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AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS

AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS. ORGANISATIONS AROUND THE WORLD SPEND BILLIONS REDESIGNING SYSTEMS To address evolving customer expectations Support business innovation Leverage new technology Support changes in the business environment

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AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS

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  1. AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS • ORGANISATIONS AROUND THE WORLD SPEND BILLIONS REDESIGNING SYSTEMS • To address evolving customer expectations • Support business innovation • Leverage new technology • Support changes in the business environment • THE SOLUTION: reuse business knowledge, to realize enormous cost, effort, time to market savings Amit Mitra, OMG Technical Meeting, BURLINGAME, CA December 7, 2005

  2. MAIN THEME OF THIS PRESENTATION • It is necessary and possible to integrate knowledge, process & systems to do this • The time has come to standardize reusable business knowledge components and automate the synthesis of resilient business processes and agile information systems • What SIG will sponsor this? MY BACKGROUND • Seasoned Practitioner with R&D experience • Chief Methodologist – AIG • Director of Architecture – NYNEX • Manager Information Systems Planning, NYNEX subsidiary • Manager, Architecture and e-commerce KPMG • Black Belt – Six Sigma • Author • Guest lecturer at the University of Arizona on BPM and process improvement course

  3. ORGANIZATION OF THIS PRESENTATION • CONCEPT • SEMANTICS OF KNOWLEDGE (METAMODEL ) • REUSABLE COMPONENTS OF BUSINESS KNOWLEDGE • EXAMPLES OF AUTOMATED KNOWLEDGE REUSE • CONCLUSION • WHERE TO GET MORE INFORMATION

  4. CONCEPT

  5. THE PROBLEM - ADAPTABILITY The industrial manufacturing paradigms have limited validity in the global knowledge economy • BUSINESS THRIVES ON CHANGE • INTENSE COMPETITION, GLOBAL SUPPLY CHAINS • INCREASING REGULATION • NEW OPPORTUNITIES, THREATS • EXPLODING KNOWLEDGE BASE, RAPID INNOVATION • SYSTEMS, HOWEVER… • ARE AN OBSTACLE TO CHANGE • MULTIPLICITY OF IMPACT • COST • LOST TIME = MISSED OPPORTUNITY • THE SOLUTION IS.. • TO ADAPT TO MOVING TARGETS… • BY OPERATING ON THE PLANE OF MEANING TO… • SEAMLESSLY INTEGRATE AND AUTOMATE ALIGNMENT BETWEEN BUSINESS KNOWLEDGE, BUSINESS PROCESS AND INFORMATION SYSTEM. • By recognizing that each is an EXPRESSION of the other, and may be derived from the other. This happens because Therefore Knowledge is malleable Its use fosters new learning & innovation

  6. “Consider that an enterprise is a thinking entity…many of these thoughts exist as business rules” - Barbara von Halle CAPE tools and Value Chains start here. Our book starts here... CASE tools and Information Systems delivery start here. Business Space Solution Space What How System Shared Patterns of Business & real World Knowledge Design Generation Requirements Business Domain Specification Reusable patterns of business knowledge, business semantics, operations, tactics, strategy Reusable Requirements

  7. Key business values derived from business process engineering Executive Management Business Unit & Operations Management Functional Management Department Management Market and Industry Responsi-veness User Level Functional Suitability Delivery Consistency Intra-organizational Coordination, Communication and Alignment User Level Adaptability Product & Service Level Functional Suitability Product and Service Level Adaptability MOST BUSINESS VALUE ADD LEAST BUSINESS VALUE ADD DECREASING IMPACT ON BUSINESS Programmer’s View Chief Developer’s View System Architect’s View IT Strategist’s View

  8. COMPONENT ENGINEERING REQUIRED FOCUS COMPONENT ENGINEERING HISTORICAL FOCUS Applic-ation Miss -ion Vis-ion Go-als Service Levels Strat-egies Process Presen-tation Data Trans-port Net-work Data Link Physical Components Session Data VALUES- ADDED DECREASING IMPACT ON BUSINESS BUSINESS KNOWLEDGE INFORMATION TECHNOLOGY KNOWLEDGE Component technology has focussed on technology knowledge, not high value business knowledge Programmer’s View Chief Developer’s View System Architect’s View Strategic View TRADITIONAL STANDARDS HAVE HAD LIMITED BUSINESS RELEVANCE

  9. Business Opportunity or Environmental Change BUSINESS RULES Policy/Strategy Exceptions Process Events Vision Value Encapsulate and normalize common patterns of Business Knowledge The Architecture of Knowledge Objective Business Rules INFORMATION LOGISTICS BUSINESS BUSINESS PROCESS AUTO- MATION INTERFACE RULES (HUMAN & AUTOMATION) TECHNOLOGY RULES TECHNOLOGY PLATFORM OPERATION

  10. BUSINESS RULES Policy/Strategy Exceptions Process Events Vision Value Components Components ACTIVE PROTOTYPING COMPONENTS ACTIVE PRODUCTION COMPONENTS Performance optimized components for select platforms Business Opportunity or Environmental Change The Architecture of Knowledge Maintenance BUSINESSPATTERNS INFORMATION LOGISTICS BUSINESS DATA MOVEMENT BUSINESS PROCESS AUTO- MATION INTERFACE RULES (HUMAN & AUTOMATION) GUIs & FORMATTING COMPONENTS TECHNOLOGY RULES TECHNOLOGY PLATFORM OPERATION PERFORMANCE OPTIMIZATION COMPONENTS

  11. KNOWLEDGE ARTIFACT Normalized, reusable business knowledge component or subassembly Instance of • Business Knowledge is configured from meanings • If automation can manipulate meanings rather than blind code, business processes and information systems can become extremely flexible and agile Key Concepts & Assumptions • Meanings are patterns of abstract information • May be configured from other meanings • Meanings are components, configured from components • May have one or more expressions • Can automation manipulate meanings; operate on the plane of meaning? • Can innovation be automated?

  12. The 80-20 rule of inventory management • If we attempted to find every rule and business meaning in even a small business, there would be only one outcome – Analysis Paralysis • There are too many rules to inventory and common patterns are often lost in this tangled web • Luckily, a few universal components connect the business of the enterprise • And are therefore the critical rules, reused most often • How can we find them?

  13. However.. • Competitive advantage does NOT flow from standardization • It flows from differentiation …and • Standardization and differentiation are not in conflict. They complement each other..,

  14. Standardization and differentiation are mutually complementary (Abstract and hard to conceive) RISK (Easier to conceive)

  15. Crossing the Chasm from reality to information system INFORMATION SPACE (A CONNECTING HUB) INFORMATION SYSTEM REAL WORLD Abstract Meanings & Patterns that unify Tangible Objects, Processes & Mechanisms Tangible Information Information Logistics, Interface & Technology Layers

  16. OUR APPROACH TO ABSTRACTION & KNOWLEDGE REUSE : THREE PILLARS THE REAL WORLD OF BUSINESS GROUPING & INHERITANCE OF FACTS SHAPED BY THE REAL WORLD ORGANIZATION/PEOPLE TOOLS INCLUDING INFORMATION TECHNOLOGY PHYSICAL INFRASTRUCTURE PRODUCT & SERVICE OFFERINGS BUSINESS STRATEGY PROCESS & WORKFLOW POLICIES, LEGISLATION,REGULATION PEOPLE & BEST PRACTICES METAMODEL OF BUSINESS KNOWLEDGE PATTERNS OF BUSINESS Manage Emotions unleashed by change Best practices for governing change through directed evolution Fewuniversal facts re-used & repeated most often Connect business functions & even businesses The structure of information & abstract meanings

  17. OUR APPROACH TO THE SEMANTICS OF KNOWLEDGE

  18. METAMODEL OF KNOWLEDGE: CORE CONCEPTS • The semantics of Pattern • Information content and structure • The metamodel of abstract knowledge is based on • Semantics of information structure derived from “Pattern” • Contains the ontology and semantics of abstract components • A few key concepts • Constraints convey information, reduce the freedom of a pattern • The Principle of subtyping by adding information • The Principle of Parsimony; mutability • Temporal Objects have history • Domain captures the concept of “measurability” • The properties of objects emerge from their intersections with domains • The metamodel of business process is a polymorphism of the generic metamodel of knowledge • Obtained by adding temporal information to “Relationship” • Semi and Unstructured processes • Governing processes

  19. A Domain • Domains are non-temporal object classes • Class of values • Eg: Length, mass, affinity/preference, gender etc. “Value” includes • “Any” (i.e., “All”) • “Don’t Know” • “Null”

  20. OUR APPROACH TO BUSINESS KNOWLEDGE REUSE

  21. The Universal Perspective Our Approach to patterns of reusable business knowledge: Combine industry knowledge with solution components. Business Problem Solutions Industry Knowledge Solutions Components Products/Services Core Methods & Techniques Support Center / Infrastructure Financial Services Manufacturing Retail Distribution etc.. Competencies

  22. The Problem of Perspective Is resolved by a universal ontology and patterns that capture and codify universally shared business knowledge in computer storable form • Structured and unstructured • Implicit and explicit

  23. ALL PART OF AN INTEGRATED UNIVERSAL PATTERN THE UNIVERSAL PERSPECTIVE A FEW EXAMPLES OF GENERIC BUSINESS PATTERNS • Shipment-Transportation Cluster • Document-Information Cluster • Tasks/Processes • Agreement & Ownership • Buying-Selling • Forging of products • Financial Cluster: Funding, Payments etc. + Many More

  24. Integrate & coordinate knowledge across the enterprise and Supply Chain

  25. The Business Knowledge Standard • Standard Ontology of knowledge components • Standard patterns (semantics) of widely reused knowledge configured from components

  26. Rule Maintenance BUSINESS RULES Rule Maintenance BUSINESS RULES INFORMATION SOURCING & DISTRIBUTION RULES INFORMATION SOURCING & DISTRIBUTION RULES Pattern Exchange Pattern Exchange INTERFACE RULES (HUMAN & AUTOMATION) INTERFACE RULES (HUMAN & AUTOMATION) TECHNOLOGY RULES & CONSTRAINTS TECHNOLOGY RULES & CONSTRAINTS LOCAL ELECTRONIC KNOWLEDGE REPOSITORY LOCAL ELECTRONIC KNOWLEDGE REPOSITORY New/Updated Application Automated systems maintenance New/Updated Application BUSINESS KNOWLEDGE MANAGEMENT “The challenge is to exploit the changing business and technology climate” - Judith Hurwitz Rule Maintenance BUSINESS RULES INFORMATION SOURCING & DISTRIBUTION RULES INTERFACE RULES (HUMAN & AUTOMATION) TECHNOLOGY RULES & CONSTRAINTS CORPORATE ELECTRONIC KNOWLEDGE REPOSITORY (Patterns reused most frequently across enterprise)

  27. PATTERNS

  28. EXAMPLES OF KNOWLEDGE REUSE

  29. An example of how business rules are assembled from meanings…

  30. An example of how business processes are assembled from meanings

  31. An example of how domains are built from components

  32. CONCLUSION

  33. Intersection of 0 or more Union of 0 or more [Intersection of 0 or more ] [Union of 0 or more ] INFORMATION SOURCING CONNECTION OBJECT Formatting Sequencing (OPTIONAL) VIEW Display Rules INCLUSION/EXCLUSION CLASS Rules SET(S) Components of View ACTOR A Knowledge Artifact is an abstract meaning ..which may be instantiated in an electronic repository

  34. The approach augments and integrates the Object, Business Rules and Process Paradigms • By aligning it with the real world and adding the semantics of • Pattern • Semantics of “structure” • Information structure and semantics of “Object” • Information Content of a meaning • Measurability and Domain • Constraint • Process • Adding Time to Relationship • History • Which enables componentization of abstract meanings and • The standardization of a natural universal ontology of business meanings and patterns

  35. The Benefits of Standardization • The Metamodel of Knowledge and The Universal Perspective frame standards that will… • Speed • Business process and systems integration across enterprises and supply chains • Development of object models and taxonomies with ready to use patterns • Data integration , normalization and database design • Prototyping and iterative design • Integration of legacy systems by providing a translation hub/information broker • Facilitate • Automated alignment of business processes and information systems • Knowledge, CAPE and CASE tool integration • Evaluation of applications software • Identification of widely reused, highly resilient business knowledge and business process components • Causal analysis • Build • Agility and resilience into business processes, information systems, products and services

  36. Business Knowledge Autonomous Self Learning Self Adapting Evolving Systems Higher order governance Patterns & semantics Non- Adaptable Systems Adaptation of Governance Based on higher order, autonomous governance Knowledge Semantics + Patterns More versatile Adaptation Based on Polymorphisms carved by parameters of objects & Meanings Business Rules Adaptation Based on conditional Rule Expressions INCREASING ADAPTABILITY Less versatile The Journey’s End: Automated Alignment Automated Transform Which leads to.., Business Process Automated Transform Computer Process

  37. Key Differentiators • Quality with Expediency • Start with packaged proof of Concept prototypes • Scenario based approaches allows for identification of major requirements in significantly less time than traditional methods • Value • Ready made Knowledge artifacts reduce cost, speed time to market • Don’t re-invent the wheel • Bring best of breed solutions to bear rapidly on every process reengineering problem • Guarantees generation of deliverables that are value evident ( i.e., “No Fluff!”) • Translation techniques result in analysis and design documents that are truly meaningful to the target audience rather than a compendium of buzzwords • Integration with current standards? • Adds to, and complements standards based on predicate calculus • Team/collaborate with members? • Next Steps?

  38. “WE MUST CHANGE OUR WORLD ... THE WAY WE THINK AND ACT, BEFORE WE CAN CHANGE THE BUSINESS WE WORK FOR” - John Zachman

  39. WHERE TO GO FOR MORE INFORMATION

  40. BOOK FROM ARTECH HOUSE: http://www.amazon.com/exec/obidos/tg/detail/-/1580539882/qid=1132006267/sr=2-1/ref=pd_bbs_b_2_1/103-5257187-0319859?v=glance&s=books • FOLLOW THE LINK FROM THIS PICTURE OF THE BOOK AT http://www.sprybiz.com • UNIVERSITY OF ARIZONA WEBSITE DESCRIBED IN THE BOOK • BOOK FROM CAMBRIDGE UNIVERSITY BEING RELEASED IN AUGUST 2006: http://www.cambridge.org/ 9780521851637, ISBN: 0521851637 • CALL ME: amit@sprybiz.com, amitmitra1@hotmail.com; thebestfirm@hotmail.com Tel: 973-462-6783

  41. Amit Mitra (sprybiz.com) (973)462-6783 Amit@sprybiz.com amitmitra1@hotmail.com

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