1 / 25

Value-based requirements engineering in decentralized value networks

Value-based requirements engineering in decentralized value networks. Roel Wieringa University of Twente The Netherlands. Contents. VITAL/COOP project description Coordination and value modeling Trust Discussion. 1. Two projects. Value-Based IT ALignment (VITAL)

aislin
Download Presentation

Value-based requirements engineering in decentralized value networks

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Value-based requirements engineering in decentralized value networks Roel Wieringa University of Twente The Netherlands UPV

  2. Contents • VITAL/COOP project description • Coordination and value modeling • Trust • Discussion UPV

  3. 1. Two projects • Value-Based IT ALignment (VITAL) • Goal: Find techniques to align IT to networked business • Network of profit-and-loss responsible partners • Examples: RSI Monitoring, on-line selling, product development • www.vital-project.org • Cooperation process correctness and trust assumptions (COOP) • Goal: Find techniques to check that coordination process is “correct’’ w.r.t. networked business model UPV

  4. Project resources • Total budget about € M1,5 • Free university of Amsterdam & University of Twente • 3 senior researchers • 6 PhD students • 10 companies in advisory board (growing) UPV

  5. Project organization • Subprojects • Value modeling • Coordination process design • IT architecture design • Process maturity • Monthly researcher’s meetings • Biannual board meeting • Case study research at companies UPV

  6. Problem structure • Value model • Who delivers what to whom • Goods, services, money • Manager’s view • Net Present Value computations of cash flow • When one model changes, the other usually do too • Process model • Coordination process • Internal business processes • IT model • Coordination IT • Internal IT UPV

  7. Contents • VITAL/COOP project description • Coordination and value modeling • Trust • Discussion UPV

  8. Coordination modeling • Many coordination languages: BPEL4WS, WSCI, BPSS, BPMN, ... • Coordination language design is similar to design of business process languages • Coordination process design is very different from business process design UPV

  9. The problem • The businesses being coordinated make their decisions independently • .... based on expected revenue • do not want to support each other’s business processes • do not want to reveal all their secrets to each other • may behave differently as specified in the coordination process • (dis)trust assumptions UPV

  10. Our solution • Coordination proces design must be based on a value model • The value model is a model of cash flow • Businesses agree on value model that is expected to generate positive revenue for each of them • Design coordination process that is “correct” w.r.t. this value model. • Coordination process makes trust assumptions about business actors • Risk analysis UPV

  11. Example value model • Exchanges of commercial value • No data flows, no flow of goods, no behavior • Instructions for a revenue computation Dependency path UPV

  12. Meaning of value model • Arrows present commercial services • Service provider does something that service consumer finds useful • Service of A to B may even be realized as interaction between A and C! • E.g. buyer (consignee) provides security to seller by buying a letter of credit from a bank • Value model is not a process model UPV

  13. UPV

  14. Coordination process UPV

  15. UPV

  16. Coordination process UPV

  17. Correctness: First hypothesis • For each value exchange, the value model designer must give an operational definition • Observable process • Correct coordination process: • on succesful termination all value exchanges on a dependency path occurred • on unsuccessful termination none of them occurred UPV

  18. Correctness: Second hypothesis • Some values are only created by large numbers of process executions. • E.g. reputation, trust • Improved definition: • The cash flow computations over a period of time must correspond with some set of coordination process executions over the same period of time • This is where we are now ... need to work this out UPV

  19. Contents • VITAL/COOP project description • Coordination and value modeling • Trust • Discussion UPV

  20. 3. Trust • Shipper does not want to ship before he is paid • Introduce a bank who buys the goods from the shipper • and sells them to the consignee • The bank is trusted by all • The bank takes the risk that the consignee will not pay for the goods • The bank is paid for that by the consignee UPV

  21. UPV

  22. UPV

  23. 4. Discussion • We are elaborating consistency definitions by means of examples taken from our business partners • We test them by doing action research (free consultancy) • Need to include cost/benefit estimates of alternative IT implementations • Risk analysis • Business goal modeling UPV

  24. UPV

  25. NPV • If you have $10 000 now, you can invest it • This is worth more than having $10 000 over three years • Even assuming there is no inflation This is the risk-free increase UPV

More Related