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FP 7 ICT Programme Collaborative Project no: 611351
Sergio España, Tania González
Capability-driven development
FP 7 ICT Programme Collaborative Project no: 611351
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationOverview of CDD
Situating CDD
CDD Introduction Motivation
Contains elements from a presentation by Janis Stirna
Let’s take a look in Google…
CDD Introduction Motivation
Does the Capability term exist in your language?
Contains elements from a presentation by Óscar Pastor
It exists in English capability /ˌkeɪpəˈbɪlɪtɪ/ n ( pl -ties) the quality of being
capable; ability the quality of being susceptible to the use or treatment
indicated: the capability of a metal to be fused (usually plural) a characteristic that may be developed;
potential aptitude
CDD Introduction Motivation
Does the Capability term exist in your language?
Contains elements from a presentation by Óscar Pastor
It exists in English ability /əˈbɪlɪtɪ/ n ( pl -ties) possession of the qualities
required to do something; necessary skill, competence, or power
considerable proficiency; natural capability: a man of ability
(plural) special talents
CDD Introduction Motivation
Contains elements from a presentation by Óscar Pastor
Does the Capability term exist in your language?
It exists in English capacity /kəˈpæsɪtɪ/ n ( pl -ties) the ability or power to
contain, absorb, or hold the amount that can be contained; volume: a capacity
of six gallons the ability to understand or learn; aptitude; capability:
he has a great capacity for Greek the ability to do or produce (often in the phrase at
capacity): the factory's output was not at capacity a specified position or function a measure of the electrical output of a piece of
apparatus such as a motor, generator, or accumulator a former name for capacitance the number of words or characters that can be stored
in a particular storage device legal competence: the capacity to make a will
CDD Introduction Motivation
Does the Capability term exist in your language?
Contains elements from a presentation by Óscar Pastor
Not in Spanish capacidad
▪ Talento o inteligencia:quedó patente su capacidad para los idiomas.
habilidad ▪ f. Capacidad, inteligencia y disposición para realizar
algo: tiene una habilidad endiablada para liarte. ▪ Lo que se realiza con gracia y destreza:
nos mostró sus habilidades al volante.
CDD Introduction Motivation
What do we mean by capability?
Capability is the ability and capacity that enable an enterprise to achieve a goal in a certain context.
Contains elements from a presentation by Janis Stirna
Need to know how to do it (ability)
Need to have the resources (capacity)
Need to know when to do what (context)
Need to know how to make choices and why (goals and KPIs)
… and this needs to be designed
Bakery Factory
Enterprise:Goal:.Goal KPI: Context: Ability: Capacity:
CDD Introduction Motivation
problem part
solution part
Capability definition template
Capability is the ability and capacity that enable an enterprise to achieve a goal in a certain context.
CDD Introduction Motivation
Enterprise: everisGoal: keep services available despite platform errors.Goal KPI: time service available / time error in platform Context: loss of connectivity w. other subsystems, workload.Ability: being able to deploy a maintenance portal. Capacity: eGOVeris, monitoring tool, developers, technicians.
Enterprise: municipalityGoal: provide an online marriage registration service to citizens.Goal KPI: service usageContext: marriage institution scheduleAbility: the business process, knowing how to handle uncommon situations. Capacity: eGOVeris platform, clerks, marriage officers.
Examples of capability definitions using the template
CDD Introduction Motivation
Define one or two capabilities using the template. You can…• base them on a real project that you know, or • invent the case
Enterprise:Goal:Goal KPI: Context: Ability: Capacity:
Exercise
Exercise
CDD Introduction Motivation
In some cases, the context elements that affect the enterprise are easier to discover.
E.g., a monitoring system for social and environmental commitments in hydrocarbon extraction activities
Laura attended the CDD tutorial at CLEI 2014
CDD Introduction Motivation
Exercise
Define the capabilities for a swimming pool booking service.
• The municipalities want to allow citizens to book a swimming pool so they can have a free bath (it is not a training course).
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• The citizen can choose a date and a swimming pool but there• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Capability-driven development of a SOA platform: a case study Case studyCDD Introduction Motivation
Current situation
200 services
250 municipalities
1.000.000 Spanish citizens
Complex and dynamic context
Customisation at code level
Main challenges
Model the desired capabilities
Model impact of context
Towards context-aware, self-adaptive platform
People involved
Public Sector and R&D Manager
Business Consultant
Technological Consultant
4 researchers from UPV and RTU
FP 7 ICT Programme Collaborative Project no: 611351
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationOverview of CDD
Situating CDD
CDD Introduction Overview of CDDA meta-model for capability design class Capability metamodel
Capability Goal
Indicator
Context IndicatorKPI
ContextSet
ProcessProcessVariantPattern
ContextElementRange
Measurable Property
ContextElementContextType
ResourceContext Situation
Context Element Value
0..1
requires
1..*
*
measured by
0..1
1..*
requires
0..1
1 1..*
*influences
*
*
requires
1
0..1
supported by
1
1..*
requires
1..*
1
defines
*
1
has
*
1..*
motivates
1..*
1..*
consists of
1
1
requires
0..1
1
requires
0..1
11..*
1
consists of
1..*
11..*
1
has value
1..*
1..*
related to
0..1
Enterprise Modeling
Reuse and Variability
Context
Contains elements from a presentation by Janis Stirna
The metamodel
CDD Introduction Overview of CDD
Capability evolution (in a dynamic world)
• The world changes rapidly, so capabilities are volatile.
• We need dynamic capabilities • variability management• context monitoring• runtime adjustment, or rapid redesign
(Helfat & Peteraf, 2003)
Inspired by a presentation by Mohammad-Hossein Danesh and Eric Yu
FP 7 ICT Programme Collaborative Project no: 611351
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationOverview of CDD
Situating CDD
CDD Introduction Situating CDD
On the notion of capability
Contains elements from a presentation by Peri Loucopoulos
CDD Introduction Situating CDD
On the notion of capability
Contains elements from a presentation by Peri Loucopoulos
A business capability is a particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome.
A business capability does not communicate or expose where, why, or how something is done - only what is done.
A business capability is an abstraction enabling one to visualise a business ecosystem prior to engaging in a detailed analysis.
Ulrich, W. and M. Rosen (2014). "The Business Capability Map: the ‘Rosetta Stone’ of business/IT alignment." Enterprise Architecture 14(2)
Contains elements from a presentation by Peri Loucopoulos
CDD Introduction Situating CDD
On the notion of capability
Dynamic Capabilities are the ability to determine whether the organization is performing the right activities, and then effectuate necessary change “The capacity to create, extend, or modify the resource base” (Helfat
et al, 2007) May be embedded in organizational routines Set the speed with which the organization aligns/realigns with
requirements of and opportunities in the business environment
C.E. Helfat, S. Finkelstein, W. Mitchell, M. A. Peteraf, H. Singh, D.J. Teece, and S.G. Winter (2007),
Dynamic capabilities: understanding strategic change in organizations
Contains elements from a presentation by Peri Loucopoulos
CDD Introduction Situating CDD
On the notion of capability
Enterprise modellingGoal
ModelContextModel
BPModel
Actor-RoleModel
ValueModel
System modelling
InformationModel
ConfigurationModel
OperationModel
Capability Model
Contains elements from a presentation by Peri Loucopoulos
CDD Introduction Situating CDD
Capability as a facilitator
Capability DrivenParadigm
To continuously deliver value in
dynamically changing
circumstances
Enterprise Modelling
ApplicationSoftware
Context-awareness
Adaptivity Variability
Designing
Analyzing
Adaptive RE
Adaptive SOA
Data & ProcessAnalysis
Value & quality
ContextModeling
Interactivity
ServiceChangeanalysis
ContextManagement
Adapting
Evolving
Contains elements from a presentation by Peri Loucopoulos
CDD Introduction Situating CDD
Influences
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Why and what of enterprise modelling
Design or re-design your organization/business Business processes or workflows
Build and information system Ensure the quality of business operations
Standardize the way of working Ensure acceptance and commitment to business decisions Create a common “business” vocabulary …
Then do“something”
The real world
InquiringAbstractingStructuringCategorizingGeneralizing
To establish paying services
Goals 3
To achieve a top class standard of
service
Goals 6
supports
To offer additional benefits for paying
customers
Goal 19
supports
Service should be free of charge for students and
academics
Constraint 1 hinders
To achieve high precision in all
library transactions
Goal 5
supports
To minimise customer's waiting
in the queue
Goal 4
supports
To keep the library catalogue regularly updated
Goal 20supports
A customer is a bad customer id he/she does not
follow library rules
Rule 1
There should be no priority in waiting
line for paying customers
Rule 2
supports
supportshinders
supports
A customer is a bad customer is he/she has overdue books twice consecutively
Rule 3
A customer is bad customer is he/she
delays books for more than 4 weeks
Rule 4
Update library catalogue as soon as changes occur
Rule 5
supports
Notify all customers about all changes in library
services immediately as changes occur
Rule 6supports
Update library catalogue after
each loan transaction
Rule 5.1Update library
catalogue when new items and/or
copies are acquired
Rule 5.2
Update library catalogue when copy of item
changes its state to "missing", or "in repair",
"out of stock"
Rule 5.3Every day check for delayed books
Rule 10
supports
Check physical condition of each copy when it is
returned to library
Rule 9
supports
The model world
The enterprise The modeler The process The model
The real world
The action
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Why and what of enterprise modellingUnderstandability
FormalityCompletely formal
Semi-formal approachesInformal
Simple Easy to get an overview Need an expert
Natural languagetext
Diagrams,drawings
Statistical graphs
High levelprogramminglanguages
4GL tools
Flowcharts
Low levelprogramminglanguages Modal
Logic
Fuzzy Logic
Neuralnets
Deductivemethods
Conceptualschemas Mathematical
graphs
Businessmodels
Formaspecificationlanguages
When analysing business we need toinvolve stakeholders, which requires
understandability, but in the same timewe have to ensure clarity and correctness,
which requires certain formality.
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Why and what of enterprise modelling Enterprise modelling is a method for developing, acquiring, and communicating enterprise
knowledge and user requirements by a structured, iterative, and modelling approach.
Product: the method produces several interrelated conceptual models, each focusing on a particular aspect of the enterprise and its information system.
Process: it involves a group of stakeholders and a modelling facilitator.
Tools: application in practice is usually supported by modelling tools.
Goals Model
Business Rules Model
ConceptsModel
Business Process Model
Actors and Resources
Model
Technical Components and Requirements Model
defines,is_responsible_for
motivates,requires affects,
defined_by
uses, refers_to
refers_to
supportstriggers
uses, produces
performs,is_responsible_for
defines
defines,is_respon-sible_for
uses, refers_to
motivates,requires
Business Rules Model
motivates,requires
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
A historical perspective on methods
Enterprise Information Model (IBM)
1960
1970
1980
1990
2000
2010
DFD
Data Modelling
Goal analysis & Inf. Systems Analysis (Langefors)BSP
Conceptual Modelling
ABC-method(Plandata)
Business Modelling (SISU)
EKD - Enterprise Knowledge Development
ER-modelling
Participative Development
Enterprise Modelling (Sheer, UK-group,...)Enterprise Modelling & Process Guidance (F3, SISU, UMIST, Paris)
Strategy Development Methods
Process Development
Sw. dev. process guidance
EKP - Enterprise Knowledge Patterns approach
Organisational patterns
Requirements engineering approaches
4EM Enterprise Modelling
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
What 4EM is (and what it is not)
4EM is: an integrated collection of methods, techniques, and tools that will
support your process of analysing, planning, designing, and changing your business.
EKD supports your thinking, reasoning, and learning about the business.
EKD leads to more complete and consistent business designs. 4EM is not:
a “magic method” that relieves you from thinking and acting a “software tool” an approach that necessarily leads to a software system
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
What 4EM is (and what it is not)
4EM is a method for enterprise modelling UML is a method for IS requirements modelling and IS design
4EM can be applied in early stages if IS development and eliciting of business requirements
Modelling business requirements to IS such as organisation’s vision, problems, goals, business process with UML (including some of UML’s extensions) is inefficient. Business modelling methods based on some variant of UML do exist
4EM is a method (language + modelling process). UML is a language
RUP is an IS development method (UML as language + development process)
4EM can be extended by elements of UML is the project needs it
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
What 4EM is
A set of description
techniques
Stakeholderparticipation
A set of guidelines for working
A set of supporting tools
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
4EM applicability
Resolve differences in perceptions about the
business between stakeholders
Convince stakeholders to commit to
decisions/results
Stimulate communication and
collaboration between stakeholders
Encourage active participation from
involved stakeholders
Maintain and share knowledge about the
business
Design/ redesign business processes
Develop visions and strategies
Design/Redesign business
Develop the business
Develop information
systems
Elicit business requirements
Business goals
Ensure the quality of business operations
Create, document, maintain a "complete" and multi-faceted view (Enterprise Model) of the
business
Ensure acceptance for business
decisions
Acquire knowledge about the business from different
stakeholders
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Objectives of 4EM understanding the business facilitate the process of organisational learning improving communication between users (stakeholders)
and developers developing a "knowledge repository" for :
reasoning about the business including change and evolution guiding the change process tracing the chain of components and decisions that leads to
various implementation decisions and information system components.
description of enterprises objectives, information concepts, processes, actors, and requirements which are more consistent and more complete than by using traditional, purely natural language based approaches.
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Objectives of 4EM
4EM taught us not to look for business applicationsof information technology but rather to look forsolutions to our business objectives and problems.
It strengthens “business pull” in organisationsinstead of “technology push”.
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Products and process of 4EM
Process The modelling process describes how to develop the modelling product
Ways of working
Tools
Goals Model
Business Rules Model
ConceptsModel
Business Process Model
Actors and Resources
Model
Technical Components and Requirements Model
defines,is_responsible_for
motivates,requires affects,
defined_by
uses, refers_to
motivates,requires
refers_to
supports
triggers
uses, produces
performs,is_responsible_for
defines
defines,is_responsible_for
uses, refers_to
motivates,requires
Business Rules Model
ProductsA metamodel describes the modelling product (modelling primitives, syntax, semantics, graphical notation)
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Products of 4EMGoals Model
Business Rules Model
ConceptsModel
Business Process Model
Actors and Resources
Model
Technical Components and Requirements Model
defines,is_responsible_for
motivates,requires affects,
defined_by
uses, refers_to
refers_to
supportstriggers
uses, produces
performs,is_responsible_for
defines
defines,is_respon-sible_for
uses, refers_to
motivates,requires
Business Rules Model
motivates,requires
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Products of EKD
To provide of service for customers 24h a day, 7 days per week.
Goal 3
Sell items electronically
Goal 5
Customers are geographically spread and live in different time zones
Problem 1To minimise customer servicing costs
Goal 1
supportssupports
supports
The company has experience in developing B2C sites
Opportunity 1
To increase the customer base
Goal 2
supports
supports
To advertise for products globally
Goal 4
supports
supports
Customer relations personnel
Actor 1
Electronic transactions officer
Actor 2
Purchased items should be sent out within 24 hours
Rule 1
supports
is_respon-sible_for
Item
Concept 1
Book
Concept 2
Music CD
Concept 3
Movie DVD
Concept 4
refers_to
Customer
Ext.Process 2
Deliver items to customer
Process 1
Purchase order
Inf.Set1
Delivery items
Inf.Set2
triggers
performs
is_respon-sible_for
To support item dispatching from warehouse
IS Goal 1
The system should keep track of all customer transactions
IS Requirement 2
supports
Customer service system
Warehouse system
requires
motivates
Fragment of Goals Model
Fragment of Actors Model
Fragment of Business Process Model
Fragment of Business RulesModel
Fragment of Concepts Model
Fragment of Technical Components andIS RequirementsModel
uses
Goals Model
Business Rules Model
ConceptsModel
Business Process Model
Actors and Resources
Model
Technical Components and Requirements Model
defines,is_responsible_for
motivates,requires affects,
defined_by
uses, refers_to
motivates,requires
refers_to
supports
triggers
uses, produces
performs,is_responsible_for
defines
defines,is_responsible_for
uses, refers_to
motivates,requires
Business Rules Model
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Products of 4EM Each sub-model should be connected internally and
between each other Some quality guidance rules are derived from the meta-
model of the method, e.g. There must exist at least one goal in the GM, one
process, one external process, one information/ material set in BPM, one concept in CM, and one actor in ARM.
Every Information or Material Set in the BPM must be related to a concept in the CM.
Every Process must be motivated by at least one goal from GM in some decomposition level
Every process must be related to at least one ARM role, which is responsible for that process.
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
Products of 4EMGoal model
Jan year 1Jan year 0
Continuing Business Area actions related to
competence (when needed) (Duration: Jan-
Dec)
Process BA 3
Design and finalize the Business Areas' business
plan with proposal for Balanced Scorecard (Duration: Sept-Nov)
Process BA 14
Identify competency needs in -personell plan (number of people)-Recruitment plan (Duration:Jan)
Process BA 17
Gap analysis (Duration: April)
Process BA 18
Competence section within the Business Areas' business plan
Information 19
Analysis of surrounding world
Information BA 1
Market situation
Information BA 2
Vattenfalls objectives
Information BA 4
Business goals for Business Areas
Information BA 5
Competitor analysis
Information BA 3
Current situation regarding attitude
Information BA 6
Current situation regarding available
competency
Information BA 7
CEO's preconditions for Business planning
work
Information 3
Identify the Business Areas' area of control (CSFs) (soft
hard goals) (Competence is an area of control )
(Duration: Sept-Nov)
Process BA 4
Choice of key indicators, measurements such
as SIQ, SEI (Duration: Sept-Nov)
Process BA 6Identify competency needs for overall area (Duration: Sept-Nov)
Process BA 5
Objectives for competence area of control
X %Y items
(Duration: Sept-Nov)
Process BA 7
Formulate a strategy to achieve business
goals (Duration: Sept-Nov)
Process BA 2
Carry out a SWOT analysis for amongst other
things competency (Duration: Sept-Nov)
Process BA 1
SWOT analysis for competency
Information BA 8
High-level strategy to achieve business
goals
Information BA 10
Identified area of control, amongst
others; competence
Information BA 12 Overall competency need for example:-Traders-Project leaders-Product developers
Information BA 13
Strategy to achieve competency goals
Information BA 16
MeasurementInformation BA 14
Objectives for competence area
of control
Information BA 15
-Comprehensive need-Business Area competency goals-Business Area s strategy-Comprehensive actions
Information BA 18
Bring forward strategy to achieve competency goals
(Duration: Sept-Nov)
Process BA 8
Formulate/summarize comprehensive
competence section within the Business Areas'
business plan (Duration: Sept-Nov)
Process BA 11
Balancing of the companies' scorecard/competence plans ("bottom-up" applicable for P
och N)
Process BA 10
Plan comprehensive actions for achieving competency goals
(Duration: Sept-Nov)
Process BA 9
Quarterly and annually follow up
measurements and indicators
Process BA 21
Planned comprehensive
actions
Information BA 17
Base data for Business Area personell function business
plan
Information BA 20
Finalized business plan and scorecard for Business Areas
Information BA 24
Market plan Div/companyor-production plan- business plan at P and company
Information BA 25
Decomposition to market plan (Duration: Jan)
Process BA 15
Formulate competence - goal
profiles at an individual -group level
(Duration: Feb)
Process BA 16
Need of Competence
Information 26
Dialogue between manager and employee to
map competency (Duration: Mar-Apr)
Process BA 12
Identify internal and external available
competence (Duration: April)
Process BA 13
Bring forward actions to achieve competency
goals (Divisions) (Duration: April)
Process BA 19
Individual development plan
Information BA 21
Goal contract
Information BA 22
Activity goal/individual
Information BA 23
Available competence
Information BA 27
Competens overlapping / underlapping
Information BA 28Actions for competency
Information BA 29
Implement planned actions
(Duration: April Year 1 - Mar Year 2)
Process BA 20
Measurement of implemented actions and
results of measuring
Information 9
Follow-up values:indicatorsgoal measurements
Information BA 9
Strategic plan within the competency field
Information 11
part of Business Areas planning at the activity level. Detailed planning (Business Areas
common development activities) (Duration: Feb)
Process 22
Competency planning at the Business Area level
Proposal for strategic plan within the
competency field
Information 17
- Personell plans (number of people)-Recruitment plan
Comprehensive need of competency from finalized
business plan
Current situation in resp. Business Areas' competence section in
the business plan
Information BA 31Controlling of Business
Areas' business plan related to competence
Process K7
Corrections of competency plan
Information BA 32
Formulate business goals for Business
Areas (Duration:Sept-Nov)
Process BA35
Implement Satisfied
Employee Index
Finalize Vattenfall's scorecard in KL planning meeting and compile base data for the Board of
Directors (dec year 0);
Finalize BA´s and the Group's scorecard and economic forecast incl competencies in
the Board of Directors (jan year 1)
Process K2
Quarterly follow up of Business Area goals and checking
off against scorecard
Process K3
Plan of actions regarding
improvements of Business Areas
The Competence Audit Process
Process AUDIT0
Business areas' implemented activities regarding competency
Information BA 33
Dialogue between O and BA about surplus/shortage
Reports on actions
Information BA 34
Business process model
Why do we perform this?
How to implement this vision?
Who performs this process?
Who is responsible for
this goal?
KTH Main Library
O.Unit. 1
ELECTRUM Library Budget
Capital 1
ELECTRUM Library
O.Unit. 2
LibraryClerk
Role 1
Customer
Role 2
John Smith
Individual 1
Non-payingCustomer
Role 3
PayingCustomer
Role 4
BadCustomer
Role 5
cuts
uses
provides_service_for
Library Information
System
Role 12
support_work_of
works_for
Library manager
Role 9
accounts_to
is_managing
Ericsson Radio AB
O.Unit. 3
playsplays
Actor model
What is this?
What do we mean by this?
Bad customer
Concept 11
KTH
Concept 1
KTH library
Concept 2
Department or faculty
Concept 3
Academic staff
Concept 4
Student
Concept 5
ELECTRUM Library
Concept 6
Service
Concept 7
Customer
Concept 8
Non-paying customer
Concept 9
Paying customer
Concept 10
works_for
studys_in
receives
Copy
Concept 12
Budget
Concept 13
has
owns
provides
Item
Concept 14-Nof
Book
Concept 15
Periodical
Concept 16
Document
Concept 17
Loan
Concept 18
Catalogue search
Concept 19
of
Paying service
Concept 21
Ordered loan
Concept 22
Video conferences
Concept 23
Copying of material
Concept 24
Purchasing material
Concept 25
Electronic item
Concept 26
has
State
Concept 27
in
Return datehas
Concept model
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of 4EM
is a purposeful, goal-driven activity which explores different options captures, exposes, and records reasons behind decisions taken is participative: stakeholders become designers working towards a
common set of goals leads to achieving consensus
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of 4EM
is a purposeful, goal-driven activity which explores different options captures, exposes, and records reasons behind decisions taken is participative: stakeholders become designers working towards a
common set of goals leads to achieving consensus
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of 4EM
(Steering committee)Project manager (Reference group)
Modellingtechnicians
Applicationgroup
The modelling group
What do you think F should do? What are the major tasks of F? Describe a typical process P within F. Which goals should F follow considering process P? Which are the main problems F experiences in P? Define possible actions for F to achieve its goals for P.
Ideas to kick off the first modelling session
Assume the problem is to analyze and to improve the waya particular company function F works.
CDD Enterprise modelling Motivation
The process of 4EM
Contains elements from a presentation by Janis Stirna
• Large plastic sheet (taped up on a sizeable wall).
• Differently colored pieces of paper for each component type (component names are pre-printed).
• Pre-prepared pieces of adhesive gum.
• Non-permanent felt-tip pens.
• A computer-based graphic tool to later model the results.
CDD Enterprise modelling Motivation
Tools for the modelling session
Contains elements from a presentation by Janis Stirna
Listen Respect other people's opinions Discuss differences Innovate Collaborate Analyse Generalise Summarise and reflect Focus on the problem at hand
Make progress
Be polite!!!
CDD Enterprise modelling Motivation
General rules at a modelling session
Contains elements from a presentation by Janis Stirna
Simple tools - to capture the ideas generated during the modelling seminar, to serve as meeting minutes (e.g. Visio, FlowChater, Omnigraffel)
CASE tools -- to document the model in order to be refined later, included in a report or a repository, or the model is going to be kept “alive” (e.g. Metis, Aris, MetaEdit)
Other types of tools e.g. CSCW tools might be needed in some projects (e.g. BSCW, CURE, Groupsystems)
CDD Enterprise modelling Motivation
Tool support
Contains elements from a presentation by Janis Stirna
MDDCAiSE’12
70
Digital camera can be useful to takesnap shots of the plastic wall
CDD Enterprise modelling Motivation
Tool support
Contains elements from a presentation by Janis Stirna
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of EKD … is participatoryA “real life” EKD Goal Model after 10 hours of modelling with 12 people from the customer site
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of EKD … is participatory
1. mērķisRTU sagatavo pasaulē konkurētspējīgus absolventus
3. mērķisSagatavot informācijas sabiedrības pilsoni.
4. mērķisPiesaistīt labākos Eiropas / pasaules mācību spēkus.
2. mērķisAr e-studiju palīdzību popularizēt RTU, spodrināt prestižu studijām RTU.
atbalsta
Veic in
a
11. mērķisMasveida augstas kvalitātes izglītība.
27. mērķisSamazināt nesekmīgu (atskaitāmo) studentu skaitu.
26. mērķisIeviest jaunāko pedagoģijas metodiku.
34. mērķisIeviest e-studijas kā masu apmācības tehnoloģiju
Vei
cin
a
atbalstaatbalsta
atbalsta atba
lsta
atbalsta
38. uzdevumsPrezentēt steidzamos darbus dekānu padomē.
U. SukovskisI. SlaidiņšE. Beķeris
15. uzdevumsJāizstrādā cena kursam „Inovācija augstākajā izglītībā”.
16. uzdevumsIzsludināt kursus „Inovācija augstākā izglītībā” ar cenām utt.
17. uzdevumsIzveidot štata divas (2) vietas atbildīgajiem par e-studiju:- metodiku;- tehnoloģiju.
Rektors
18. uzdevumsSagatavot pamatojumu tehniskā un metodiskā atbalsta e-studijās centra izveidei.
Mācību prorektors I. Slaidiņš
14. uzdevumsPopularizēt kursu „Inovāciju menedžments” internetā TSC mājas lapā.
A. Kapenieks
11. problēmaTrūkst iemaņu e-studiju materiāla radīšanai
63. mērķisIzveidot tehnisko un metodisko atbalsta centru e-studiju ieviešanai.
62. mērķisOrganizēt akadēmiskā personāla apmācību.
11. uzdevumsApmācīt min 100 pasniedzējus e-studiju kursu izstrādē.
12. uzdevumsAptaujāt pasniedzējus par gatavību izveidot e-kursus.
12. problēmaLielas daļas mācībspēku vājā sagatavotība moderno tehnoloģiju pielietošanā.
13. problēmaPasniedzēji nemīl (negrib) darboties ar to ko nesaprot un neprot.
RTU cena 100Ne RTU cena 200
19. uzdevumsNopirkt un ieviest gatavu „Super e-kursu” 1. kursam.
I. Slaidiņš
35. mērķis10 gadu laikā nodrošināt studentus ar vislabākajiem mācību materiāliem pasaulē 10 gadu laikā
36. mērķisNodrošināt ar e-studiju materiālu max daudz RTU priekšmetu.
37. mērķisMērķis ir nodrošināt:- studiju materiālu RTU pirmo kursu studentiem.
38. mērķisIzstrādāt e-studiju kurus.
41. mērķisRadīt un apkopot „success stories” par e-learning.
40. mērķisNodrošināt augsta līmeņa svešvalodu apguvi radot priekšnosacījumus eksistējošo e-studiju resursu izmantošanai.
39. mērķisMudināt studentus izmantot eksistējošos e-studiju resursus svešvalodās.
veicina
28. uzdevumsJādibina centralizēta RTU IT pārvalde
DITF dekāns Mācību prorektors
29. uzdevumsIzstrādāt RTU IT stratēģiju
30. uzdevumsIekļaut e-studijas RTU attīstības stratēģijā
IT pārvalde
31. uzdevumsJāraksta projekta pieteikumi par:- administratīvu pārvaldību;- e-learning atbalstu
14. problēma... pasīva RTU bibliotēkas piedāvāto resursu izmantošana studiju procesā.
Veicina
20. uzdevumsIzstrādāt RTU nolikumu par e-studiju materiāliem.
Mācību prorekt.
21. uzdevumsIzpētīt autortiesības un īpašumtiesības uz e-kursiem un rast risinājumu.
Tālmācības studiju centrs
22. uzdevumsUzrakstīt skaidrojumu kā rīkoties autortiesību (īpašumtiesību) jautājumā veidojot e-studiju kursus.
32. uzdevumsIzpētīt visoptimālāko e-studiju vidi.
33. uzdevumsVeidot datorklases ar printeriem , video konferencēm utt.
34. uzdevumsUzrakstīt projektu par datoru iepirkšanu 2500 studentiem.
15. problēmaNepietiekošs finansējums visaptverošas e-studiju infrastruktūras ieviešanai.
18. problēmaNav RTU vietas kur materiālus izdrukāt, nokopēt pēc plkst. 18:00
19. problēmaNepietiekoša datoru pieejamība studentiem.
57. mērķisCentralizēta RTU IT pārvaldība.
X
35. uzdevumsJāaptaujā un jāizvēlas biznesa struktūra, kas nodarbosies ar klēpjdatoru nodrošināšanu studentiem.
36. uzdevumsVeikt RTU IT auditu
Profesionāls IT auditors
Rektors
52. mērķisNodrošināt e-studiju infrastruktūru.
53. mērķisNodrošināt virtuālu pieeju laboratorijas aprīkojumam.
54. mērķisPiedalīties starptautiskos e-studiju attīstības projektos.
20. problēmaNav brīvu pieeju eksperimentālajai. bāzei.
risin
a
17. problēmaNepietiekama Interneta pieejamība fakultātēs.
56. mērķisVienoties ar „NOTEBOOKU” tirgotājiem par datoriem uz nomaksu studentiem.
16. problēmaIerobežotas iespējas piekļūt e-resursiem(Digital Divide)
55. mērķisIzmantot to, ka e-studijas ir starp Lisabonas deklarācijas „valzivīm”!
Risina
37. uzdevumsUztaisīt bezvadu tīklu visā RTU
Atbalsta
Atbalsta
Risina
1. problēmaStudentam trūkst motivācijas studēt!
28. mērķisTeikt, ka mācīties ir stilīgi.
8. mērķisPiesaistīt maksimāli iespējamu studēt gribētāju skaitu.
21. mērķisPiesaistīt ārzemju studentus.
atba
lsta
6. mērķisUzlabot RTU administratīvo kapacitāti.
4. problēmaIerobežota administratīvā personāla kapacitāte.
Kavē
Atbalsta
15. mērķisPaaugstināt studentu informētību par viņa studiju gaitu--------------------------------------Akadēmiski un administratīvi.
14. mērķisAtbrīvot RTU akadēmiskā personāla radošo potenciālu sadalot to divās daļās:- tie kas grib un var;- tie kas vairs negrib.
16. mērķisVienota augstskolas pārvaldība sistēma.
Kanclers
33. mērķisVienota studentu reģistrācijas sistēma (no atzīmju uzskaites līdz parolēm datorklasēs un virtuālā studiju vidē).
Atbalsta
Atbalsta
X
13. mērķisĢenerēt „ģeniālu” (optimālu) nodarbību sarakstu.
5. problēmaNeefektīvs lekciju plānojums:- 1 un 3 lekcija;- 2 un 4 lekcija...
6. problēmaZems studentu „servisa” nodrošinājums RTU. Minimālas uz klientu piesaistes un pakalpojumu vērstas darbības.
32. mērķisIzveidot vienotu „visa” (visas informācijas) reģistru.
Kavē
9. mērķisNodrošināt pastāvīgu saiti ar patērētājiem (industriju).
22. mērķisUzlabot studentu profesionālās prasmes.
23. mērķisPaplašināt zināšanu apvārsni.
atba
lsta atbalsta
5. mērķisModernizēt esošo studiju sistēmu.
30. mērķisE-studiju efektivitātes un attīstības pētīšana.
12. mērķisModernizēt pētījumu prioritātes RTU
29. mērķisApmierināt pieprasījumu pēc doktorantūras starpdisciplinārās pētījumu jomās.
31. mērķisPalielināt zinātnisko rakstu skaitu starptautiski atzītos žurnālos.
2. problēmaNormatīvo aktu ierobežojumi.
Kavē
3. problēmaProfesori pietiekoši nepiesaka pētījumu projektus.
Kavē
Atb
alst
a
Atbalsta
Atb
alst
a Atbalsta
58. mērķisIzveidot doktorantūras programmu e-studiju pētījumu jomā.
Atb
alst
a
1. uzdevumsPieteikt licencēšanai doktorantūras programmu.
realizē
7. mērķisIzstrādāt un ieviest kvalitātes vadības sistēmu.
19. mērķisPilnveidot studiju procesa kontroli.
17. mērķisNodrošināt augstāku kvalitātes studiju procesu.
18. mērķisIeviest RTU „Benchmarking” principu: līdzināties X konkrētai augstskolai.
7. problēmaPasniedzēju atalgojums ļoti vāji saistīts ar darba efektivitāti.
8. problēmaPasniedzēji, kas „izlaiž” cauri visus studentus.
9. problēmaStudentu viedoklis neietekmē pasniedzēja komfortu.
risina
risin
a risina
10. problēmaPārāk zemas prasības studentam, lai nokārtotu kursu.
10. uzdevumsE-studiju kvalitātes sistēmu integrē neesošajā RTU kvalitātes sistēmā.
6. uzdevumsOrganizēt konferenci par augstskolu kvalitātes sistēmām.
Attīstības un startēšanas departaments.
8. uzdevumsIzstrādāt kvalitātes sistēmu:- administratīvajam procesam- akadēmiskajam procesam. 7. uzdevums
Ieviest funkcionējošu kvalitātes sistēmu (tuvākajos 5 gados).
9. uzdevumsIekļaut projekta noslēguma konferenci kvalitātes sekciju ar „Invited Speacers”.
20. mērķisKatrā e-studiju kursā jābūt iebūvētam kursa novērtēšanas mehānismam.
atbalsta
at
bals
ta
atbalsta
atbalsta
44. mērķisRadīt pasniedzējiem motivāciju iesaistīties e-studiju kursos.
45. mērķisOrganizēt pasniedzēju apmācību eksotiskā vietās.
48. mērķisMotivācija būs tikai tad, kad tiek nodrošināta konkurence.
Atbalsta
50. mērķisJāpārveido algu sistēma RTU, t.i. tā lai „maka” turētājs nenoteiktu savu un padoto algu apmēru
46. mērķisNominēt e-studiju Oskaru balvām.
49. mērķisMotivācija ar burkānu un pātagu. Burkāns - samaksas saistība ar pasniegšana kvalitāti.Pātaga - sankcijas studentu neapmierinātības gadījumā
51. mērķisNo augšas jāuzšauj ar pātadziņu.
47. mērķisMotivācija personālam:- e-studijas nolikt uz biznesa pamatiem;
31. problēmaLielai daļai mācībspēku ne ieinteresētība (vienaldzība) iesaistīties ar pārmaiņām saistītajos studiju procesa uzlabojumos.
30. problēmaMaz ieinteresēto mācībspēku.
29. problēmaMotivācijas trūkums pasniedzējiem mainīt sava kursa saturu un metodiku.
risina
10. mērķisJāizveido 2-9 izglītojošie e-kursi tiem, kam tas ir nepieciešams.
24. mērķisNodrošināt informācijas patības iemaņu apgūšanu.
25. mērķisIeviest informācija pratības kursu.
61. mērķisIemācīt studentiem kā orientēties informācijā.
59. mērķisIzveidot „0” 1 sagatavošanas kursu.
60. mērķisIemācīt studentus strādāt ar viņiem pieejamiem informācijas avotiem (tradicionāliem un elektroniskiem) priekš tālākā darba visā dzīvē!
22. problēmaStudentu negatavība intensīvam darbam.
23. problēmaStudentu vājās zināšanas matemātikā.
24. problēma1. kursa studentu dažādie zināšanu līmeņi.
25. problēmaStudentu vājās zināšanas nestandarta datorlietošanā.
risina
21. problēmaStudentu vājā sagatavotība studijām.
Atb
alsta
RisinaKavēAtbalsta
kavē
13. uzdevumsPopularizēt kursu „RTU Blackboard”
M. Treijere
39. uzdevumsIzstrādāt kritērijus kā vērtēt pasniedzēju darba kvalitāti.
41. uzdevumsPieņemt lēmumu, ka algu sadalē un/vai pārvēlēšanā ņem vērā sasniegtos kvalitātes kritērijus.
44. uzdevumsUzskatīt e-kursus kā metodiskos materiālus.
43. uzdevumsIzveidot vienotu e-studiju materiālu krātuvi ar recenzijām un novērtējumiem.
42. uzdevumsIzstrādāt ieteikumus (nolikumu) par e-studiju materiāla novērtēšanu.
40. uzdevumsSagatavot priekšlikumus akadēmiskā personāla un citas nozīmes amatos vēlēšanās iekļaut e-studiju materiālu kā metodisko materiālu.
E-studiju struktūrvienība
Kavē
Atbalsta
Atbalsta
Atbalsta2. uzdevumsAtdot ietaupītos 200000 Ls
Atbalsta
43. mērķisPopularizēt e-studijas.
24. uzdevumsStruktūrvienībām pilnveidot savas mājas lapas.
25. uzdevumsRTU mājas lapā jāieliek tālmācības centra kursi(viegli atrodami)
26. uzdevumsMājas lapā sadaļu:„Tālāk izglītība” pārdēvēt par „Tālāk izglītība un tālmācība”
23. uzdevumsE-studiju mārketings RTU iekšpusē un ārpusē.
27. uzdevumsStudiju programmu novērtēšanas procesā organizēt diskusiju par kvalitāti, kurā noteikti uzaicināt Tālmācības centra speciālistus
Atbalsta
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Kavē
atbalsta
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A. Kapenieks
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IT pārvalde---------?
izpilda
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veicina
veicina
64. mērķisE-mācībās integrēta piekļuve pasaules informācijas resursiem
65. mērķisDot iespēju studentam operatīvi jautāt un saņemt atbildi.
66. mērķisPārbaudīt kādas kvalitātes vadības sistēmas e-studijās ir pierādījušas efektivitāti.
67. mērķisIeviest RTU jau izstrādātos e-kursus.
68. mērķisAtrisināt ar autortiesībām saistītos jautājumus un saskaņot ar likumdošanu.
69. mērķisRTU vajadzētu spiest uz „BLENDED” apmācību- iestrādāt e-materiālos
70. mērķisIesaistīt aktīvā kontaktā students <-> mācībspēks.DISKUSIJU TELPA
42. mērķisStudijas padarīt pieejamākas cilvēkiem ar kustību traucējumiem u.c. veselības problēmām.
atbalsta
EKD modelis E-studiju platformas izveidei RTU
ESF projekts: "E-studiju platformas izveide RTU inženierzinātņu studiju programmām" VPD1/ESF/PIAA/04/APK/3.2.3.2./0057/0007
risina
74. mērķisMērķis ir panākt studenta uzticēšanos lektoram.
75. mērķisAtjaunināt valsts programmu skolu informatizācija.
71. mērķisIzstrādāt vispārīgu pētniecības metožu kursu maģistratūras / doktorantūras programmas studentiem.
72. mērķisMudināt un finansiāli atbalstīt doktorantu piedalīšanos starptautiskās konferencēs.
76. mērķisIemācīt studentus patstāvīgi mācīties un domāt!
26. problēmaPiedalīties starptautiskās konferencēs kuru materiālus publicē SCI žurnālos.
27. problēmaRektors savās runās maz runā par mērķiem un nākotni.
28. problēmaTiek kopts melīgs mīts, ka jauni cilvēki negrib strādāt RTU.
Dažādi
73. mērķisIesaistīt sievietes e-kursu attīstīšanā, jo viņas ir labas rokdarbnieces.
Atbalsta
4. uzdevumsKoordinēt projektu priekšlikumus.
Rektors
Mācību prorektors
3. uzdevumsJāveido RTU stratēģiskās attīstības departaments.
5. uzdevumsIzveidot struktūrvienību, kas atbild par e-studijām.
izpilda
izpilda
A “real life” EKD Goal Model after 10 hours of modelling with 12 people from the customer site
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of EKD … is participatory Importance of participative modelling
The quality of the Enterprise Model is enhanced Consensus is enhanced Achievement of acceptance and commitment
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of EKD … is iterativeGoals Modelling
Conceptsmodelling
Business RulesModelling
Business ProcessModelling
Actors andResources Modelling
Technical Componentsand RequirementsModelling
T1
T2>T1
Note: (1) the kind of modelsdeveloped depend entirelyon the PURPOSE of modelling.(2) You do not necessary have to start with goals modelling
CDD Enterprise modelling Motivation
Contains elements from a presentation by Janis Stirna
The process of EKD … supports change managementInitial State
Enterprise ModelFuture State
Enterprise Model
Objectives
Current
Business
Processes
New
Objectives
New
Business
Processes
Vision for
change
Process for
change
Enterprise KnowledgeModelling
Enterprise KnowledgeModellingChange Process
Modelling
ChangeProcess Model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
The products of EKD
Goals Model
Business Rules Model
ConceptsModel
Business Process Model
Actors and Resources
Model
Technical Components and Requirements Model
defines,is_responsible_for
motivates,requires affects,
defined_by
uses, refers_to
refers_to
supportstriggers
uses, produces
performs,is_responsible_for
defines
defines,is_respon-sible_for
uses, refers_to
motivates,requires
Business Rules Model
motivates,requires
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Purpose of goal modelling
Purpose: to describe what the enterprise and its employees
want to achieve, or to avoid, and when to describe the goals of the enterprise along with
the problems associated with achieving these goals to explain why, or why not, processes, rules and
requirements exist or do not exist
WHY?
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Purpose of goal modelling Where should the organisation be moving? Which are the goals of the organisation? Which opportunities and strengths exist? What is the importance, criticality, and priorities of
goals? How are goals related to each other (conflict,
support)? Which problems (threats, weaknesses) are
hindering achievement of goals?
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Components of the goal modelComponents: goal, used for expressing goals regarding the business or state of
business affairs the individual or organisation wishes to achieve. They may be expressed as a measurable set of states, or as general aims, visions or directions. Goals can be several meanings, such as, goals, needs, requirements, desired states, etc.
problem, used for expressing that the environment is, or may become, in some non-desirable state, which hinders the achievement of goals. There may be two sub-types of problems: threat and weakness.
constraint, used for expressing business restrictions, rules, laws, policies from outside world affecting components and links within the Enterprise Model.
opportunity, used for expressing situations that we may want to take advantage of. If so, the Opportunity should be transformed into a Goal.
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Goal modelling guidelines Beware of ambiguity
Pay close attention to the language and expressions. Make sure that all participants understand them in the same way
--> discuss before you put something on the wall !!!
What do you mean by the best?
Goal:
To accept the best papers
We do not have enough best papers
Should we acceptonly the best?
Goal:
To accept only those papers that are above average in terms of originality,
relevance, and significance.
Goal:
To accept papers that have no mark 2 or below for originality, relevance, and significance.
What about averagebut still interesting papers?
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Goal modelling guidelines
Ambiguous, uncertain goal:
Extra money
Goal-17.2
Clearlystated goal:
The goal is to have an external finance source of 500 KSEK in next 3 years
Goal-17.2
A good rule of thumb is that, for example, goals should be always expressed in a full sentence starting with "The goal is...".
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Goal modelling guidelines
There are no more training schools inside VF (can be
brought from outside consultants)
Problem 5
Initially stated problem:
may be rephrased to problem and opportunity:
There are no more training schools
inside VF
Problem 5
Trianing of personel can be brought from outside consultants)
Opportunity 7
Try not to merge to different statements inside the same modelling component.
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Goal modelling guidelines
Specific MeasurableAcceptedRealistic Time frame
Larsson L., Segerberg R., An Approach for Quality Assurance in Enterprise Modelling, to appear, MSc Thesis, Stockholm University, 2004
Apply this to every goal
in your model
CDD Enterprise modelling Goal modelling
Contains elements from a presentation by Janis Stirna
Example To maintain and improve the
library's services
Goal 10
To have an external finance source
supplying 500 KSEK in next 3 years
Goal 11
supports
To establish paying services
Goal 3
To minimise customer's waiting in
the queue
Goal 4
To achieve a top class standard of
service
Goal 6
supports
supports
To attract outside customers
Goal 19
To make the library organisation more
cost-effective
Goal 7
The library's budget will be cut by 200
KSEK within a year and by 500 KSEK
within 3 years
Theat 1
hinders
The library is infrequently used
Weakness 2 hinders
There is a long waiting list for
borrowing books
Problem 4
hinders
In ELECTRUM there are many high-tech
companies
Opportunity 1supports
Service should be free of charge for students and
academics
Constraint 1
hinders
Service in the library is not as good as it
should be
Weakness 3
supports
To achieve interactive customer
support
Goal 2
supportssupports
To achieve high precision in all library
transactions
Goal 5
To minimise Library's
operational costs
Goal 21supports
hinders
To provide advanced services for library
customers
Goal 22
Source: ELECTRUM Library Case
CDD Enterprise modelling Goal modelling
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
Example
Strategic goals Business goals
Technical goals
Design-time goals Run-time goals
CDD Enterprise modelling Goal modelling
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
Example
Goal templatesG-1. To improve the usage of the services Currently, EVR provides up to 200 services for 250 municipalities, but 100 are in active use and not in all municipalities. The goal is to improve the usage of the services. Category: Strategic goal Stakeholder: S-3. EVR KPIs: Percentage of users consuming the services (target=25%)
Percentage of completed service actions / submissions (target=90%)G-5. To promote service usage in service catalog EVR provides a huge amount of services in SOA platform service catalog. Each service must contain sufficient up-to-date information to help to the end users find and use the services.Category: Strategic goal Stakeholder: S-3. EVR, S-4. Municipality KPIs: Frequency of catalog update
Number of services in catalog
CDD Enterprise modelling Goal modelling
Create a goal model of the case you selected or of the swimming pool reservation case.
• The municipalities want to allow citizens to book a swimming pool so they can have a bath.
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Exercise: create a goal model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Concepts modelling
Contains elements from a presentation by Janis Stirna
The purpose of concepts modelling
Purpose: to define the "things" and "phenomena" one is
talking about in the other models to more strictly define expressions in the Goals
Model as well as the content of resources in the Business Processes Model
WHAT?
CDD Enterprise modelling Concepts modelling
Contains elements from a presentation by Janis Stirna
The purpose of concepts modelling What is the “business language” used? What concepts is the enterprise about (including
their relationships to goals, activities and processes, and actors)?
How are they defined? Their attributes? How are the Concepts related? Which business rules and constraints monitor
these concepts?....
CDD Enterprise modelling Concepts modelling
Contains elements from a presentation by Janis Stirna
Example
Bad customer
Concept 11
KTH
Concept 1
KTH library
Concept 2
Department or faculty
Concept 3
Academic staff
Concept 4
Student
Concept 5
ELECTRUM Library
Concept 6
Service
Concept 7
Customer
Concept 8
Non-paying customer
Concept 9
Paying customer
Concept 10
works_for
studys_in
receives
Copy
Concept 12
Budget
Concept 13
has
owns
provides
Item
Concept 14-Nof
Book
Concept 15
Periodical
Concept 16
Document
Concept 17
Loan
Concept 18
Catalogue search
Concept 19
of
Paying service
Concept 21
Ordered loan
Concept 22
Video conferences
Concept 23
Copying of material
Concept 24
Purchasing material
Concept 25
Electronic item
Concept 26
has
State
Concept 27
in
Return datehas
CDD Enterprise modelling Concepts modelling
Example
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
CDD Enterprise modelling Concepts modelling
Create a concepts model of the case you selected or of the swimming pool reservation case.
• The municipalities want to allow citizens to book a swimming pool so they can have a bath.
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Exercise: create a concepts model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Business rules modelling
Contains elements from a presentation by Janis Stirna
Purpose
Purpose: to define and maintain explicitly formulated
business rules, consistent with the Goals Model. Business Rules may be seen as operationalisation
or limits of goals Business Rule Model usually clarifies questions,
such as: which rules affect the organisation’s goals, are there any policies stated, how is a business rule related a goal, how can goals be supported by rules.
CDD Enterprise modelling Business rules modelling
Contains elements from a presentation by Janis Stirna
Purpose Are there stated rules and policies within the company that may
influence this model? By which rules goals of enterprise can be achieved? Does this rule relate to a particular goal? How can this rule be decomposed? How can the enterprise conform to the specification of the rule? How do you validate that a rule is enforced? Which process(es) triggers this rule? Can this rule be defined in an operational way?
CDD Enterprise modelling Business rules modelling
Contains elements from a presentation by Janis Stirna
Example To establish paying services
Goals 3
To achieve a top class standard of
service
Goals 6
supports
To offer additional benefits for paying
customers
Goal 19
supports
Service should be free of charge for students and
academics
Constraint 1 hinders
To achieve high precision in all
library transactions
Goal 5
supports
To minimise customer's waiting
in the queue
Goal 4
supports
To keep the library catalogue regularly updated
Goal 20supports
A customer is a bad customer id he/she does not
follow library rules
Rule 1
There should be no priority in waiting
line for paying customers
Rule 2
supports
supportshinders
supports
A customer is a bad customer is he/she has overdue books twice consecutively
Rule 3
A customer is bad customer is he/she
delays books for more than 4 weeks
Rule 4
Update library catalogue as soon as changes occur
Rule 5
supports
Notify all customers about all changes in library
services immediately as changes occur
Rule 6supports
Update library catalogue after
each loan transaction
Rule 5.1Update library
catalogue when new items and/or
copies are acquired
Rule 5.2
Update library catalogue when copy of item
changes its state to "missing", or "in repair",
"out of stock"
Rule 5.3Every day check for delayed books
Rule 10
supports
Check physical condition of each copy when it is
returned to library
Rule 9
supports
CDD Enterprise modelling Business rules modelling
Contains elements from a presentation by Janis Stirna
Example
When Check_for_delayed_booksIf Today - Loan.Return_day >= 28 then Report_customer_as_bad(Loan.Customer_ID)
Rule 4
Check for delayed loans
Process 24
supports
Report customer as bad
Process 29
triggers
Service
Entity 12
Customer
Entity 4
Bad customer
Entity 10
refers_to
Loan
Entity 16
refers_to
receives
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Purpose
Purpose: used to define enterprise processes, the way they
interact and the way they handle information as well as material.
In general, the BPM is similar to what is used in traditional Data-Flow Diagram models.
HOW?
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Purpose Which business activities and processes are there, or
should be there, in order to manage the organisation in agreement with the goals?
How should the business processes, tasks, etc. be performed (work-flows, process models)?
Which are their information needs? Related concepts?
Which are the material flows?
How are the processes related to organisational actors?
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Components
Process is a collection of activities that:
consumes input and produces output in terms of information and/or material,
is controlled by a set of rules, indicating how to process the inputs and produce the outputs,
has a relationship to the Actors and Resources Model, in terms of the performer of, or responsible for a process, and
as an instance of a Business Processes Model is expected to consume, when initiated, a finite amount of resources and time.
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Components External process is a collection of activities that are:
located outside the scope of the organisational activity area,
communicating with processes or activities of the problem domain area and
are essential to document.
External processes sometimes can be considered as sources or terminators for some information or material flows. A typical example of external process may be customer who requests for certain library service or receives the service.
Information or Material set is a set of information or material sent from one Process or External Process to another.
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Example Order acknowledgment
Process 12.1
Search library's all copies
Process 12.2
Library response to customer
Process 12.5Deliver books to customer
Process 12.6
Negotiation with customer
Process 12.3
Update queue
Process 12.7
Register loan transaction
Process 12.4
Customer
Ext.process1
Customer order for a book
Inf.Set 1
Rejected order
Inf.Set 2Library accepted
order
Inf.Set 3
Book catalogue
Inf.Set 4
Ongoing loans
Inf.Set 5
Book is available
Inf.Set 6Book is not
available
Inf.Set 7
Book is borrowed by another customer
Inf.Set 8
Book checked out to customer
Inf.Set 9
Book
Inf.Set 10
Book is not available
Inf.Set 11
Customer refuses wait in queue
Inf.Set 12Customer elects to wait in queue
Inf.Set 13
Queue
Inf.Set 14
Queue acceptance
Inf.Set 15
BookEntity 20
refers_to
LoanEntity 16
refers_to
Library clerk
Role 1
Customer
Role 2
performs
performs
performs
State of a copyInf.Set 31
Ongoing loans
Inf.Set 5
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Guidelines for process modelling
Process is not decomposed:
Decomposed process:
Customer's address verification
Process 32
Address
Inf.Set1
Invalid address
Inf.Set2
Valid address
Inf.Set3
Process 32
Customer's address verification
Verify street number
Process 32.1
Verify City
Process 32.3
Verify ZIP code
Process 32.2
Verify Country
Process 32.4
Street No.Inf.Set 1.1
ZIP codeInf.Set 1.2
CityInf.Set 1.3
CountryInf.Set 1.4
Address
Inf.Set1
Invalid address
Inf.Set2
Valid address
Inf.Set 3
CDD Enterprise modelling Business process modelling
Contains elements from a presentation by Janis Stirna
Guidelines for process modelling
Analys is of surrounding world
Information BA1
Market s ituation
Information BA2
Competitor analys is
Information BA3
Vattenfall objec tives
Information BA4
Business Area´s competency section in
the bus iness plan
Information 19
-comprehens ive actions.-comprehens ive needs- Bus iness Area competency goals - Bus iness Areas ' s trategy
Information 27
The Bus iness Area Competence Planning and Management Process
(Duration: Jan-Dec)
Process BA0
Business areas ' implemented activ ities regarding competency
Information BA33
Policy / guideline for the supply of competency (describes the
requirements for the competency supply process)
Information A1
Plan of action related to improvement within the
Bus iness Areas
Information A2
Proposals for improvement of the VF Group's
competence supply process
Information A3
Plan of action for activ ities at the VF
Group level related to competency
Information A5 Compil ing of Bus iness Area/ company surplus /
shortaget of competence. Overall v iew of the VF
Group
Information A4
The Competence Audit Process
(Performed when poss ible)
Process AUDIT0
Other input
Information 11
Description of current s ituation of ' competency
mass ' (O+AO)
Information 10
Design and finalize s trategic plan year 0)
Des ign CEO's preconditions for Bus iness planning work(Duration: Jan-Sept, Year 0)
Process K1
Initiative for scorecard year 1-5
Information 1
CEO's preconditions for Bus iness planning
work
Information 3
Formulate s trategic plan within the competency field inc luding the scorecards ' employee
goals /indicators and identification of important
areas for competency development (O+BA)
Accounting for, and examination of s trategic plan within the personell field of O och VL
(Duration: Jan-May, Year 0)
Process K5
Proposal for s trategic plan within the personell field inc luding competency
Information 17
Strategic plan within the personell field
Information 14
Satis fied Employee Index
Information 25
Benchmark ing with other companies
Information 20
Description of important areas for competency development at an overall level -adressed
and non-adressed
Information 18
Bus iness Areas ' finalised scorecard
Information 4
Bus iness Areas ' finalised bus iness plan ( with
competency section) and financ ial forecast)
Information 5
Finalize the Group's scorecard in KL planning meeting and base data for the
Board of Directors
Finalize Bus iness Areas ' and the Group's scorecard and economic forecasts
inc luding competency in the Board of Direc tors
(Duration: Dec-Jan, Year 0-1)
Process K2
Finalised scorecard and economic forecast for resp BA
and VF Group inc l. section regarding employee/ competency
Information 7
Quarterly fol low up of BA goals and check ing off agains t
scorecard(A)(Jan, Apr, July , Oct, Year 1)
Process K3
Financial report for part of the year and
Bus iness Area result
Information 8
Results of measurement of implemented actions
Information 9
Bus iness Goals for Bus iness areas
Information BA5
Current s ituation regarding atti tude
Information BA6
Current s ituation regarding
competence
Information BA7
Strategic plan within the competency field
Information 11
Dialogue, workshops
"The Folder"
Des ign competency plansfor non adressed needs (O)(Duration: Sept - Nov, Year 0)
Process K6
Competency plan for non-adressed
needs
Information 26
part_of
Planning and implementation of competency related
actions at the Group level (O) (Duration: Jan-Jan, Year 1)
Process K4
part_of
Corrections to the competency plan
Information BA32
Controll ingof Bus iness Area bus iness plan regarding
competency(Duration: Sept-Nov, Year 0)
Process K7
Current s ituation in respectiveBusiness Area´s competency
section in the bus iness plan
Information BA31
Results of implemented competency related
actions
Information 21
part_of
part_of
part_of
Decomposition
Business area´s finalised Balanced
Scorecard
Information 4
Adjust scorecard for the Group(Q) (Duration: Nov)
Process K2.1
Adjusted scorecard for the Group
Finalise Balanced Scorecard for the Group
in the KL planning meeting (Duration: Dec)
Process K2.2Compile base data
for board of directors (Q,E,A) (Duration: Dec-
Jan)
Process K2.3
Finalise Balanced Scorecard for the VF
Group
Compiled base data for board of directors
Initiative to scorecard for years
1-5
Information 1Design and finalize strategic plan (A+Q+BA (jan-aug year 0);
Design the CEO's preconditions for Business planning work
Process K1
The Business Area Competence Planning and
Management Process
Process BA0
Finalise Balanced Scorecard and financial
forecast for resp. Business Area and the Group (incl.
competence) (Duration: Jan)
Process K2.4
Finalized scorecard by board of directors and economic forecast for respective Business area and for the
group, including section about employees/competence
Information 7Business area´s finalized
business plan (with competency section) and
economic forecast
Information 5
Finalize scorecard for Business Area and Group(Decomposition of Process K2)
Decomposition
Annual auditing for respective Business Area
-ensure the process-oversupply/shortage of
competency-output of supply of competency
process. (feb-may)
Process Audit 1
Feedback to Business Areas for process
improvement (sept)
Process Audit 2
Feedback to cO about how the process is
functioning(sept)
Process Audit 3
O collects information from audits-
Totals- Business Area/Company (sept)
Process Audit 4
Planning of actions for co-ordinated activities related to competence (O together
with BA)
Process Audit 5
Business areas' executed actions relating
to competency
Information BA 33
Proposals for improvements in the group's supply of
competency process
Information A3
Information according to PM by A.Sandberg
(assesment of results)
Information A7
Audit report-feedback from the process-score(process evaluation)
Information A6
Compiling of Business Area/ company surplus/ shortage of competence. Overall view of the group
Information A4
Policy / guidelines for the supply of competencies (describes the requirements for the process of
the supply of competencies)(section the policy folder)
Information A1
Vattenfall's CEO's preconditions for
Business Planning work
Information 3
Plan of action for activities at the Vattenfall Group level
related to competency
Information A5
Plan of action related to improvements within the
Business Areas
Information A2
Formulate goals for, and needs of, competency related actions as
a part of the Business Areas' businessplan (cBA) (sept-nov)
Part of Process BA0
The Business Area Competence Planning
and Management Process
Process BA0
Formulate strategic plan within the competency domain including scorecards' employee goals/indicators and identification of important areas for competence development at an overall level.(Functions and Business Areas) (Jan-May year 0)(O+BA)
Process K5
Design and finalize the strategic plan (A+Q+BA)
(jan-aug år 0)
Process K1
Planning and execution of competency related actions for the Group
level
Process K4
"The Folder"
Decomposition
Top level business process
CDD Enterprise modelling Business process modelling
Extracted from http://www.bpmn-tool.com/en/tutorial/
Using BPMN for process modelling
Do not worry :) Only workflow engines deal with all these modelling primitives
CDD Introduction Motivation
Create a business process model of the case you selected or of the swimming pool reservation case.
• The municipalities want to allow citizens to book a swimming pool so they can have a bath.
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Exercise: create a business process model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationGoal modelling
Concepts modellingBusiness rules
modellingBusiness process
modellingStakeholder modelling
Technical requirements
CDD Enterprise modelling Stakeholders modelling
Contains elements from a presentation by Janis Stirna
Purpose
Purpose:
used to describe how different organisational actors and resources are related to each other,
how they are related to components of the Goals Model, Business Processes Model, and Business Rules Model.
WHO?
CDD Enterprise modelling Stakeholders modelling
Contains elements from a presentation by Janis Stirna
Purpose
What types of actors are there?
Which are their relationships, organisational structure?
Which goals are actors related to? How?
Who is/should be performing processes and tasks?
How is the reporting and responsibility structure defined?
Which dependencies exist between actors?
CDD Enterprise modelling Stakeholders modelling
Contains elements from a presentation by Janis Stirna
Components Individual denotes a person in the enterprise.
Organisational unit can represent every organisational structure in the enterprise such as group, department, division, section, project, team, subsidiary, etc.
Non-human resources can be types of machines, systems of different kinds, equipment, etc.
Roles may be played by the Individuals and Organisational units in different contexts. An organisational unit may for instance play the roles of administrator and authoriser in the same context. It may be important to identify requirements depending on the role they have.
CDD Enterprise modelling Stakeholders modelling
Contains elements from a presentation by Janis Stirna
Example KTH Main Library
O.Unit. 1
ELECTRUM Library Budget
Capital 1
ELECTRUM Library
O.Unit. 2
LibraryClerk
Role 1
Customer
Role 2
John Smith
Individual 1
Non-payingCustomer
Role 3
PayingCustomer
Role 4
BadCustomer
Role 5
cuts
uses
provides_service_for
Library Information
System
Role 12
support_work_of
works_for
Library manager
Role 9
accounts_to
is_managing
Ericsson Radio AB
O.Unit. 3
playsplays
CDD Enterprise modelling Stakeholders modellingExample
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
CDD Enterprise modelling Stakeholders modelling
Create a stakeholders model of the case you selected or of the swimming pool reservation case.
• The municipalities want to allow citizens to book a swimming pool so they can have a bath.
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Exercise: create a stakeholders model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
…Concepts modelling
Business rules modelling
Business process modelling
Stakeholder modellingTechnical requirements
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Purpose
Purpose:
to aid in defining requirements for the development of an information system.
to focus attention on the technical system that is needed in order to support the goals, processes, and actors of the enterprise.
to define the overall structure and properties of the information system to support the business activities, as defined in the BPM.
to structure the information system in a number of subsystems, or technical components.
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Purpose Which general goals hold for the information system?
Which IS development problems can be conceived?
What requirements on the information system to be developed are generated by the business processes?
Definition of functional requirements
Definition of non-functional (quality) requirements
Which potential has emerging information and communication technology for process improvement? ...
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Components Information System Goal is used for expressing high level goals
regarding the information system and/or subsystems or components. They may be expressed with measurable or non-measurable properties, aims, visions, or directions.
Information System Problem is used for expressing undesirable states of the business or of the environment, or problematic facts about current situation with respect to the information system to be developed.
Information System Requirement expresses a requirement for a particular property of the information system to be designed. Information System Functional Requirements are used to express definite
requirements regarding a functional property of the information system or some of its subsystems. Functional requirements must be clearly defined with reference to the Concepts Model. Functional requirements can be directly supported by information system goals, but they are more often seen as refinements of the stated information system requirements.
Information System Non-Functional Requirements are used for expressing any kind of requirements, constraints, or restrictions, other then functional, regarding the information system to be built or the process of building it.
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Example
To maintain all kinds of information within
the library
IS Goal 1
To maintain information about
book resources
IS Goal 2To maintain
information about customer loans and
transactions
IS Goal 3To maintain
information about requests and
customer waiting list
IS Goal 4
To maintain information about the
most popular and newly published
books
IS Goal 5
To provide a 24 hours a day library catalogue search
IS Req 1
supports
Catalogue search engine should be
connected to Internet
IS FReq 2
supports
Catalogue search engine should have a WWW
interface
IS FReq 3
Library catalogue should be
exportable on CD ROM
IS FReq 4
supports
supports
Library IS should use as much existing
software as possible
IS FReq 5 supports
Catalogue search engine should be
connected to other library search systems
IS FReq 4
supports
To setup a library information system
Goal 26
supports
Library stock maintenance and update
Process 11
supports
Library catalogue update
Process 13
requires
To provide search services in catalogues of
other libraries
Goals 24
motivates
motivates
Catalogue search
Process 3supports
To make the library organisation more
cost-effective
Goal 7
supports
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Example
ELECTRUM Library Information System
Book cataloging system
To maintain all kinds of information within
the library
IS Goal 1
To maintain information about
book resources
IS Goal 2To maintain
information about customer loans and
transactions
IS Goal 3To maintain
information about requests and
customer waiting list
IS Goal 4
To maintain information about the most popular
and newly published books
IS Goal 5
To provide a 24 hours a day library catalogue search
IS Req 1
supports
Catalogue search engine should be
connected to Internet
IS FReq 2
supports
Catalogue search engine should have a
WWW interface
IS FReq 3
Library catalogue should be
exportable on CD ROM
IS FReq 4
supports
supports
Library IS should use as much existing
software as possible
IS FReq 5 supports
Loan Transaction System
Catalogue search system
Customers requests system
Queue registration
system
communicates
commu-nicates
communicates
Information System RequirementsTechnical Components
relates_to
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Remember that models are interconnectedGoal 4
To provide advanced services to library
customers
Goal 1
To minimise library's operational
costs
Goal 2
Deliver items electronically
Goal 3High stock availability
Goal 4
Copyright and ownership of
electronic material
Problem1
Advanced communication and information
technology
Opportunity 1 supportssupports
supports
hinders
hinders
Requests for electronic material must be
satisfied within 3 days
Rule 1
supports
Electronic Service assistant
Role 2
LibrarianRole 1
is_respon-sible_for
Library item
Entity1
Magazine
Entity2
Information
Entity3
Book
Entity4
refers_to
Management of electronic information
Process1
Customers
Ext.Process1
requests for electronic information
responses to requests for
electronic info.
performs
is_reponsible_for
Part of a Goals Model(GM)
Part of a BusinessProcesses Model (BPM)
Part of a BusinessRules Model (BRM)
Part of a Concepts Model (CM)
Part of anActors andResourcesModel (BPM)
CDD Enterprise modelling Technical requirements
Contains elements from a presentation by Janis Stirna
Remember that models are interconnected
Copy
Entity 12
State
Entity 27
in
Available
Entity 27.1
Borrowed
Entity 27.2
Missing
Entity 27.3
In repair
Entity 27.4
Out of stock
Entity 27.5
Loan
Entity 18
Return date hasuntil
until
Book repair should be recorded as loan
with no charge
Rule 20
affects
State of a copyInf.Set 31
refers_to
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
IntroductionContext modelling
Capability modellingVariability modelling
Capability design tool support
CDD Capability design Introduction
The context platform developed by Portugal Telecom
What do we mean by capability?
Capability is the ability and capacity that enable an enterprise to achieve a goal in a
certain context.
Capability definition templateCapacity: IT infrastructure, monitoring tool, developers, technicians.Ability: being able to deploy a maintenance portal. Enterprise: everisGoal: keep services available despite platform errors.Context: loss of connectivity w. other subsystems.Goal KPI: time service available / time error in platform
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
IntroductionVariability modelling
Context modellingCapability modelling
Capability design tool support
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
IntroductionVariability modelling
Context modellingCapability modelling
Capability design tool support
Unless stated differently, this section is based on work by Felix Timm, Hasan Koç, Kurt Sandkuhl, Tania González, Sergio España and others, for project CaaS
CDD Capability design Context modelling
Motivation
“Any information that can be used to characterize the situation of any entity” (Dey and Abowd, 2000).
“Something is context because of the way it is used in interpretation, not due to its inherent properties” (Winograd, 2001, p. 405).
“The context acts like a set of constraints that influence the behaviour of a system (a user or a computer) embedded in a given task” (Mena et al., 2007, p.
57).
CDD Capability design Context modelling
MotivationThe invariant characteristics of context
Based on the work of (Mena et al., 2007)
CDD Capability design Context modelling
State of the art
• key-value modelling• mark-up scheme modelling and text-based
(Comprehensive Structured Context Profiles, Pervasive Profile Description Language, ConteXtML, MLContext, etc.)
• graphical modelling (UML, Object Role Modelling, ER, etc.)
• object oriented modelling (cues, Active Object Model),
• logic-based modelling • ontology-based modelling (Context Ontology
Language, CONtext Ontology, etc.)For more information, see project CaaS task 5.1 report:
S. Bērziša, S. España, et al. (2013) State-of-the-art in relevant methodology areas
CDD Capability design Context modelling
Purpose of context modelling
Purpose: Linguistic context is used for disambiguating the
meaning of words in texts Relational context includes any information
pertinent to characterizing the relation of an entity to other entities, where this information is judged according to a given purpose
The organizational context describes mostly static information about a person. Such an information includes things like roles, positions, tasks, titles etc.
Situational context characterises the state or situation of a person, object or location for the purpose of understanding or being relevant for the interaction between a user and an application.
CDD Capability design Context modelling
Components of the of context modelComponents pertaining to other models but involved in context modelling: Process A Business Process is a series of actions that are performed in
order to achieve a particular result. E.g. Reserve Swimming Pool. Capability. A Capability is the ability and capacity that enable an
enterprise to achieve a Business Goal in a certain Context. E.g. Dynamic Swimming Pool Reservation Service.
Goal. A desired state of the affair that needs to be attained. E.g. To increase user satisfaction.
Process Variant. A part of the business process, which uses the same input and delivers the same outcome as the Business Process in another way. E.g. Provide List of Swimming Pools nearby or Provide List of all Swimming Pools.
Variation Point. An exact location in the Business Process Model, where Process Variants occur. E.g. An Exclusive Gateway in BPMN, which is dependent on whether the user’s location is available or not.
Variant Condition. Describes when a certain Process Variant is executed. It is related to the respective Context Elements influencing the Business Process in this Variation Point. E.g. < IF Weather = bad THEN Variant = V3.1 ELSE Variant = V3.2 >
CDD Capability design Context modelling
Components of the of context modelComponents of the context model: Measurable Property. Anything, which can be measured and is related
to a Context Element. It has a sensor or a data source where the values come from. E.g. Temperature, Precipitation
Context Element. Represents an environmental factor, which can cause change in the Business Process Model. Weather, Geo-Location Atomic. An Atomic Context Element is a Context Element that is not composed by any
other Context Element. E.g. Geo-Location Composite. A Composite Context Element compounds at least one Atomic or
Composite Context Element. It can be reasoned about this composition by dint of Composition Rules. E.g. Weather, Social Feedback.
Context Element Range. Used to specify boundaries of permitted values for a specific Context Element and a certain Measurable Property. E.g. [warm, cold] (Temperature).
Context Rule. Defines for what values of the Measurable Property the Context Element is in a certain Context Element Range. In the case of Composite Context Elements its ranges are defined by the ranges of its components. E.g. < IF DegreeCentigrade > 20 THEN Temperature = warm ELSE Temperature = cold >
CDD Capability design Context modelling
The process of context modelling
Felix Timm tuned this context modelling methodand applied it to the everis use case
CDD Capability design Context modelling
The process of context modelling
Recommended notations:• Goal model:
• 4EM• i*, Tropos, etc.
• Capability model:• CDT Capability Model• Class Diagram• Using tables
• Process models: • BPMN 2.0.• Communicative Event Diagram• Activity Diagram
• Context model• CDT Context Model• Class Diagram, ER, etc. + MathML formulas• Using tables
Recommended tools:• Capability Design Tool• Enterprise Architect• Rational Rose• Any tool supporting BPMN
2.0.• General purpose
diagramming tool (e.g. OmniGraffle, Visio, Dia).
CDD Capability design Context modelling
The process of context modelling
Objective: Sets the preconditions of a business service and elicits its influencing Context Elements. Therefore, the business service’s scope is defined, its standard processes are identified and variability is modelled.
Stakeholders involved: • Domain experts, who are stakeholders of the considered Business
Service • Business analyst • Context modeler
CDD Capability design Context modelling
The process of context modelling
Objective: To set the scope of the offered business service subject to context modelling. We need the following information• Objectives of the Business Service, which can be derived from
existing enterprise models, particularly from the Goals Model.• Defined Capabilities that satisfy these goals.• Business Services that need to be implemented in order to offer the
defined Capabilities.Some activities can be omitted if the models and information is readily available.
CDD Capability design Context modelling
The process of context modelling
• If there is a goal model, the analyst has to identify goals that are relevant for the subject of context modeling.
• If there is no goal model available, one has to be developed. • The goal model concentrates more on the business level than its
supporting information system. • The goals should be measurable by defining KPIs.
CDD Capability design Context modelling
The process of context modelling
• Analyze the Goals Model and identify one or several capabilities that support the fulfillment of the goals. Tabular forms can be used for representation here.
• Choose the business service that is considered as the scope of the Context Modeling Method.
• Map each capability to its relevant business service in order to let the scope become more transparent for the method user.
• The analyst can define several scopes, and then conduct the rest of the method activities for each scope (as an iteration or in parallel).
CDD Capability design Context modelling
The process of context modelling
• Try to keep the complexity of the scope at a reasonable level.• You can focus on a single, small-sized business service • or on a coarse-grained and wide business service that suppots
Since one business service can be separated into several independent business services delivering different capabilities, the method user can benefit from this. The smaller the scope the less complex is the application of the method. But there is a trade-off, since a too narrow scope is as ineffective as a too broad scope.
CDD Capability design Context modelling
Example
Business Service (Scope) Capabilities Goals
Swimming Pool Reservation CP1.1: Dynamic swimming pool reservation
G-SR-1: To provide an online and context-aware swimming pool reservation serviceG-SR-2: To increase user satisfaction
CDD Capability design Context modelling
The process of context modelling
Objective: Identify business processes of the subject, which need to be implemented in order to offer the defined capabilities and are modified in accordance with later identified contextual changes. This will provide the basis in order to identify process variants in Step 1.3
CDD Capability design Context modelling
The process of context modelling
• Decide on on how you are going to apply modularity to the business process models• González et al. (2011) Unity criteria for business process
modelling: communicative events -> physical events (my favorite)
• Milani et al. (2013) Decomposition driven consolidation of process models: main processes -> sub-processes -> tasks
• Mendling et al. (2010) Seven process modeling guidelines (7PMG): “Decompose the model if it has more than 50 elements.”
• Develop a process model in BPMN, which represents the base process of the subject.
CDD Capability design Context modelling
The guideline refers to Hallerbach, Bauer, Reichert (2010) Capturing variability in business process models: the Provop approach, J Softw
Maint 22(6-7), pp. 519-546
The process of context modelling
Hallerbach et al. (2010) define five policies to develop a base business process. • If all process variants are known, then
• create a model containing all process variants using conditional branches (policy 4)
• If the organisation or the business domain have a standard work practice, then• create a model containing the standard process (policy 1)
• Else • create a model representing the most frequently used process
variant (policy 2)
CDD Capability design Context modelling
The process of context modelling
Objective: A business process can hold variability that realizes the business service in a different way depending on contextual influences. The Context Modeling Method aims to apprehend this dependency by identifying these influences and map them to the business process model. • Capture the different process variants of the base process.• Incorporate process variants into one BPMN model (or several).• Identify variation points, which are points in the BPMN model that
depend on the contextual influence.• Elicit these influences (i.e., the context elements).
CDD Capability design Context modelling
The process of context modelling
Elicit the context elements influencing variation points using the Onion framework
• Internal layer refers to how the organisation influences the business process (e.g. corporate strategy, policies or workers).
• External layer refers to the immediate social system and market around a business (e.g. suppliers, customers, industry-specific practices and regulations).
• Environmental layer extends the border beyond the business network towards the big picture (political-legal influence, economy, society, weather, space, time).
Rosemann, Recker, Flender (2008) Contextualisation of business processes, International Journal of Business Process Integration and Management 3(1), pp. 47-60
Onion framework
CDD Capability design Context modelling
The process of context modelling
• Ask the following questions:• Is the influence of identified
factor vital for the fulfillment of the capability?
• Does the change of the factor influence of the capability delivery?
• Is the factor measurable or can it be retrieved from an Information System?
• Trade-off between expressiveness and explanation power vs. model complexity (e.g. number of context elements).
• Reuse context elements if possible.
• Context is not the only source of variability.
Rosemann, Recker, Flender (2008) Contextualisation of business processes, International Journal of Business Process Integration and Management 3(1), pp. 47-60
Onion framework
CDD Capability design Context modelling
The process of context modelling
Context element Influenced variation point Process variants
Available location VP1: Is location of citizen available
V1.1: Provide suggested listV1.2: Provide list of all pools
Weather VP3: Is the weather bad for the selected pool?
V3.1: Warn citizen of bad weatherV3.2: Continue
CDD Capability design Context modelling
The process of context modelling
Objective: Specify the details of each context element identified in step 1.
CDD Capability design Context modelling
The process of context modelling
• Decide the degree of dynamicity of the context element:• Static, when the context element value is known at deployment
time and is not expected to change. For example:• Location of the municipality in which an eGovernment
platform is deployed (coastal or inland).• Dynamic, when the value can change. For example:
• Municipality size, laws and market regulations (slightly dynamic).
• Current weather and forecast (very dynamic).
CDD Capability design Context modelling
The process of context modelling
• Decide whether the context element is a atomic or composite.• Atomic, when the context element value can be directly
obtained from a measurable property. For example:• Location of the user.• Facebook likes.• Temperature.• Precipitation.
• Composite, when the value requires to aggregate (i.e. operate with) several measurable properties. This will be done in 2.2. • Weather (in a pool registration service) aggregates the
temperature and precipitation.• Social feedback aggregates data from Facebook, Twitter,
Google+…
CDD Capability design Context modelling
The process of context modelling
• Identify the measurable property that provides the value to the context element.• If it already exists in the context platform, then select it (by
selecting the proper context source) and map it to the context element.
• Else, a development effort it will be necessary to create the context source.
Context platform architecture by Portugal Telecom
• Temperature context element maps to measurable property DegreeCentigrade
• Precipitation maps to RainLikelihood
CDD Capability design Context modelling
The process of context modelling
• For some context elements it is necessary to define the allowed ranges. E.g.:• Temperature can have the values
• warm if the current temperature equal or over 20ºC• cold if the current temperature below 20ºC
• If the context element is composite we continue with 2.2.1, else, we continue with 2.1.4
CDD Capability design Context modelling
The process of context modelling
• Some context elements are parameterised, to be able to properly define their value.• Temperature has two parameters:
• Location, the place whose temperature we want to know.• Date, the moment in which we want the temperature, which
can either be now, some moment in the past (historical values) or in the future (forecast).
• The same with Precipitation.• The parameter of Population is the municipality whose size we
want to know.• Define a rule that specifies the context element value if we defined
ranges for it, using MathML. • Temperature(location, date) has this rule:
IF DegreeCentigrade(location, date) >= 20 THEN Temperature = warmELSE Temperature = cold
CDD Capability design Context modelling
Example
• Identify the context elements that form the composite context element.• Weather aggregates Temperature and Precipitation• Social feedback aggregates the different social networks.
• Create the context rule for the composite context element, using MathML. • Weather has this rule:
IF Temperature = warm AND Precipitation = lowTHEN Weather = goodELSE Weather = bad
CDD Capability design Context modelling
Example
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
CDD Capability design Context modelling
Example
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
Context element specificationElement Values Measur. prop. Mapping rules
Municipality size
{Small, Medium, Large}
NC = Number of citizens
If NC <10000 then ‘small’If 10000 <= NC < 30000 then ‘medium’If NC >= 30000 then ‘large’
Service usage in other municipalities
{High, Medium,Low}
PMUS = Percentage of municipalities using the service
If PMUS < 20%, then ‘low’If 20% <= PMUS < 50% then ‘medium’If PMUS >= 50% then ‘high’
Type of highlighting
{Automatic, Manual}
NA NA (unknown at design time)
CDD Capability design Context modelling
The process of context modellingWe are designing a context modelling notation (work in progress).
CDD Capability design Context modelling
The process of context modelling
• The business process model is updated to represent the influence of context elements in variation points.• If you are using the Capability Design Tool, you can associate a
context element with a BPMN activity or an XOR gateway.• If you are using another BPMN-compliant tool, you can use a
data input element.
CDD Capability design Context modelling
The process of context modelling
Objective: Specify the conditions that allow deciding, at runtime, which business process variant to choose.
CDD Capability design Context modelling
Example
Service Service promotion rule
Marriage registration Is_Valentines_Day(Date)=True
Swimming pool reservation
Is_Pool_Season(Date)=True
Swimming pool reservation
Weather_Forecast(Date, Municipality)=Good
* Service_usage( Service, Municipality1)=High AND Is_Similar( Municipality1, Municipality2))
* Social_Network_Feedback( Service, Municipality1)=Popular AND Is_Similar( Municipality1, Municipality2))
Service highlighting
(using a table of business rules)
CDD Capability design Context modelling
Example
Marriage registration service
(this solution avoids redundancy, but the business process is unstructured)
CDD Capability design Context modelling
Create a context-aware business process model of the case you selected or of the swimming pool reservation case.
• The municipalities want to allow citizens to book a swimming pool so they can have a bath.
• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.
• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.
Exercise: create a context-aware business process model
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
IntroductionVariability modelling
Context modellingCapability modelling
Capability design tool support
CDD Capability design Capability modelling
Purpose of capability modelling
Purpose: To provide an overview of the capabilities we are
dealing with and the main elements that are related to them (goal, context, process variants, etc.)
It also works like an index to the other models.
CDD Capability design Capability modelling
Components of the of capability modelMain component of the capability modelling: Capability. A Capability is the ability and capacity that enable an enterprise
to achieve a Business Goal in a certain Context. E.g. Dynamic Swimming Pool Reservation Service.
Components pertaining to other models but involved in capability modelling: Goal. A desired state of the affair that needs to be attained. E.g. To increase
user satisfaction. Key performance indicator. It defines how to measure the success of the
organization in achieving its goals. Context indicator. It defines how to provide measurements of the context
situation that are meaningful for the organisation and help the stakeholders understand what is happening around them.
Context set. The set of context elements that provide a scope for the capability.
Process. A flow of related, structured activities aimed at achieving a given goal (typically, delivering a specific service or product, within the organisation or to a external stakeholder).
Process variant. A part of the business process, which uses the same input and delivers the same outcome as the Business Process in another way. E.g. Provide List of Swimming Pools nearby or Provide List of all Swimming Pools.
CDD Capability design Capability modelling
Example of capability model
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
CDD Capability design Capability modelling
Open challenges of capability modelling Difficulties with perspective and granularity.
Capacity:Ability: Enterprise:Goal: Context:Goal KPI:
Capability definition template
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
CDD Capability design Capability modelling
Open challenges of capability modelling Difficulties with perspective and granularity. We envision the need of relationships among capabilities:
Perspective Refinement Context or quality levels
Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
IntroductionVariability modelling
Context modellingCapability modelling
Capability design tool support
CDD Capability design Capability design tool supportCapability Design Tool
The Capability Design Tool is being developed by CROZ
• Eclipse-based modelling tool for designing and managing capabilities
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationCapability delivery
architectureContext-platform
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationCapability delivery
architectureContext-platform
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
MotivationCapability delivery
architectureContext-platform
CDD Capabilities in runtime Context platform
The context platform developed by Portugal Telecom
Capability context platform architecture overview
CDD Capabilities in runtime Context platform
The context platform developed by Portugal Telecom
Capability context platform interoperability
CDD Capabilities in runtime Context platform
The context platform developed by Portugal Telecom
Capability context platform technologies
CDD Capabilities in runtime Context platform
The context platform developed by Portugal Telecom
Context model instantiation
CDD Capabilities in runtime Context platform
The context platform developed by Portugal Telecom
Context platform user interface
Conferencia Latinoamericana en Informática
CLEI 2014
Capability-driven developmentDesarrollo dirigido por
capabilidadesAgenda
IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion
Si investigas en temas relacionados con el desarrollo dirigido por capabilidades o el desarrollo dirigido por modelos, considera la posibilidad de enviar tus trabajos y asistir a uno de estos congresos.
PoEM 20157th IFIP WG 8.1 working conference
on the Practice of Enterprise Modelling
November 2015, Valencia, Spain
Un poquito de publicidad :)
O de hacernos una visita de investigación en nuestra universidad.
Si investigas en temas relacionados con el desarrollo dirigido por capabilidades o el desarrollo dirigido por modelos, considera la posibilidad de enviar tus trabajos y asistir a uno de estos congresos.
Un poquito de publicidad :)
O de hacernos una visita de investigación en nuestra universidad.