Transcript A Partnership for Performance

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Integrating Goal Modeling and Execution in Adaptive Complex Enterprises
Rajiv Ramnath
Jay Ramanathan
CERCS for Enterprise Transformation and Innovation (CETI)
Department of Computer Science and Engineering, College of Engineering
The Ohio State University
[email protected]
http://www.ceti.cse.ohio-state.edu
Partnership 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:
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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?
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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
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Enabling the ACE
• Integrated Development Environments for
Adaptive Complex Environments
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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
Lines of
Business
Service
Transactions
Services by
Applications
Services
provided by
IT
components
and Physical
Assets
Inventory
Tools
Servers
Suppliers
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
Actions
Mission
States
Makes
Operative
Component of
Strategy
Amplifies
Drives Towards
Implements
Tactic
Vision
Goal
Quantifies
Formulated
To
Achieve
Objective
Need: Simple modeling techniques to link goals and DYNAMIC BEHAVIOR
Example: Zachman Framework
Environment
dimension
Business
dimension
Business process
planning dimension
Environment-driven Business strategy
Customer relations
Customer satisfaction Customer loyalty
Customer service
Revenue
Business tactics and financial management
Increased margins
Intellectual capital
Time to market
Operational strategy
Return on innovations
New products
Employee skills
Time spent with customers
Throughput
Operational tactics
On-time delivery
Reduction of waste
Information needs
IT Infrastructure strategy
Knowledge re-use
Product/process innovation
New technology opportunities
Business process
execution dimension
Infrastructure
dimension
Support
Product/process quality
IT Infrastructure
Infrastrucutre tactics
Security and compliance Service quality
Goal Traceability (generalization of the cause and effect
based on the Balanced Score card)
Need: Goal and Activity Traceability Across the Enterprise
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:
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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
RED Transaction
Type 1
Business goal
Operationalizing business
goals
RED Transaction
Type 2
RED Transaction
Type 3
Using provider
infrastructure and
resources
eWorkcenter 1 Roles
eWorkcenter
eWorkcenter 2 Roles
eWorkcenter 3 Roles
Shared Infrastructure of Resources
Infrastructure (
Shared Service Capabilities ):
Automated/ unautomated agents available to
play all the various eWorkcenter roles under Operating Level Agreement
Resources
Information Systems
Processes
Tools
Suppliers
Inventory
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
Goal Model Template
Stakeholders
Environment
Customer goals
directing
performance
objectives
Continuous improvement
Stakeholders
Business
Business goals
directing
performance
objectives
Request actions from
the environment initiate
transactions ; related
objective is to increase /
decrease / introduce
services .
As- is /To- be change
(or  ) performance
 request
performance,
Investment
Planning related
to business
As-is / To- be change
Business
process goals
Business
directing
Stakeholders
performance goals aligned
Business process
across the
objectives
( primary ) planning
stakeholders
dimension
and related to
performance
Business
objectives.
process
execution goals
directing
Stakeholders
performance
Business process
objectives
execution dimension
Infrastrcutre
goals directing
performance
objectives
Stakeholders
Infrastructure dimension
Transaction type or action
( or  ) derived
performance
plan for operationalizing
the response to request RED Transaction
types by identifying the
Type
eWorkcenters ; aggregates
metrics for continuous
improvement .
Metrics
Transaction execution
RED Transaction
uses eWorkcenter
Instance
resources and provides
actual metrics .
Transaction,
Resource
effectiveness
Planning related
to business
process
( time, quality,
cost, ... )
Actual transaction
metrics
Planning related
to services use
eWorkcenter
Resource
costs
Other
eWorkcenters
Infrastructure resources
used as eWorkcenter roles
for the execution of
transactions of a specific
type
Planning related
to resource
improvement
Feedback
Shared Infrastructure of Resources
Infrastructure ( Shared Service Capabilities ): Automated /un/ unautomated agents available to play all the various
eWorkcenter roles under Operating Level Agreement
Resources
Information
Systems
Processes
Tools
Suppliers
Inventory
Mayor,
Director of
Finance (CFO),
Directors
+
quality
*
*
Infrastructure
enhancement
Budget and
chargeback allocation
development
neighborhood
development
neighborhood
development
neighborhood
development
*
crime
crime
crimes
*
*
Transaction
type  value,
Transaction
throughput ,
& service use type  value,
throughput ,
& service use
Consolidate and
prioritize resource
effectiveness
Cost and utilization
of resources , satisfaction
Consolidate and
prioritize services
used across
transactions
prioritized for
improvement
Transaction metrics –
customer value,
business value,
time and resource use
Aggregated transaction
type performance –
value to business and
effectiveness of
Cost of
infrastructure
Infrastructure
services
used per
Prioritize
transaction
transaction types type
for improvement
based on
performance
Targeted
investment
for high impact
improvement
Product /Program
Consolidation ,
prioritizion
and allocation
Improve service quality
and infrastructure
effectiveness
Continuous
improvement actions by
the Enterprise
Architecture
Governance team
Figure 9. Sense-and-Respond Model for the City of Columbus
Infrastrucutre
continuous
learning
Improve service quality
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Shared resources
neighborhood
pride events
Safety
check
neighborhood
pride event
neighborhood
pride events
Transaction
type  value,
throughput ,
& service use
Execution
Infrastructure
support ,
development
+
Budgeting based
on actual use
pride events
Garbage
pick-up
enable primary services
through service support
+
Actions
 neighborhood  
crimes
 neighborhood

City woker
service delivery
quality and
effectively
business process
quality and
effectivity
exact cost
recovery for
shared
infrastructure
+
strategic
alignment
Business Process
(Primary)
Deputy directors &
Division Managers
+
fiscal
soundness
Business
effectiveness
customer
satisfaction
Goals
transparency
Environment
Citizens,
City council
Stakeholders
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?