Intelligent Enterprises An Introduction INCOSE Enchantment Chapter September 17, 2003 Jack Ring .

transcript

Intelligent Enterprises

An IntroductionINCOSE Enchantment Chapter

September 17, 2003

Jack Ringwww.jackring.com

jack@jackring.com 2

Intelligent Enterprise WG

• Explore the application of SE to creating intelligent enterprises.

• Explore the value of conducting SE as an Intelligent Enterprise.

• Formed July 2001. • 140+ participants, about half INCOSE

members.• Co-chaired by Allen Fairbairn, EMEA,

Jack Ring, Americas and (tbd), Far East.

jack@jackring.com 3

An EnterpriseAn Enterprise

Marketplace

Suppliers

Facilitates

Commerce

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Suppliers

Marketplace

Activities BusinessComponents

Results

Management MOE's

ExternalMOE's

Request

Response

Reward

RelationshipsCompetitors

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Mission Measures

Market StandingProductivity

InnovationLiquidity

Management MeasuresCost of QualityModel FidelityChange ProficiencyConflicting GoalsClimate SurveysBenchmarks

Objective Function forResource Allocation and Scheduling

Max Customer Quality

Max Return_on_ResourcesMin Cycle_Time

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-- Else?

Lack Of:Mission&Vision

StrategyIntentGoalsPlans

CommitmentsCompetencies

Energy and AutomationTeambuildingCollaboration

TenacityAchievementRecognition

Co-celebration

Triggers:Ambiguity

DisorientationAmbivalence

AlienationDissonance

DistrustFutilityMalaiseIsolationDreadApathy

DepressionNegative Rumors

Sabotage

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The Rest of the Story; Intelligent

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Shared mental and action models

IE – MeaningActing locally while thinking globally

EnterpriseTwo or more persons applying resources through actions to

achieve mutual purpose.

IntelligentMaximizing

Stakeholder Value while conforming to

principles and surviving change.

LimitedResources

People

Actions

MutualPurpose

Stakeholder Value

Systems &Societal

Principles

Unpredictable

Change

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The Classic Control Case

Step ChangeGoal

EnterpriseResponse

Next Change

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Getting to Clear Think

Stakeholder 1 Stakeholder nStakeholders

Preferences

Product Realization Enterprise

ObjectiveFunction

UnifiedGoals

Situation Awareness is Vital

Key Concepts –

Quick Tour

The Prescient Paradigm

1,000X

ComponentsJavaBrowserswww.Data WarehousesObjectsRAIDPC’s

DistributedArchitectureEvent-driven

Systems

20001950

Pre-packaged Apps Client-Server Apps Development TP 3 Schema Architecture Networking protocols RDBMSMainframes

Centralized Architecture,Clock-Driven

Systems

Complex, Adaptive Architectures,

Goal-Seeking Systems

Intelligent EnterprisesExecutable ModelsHigher-Order Patterns Unified Structure and ProcessOntology-based

Limit of Prescient Design100 X

Self-Innovating Systems; A Clue!

When you crack open an acorn you do not find a

tiny oak tree.

You find a nut -- that “knows” how to become an oak tree -- and will,

IFF it gets the right environment and

nourishment.

5 10 15 20

Number of Workgroup Members

Adapted from Friends In High Places, Livingston, W. L., FES Ltd. Publishing, Stuart, FL

Workgroup Size Limit

Encouraging, Admonishing

Anxious,Insincere

Critical,Destructive

Interpersonal style isdominant factor with 5X leverage oneffectiveness

UnexploredTerritoryof the IntelligentEnterprise

Peopled System Gradients

Enterprise Situations and Choices

Process View~104

Object View~102

GSSGSS

Chaordic View~10

Goal Seeking System

Structural View~108

Functional > Product > Matrix > Market > ?

≈1/2

Organizational Effectiveness Factors

Hierarchy

Process Object Chaordic

Productivity 1 2 5 10

Effic. vs Innov. 1 3 6 10

Latency 1 3 6 10

Rtn on Resources

1 3 6 10

Coherent Goals 1 3 6 10

Learning curve 1 3 6 10

Personnel 3 5 7 10

Use Complexity 1 3 7 10

Sustainability 1 3 5 10

Combustion 1 2 6 10

Opportunity

12 30 60 100

A variegated situation

The Seven Major ChallengesRequires an orchestrated response

Fears of being Insignificant, Irrelevant, UnlovableEvery part of all therapies must continually mitigate all three fears

IT architectures, practices and standards

Knowing and applying “people” technology

Authority is risk averse

Consultant delusions of adequacy

Design method; prescient and functional

Undiscussables and Issue Resolution Protocol

Key Success Factors

Awareness

Decision

Action

External & Internal SituationWhat is and is not happeningc.f. Intelligence cycle

Sufficient solution and implementationPer triage and Evolutionary Optimization (EVOP)Mix of analytic and natural methods

Provide and Adapt and AlignTo closure via collaborationFast and efficient

(1) Chaos and Order The Birth of the Chaordic Age, 1997, www.,chaordic.org.

Ordered Chaordic1 ChaoticLegoLego

LegoLegoGlue

Model Lego Erector Set

Framework and Module Architecture

Reconfigurable

RRS Principles

Flat Interaction

Deferred Commitment

Self-Contained Units (Components)

Plug Compatibility

Facilitated Reuse

Distributed Control and Information

Self-Organization

Evolving Standards (Framework)

Redundancy and Diversity

Elastic Capacity

Necessary and Sufficient

Seven Key ConceptsInterlocked and ever-present

People are NUTS! Right Environment, Nourishment.

The Joy of Change: Enjoy, Accomplish, Orchestrate, Benefit

On to Ontology: Fuse Form and Process

Meaning-driven Systems: Meaning < Decision < Commitment < Fulfillment < Value

Control without Controlling: Oversight>Embedded>Systemic

Workflow Decisions Flow

Fear Enthusiasm Purposeful Innovation

A Critical Mass of Applied Technologies

Enabling Intelligent EnterprisesAn operations concept fostering goal-seeking innovation

OntologyBased

Response Ability

Directly Executable Business Models

Multi-Media Knowledge

Management

Decision FlowManagement

Seeing Enterprise as System

Intelligent Enterprise Architecture

When Enterprise = SystemSustainable, Flexible, Efficient

Reactive – Proactive Balance

Response Ability

KnowledgeManagement

Adaptable Structure

Resource Portfolio Ch

Dynamic Integrity

OperateAdap

t Alig

nColla

Competency

Decisive

Implementing Enterprise Evolution Management

Current Options

Methods, Tools, IT

Expect -- Execute -- Evaluate -- Evolve

f Ent.

4 DataLinkbpmi

PET-DREAMSCORE

Process Edge

OpEMCSS

Accord

Reality- Capture

Capability Cases

RealSearch™

MBSEDomain

OntologiesCMap

References

CMap, Concept Mapping, Joe Novak, Ph.D., www.ihmc.comMTU, Managing the Unmanageable, John N. Warfield, Ph.D., www.ajarmail.comMBSE, Model-based Systems Engineering, A. Wayne Wymore, Ph.D.,awwymore@yahoo.com RealSearch™ Rick Dove, COB, Questa, NM www.parshift.com Capability Cases, Domain Onto’s, Ralph Hodgson, www.topquadrant.com METIS, Frank Lillehagen, CTO, www.computas.noReality-Capture, Ted Blackmon, Ph.D., www.reality-capture.com MBW, Management by Wire, Charan Lohara, CTO, www.egsoft.com Process Edge, Azad Madni, Ph.D., www.intelsystech.com Core, Joseph Skipper, Ph.D., www.vitech.com OpEMCSS, John Clymer, Ph.D., jclymer@Exchange.FULLERTON.EDU PET/DREAMS, Alison Boardman, Ph.D., www.elipsis.com Accord, David Ullman, P.E., Ph.D., www.robustdecisions.comDoors, www.telelogic.combpmi, www.bpmi.org 4DataLink, Steve Benson, COO, www.4datalink.com

Recap --

• An IE can be created and evolved. • The prudent think global, act local.• It takes an IE to create an IE.• Some people naturally like IE’s.• Priority is; Stakeholders > People >

Meaning > Value > Harmonizing Framework > Enabling Infrastructure (including organization).

• Technology is not enough. En-joy one another.

Intelligent SE

CACZ PHX IG

The Next Focus for IEWG

OpEMCSS Simulation

LA Chapter Tutorial – 11/03

Toulouse Tutorial? – 6/04

Reflection – The Real Source of Learning

Intelligent Enterprises An Introduction INCOSE Enchantment Chapter September 17, 2003 Jack Ring .

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