how to integrate operational and information technologies
DESCRIPTION
Research results indicating steps and success factors for integrating operational and information technologies particularly for organisations that have critical asset infrastructure such as power stations, control and managed remotely using technology such as SCADA.TRANSCRIPT
Anastasia Kuusk, Andy Koronios & Jing Gao
ADVANCED COMPUTING RESEARCH CENTRE, UNIVERSITY OF SOUTH
AUSTRALIA
OVERCOMING INTEGRATION CHALLENGES IN ORGANISATIONS WITH OPERATIONAL TECHNOLOGY
Presentation overview
TOPIC OVERVIEW: 1. TRANSFORMING THE FUTURE - OPERATIONAL TECHNOLOGY CONTEXT 2. PEOPLE, PROCESS & TECHNOLOGY INTEGRATION CHALLENGES
RESEARCHING TRANSFORMATION:1. LITERATURE REVIEW – GAPS IN BODY OF KNOWLEDGE2. RESEARCH METHOD – SURVEYS & CASE STUDIES
FINDINGS: THEORY BUILDING – A FRAMEWORK FOR INTEGRATING OPERATIONAL AND INFORMATION TECHNOLOGY
RESEARCH OUTPUTS:PUBLICATIONSDELPHI STUDY LIMITATIONS
NEXT STEPS:FRAMEWORK VALIDATION – CASE STUDY
Transforming the future – operational technology integration
Developed by researcher
Operational Technology integration challenges
Element (Pe=People, Pr=Process, Te=Technology)
Information Technology Operational Technology
Budget (Pr) Dedicated for Branch Embedded within another branches budget
Staff (Pe) Dedicated IT focus – network analyst, engineer, systems administrator
Dual role – Engineering and IT maintenance focus
Staff focus (Pe) Security Reliability
Objective (Pr) Strategy/decision making Control information Asset performance Control asset
Systems standards focus (Pr)
COBIT/ITIL NIST CIP, PAS55, ISA-95
Examples (Te) Customer information, asset management and billing systems
SCADA or real time data tracking systems
Information type Information non real time Data real time
Networks (Te) Consolidated Own network beyond firewall
Uptime (Pr) Down for patching/backups 100%
Developed from Roberts, J & Steenstrup, K. (2009). The Value of IT and OT Integration. Gartner
Different people, processes, technology and information functions/architectures
Literature review - existing frameworksFULL
RECIPROCAL
SEQUENTIAL
Teo and King (1997)
Gartner model Steenstrup 2008)
Metagroup Information Maturity model (2007) CONVERGED
COMPLIMENTARY
PARALLELZimmerman (2007)
MEANS WAYS AND ENDS
Peppard and Ward
Literature review - existing success factors
CSF LITERATURE
Management support - For information value - For convergence
Evans, 2010; Rockart, 1979; Nfuka & Rusu, 2011; Trkman, 2010 and Huang & Hen, 2006; Yeoh, Gao and Koronios, 2009
Interoperability -IT platforms-Standards
Torchia, 2011; Office of the National Coordinator for Smart Grid Interoperability, 2010; Steenstrup, 2012; McDonnell Group, 2012
Holistic/Enterprise wide-Asset care-Information governance
Parekh, 2007; White, 2007; Debois, 2012; Caldwell, 2011; Nicolett & Proctor, 2011, Logan, 2012
Cross sharing of skill-Engineering strengths-IT strengths
Steenstrup, 2008; Boone, & Ganeshan, 2008; Haider, 2011; Newman, 2011
Literature gaps
WHY INTEGRATEWHEN INTEGRATEHOW INTEGRATE
WHO RESPONBILESUCCESS FACTORS
Applicability to Operational Technology context
Research method
Adapted from Gartner ,2010
WHY, WHEN, HOW AND WHO SHOULD INTEGRATE
CAN INFORMATION GOVERNANCE OVERCOME THE CHALLENGES
Research method
1. Delphi survey rounds– Oct 2012 – March 2013– Respondents from 27 organisations – Round 1 thematic analysis – 6 open ended questions– Round 2 and 3– 8 Likert scale questions
statistically analysedLegend of statistics used to identify respondent consensus
Mean/Median Standard Deviation Interquartile RangeNumber
of responses
Likert scale
Strong consensus = above 8
Σ
Strong consensus =
less than 2
IQRStrong consensus = less than 1
nMore than
half responding
1 = Never3=Someti
mes5=Always
Delphi findings – Contributions to integration theory
WHY - INTEGRATIONGOVERANANCE FACTORS•Efficient exchange of data and management of information•Efficient management of informationOPERATIONAL FACTORS•Increased reliability•Decreased cost•Single platform
HOW•Business analysis•Joint business effort•Standardised platforms
WHEN PT 2•Business needs accounted for •Hardware consistent but applications disparate•One size not fit all•Costs•Not clear where line is (no IQR consensus amongst
practitioners)
WHEN PT 1•Business needs accounted for •Hardware consistent but applications disparate•One size not fit all•Costs•Not clear where line is (no IQR consensus amongst
practitioners)
WHOCOMBINED ENGINEERING AND IT RESPONSIBILITY
SUCCESS FACTORS•People,•Process
•Technology
Delphi findings – Contributions to organisational theory – Relationships
Integration is characterised by efficient exchange of data and management of information
Must have – causal relationship•Business analysis•Input from all
Correlational relationship•Ease of use on efficient management of information•Business analysis and systems thinking•Input from all and mutual collaboration•Systems thinking and Robust framework•Acceptance of open source solutions and combined IT & Engineering responsibility•Systems thinking and and combined IT & Engineering responsibility
Delphi findings – Contributions to organisational theory – OT applicability
New asset infrastructure OT and IT consolidation taxonomy
Existing IT and OT consolidation taxonomies
Kuusk - See Johnson and Steenstrup (2013)Operational and corporate technology, industry and academic focus
Steenstrup (2010) Operational technology industry focus
Hoque (2005)Corporate technology academic focus
Teo and King (1997)Corporate technology academic focus
Pre convergence (Business analysis, convergence strategy, open and communication standards, mutual IT & engineering collaboration)
Elements not identified Elements not identified Elements not identified
Convergence (Consistent hardware provided by vendor; IT & engineering consensus and input into application development)
Converge (OT and IT share same client, server, network tiers IT and IP based activities often undertaken by vendor)
Alignment (technology supports, enables and not constrains business strategies)
Sequential integration (business goals considered, formulate IS strategy to perform business strategy)
Alignment (Architecture aligned by IT and Engineering; Hardware in place but applications disparate)
Align (occuring after convergence has been accepted by the organisation, leading to synchronized standards and architecture plans between the IT and OT systems)
Synchronisation(IS expert resources, support business strategy)
Reciprocal integration (IS expert resources, support business strategy)
Integration (Efficient exchange of information and data; driven by market competition and cost savings)
Integrate (an outcome of the alignment pending the impact of communications such as bandwidth reduction and firewall conflicts on performance, integrity and reliability of the two technologies)
Convergence (business and technology activities intertwining and leadership teams interchangeable)
Full integration (joint development of strategies, senior management involvement, critical to success of business)
FAST TRACK TO INTEGRATION
What does combined
engineering and IT effort look like?
WHICH OPEN & COMMS
STANDARDS?OT VERSUS IT/DATA VERSUS INFO/XML V SOAP/NETWORKS
SECURITY VERSUS
RELIABILITY CULTURES
What is efficient exchange of data
and management of information – IG frameworks use
Construct correlations?
Research limitations & next steps
Role of vendor?
Research outputs
Delphi survey
Research outputs/application
Johnston, G and Steenstup, K. (2013). IT and OT Practitioner Survey Indicates Best
Practices for IT/OT Integration. 23rd July. Gartner G00250497. Referencing the following whitepaper..
Koronios, A, Gao, J and Kuusk, A. (2013). Delphi study findings: Convergence, alignment and integration of Operational and Information Technologies in organisations with Engineering Asset Management functions. University of South Australia, http://sim.unisa.edu.au/OTandIT.pdf.
Kuusk, A and Gao, J. (2013). Consolidating people, process and technology to bridge the great wall of Operational and Information Technologies. World Congress Engineering Asset Management, Hong Kong , 30th October – 2nd November 2013, Hong Kong Convention Centre.
Case studies– 80+ interviews in 16+ organisations – currently coding
Anastasia Govan KuuskPhone + 61 0428836405University of South Australia, Adelaide, [email protected]