingClient
Understanding Market Conditions
Who are our competitors?What are their products/services?What are competitors advantages/disadvantages?How do we compete now?How have we been competing historically?What are industry trends/developments?
SourcesBrokerage Firm AnalystsIndustry Research NetworkBaird Industry ReportsBusiness Wire Clipping SvcEdgarAccess DisclosureStaffing Industry ReportMorningstarBureau of Labor Statistics
ResearchCurrent Position
Research HistoricalPosition
UnderstandCompetition
Study Industry Trends
Research competitorproducts/servicesResearch competitors
Know competitors advantages/disadvantages
USE CASE TREEUnderstanding Competition
RING
The ring template is useful in depicting chaining of events, people, devicesor network addresses. Models peer-to-peer relationships.
Network View - Office Connectivity Map(remedies lack of connectivity)
BRANCH
BRANCH
BRANCH
BRANCH
BRANCH
BRANCH
BRANCH
BRANCH
BRANCH
BRANCHSUPPORTOFFICE
BRANCHSUPPORTOFFICE
BRANCHSUPPORTOFFICE
CORPORATEOFFICE
SATELLITES
SELFSUPPORTING
BRANCH
BRANCH
1
2
3
4
5
6
TREE
The Tree is a structure utilized to model systems whose characteristicsinclude complex branching, diversification and the implementation of distribution alternatives.
Cost Allocation View - Absorption of Overhead Cost(defines internal cost allocation mechanism)
HeadQuarters
Cost of Support Services
AccountingDepartment
GL
Solutions
RetailDivision
Management fee
Asset fee
Management fee
Asset fee
Management fee
Asset fee
Field OfficeAllocation
Field OfficeAllocation
Field OfficeAllocation
Solutions Field Office
Field Office
RetailField Office
Middle Market&FranchisedDivision
Management fee
Asset fee Field OfficeAllocation Report Franchised
Managers
Region/Division
Projected Usage
Projected Usage
Projected Usage
Projected Usage
YearEnd Overage
YearEnd Overage
YearEnd Overage
YearEnd Overage
Field OfficeAllocation Middle Market
Company-ownedField Offices
RegionManagersField Office
Allocation Report
Management Reporting View - Solution
CustomerService
Marketing
DataWarehouse:Financial &Customer
Information
Finance
Line Managers
Branches
Payrolling
TemporaryStaffing
DataWarehouse:
ServiceStatistics
On SiteManaged Staff
Outsourcing
Full TimeStaffing
Client Reporting View - Solution
Field Office
Field Office
Field Office
FinancialReporting
Marketing
MarketingReporting
LocalAreaNetwork
CIO VIEW- Improved Model(combines issue solutions)
Finance
CustomerService
OrderInformation
DataWarehouse:Financial &Customer
InformationCustomerInformation
Field Office
Reports
Reports
Sales &ServiceDelivery
TroubleReports
SalesInformation
TroubleReports
Packaged System
IM templates:
• clarify the dynamics of any model: UML, CASE, OO, etc.
• would make a good set of “snap to grid” formats for tools to adopt
• make models tend to match each other
• cover a broad spectrum of structures
• tell us how the current problem set might work, where it will likely go next, what it’s characteristics are
• suggest technological options (some templates translate directlyinto OO design patterns (see book by Gamma et al))
Acknowledgements:
Clients:who have participated with open minds in the successful application of integration models for specificprojects
Colleagues:Elena Oliker, of MATIS, Inc. for her many contributions to the development and practice of integration modelingand Eric Ericson, of Logical Solutions, who introduced me to the use case tree structure in UML modeling
This case study is excerpted from Laura’s bookIntegration Models: Templates for Business Transformation,- Sept. 2000, SAMS Publishing
Laura BrownSystem [email protected]