Achieving long-term value ofenterprise models

A case study

Knut Sie Andersen

December 2015

PROJECT THESISDepartment of Computer and Information ScienceNorwegian University of Science and Technology

Supervisor 1: Professor John KrogstieSupervisor 2: Harald Wesenberg

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Abstract

Enterprise modeling has become more and more popular in the last decades.Companies have stared to develop their enterprise model archive. Putting ademand for better solutions on how to use enterprise model, architecture, andframeworks.

Statoil is one of these companies what have started using enterprise modelingas an organization management tool. They have more than 20.000 employeesthat operates in more than 30 countries. Statoil needs to ensure safety andquality. There is many systems and technologies and new ones are required tocope with the future.

In this report I am investigating Statoil’s use of enterprise modeling, focusedon how it supports communication in technology development. Looking at howdifferent departments use it to support their processes and comparing their use.

Contents

1 Introduction 11.1 Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11.2 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . 11.3 Report Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2 Background and Theory 32.1 Enterprise Modeling - EM . . . . . . . . . . . . . . . . . . . . . . 32.2 Enterprise Architecture - EA . . . . . . . . . . . . . . . . . . . . 42.3 EA Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.3.1 Scopes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

3 Research Method 83.1 Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.2 Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.3 Defining Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.4 Data Generation Method . . . . . . . . . . . . . . . . . . . . . . 93.5 Analyzing of Data . . . . . . . . . . . . . . . . . . . . . . . . . . 9

4 Description of Case 104.1 Statoil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104.2 The Management System . . . . . . . . . . . . . . . . . . . . . . 10

4.2.1 Governing Documentation . . . . . . . . . . . . . . . . . . 114.3 Statoil Business Process Network . . . . . . . . . . . . . . . . . . 12

4.3.1 System landscape . . . . . . . . . . . . . . . . . . . . . . . 124.3.2 Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134.3.3 As-is and To-be . . . . . . . . . . . . . . . . . . . . . . . . 14

5 Interviews 155.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.2 Data Management - Exploration . . . . . . . . . . . . . . . . . . 155.3 Senior Advisor IT - Corporate IT . . . . . . . . . . . . . . . . . . 165.4 System Developer - Research and Development Information(RDI) 175.5 Specialist IT and IT Architect - Marketing, Midstream and Pro-

cessing(MMP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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5.5.1 Why not process modeling in QLM? . . . . . . . . . . . . 19

6 Discussion 206.1 Use of EM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

6.1.1 Corporate IT and Exploration . . . . . . . . . . . . . . . 206.1.2 RDI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216.1.3 MMP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

6.2 Differences in use of EM . . . . . . . . . . . . . . . . . . . . . . . 216.2.1 Preliminary phase . . . . . . . . . . . . . . . . . . . . . . 22

6.3 Use of EA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226.4 Modeling Language . . . . . . . . . . . . . . . . . . . . . . . . . . 236.5 Model Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

7 Conclusion and Future Work 247.1 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247.2 Future Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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List of Figures

2.1 Architectural Development Method . . . . . . . . . . . . . . . . . 6

4.1 QLM, System Landscape . . . . . . . . . . . . . . . . . . . . . . 124.2 QLM, As-is Model . . . . . . . . . . . . . . . . . . . . . . . . . . 134.3 QLM, Function Model . . . . . . . . . . . . . . . . . . . . . . . . 14

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List of Tables

4.1 Types of governing documentations [9] . . . . . . . . . . . . . . 11

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Chapter 1

Introduction

This chapter will provide an introduction to the project. Firstly, it will touchupon my motivation for doing the project. Secondly, it will present the researchquestions. Finally, the structure of the report will be outlined.

1.1 Motivation

Statoil is a big oil and gas company that has an interest in EM. They usea management system called ARIS to ensure quality and safety throughoutthe company. However, Statoil is now exploiting the full potential of theirmanagement system, which is why I have chosen this topic for my report. Assuch, I will be looking into how EM is used in the technology developmentprocess at Statoil, and how it can be improved.

1.2 Research Questions

This report being the forerunner for my master thesis, I will not be able toanswer all the proposed research questions. RQ4 is meant to be answered inmy master thesis, however, it is included here as some of my results will bediscussed in relation to it. This is an exploratory case study, exploring howStatoil use EM, which hopefully will result in knowledge that I can use later inmy master thesis.

RQ1: How does Statoil use Enterprise Modeling in a developmentprocess?

RQ2: How does Statoil support communication within this pro-cess?

RQ3: How does Statoil use Enterprise Modeling in technology de-velopment to support the use of agile methods?

RQ4: In what way can Statoil’s use of Enterprise Modeling andEnterprise Architecture be changed to improve their developmentprocess?

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1.3 Report Structure

• Chapter 2 contains some theory about enterprise modeling, enterprisearchitecture and architectural frameworks.

• Chapter 3 presents my research method and some assumptions made.

• Chapter 4 is the case description, with information about the manage-ment system and QLM.

• Chapter 5 presents my interviews. The titles are the questions askedfollowed by the answers.

• Chapter 6 contains the discussion part of this report. Compearing theresults of my interview and reflecting about it.

• Chapter 7 will provide a conclusion, as well as look at future researchopportunities in relation to the topic of EM.

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Chapter 2

Background and Theory

2.1 Enterprise Modeling - EM

”An enterprise model is a computational representation of the structure, activ-ities, processes, information, resources, people, behavior, goals, and constraintsof a business, government, or other enterprise. ” This is the definition from [7].It can be descriptive, showing what is, and definitional, showing what shouldbe.

Enterprise modeling is the process where enterprise models are created. Inthis process knowledge about the enterprise gets transformed into models, whichis then used to analyze and improve performance of said enterprise.

The purpose of enterprise modeling is to create a model that supports un-derstanding, communication and solutions. Showing an aspect of the enterprise,being able to analyze it and take a decision from it. [13]

Not all models that describes a part of an enterprise is an enterprise model.Wesenberg [14] lists some characteristics that are required for a model to be anenterprise model. Not all enterprise models have all of them, but they are usedto separate them from other models.

• Enterprise Models are for Communication through Time or Space.An enterprise model is expected to exists for quite a while and used bythe whole enterprise and should reflect that. It must be relevant after aproject is done and to other peoples than the members of the developmentteam.

• Enterprise Models are Abstractions. An enterprise is complex and amodel of it needs to be simpler in order to be efficiently used. An complexenterprise needs to have abstractions to achieve this and it is importantthat the right abstractions are used, if not the model is not very useful.

• Enterprise Models are Managed. Enterprise models needs to be con-sistent in order to be used properly. They need to be managed in orderto be trusted and used.

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• Enterprise Models Must have the Right Quality. Wesenberg talksabout three qualities: Syntactic, in what degree does the model use themodeling language. Semantic, how good the model reflects the real world.Pragmatic, how well is the model understood by the target audience.

2.2 Enterprise Architecture - EA

EA is a formal description of an enterprise, detailing the structure of componentsand their relationships. There are many definitions of what EA is, and there isyet no universal definition [5]. Here are some definitions:

• The Open Group ”A formal description of a system, or a detailed planof the system at component level to guide its implementation.The structureof components, their inter-relationships, and the principles and guidelinesgoverning their design and evolution over time.” [3]

• Gartner ”Enterprise architecture (EA) is a discipline for pro activelyand holistically leading enterprise responses to disruptive forces by identi-fying and analyzing the execution of change toward desired business visionand outcomes. EA delivers value by presenting business and IT leaderswith signature-ready recommendations for adjusting policies and projectsto achieve target business outcomes that capitalize on relevant businessdisruptions.” [2]

• Roger Sessions ”An Architecture in which the system in question isthe whole enterprise especially, the business processes, technologies andinformation systems of the enterprise.” [8]

2.3 EA Frameworks

A framework is; ”A structure for supporting or enclosing something else, espe-cially a skeletal support used as the basis for something being constructed.” [1].

There is not any common definition of EA [5], and depending on who youask you’ll get different answers. EA framework is used to close the gap betweenthe enterprise, architects, and stakeholders in the business. There are lots ofEA frameworks like; Zachman, TOGAF, and DAMA. They all have their owndefinition of EA , but all provides principles and practices for creating and usingarchitecture.In this paper we are taking a close look at TOGAF.

The Open Group Architectural Framework - TOGAF

The Open Group Architectural Framework, TOGAF, is owned and developedby The Open Group. First version of the framework came out in 1995, andthe latest version, 9.1, was launched in December 2011. ”TOGAF provides themethods and tools for assisting in the acceptance, production, use, and main-tenance of an enterprise architecture. It is based on an iterative process model

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supported by best practices and a re-usable set of existing architecture assets.”[3]

Enterprise architecture is commonly accepted to contain four sub domains,business, application, data, and technical, which are all supported in TOGAF[3].

• Business Architecture contains the processes and strategies for theenterprise to achieve their business goal. Along with governance and or-ganization.

• Application Architecture defines the interaction and relationships be-tween applications and business processes. It also include the applicationdesign and implementation details.

• Data Architecture describes how data is stored and accessed in theorganization, both on a physical and logical level.

• Technical Architecture includes the logical software and hardware ca-pabilities that are required to support the deployment of business, data,and application services. This also include network infrastructure.

TOGAF contains many parts that can be used as the user sees fit. Themost known component of TOGAF is the architectural development method,ADM. This gives a recipe for creating EA. It is iterative and cyclic, each stepis rooted in the requirements, resulting in the method being adaptive to newrequirements or changes in the enterprise. It is open and each step can be donedifferently or not at all, see figure 2.1 for an overview of each step. With thisopen solution the result is not always the most optimal, TOGAF just gives youan architecture, not necessarily a good one.

Enterprise continumm, EC, is also a well known component of TOGAF. It isa storage for architectures and solution that are relevant for an enterprise. Thisinclude their current architectures and solution, along with reference architec-tures, models, and patterns that er relevant for the enterprise [5]. It is split intotwo continua, the architectural continumm and the solution continumm.

Both the underlying continumm have the same structure, with both genericand specific architectures and solutions. In them are a way to implement thegeneric ones into a specific use, and the other way around, explaining howspecific solutions or architectures can be generalized for future use. The EC hasa strong focus on re-usability and understandability.

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Figure 2.1: Architectural Development Method

2.3.1 Scopes

Since the term is so loose, the result is three schools of though [6] regarding whatEA is, and these are; IT design, integration and ecological adaptation. Eachof these schools have their own believes, concerns, and definitions of EA. Theyalso apply different assumptions, provide different insights and have differentlimitations.

Enterprise IT Design

Here the purpose of EA is to align business and IT concerns. It is used to makesure that the IT systems of an enterprise are able to meet the needs set bythe organizational goals, both present and future. This includes the whole IT

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platform of the enterprise, this does not question the business strategies andhow non-IT parts of the enterprise work. The enterprise architects job in thisschool is to be the master planner, commonly said to be an ”urbane planner”.

The advantage is that it allows in depth analysis and give good ground forboth robust and complex design of technical solutions. The downside is that thesolution is not necessarily a good match seen in a lager organizational context.It can be difficult to get the organization to accept or adapt to the designedplans, in effect making them worthless.

Enterprise Integration

In this school of thought, EA is used to create a full understanding of the entireenterprise. There is little or no reduction in problem complexity since all aspectsof the enterprise matters. Therefor it is needed when making an optimized andbetter enterprise design. This school uses, as IT design, business strategies andgoals for the input to the design process and also dosen’t question them. Theenvironment is viewed as an aspect that can be managed and controlled, butnot changed.

Since it takes the whole enterprise into account there is need for a globalunderstanding of the enterprise. Making it impossible for one man to designit all. So here the enterprise architect is a facilitator of group discussions andhelps bring focus on system thinking. When taking this approach comprehensivesolution is creates of all the various divisions, but it is hard to find all of thesystems dynamics. Design is usually created by expert teams and, suffers for thesame problems as IT design, in having to convince the organization to acceptit.

Enterprise Ecological Adaptation

Learning and sustainability is the purpose for EA in this school. Top prioritiesare enterprise strategy and organizational design, with focus on improving itself,innovating, and evolving along with the environment. Design covers the enter-prise, it’s environment, and the relationships between them, only a systemicapproach is not enough.

This way of thinking is great for innovation and coherency in the enterprise,environment, and between them. As a result the organization must changeitself when the environment requires it. The enterprise architect analyses theenvironment and does sens-making to find desired future states. This is done bypromoting enterprise-wide communication and system-in-environment thinking.Challenges with this school of thought is good sens-making and getting theorganization to change when the environment does.

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Chapter 3

Research Method

3.1 Case Study

When looking for a definition of case study, Robert K. Yin is quoted often [15]:” A case study is an empirical inquiry that investigates a contemporary phe-

nomenon within its real-life context, especially when the boundaries between phe-nomenon and context are not clearly evident.”

There are three different types of case studies for researching [15]:

• Exploratory: This type of case study is used to explore those situa-tions in which the intervention being evaluated has no clear, single set ofoutcomes.

• Descriptive: This type of case study is used to describe an interventionor phenomenon and the real-life context in which it occurred.

• Explanatory: This type of case study would be used if you were seekingto answer a question that sought to explain the presumed causal links inreal-life interventions that are too complex for the survey or experimentalstrategies. In evaluation language, the explanations would link programimplementation with program effects.

3.2 Assumptions

Before defining the case I need to make some assumptions about my case. Theseare:

Technology development include both hardware and software. Some tech-nology development include making software to assist the technology, but thesoftware can also be the technology all by themselves.

In the time available I managed to conduct five interviews. Those inter-viewed are senior employees with long and broad experience from Statoil, whichI will argue mitigate the fact that there data has been collected from a limitednumber of interviews.

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3.3 Defining Case

In this case study I will investigate the use of EM, and using Statoil as a casestudy. I will look at how EM is used in Statoil’s technology development andhow it helps communication and supports agile development. I am also going tolook at how EA and the use of it affects the same areas. This is an exploratorycase study.

The study has been conducted with the help of Harald Wesenberg, who isleading advisor IT architectures. He also helped me with finding relevant peoplefor interviewing and guided me along the way of the research.

3.4 Data Generation Method

I am using interviews for my main data generation method. I am also con-ducting a literature review of related articles about the subject, and also doc-umentation within Statoil. The external literature is used toget a foundationalunderstanding of research in the field. The internal documentation is used toget a understanding of Statoil. The interviews should give in-depth informa-tion on how they work and gives the opportunity to ask question that were notanswered by the documentation.

The interviews would be unstructured with a main goal of exploring howthe person in question works and how they use enterprise models. The reasonfor not having a structured interview is simply that the objects have quite adifferent view of enterprise models and level of use in their work process. Thefrequency of use can vary and a person who rarely use enterprise models is stilla valid interview object.

3.5 Analyzing of Data

The data gathered through the literature review and interviews needs to beanalyzed. They are presented in chapter five interviews, and discussed in chaptersix.

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Chapter 4

Description of Case

4.1 Statoil

Statoil is Norway’s biggest oil and gas company with more than 20 000 em-ployees all over the world [10]. They operate under many conditions, withdifferent cultures, laws, common understanding, and experience. In all of thisStatoil needs to focus on safety, security, and influence their employees to theirbest-practice. To ensure this Statoil started to use enterprise models in theircooperate management system.

Previous research within Statoil have shown that their management systemis heavily used through out the whole company, resulting in high work qualityand increased safety [11]. There is still room for improvement [4], especiallywith employees understanding of the models.

4.2 The Management System

To access all of these models Statoil has an management system which can beaccessed through their web portal. The definition of the system can be foundin The Statoil Book [12]: ”Our management system is the set of principles,policies, processes and requirements which support our organisation in fulfillingthe tasks required to achieve our objectives.” It consists of three parts; Aris,Docmap, and DISP.

The management system has three main objectives [12]:

• Contribute to safe, reliable, and efficient operations and enable us to com-ply with external and internal requirements.

• Help us incorporate our values our people and our leadership principles ineverything we do.

• Support our business performance through high-quality decision-making,fast and precise execution, and continuous learning.

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4.2.1 Governing Documentation

For each process area there are governing documentation that defines what tobe achieved and how. This is described in textual(documents) and/or graphi-cal(models) form. There are many different kinds of governing documents, somedescribed in table 4.1.

Each area has a process owner, that has the responsibility to capture bestpractices and lessons learned. Process owners work across the organizationto support business needs and standardization. They are also responsible forpropose improvement initiatives and facilitate continuous learning within theirbusiness areas.

Process owners work with local process managers in business areas to guar-antee alignment to business needs, but still contain local ownership of the gov-erning documentation. The local process manager is the link between the userorganization and the process owner.

Table 4.1: Types of governing documentations [9]Type DescriptionThe Statoil Book Describes the Statoil groups values, people

and leadership principles, the operating modeland policies that outline how we manage, op-erate and improve our business and organisa-tion.

Function requirements (FR) Describes the Statoil groups function require-ments within the process and function areas.

Work requirement (WR) Describes related requirements and recom-mendations and how activities/tasks in a workprocesses shall be executed and the roles thatare responsible for the execution.

Work process (WP) Describes related requirements and informa-tion elements with recommendations and howactivities/tasks in a work process shall be ex-ecuted and the roles that are responsible forthe execution.

Technical and proffessionalrequirements (TR)

Statoil TRs give requirements, principles andcriteria for design of technical equipment,wells, systems or functions, documentation re-quirements for technical equipment and sys-tems but also technical and professional con-ditions for execution of specific activities.

System and operation docu-mentation (SO)

Describes the systems at a plant for operationand how to operate them.

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4.3 Statoil Business Process Network

Statoil also have a architecture management system. It is a collection of ar-chitectural models crated with QLM, QualiWare Lifecycle Management. Hereeach system is a model, including information such as:

• Relations to other IT solutions Show it’s interaction with other IT solu-tions or systems. Descriving what kind of interaction depending of thecolor and shape of the arrow that connects them.

• Functions supported Showing which functions in the enterprise that aresupported by this system.

• State of lifecycle Tells where it is in its life cycle.

• Part of system landscape Have a list of other system landscapes it is apart of.

4.3.1 System landscape

These models show a systems relations with other IT solutions, where relationsare information flow. A high-level model depicting system interaction, 4.1 isan example of that model. Showing the system FishY and its relations withsystems A,B,C, and D. Both the entities and the relations are color coded toeasier describe the systems.

System colors describes where in the life cycle it is:

• Green No risks in the foreseeable future.

• Yellow Uncertain future.

• Purple New system(exists in to-be)

Figure 4.1: QLM, System Landscape

Different types of Information flows:

• Solid red Fully manual interface.

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• Dotted red Copy/paste interface.

• Solid green Information flow fully automated.

• Dotted green Information flow automated, but must be triggered byuser.

• Solid Purple To-be automated information flow.

4.3.2 Function

The function model describes what the company must do to realize their goals.The functions are grouped into different process areas and color coded on howwell it is fulfilling it’s purpose. This is a high-level conceptual model.

Figure 4.2: QLM, As-is Model

Figur 4.3 is an example to show the how the models would look like. Thedifferent colors signify:

• Green Cover requirements, satisfied.

• Yellow Not desirable.

• Red Not satisfied.

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4.3.3 As-is and To-be

The as-is model is a representation of how the system operates today, or howa function is supported. Used for analyzing the structure and creating an un-derstanding of the system or function. Showing in figure 4.2 the functions fromfigure 4.3 and how they supported by systems.

Figure 4.3: QLM, Function Model

This leads up to the generation of to-be models, which is a desierd futurestate of the system or function. Showing what systems that has been removed,new systems, and relations between the systems. In the to-be model everyfucntion is green, since it should be optimal, but systems can still be both greenand yellow.

There are in Statoil’s system more information than shown in this section.Like list of technologies that are used in Statoil, with life cycle status, informa-tion models, showing what information is communicated between the systems.

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Chapter 5

Interviews

5.1 General

There have been five interviews, each about an hour, with different employeesat Statoil. The interviews have been held either in person or over the phone.The people interviewed are from different departments in Statoil. There are onefrom Corporate IT, one form Exploration, two from Marketing, Midstream andProcessing(MMP), and one system developer from the Research and Develop-ment Information(RDI). The interviews were quite different since the groupsworks with enterprise models very differently.

To meet the difference in experience with enterprise models, I created ageneral direction I wanted the interviews to follow without specific questions.The interviews starts with what and how they worked with enterprise models,depending on their answers on how much and what they did the questionsvaried. I tried to focus the interview towards the use of models or how they didcommunication in different parts of their jobs.

The interviews are presented after the order they were held. I will not give acomplete recollection of what was said during the interviews, but only the partsthat are relevant for this paper and my understanding of how Statoil operates.I will also focus on how they do technology development, and how each of thepersons interviewed works in an development process.

The structure for presenting the interviews is first who the person beinginterviewed is, work title and experience, to give their answers weight. Theneach paragraph will contain a theme or questions.

5.2 Data Management - Exploration

The first person works in Exploration with data management, this includesworking with data management network activities and information architecture.With background from information architecture and application management.

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How do you use EM in you work?

One of his responsibilities are to keep track of over 150 applications and some 30databases which is done by using conceptual models. He needs models on differ-ent levels, as they help him keep an overview. He also work with projects in thepreliminary phase, using these models for understanding and to communicatewith stakeholders. It is also used in lobbying and to support a decision process.The models are made for a specific purpose and audience. Therefor context iskey in using the models. Types of models are data flow and infrastructure.

What is important for you when using an enterprise model?

The most important is that they are simple, which makes them easier to un-derstand. They also have to be easily accessible to be of use. The tool used forcreating or modifying the models also needs to be simple. He says that he forthe most part uses power point.

When asked about syntactic quality he answers that it is of little impor-tance, the focus is on the business language in order to be understood by thestakeholders. On the subject of reusing other models he points out he needs toknow who made it to trust it.

EA & benefit of EM

I started asking if he used TOGAF, to which he replied that he and the peoplearound him uses DAMA in parallel to TOGAF. DAMA, the data managementassociation,is focused on information and data management, describing nineareas that are considered core domains. He also said that no one is modeling ina specific methodology.

Questioned about whether he in his work is benefiting from EM the answerwas yes. The standardization of data models was indeed useful.

5.3 Senior Advisor IT - Corporate IT

The second person to be interviewed works in Corporate IT as a senior advisorwith special focus on research and innovation. His background is chief engineerand advisor.

How do you use EM in your work?

This person works with evaluating IT projects before they get founding andbecomes projects. In this process it is important to understand how the elementsin the affected systems work together and their relations to other systems. Hespeaks about two aspects where enterprise models helps him in his work; to getan overview, understand the area and communication with stakeholders.

He gets the overview by looking at models and speaking with people fromthe field in question. Here he specifies that models alone rarely does the job,

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that either his own experience or others are need to understand the field goodenough. He also uses QLM to find the models, if they exists.

For communication purpose he either uses the models he have found, butmostly he makes his own versions to be sure it speaks the right language. Hesays it is a good communication tool and is helpful in getting everyone on thesame wavelength.

Using enterprise models to communicate?

In his work he explains projects to stakeholders, so that they can make aninformed decision. In this work he uses enterprise models to show how it is nowand how change will affect the systems. He creates the models for sparking adiscussion around the topic, or to illustrate a point.

It is not important that the other model qualities are perfect, as long themodel is understood by the intended audience, pragmatic. This require use ofknown figures, only relevant pieces, breaking down bigger models, and reusingalready know models.

Important to use EM in the future?

On this he is very clear that it is important to focus on EM in the future forStatoil, and that there is some elements to improve on. The use of EA needsto be better, to structure and formalize the EM process. He says here that hedose not use any particular EA or architectural framework toady.

To increase the value of enterprise models and the use of them, EM shouldbe central for business development projects.

5.4 System Developer - Research and Develop-ment Information(RDI)

The third person to be interviewed is a system developer from the RDI. He isthe team facilitator of one developer team in RDI and have earlier worked intrading.

How do you use EM in you work?

He uses it mainly in communication with the customer, that can be a depart-ment in Statoil or external firms, to explain IT requirements. Statoil has somerestrictions and rules when it comes to IT development, e.g security require-ments and directives. This affects the projects and he must inform his customerof these requirements that are set by Statoil. He explains that customers trustARIS and it is a good way of informing them. He dose not do any modeling.

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How do you gather information for your development project

A project he was working on was about making a work process more efficient.In this project he needed to understand the process and all the systems used inthe process. To gather information they did meetings with the customer to getan overview of the process. This he said would have been easier if there hadbeen a model of the process. He emphasis that models alone is not enough, andmeetings still would be held.

Do you think EM would improve your work process?

It would be interesting to have enterprise models, in projects like the one men-tions earlier. Modeling their own processes would not give much use, from hispoint of view.

5.5 Specialist IT and IT Architect - Marketing,Midstream and Processing(MMP)

Both the fourth and fifth person interviewed are working in MMP with archi-tecture. In their job they are required to have a broad understanding, with onefoot in IT and one in business.

What tasks involves the use of EM?

They are both using and maintaining the as-is model, to constantly reflexhow systems supports functions. Also they create to-be models for prelimi-nary project phases and updates them as well. These tasks requires regularlycontact with development teams, experts, and they are required to check up onthe marked at all times.

How is the function model used in MMP?

In MMP there is a function model that shows all of the functions the departmentshould provide. Each function is broken down, showing what systems thatsupports the function and this creates a system-to-function relation. This is theas-is model, explaining in which state they are in now. There is also a to-bemodel for every as-is model.

This is used for knowledge sharing and project planning. MMP gets a anamount each year to spend on IT, the function models is used to find out whichfunctions should be improved. A to-be model is created to estimate cost andto get a future state to work towards. Depending on the cost-importance ratio,projects are selected. When the preliminary phase of the project is done, theto-be model is handed over to a development team. Here one of them mentionedthat projects are more a outcome of the model, than the other way around.

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When a project is done, changes are made to the as-is model to reflect thenew system, and the to-be models are removed. There can be many iterationsof this procedure before projects are done.

How do you create the to-be model?

They explained that there is a reference model that describes the process. Re-quires a dialog with both users and specification-setters. Together with ambi-tions and goals from the company, and their knowledge about what is in themarket. They said the model is an overview with little detail, but explains thatwell.

How is EM used under a development project by the de-velopment team?

The models are used to create user-stories that are put into the backlog, sosystem developers does not use enterprise models directly. If projects includesacquiring a new system, either buy or create, a model for that needs to becreated as a part of the project.

How is the coloring process done?

This is done in dialog with the managers. Green does not represent perfect,but that the organization is content on how functions are covered. In red andyellow there is a complaint on how the function is realized, red meaning notsufficiently coved and yellow not desirable.

What EA framework is used?

There is not a particular framework used. One of them said they used some ofthe ideas from the Zachman framework, the other one said they he did not useany one specific.

5.5.1 Why not process modeling in QLM?

In the interview both mentioned that they used to do process modeling, but laterstopped. The idea being that showing what a trader did in sequence when doingtrading tasks would be beneficial for Statoil. The models was quite detailed andthe scope changed some what rapidly. This both took time and resources tomaintain, so it was discontinued. Some of the models was transfered to ARIS.

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Chapter 6

Discussion

In this chapter I compare some of the findings from my interviews. Explaininghow they use EM and EA in their work.

6.1 Use of EM

Statoil is using EM and to quite a wide extent. The management system, ARIS,is used through out the company and QLM is used by some. ARIS and QLMare quite different and used for differently; QLM giving the overview of systemsand functions, ARIS explaining requirements and company goals. They areboth enterprise models, but for different audiences.

6.1.1 Corporate IT and Exploration

Both of them used models in their work. Even though it was not often used, itwas still important in their process. In their work other models are used, bothfrom ARIS and QLM to get an overview. Then they create their own modelsin power point and presents those to others.

e.g. Frank(pseudonym) is tasked with finding information about a system,that may or may not be changed in a future project. Frank gathers informationfrom different sources, finding a model that he thinks represents the system andits relations well. He modifies the model by breaking it down into smaller pieces,this is done in power point because it is easy and he can reuse the models laterif needed. Then he presets his model as a part of a presentation of the system,sparking a discussion about the system, eventually resulting in a decision onwhether or not to go ahead with the project.

Modifying the models to target audience, their models are used in a verysmall part of the enterprise and for a very specific task. Their models are usedto present a project in the preliminary phase and they said nothing about usingthe models afterwards or updating them when the project was finished. Themain requirement is modifiability, easy to modify for the target audience. Themodels they use should also be simple and easy to locate.

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6.1.2 RDI

RDI uses ARIS, but only to a little degree. From what the developer said it isa good asset to communicate certain requirements to customers, as they trustsrequirements which comes from ARIS.

e.g. How secure the connection to a server needs to be, this is a requirementin ARIS, and can not be negotiated by the customer. Sending them the docu-ments from ARIS ensures that they understands that this needs to be accepted.

RDI develops software and IT systems, using ARIS as a encyclopedia forrequirements. Their use is limited, but still requires maintained models withintheir area they use. Using outdated security standards can be disastrous.

6.1.3 MMP

Not only do they use it for knowledge management, like ARIS and to documentwhat they have of systems, they also use it in a planning capacity. This is awell planed and documented process within MMP and used by the employeesand leadership.

They have to-be models, which are made before projects are even stared.They illustrate a better version of how things should be, resulting in a mucheasier way to detect problems and deal with them. It is used to analyze thesituation and directly used in the process of choosing which it project to do.Every as-is model should have a complementary to-be, showing what they haveand where to go for each function that they cover.

For instance, Inventory management is one of the functions MMP covers.This has a as-is model, showing what systems supports this function. Eachsystem also have their own model showing which systems them again commu-nicates with. In the as-is there is a system(e.g. warehouse inventory) that isred. This indicates that the system for warehouse inventory is not meeting thedesired expectations. Could be that they need to count the items in the ware-house often, or that they have an old system that works, but have flaws. Inthe to-be this system is replaced with a new system(e.g. warehouse manager2000). This system is available in the marked, and starting a project on thiswould most likely start with on investigation of this system. But that is up tothe project team to decide what to do to solve the problem.

The two I interviewed was deep in the process and was convinced that EMwas the future of Statoil. They said that their use of EM was being discussedhigher up and that it would be a company standard in the future. Their use ofEM can testify to good results in their work.

6.2 Differences in use of EM

The use of EM in the departments I have interview is quite different, requiringthe models to have different qualities and requirements. A general use of enter-prise models exits, ARIS, which is used offshore to ensure safety. In the field oftechnology development, there isn’t though.

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First everyone interviewed used enterprise model to get some sort of informa-tions and communicate that to others. Either by using or creating models. It isnot a standalone component in both gathering and communicating information,more of a supporting role used to ease processes that include such tasks.

6.2.1 Preliminary phase

In this phase of a project the main goal is to get an overview, which is describedby my interviews that EM supports very well. How it is used is not formalizedand a common use for it can not be found.

While corporate IT modify models found in the model data base, MMP hascreated specific models just for this situation. MMP has to-be models even forsystems that are operating with satisfaction, always looking ahead for a bettersolution. They also have the support of a architectural modeling tool, whichcan verify correctness and generate lists of already know relations.

6.3 Use of EA

With talking to people at Statoil and having interviews, it is clear that the useof EA is not very broad or consistent. Mostly it was said they did not useany specific architecture or architectural frameworks, and when they named aframework or methodology they all used different ones. One of the interviewedsaid that Statoil should focus on improving their use of EA, mentioning thatthey used what gave good results or was appropriate. They did not explainwhat they actually where using and how they have come to the conclusion thatis was beneficial.

Even if they say that they dose not use a specific architecture, some sort ofarchitecture still exists. In QLM there is function models and system models,they have a special form ans structure. For instance there is a clear differentbetween a function and a system model. In ARIS there is a structure also,with guidelines documented within the system itself. Also creating some sort ofstructure and by that an architecture. With specifying an EA the use of EMwould be more supported.

Since the usage of enterprise models are so different finding an EA that wouldsuit all needs can be difficult. All intended uses would be needed to identified tofind a architecture that would fit, using a framework for that could be beneficial,but require even more investigation into the area of EA.

EA scopes was mentioned earlier and Statoil fit into ecological adaptation.They are thinking of innovation, and uses ARIS to ensure corporate goals. Es-pecially what they do in MMP supports this, where the architects follow marketand technology developments to find a better solution for their own state. Al-ways keeping the to-be model up tp date, for analysis and decision making.

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6.4 Modeling Language

MMP uses QLM to create their models, and answered they used the languagethat is supported in the tool. While the other two that creates models, Corpo-rate IT and Exploration, just use well know figures and broken down models.In ARIS there is a document describing what and how to create models for it,and the language used is a subset of BPMN.

6.5 Model Quality

Pragmatic is definitely the quality that matters the most. Focus on keepingthem simple, not to big, or describing too much at once. In QLM there areground models with just one system and the function models, which also justdescribes what systems that supports the functions.

There semantic seems to be though-of as well, since they all have concernabout trusting the models. Using time to call up or meet with process ownersor experienced peoples within the field to verify. Using models to support yourargumentation, would cause a wrong abreaction to be counterproductive. Andit was also mentioned in my first interview, one of the reasons not to use modelsmade by others, since they could be wrong.

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Chapter 7

Conclusion and FutureWork

This chapter put an end to this report and presents some points that can beinteresting to futher investigate in future work.

7.1 Conclusion

I am not going to conclude on anything. Instead I will be outlining what I havefound, and to bring this with me when working on my master thesis. I havehad four questions that I have tried to illuminate with my work.

RQ1: How does Statoil use Enterprise Modeling in a developmentprocess?

From what I have found there dose not seem to be a standardized use ofEM in a development process. RDI uses ARIS to gather requirements, keepingin line with corporate alignment. MMP uses it to manage their systems anddocument functionalities they should provide. It is also used in the decisionprocess for which project to use money on. This use of EM is also presentoutside MMP, corporate IT and Exploration.

RQ2: How does Statoil support communication within this pro-cess?

This is more a part questions than a new question. It looks like meeting,calling, and dialog is the main form of communication, models used to support.They are used to get an overview, but to be sure people still needs another formfor communication.

RQ3: How does Statoil use Enterprise Modeling in technology de-velopment to support the use of agile methods?

With using the to-be models to create user-stories, that then are placed inthe backlog. Results in EM is directly used in supporting agile methods.

RQ4: In what way can Statoil’s use of Enterprise Modeling andEnterprise Architecture be changed to improve their development

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process?From the interview there is little standardization in Statoil for use of EM or

EA outside of ARIS. Here there is room for improvement, but the focus for thispaper has been in exploring Statoil’s use of EM and EA and describing it. Thisquestions is meant to be answered in my master thesis.

7.2 Future Work

From what I have now tried to explain, even more questions arises. EM is a bigfield and Statoil is big company together there are many possibilities for moreresearch to be done and areas to look at. Some being:

• Standardize EM See what can be done to standardize EM use through-out Statoil. All the different uses could be analyzed and similarities maybe found. Generalizing what works well and why it does.

• Guidelines for use of EM If there are none similarities there could bedeveloped guidelines for doing EM in Statoil. This could be done to covereven more usage of EM and resulting in a bigger model archive and betteruse of the already existing archive.

• EM and Agile Development What is needed to improve EM’s rolein agile technology development? It is today used to create user-storiesthat are put in the backlog. Analyzing how they work in the developmentprocess and trying to fit the use of enterprise models and modeling tosupport Statoil.

• EA support Taking a closer look at EA and how it can benefit Statoil.Finding architectures that can support all the different uses of EM andlook for a architectural framework that would support the EA that isfound suited.

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