1. fisher.osu.edu Fisher logo 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 Ramnath.6@osu.eduhttp://www.ceti.cse.ohio-state.edu Partnership for Performance

2. 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.

3. 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

4. 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

5. 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)

6. Example: VMOST Analysis Objective Component of Actions Quantifies Amplifies Makes Operative Strategy Goal Vision Tactic Mission Implements Drives Towards Formulated To Achieve States Need: Simple modeling techniques to link goals and DYNAMIC BEHAVIOR

7. Example: Zachman Framework

8. Need: Goal and Activity Traceability Across the Enterprise Environment-driven Business strategy Customer relations Customer satisfactionCustomer loyaltyCustomer service Business tactics and financial management RevenueIncreased margins Operational strategy Intellectual capitalReturn on innovationsEmployee skills Time to marketNew productsTime spent with customers Operational tactics ThroughputOn-time deliveryProduct/process quality Reduction of waste IT Infrastructure strategy Information needsKnowledge re-useProduct/process innovation New technology opportunities ITInfrastrucutretactics SupportSecurity and complianceService quality Business process planning dimension Business process execution dimension Business dimension Environment dimension G o a l T r a c e a b i l i t y ( g e n e r a l i z a t i o n o f t h e c a u s e a n d e f f e c t b a s e d o n t h e B a l a n c e d S c o r e c a r d ) Infrastructure dimension Environment-driven Business strategy Customer relations Customer satisfactionCustomer loyaltyCustomer service Business tactics and financial management RevenueIncreased margins Operational strategy Intellectual capitalReturn on innovationsEmployee skills Time to marketNew productsTime spent with customers Operational tactics ThroughputOn-time deliveryProduct/process quality Reduction of waste IT Infrastructure strategy Information needsKnowledge re-useProduct/process innovation New technology opportunities ITInfrastrucutretactics SupportSecurity and complianceService quality Business process planning dimension Business process execution dimension Business dimension Environment dimension G o a l T r a c e a b i l i t y ( g e n e r a l i z a t i o n o f t h e c a u s e a n d e f f e c t b a s e d o n t h e B a l a n c e d S c o r e c a r d ) Infrastructure dimension Environment-driven Business strategy Customer relations Customer satisfactionCustomer loyaltyCustomer service Business tactics and financial management RevenueIncreased margins Operational strategy Intellectual capitalReturn on innovationsEmployee skills Time to marketNew productsTime spent with customers Operational tactics ThroughputOn-time deliveryProduct/process quality Reduction of waste IT Infrastructure strategy Information needsKnowledge re-useProduct/process innovation New technology opportunities ITInfrastrucutretactics SupportSecurity and complianceService quality Environment-driven Business strategy Customer relations Customer satisfactionCustomer loyaltyCustomer service Business tactics and financial management RevenueIncreased margins Operational strategy Intellectual capitalReturn on innovationsEmployee skills Time to marketNew productsTime spent with customers Operational tactics ThroughputOn-time deliveryProduct/process quality Reduction of waste IT Infrastructure strategy Information needsKnowledge re-useProduct/process innovation New technology opportunities ITInfrastructuretactics SupportSecurity and complianceService quality Business process planning dimension Business process execution dimension Business dimension Environment dimension G o a l T r a c e a b i l i t y ( g e n e r a l i z a t i o n o f t h e c a u s e a n d e f f e c t b a s e d o n t h e B a l a n c e d S c o r e c a r d ) Infrastructure dimension

9. 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

10. 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 Systems Resources Inventory Processes Tools Shared Infrastructure of Resources eWorkcenter1RoleseWorkcenter2RoleseWorkcenter3Roles RED Transaction Type1 RED Transaction Type2 RED Transaction Type3 Business goal Operationalizing 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 Systems Resources Inventory Processes Tools Shared Infrastructure of Resources eWorkcenter1RoleseWorkcenter2RoleseWorkcenter3Roles RED Transaction Type1 RED Transaction Type2 RED Transaction Type3 Business goal Operationalizing business goals Using provider infrastructure and resources

11. 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

12. 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 As-is/To-be change (or  )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,... ) R e qu e s t As-is/To-be change (or  )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 As-is/To-be change (or  )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,... ) R e q u e s t As-is/To-be change (or  )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

14. 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)

15. Comments and Questions?