aristotele presentation at hsse2012 130

7/28/2019 Aristotele Presentation at Hsse2012 130

1/34

The ARISTOTELE Project for

Governing Human CapitalIntangible Assets: A Service

Science and Viable Systems

Perspective

1st International Conference on

Human Side of Service Engineering

@AHFE2012 21-25 July 2012

San Francisco (USA)

Pierluigi Ritrovato

S. Salerno, P. Piciocchi, C. Bassano,

P. Ritrovato, G. Santoro


2/34

Overview of the ARISTOTELE project

The ARISTOTELE vision and approach

Service Science Management Engineering + Design (SSME+D) and Viable Systems

Approach (VSA) ARISTOTELE key elements

ARISTOTELE Models

ARISTOTELE Methodologies

ARISTOTELE tools

Some distinctive features Workers relevance analysis based onVSA

Competencies and profile based tab suggestions

Competencies and Trust based Teambuilding

CurriculumVitae analysis

Adaptive learning experience generation

How to facilitate Adoption, Acceptance and Assimilation of the ARISTOTELEplatform

Talk Outline

2Pierluigi Ritrovato@HSSE 25 J uly 2012 San Francisco


3/34

FP7 EU funded Integrated Project Coordinated by CRMPA with a key-role ofMOMA from technical and exploitation point-of-view

Best combination for research and exploitation success

8 partners with end-user involvement

Proven complementarities and experience

6.4 M (4.5M funding by the EC) for 3 years

Challenging results with clear value for money

High strategic impact thanks to a strong business orientation and commitment

Two pilotpartners involved in differentdomains (PHI and AMIS)

Starting from an existing solution (IntelligentWeb Teacher)

Build on top of market leader enterprise & collaborative platform(Microsoft Sharepoint20120)

Presence of a partner with a role of innovator/earlyadopter (ENG)

Innovative approach to conceive relations among knowledge flows, learningobjectives, and creativity within the organization

General Information

3

Scientific

Coordinator

Project

CoordinatorTechnical

Manager

Pierluigi Ritrovato@HSSE 25 J uly 2012 San Francisco


4/34

ARISTOTELE Partners

ARISTOTELE

Academic

Industrial

Pilot

Research

4


5/34

In Enterprise contexts, organizational, learning, and socialcollaboration processes are often managed independently

What ARISTOTELE is about

ARISTOTELEaimstocoordinatethemthroughasortofvirtuouscyclewhereintangiblevalues(creativity,competences,andknowledge)are trackedandcollectedinorderto:

Beexploitedinotherprocesses

Improve/innovateotherprocesses

Centraltothisvirtuouscycleare: Theworker Theenablingroleof

technologies



6/34

Target

large size Knowledge intensive organisation

Support Knowledge Workers (Drucker 1999, Reinhardt et al., 2011) incollaborative knowledge sharing, learning and innovation development

through a bottom-up reconstruction of best practices and processesadopted in every-day activities

ARISTOTELE Key points:

Enable Learning Organisation and support Organisational Learning

Providing a new way to establish and enhance relations among knowledgeflows, organizational and learning objectives, work practices, and creativitywithin knowledge intensive organizations

Propose a novel methodological and modelling ground, consisting of

Conceptual Models representing organizational assets in a machine-

understandable way formalisation of knowledge using semantic schema and correlation among key

assets

Innovative Methodologies operating on conceptual models

achievement of organizational and performance objectives

What ARISTOTELE is about (1/2)



7/34

Key points of ARISTOTELE (cont.): Provide a set of ARISTOTELE business Process Patterns

related to knowledge intensive organisations work practices Processing (i.e. transforming , updating, ) assets available in

the semantic models

Representing the dynamicity of the conceptual models

Supported by ARISTOTELE methodologies

Develop an advanced service oriented platform

Human-centric

Models & methodologies driven (in contrast to technology-driven)

Built on top of state-of-the-art technologies (i.e. IWT IntelligentWeb Teacher, Microsoft Sharepoint2010)

What ARISTOTELE is about (2/2)



8/34

The top level is the starting point: inputs (organizational objectives and workerneeds, preferences, ) influencing the key ARISTOTELE processes

The middle level embraces the key ARISTOTELE processes centred on

collaboration: Building of personalized learning experiences Creation of Innovation Factory for collaborative innovation boosting

Management and sharing of personal knowledge to be reused in different domains and tasks

The bottom level includes features supporting update and reuse of organizationalknowledge

ARISTOTELE enabling building blocks

and research areas (1/2)



9/34

The top level is the starting point: organizational objectives and worker needs,preferences, to influence the key ARISTOTELE processes

The middle level embraces the key ARISTOTELE processes: Building of personalized learning experiences on the basis of the top level inputs

Creation of Innovation Factory (for collaborative innovation boosting) leaded by needs arising frompersonalized learning experiences and customized according to the organizational objectives

Management and sharing of personal knowledge to be reused in different domains and tasks

The bottom level includes features supporting update and reuse of organizationalknowledge

ARISTOTELE enabling building blocks and research

areas (2/2)Modelling using SemanticsInnovation factory:Collective intelligence,

Innovation Factory:Web 2.0 paradigm, collective intelligenceMethodologies and process to exploitcollaborative network and to foster theinnovation factories

Personalized learning:Methodologies supporting formal/informal

collabroative learningMethodologies to access to learning offersstartingfromrequests in natural language

PWLE:

Methodologies to capitalize knowledgeelicited through informal and informalactivitiesInnovation factory:Collective intelligence,

Knowledge management:

Methodologies and algorithms enabling:

Semi-automatic taxonomyconstructionAlignmentandmappingof domainontologiesSemi-automaticontologyextractionCapture and formalisation of knowledgeexchange

Innovation factory:Collective intelligence,

Methodologies for DSS for Human

Resource Management



10/34

Linking Strategic and Operational levels

Mapping ofARISTOTELEmodels, toolsandmethodologies

on the Kaplan& Nortonclosed loopmanagement

system

10


11/34

How Fit Everithing Together

11


12/34

Both investigate on complex human systems

to ensure a viable quality of services:

increasingly quality of life depends both on the quality of service we receive

from these systems as customers, but also the types of job roles we find in thesesystems as working professionals

(Spohrer, 2010; Golinelli, 2010)

Service Science view

the fit skill

requirements in

meeting the demands

of variable service

economy

(Spohreret al., 2009);

Viable Systems

Approach

the interdependencies

and the challenges of

socio-economic contexts

in which organizations

try to survive and to be

viable (Golinelli, 2010)

More flexibility in

knowledge to be

suitable to cooperate

and collaborate in

service systems as

well as to improve

subjective and

organizational skills

and processes for

living in complexchanging scenarios

SSME+D&VSA: a new trans-disciplinary

approach


13/34

The ARISTOTELE Project in

SSME+D & VSA perspectives

13

(1) the connectivity between consonant and resonant entities

(2) value co-creation mechanisms used by entities according tointernal and external networks

ARISTOTELE is a complex integrated service oriented

architecture useful to enrich organization environment improving effectiveness

and efficiency

supporting social collaborative teams

Supporting transaction from managerial strong specialization ofprofessional profile I-Shaped professional to managerial multi-disciplinary variety knowledge, based on consonant subjective

specialization of new professional profile T-Shaped professional


14/34

Knowledge Model (KM)

provides constructs for the representation ofenterprise knowledge entities, enterprise

domain vocabulary, educational vocabulary Competence Model (CM)

provides constructs for the representation ofcompetences and their relations to otherconcepts such as context, activities, and

objectives Worker Model (WM)

provides constructs for the representation ofworker including social, learning, workingand personal goals

Learning Experience Model (LEM)

provides constructs for the learningexperience needed to achieve a newcompetence or fill a competence gap.

ARISTOTELE Models



15/34

How ARISTOTELE uses semantic schemas

15


16/34

Role of the Models: Integrated Schemas

16


17/34

The Knowledge Model



18/34

Competence Model

18


19/34

Worker Model

19


20/34

Learning Experience Generation Model

20


21/34

A Knowledge model instance example

21


22/34

Knowledge Management (KM) Tool, exploiting methodologiesand techniques supporting organizational knowledge building andmaintenance (matching, merging) in a semi-automatic way usingknowledge extraction techniques as well.

Human Resource Management (HRM) Tool, exploitingmethodologies and techniques supporting competence gapanalysis, team and group formation, relevance analysis, internalresources competence development, and recruitment.

Social Collaboration and Networking (CN) Tool, aiming atsupporting the innovation process within the organization.

Learning Experience Generation (LEG) Tool, exploitingmethodologies and techniques to recommend suitable contentsand didactic approaches to the workers, to generate, adapt andmanage personalized learning experiences tailored to theorganizational objectives.

Personal Working and Learning Environment (PWLE) tool,acting as a methodological and technological integrator for all theother tools.

The Tools

22SOA-KME Workshop @ CISIS 2012Palermo 4th-6th, 2012


23/34

Objective: to provide a systemic way tomap relevant human resources andsupport HRM informed decisions

Relevance is the combination of Criticality

and Influence In VSA, relevance can then be interpreted as

the ability of an outside system (e.g. an

human resource) to condition the survivalprospects of a viable system (e.g. theorganisation)

Resources Relevance Analysis based

on VSA Framework (1/2)


23


24/34

The approach: Qualification and quantification of Criticality and Influence

Clustering of the human resources Definition of possible strategies



24


25/34

Available tools

25


26/34

Available tools

26


27/34

Adoption: (the decision of an organisation or any individual to make use of aninnovation. Rogers 1995)

Software Architecture based on accepted SOA framework forInformation Management Systems design (MIKE 2.0 - Method foran Integrated Knowledge Environment)

Definition of Business Process Patterns and description of howARISTOTELE impact on their activities

Definition of Startp processes for automatic population of models

Acceptance (the demonstrable willingness within a user group to employinformation technology for the tasks it is designed to support. Dillon and Morris 1996) Analysis of well known Frameworks and best practices in the 5

ARISTOTELE areas (i.e. L&T and HRM People Capability MaturityModel - Curtis et al., 2009)

Leverage on market leader product for Enterprise collaboration

Assimilation: (the extent to which the use of a technology diffuses acrossorganisational work processes and becomes routinized in the activities associatedwith those processes Chatterjee, Grewal & Sambamurthy 2002)

analysis of common work-practices and empirical validation Use of Open standards and Open Liked data approach

Towards Adoption, Acceptance and

Assimilation of the ARISTOTELE Platform



28/34


29/34

Backup

29


30/34

30

What is a Service System? What is Service Science?customers just name researchers just name

Economics & Law

Design/

Cognitive Science Systems

Engineering

OperationsComputer Science/

Artificial Intelligence

Marketing

a service system is a human-made system

to improve customer-provider interactions,

or value-cocreation between stakeholders

service science is

the interdisciplinary study ofservice systems &value-cocreation

Source: IBM Univesity Programs

Service Science (Spohrer & Maglio)


31/34

31

Service Science (Spohrer & Maglio)

Service system entitiesdynamically configure

(transform) four types ofresources

Service system entities

calculate value frommultiple stakeholderperspectives

Service system entitiesreconfigure accessrights to resources by

mutually agreed tovalue propositions

Nation

State/Province

City/Region

Educational

InstitutionHealthcareInstitution

Other

Enterprises(job roles)

Family(household)

Person(professional)

P i f i i Wh t i t d


32/34

Premises of service science: What service systems do


dynamically configure (transform)

four types of resources


calculate value from multiple

stakeholder perspectives


reconfigure access rights

to resources by mutually agreedto value propositions

S A

P C

Physical

Not-Physical

Rights No-Rights

2. Technology

4.. SharedInformation

1. People

3. Organizations

StakeholderPerspective

MeasureImpacted

Pricing Questions Reasoning

1.Customer Quality ValueBased

Should we? Model of customer:Do customers wantit?

2.Provider Productivity CostPlus

Can we? Model of self: Doesit play to ourstrengths?

3.Authority Compliance Regulated

May we? Model of authority:Is it legal?

4.Competitor

SustainableInnovation

Strategic Will we? Model ofcompetitor: Does itput us ahead?

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In

Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken,

NJ..32



33/34




Resources Relevance Analysis based on VSA


34/34

Items that characterize the Criticality and Influence (our elaborationfrom Barile, Nigro, Trunfio, 2006) the easier one measurable withARISTOTELE

Criticality

Degree of core competences of a worker(e.g. ratio between #of corecompetences of the worker / total #of organisation core competences)

Degree of substitutability (e.g. ratio between #of similar workers / total #oforganisation workers )

Degree of usefulness or innovation of the worker delivery

Ability to increase the #of relationships

Influence

Rising Star (e.g. function of the #of promotions and/or rewards of the worker ina time period)

#of colleague following ideas or proposals (e.g. #of answers to a blogdiscussion of a worker)

Capability to capture interesting information (e.g. #of external documentsfound by the worker and adopted by the colleague)

Resources Relevance Analysis based on VSA

Framework (4/4)


aristotele presentation at hsse2012 130

Documents