1. The ArchiMate modelling structures
Monica Scannapieco
ESTP Training Course “Enterprise Architecture and the different EA layers, application to the ESS context”
Rome, 16 – 19 October 2017
THE CONTRACTOR IS ACTING UNDER A FRAMEWORK CONTRACT CONCLUDED WITH THE COMMISSION

2. Process Modelling

3. Process Modeling

4. Need of different perspectives - 1
Control-Flow
Which tasks need to be executed and in what order
Data
What data elements exist, to whom are they visible, how are they passed on
Resources
Who is authorised to execute certain tasks, are tasked assigned by the system or can participants volunteer for their execution, on what basis is work assigned

5. Need of different perspectives - 2
Sometimes these perspectives are explained in terms of Who (Resource), What (Data) and When (Control-flow)
S. Jablonski and C. Bussler’s classification
Workflow Management: Modeling Concepts, Architecture, and Implementation. International Thomson Computer Press, 1996

6. Process Modeling - 1
No consensus has been reached to describe executable processes
Several alternatives have been proposed, but none has become a standard commonly recognised
Type 1 languages: Some process modelling languages are based on a formal unambiguous semantics that can be input for BPMS (Business process Management Systems)
Explicit representation of control flow dependencies and resourcing strategies
A formal background is required by process designers

7. Process Modeling - 2
Type 2 languages: Some languages are high level and intended for non-expert users
They came with nice graphical representations that are vague but useful for an initial insight
Example type 1 Language: BPEL
Example type 2 language: BPMN

8. BPEL Merger of IBM’s WSFL and Microsoft’s XLANG
Largely, though not fully, block-structured
More powerful than predecessors
No support for involvement of human resources
No graphical representation (rather XML is used)

9. BPMN Graphical front-end
Not executable directly, transformation required
Graph-structured rather than block-structured
Mapping to BPEL not straightforward
Fairly strong support for specification of control-flow dependencies
Lacking sufficient support for involvement of human resources
Not formally defined

10. Business Process Management Systems

11. ArchiMate

12. Generalities
ArchiMate a visual language for dealing with the development of architecture descriptions
standard by Open Group:
current version 3.0
ArchiMate is an enterprise modelling language

13. Enterprise Modeling Language

14. Notation Most concepts have two notations: Sharp corners = structure
Icon
Box with icon
Sharp corners = structure
Rounded corners = behaviour

15. Core Concepts: Layers
Business layer: offers products and services realized in the organization by business processes
Application layer: supports the business layer with application services by (software) application components
Technology layer: offers infrastructural services (e.g., processing, storage, and communication services) needed to run applications

16. Core Concepts: Dimensions - 1
Active structure: ‘subjects’ of activities
Behaviour: way according to which activities are perfomed
Passive structure: objects on which behaviour is perfomed

17. Core Concepts: Dimensions - 2
External view:
Service concept: unit of essential functionality that a system exposes to its environment
Services interface: external view of structural aspects
Internal view:
Internal realization of services and interfaces

18. Overview of main concepts

19. Overview of main concepts

20. Business Level Concepts

21. Application Level Concepts

22. Technology Level Concepts
realization
composition
assignment
realization
realization
realization

23. A use case: Istat Revision of Organizational Structure

24. Istat Modernization Programme
In Autumn 2014, the just nominated Istat’s President launched a modernization programme aimed at re-engineering statistical production around some pillars
A system of integrated registers
A rationalization of statistical production processes overcoming silos-based production

25. Istat Modernization Programme: Revision of the Organizational Structure (ROS) Project
Within the programme, the project of revising the internal organizational structure had particularly strict deadlines due to external factors
Such a project was based on using an EA approach

26. Role of EA in the ROS Project
Starting from the silos-based world (as-is) of the statistical production, modeling business processes cross-cutting subject matter domains (to-be)
Design migration roadmaps from the As-is status to the to be one

27. Scope of the ROS Project
Given the time-constraints of the project, focus on the «worst-case» example of business processes in the As-is: data collection
Data collection is indeed:
Highly fragmented among subject-matter domains
Does not follow any defined process
Does not adopt standard methods and tools

28. Social Stat Dept– As Is c
Economic Stats Dept
– As Is c
Registers’Dept. – As Is
Mapping c
Data Collection –To Be
Mapping
Mapping

29. Input to the ROS projects
Register-based statistics, Wallgren and Wallgren, 2014, Wiley
Input to the ROS projects
System of Integrated Registers

30. Input to the ROS Project
Process Modelling guided by the System of Integrated Registers (SIR)
Single-point to populate SIR  Data collection systems centralized
Use of registers as input to survey analysis  Check if data are in SIR before starting new data collection
Populated SIR with collected data  Data integration activities starting early in the data collection process

31. Input to the ROS Project: SN Business Activity Model
Focus: Production/Data Collection
Level 3 Activities Specialization
Input to the ROS Project: SN Business Activity Model
Level 3

32. Methodology As-is Analysis To-be Modelling Mapping Design Interviews
Study of available documentation
Some organiztional units produced ad-hoc documentation
To-be Modelling
Business Layer Architecture Views
Mapping Design

33. ArchiMate Modelling Step

34. Overall Picture: First Refinement

35. Example of Second and Third Refinement

36. How to get to a revised organizational structure?
Process-Roles View

37. Data Collection and Integration
Organizational roles
Subject matter
Methodology
Territorial offices
Data Collection and Integration IT
Admnistrative & Legal

38. Processes assigned to Roles

39. Collaboration among Roles

40. Roles/Actors-Functions view
Further activities
Mapping of roles into organizational structures
From business processes to business functions of the organizational structures
EA Work:
Roles/Actors-Functions view

41. Processes/Services view
Further activities
Design of business services to implement collaborations
From business processes to business services realizing them
EA Work:
Processes/Services view

42. Modeling of supporting strategic and operational processes
Further activities
Design of SLA/OLA governance
EA Work:
Modeling of supporting strategic and operational processes

43. Further activities Design of a surveys migration roadmap
surveys classified according to their «closeness» to the To-be model
«Closeness» measured in terms of:
already performing trasversal activities;
presence of standardized IT tools and systems;
use of «external» service providers
survey periodicity

44. Conclusions Impact of the change
All the surveys carried out in Istat will be interested by the change (about 250)
To-be migration roadmap to mitigate migration risks
EA work will continue supporting the whole modernization programme in terms of:
Definition of a continuum framework of artefacts
Support to the adoption in both statistical production processes and supporting processes