(multi- ) modeling enterprises for better decisions (amino-models 2013 presentation)
DESCRIPTION
Enterprises typically depend on past experience and human expertise for responding to changes. This is no longer cost effective in the increasingly dynamic world of enterprises. Enterprise models are required that describe the enterprise as well as prescribe courses of action in the face of change. Owing to complexity of enterprises, multiple models need to be employed when addressing specific problems. Toward this end, we present an approach that uses number of specialized models focused on decision making. Our contributions are- first, we show how these models can be used in concert and second, we present how these models can be used in a real world case study of merger of two enterprises. Our ongoing research suggests that in spite of several challenges, this approach provides promising first steps toward enabling enterprises in responding to changes with more certainty.TRANSCRIPT
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1Towards the Model Driven Organization (AMINO’13) @MODELS’13
(Multi-) Modeling Enterprises For Better Decisions
Sagar Sunkle, Vinay Kulkarni, and Hemant Rathod
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2Towards the Model Driven Organization (AMINO’13) @MODELS’13
Motivation
Multiple change drivers in enterprise context
Enterprise
Business Change Drivers1. Cost reduction/revenue
increment2. Mergers/acquisitions/divesti
tures3. New regulations4. Audit findings
Changes due to Business Drivers1. Process changes2. Product offerings3. New functionality needs4. New data needs
Technology Drivers1. Vendor-driven upgrades2. Technology consolidation
mandates3. Mobile/cloud presence
Changes to Technology Drivers1. Process changes2. Product offerings3. New functionality needs4. New data needs
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3Towards the Model Driven Organization (AMINO’13) @MODELS’13
Motivation
Problems with Enterprise IT systems
Enterprise
IT Need 1 IT Need 2 IT Need 3
IT System 1
IT System 2
IT System 3
…
…
Locally Optimal
2
1
Transactional and transformational IT needs originating in/implemented as strategic,
tactical, and operational goals
Overlapping Functionality
3Non-
interoperable Technologies
4Lack of Enterprise-wide Context
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4Towards the Model Driven Organization (AMINO’13) @MODELS’13
Motivation
o Enterprises need to operate as desired in business-as-usual and transformation situations alike
o Cost of incorrect decisions are prohibitive
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5Towards the Model Driven Organization (AMINO’13) @MODELS’13
Key Categories of Models
Interconnected Dimensions of Enterprise [what and how]
Goals and sub-goals of Enterprise [Whys]
Descriptive Model Prescriptive Model
EA Model based on ArchiMate Intentional Model
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6Towards the Model Driven Organization (AMINO’13) @MODELS’13
By Example- Merger of Two Wealth Management Enterprises
WM1Triple revenue and gross margin
in 5 yearsWM3
WM2
EA Models Intentional Models
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7Towards the Model Driven Organization (AMINO’13) @MODELS’13
EA Models Intentional Models
WM1Triple revenue and gross margin
in 5 yearsWM3
WM2
Overarching Goal
By Example- Merger of Two Wealth Management Enterprises
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8Towards the Model Driven Organization (AMINO’13) @MODELS’13
Products and Services Rationalization
EA Models Intentional Models
WM3
WM2
Products And Services-Which ones to keep,
which ones to decommission, which
ones to rebrand
WM1 Product and Service Mix
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9Towards the Model Driven Organization (AMINO’13) @MODELS’13
Products and Services Rationalization
EA Models Intentional Models
WM3
WM2
Models to determine appropriate product and service mix are business domain-
specific; their decisions need to be integrated
nevertheless into enterprise context
Examples - Marketing Mix Models, Product
Lining/Bundling models
WM1 Product and Service Mix
WM3
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10Towards the Model Driven Organization (AMINO’13) @MODELS’13
Workforce Integration
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
State of the art predominantly uses
spreadsheets to encode workforce
planning parameters and
actions/strategies
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11Towards the Model Driven Organization (AMINO’13) @MODELS’13
Workforce Integration
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
Depending on situation, here in workforce
integration of two WM enterprises, system
dynamics models could be used
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12Towards the Model Driven Organization (AMINO’13) @MODELS’13
Workforce Integration
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
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13Towards the Model Driven Organization (AMINO’13) @MODELS’13
Optimum IT Platform for WM3 Target Operating Model
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
Workforce Integration
Decisions about applications of WM1 and WM2; Application
Rationalization Models based on Business and IT scores
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14Towards the Model Driven Organization (AMINO’13) @MODELS’13
Other problem-specific Models
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
Workforce Integration
Branch Rationalization
IT Plant Integration
IT Plant Capacity Enhancement
Optimum Data Migration
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15Towards the Model Driven Organization (AMINO’13) @MODELS’13
To implementation
EA Models Intentional Models
WM1 Product and Service Mix
WM3
WM2
Workforce Integration
Branch Rationalization
IT Plant Integration
IT Plant Capacity Enhancement
Optimum Data Migration
WM3 IT Plant Implementation
Operational Requirements
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16Towards the Model Driven Organization (AMINO’13) @MODELS’13
Putting it together
EA Models Intentional Models
WM1
WM2
EA models as single version of
truth
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17Towards the Model Driven Organization (AMINO’13) @MODELS’13
Putting it together
EA Models Intentional Models
Intentional Model for Enterprise-
Decision Making in Enterprise Context
WM1
WM2
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18Towards the Model Driven Organization (AMINO’13) @MODELS’13
Decision Making in Enterprise Context
EA Models Intentional Models
Enterprise-Intentional Metamodel Mapping
[ICEIS’13 and ICSOFT-EA’13]
Devoid of Goals
Introduce Goals; Goals are problems to be solved
Evaluate Goals, revise enterprise model
As-is to To-be
Arc
hiM
ate
i*In
ten
tion
al M
od
el
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19Towards the Model Driven Organization (AMINO’13) @MODELS’13
Putting it together
EA Models Intentional Models
Other Decision Making
Models for Problem-specific
Contexts
WM1
WM3
WM2
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20Towards the Model Driven Organization (AMINO’13) @MODELS’13
Putting it together – Plugging in Decisions Made in Problem-specific Models
EA Models Intentional Models
WM1
WM2
Contributions of means to goals is intuitive in nature;
here, FA’s choice of strategies is determined quantitatively based on
product mix fixed by product mix models
Product and Service Mix
Important- Plugging In Decisions Made in
Product Mix Models at appropriate level in Intentional models
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21Towards the Model Driven Organization (AMINO’13) @MODELS’13
Key and Other Issues
o Key Issue
Relating Models >> Actors, Tasks, Resources in EA and Intentional Models
Plugging-in Analysis Results of Problem-specific models >> From product mix, application rationalization, system dynamics to Intentional models and from them to To-Be EA models
o Other Issues- Relating strategic goals with properties of operational elements, treatment of uncertainties
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22Towards the Model Driven Organization (AMINO’13) @MODELS’13
Summary
Both descriptive and prescriptive models needed to model and analyze enterprises
Descriptive models help in maintaining the enterprise context
One prescriptive model, say an intentional/goal model maintains rationale across enterprise layers
Other prescriptive models supplement decision making of local actors
o Problem-specific models may or may not be in use in local context; when they are they may be aiding local optimization, but they have to be validated in enterprise context- determining that they are optimal also in global context
o When there are no models- only implicit knowledge, it should be made explicit >> less reliance on expert knowledge
This hopefully leads to better courses of actions in enterprise context
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23Towards the Model Driven Organization (AMINO’13) @MODELS’13
Thank You, Questions are welcome!!!
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