1Partnership for Performance

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2Partnership for Performance

fisher.osu.edu

Fisher logoCSE 757 Software Engineering

IntroductionNarrated by:

Dr. Rajiv RamnathDirector

Collaborative for Enterprise Transformation and Innovation (CETI)Department of Computer Science and Engineering, College of EngineeringDepartment of Computer Science and Engineering, College of Engineering

The Ohio State UniversityThe Ohio State University

Ramnath.6@osu.eduRamnath.6@osu.edu

http://www.ceti.cse.ohio-state.eduhttp://www.ceti.cse.ohio-state.edu

Partnership for PerformancePartnership for Performance

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Course Learning Outcomes• Be familiar with the characterization of enterprise software

systems.• Be exposed to the trends impacting enterprise systems• Be exposed to the need for frameworks for software engineering• Be familiar with frameworks for analyzing the business context

of enterprise IT systems, the concept of Business-IT alignment and related issues, and Enterprise Architecture.

• Be competent with structured and agile software engineering frameworks; specifically structured and agile software engineering methodologies for requirements identification, analysis, architecture, design, testing, deployment and project management

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What are Frameworks?

Definition:• Representations, principles and techniques capable of

illustrating and guiding practice and measuring performance, i.e. to define and frame the complex problems encountered, as well as to define and evaluate solutions to these problems.

Examples: • Equations of motion help us understand and predict the

motion of physical bodies. Hence these make up a framework.

• A company balance sheet is a framework for understanding how a business is performing

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How we will measure learningKirkpatrick’s 4 Levels of learning

• Level 1 – Reactions. Evaluation:

• Class participation

• SEI

• Level 2 – Recall. Evaluation:

• Quizzes, midterm and final

• Level 3 – Application. Evaluation:

• Projects in CSE 757, CSE 758 (and other Capstones)

• Level 4 – Transfer. Evaluation:

• Projects in CSE 758 (and other Capstones)

• In professional practice

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My Perspective – An Industry Background

12 years of life-cycle experience in workflow, work-management, B2B enterprise technology:

•Program management of federal consortium funded R&D of standards-based enterprise and internet technology.

•Specifications and pilot implementations leading to WfMC and OMG standards.

•Transition of R&D to commercial product, with development partners.

•As part of the product lifecycle, working with and establishing technologies and standards - J2EE, CORBA, COM+, XML, RDBMS, mainframe integration products, web technologies.

•Consulting and deployments in Fortune 500 companies (CAT, Raytheon, LM, WAMU, MCI)

Business Experience:•Small and large company business experience – M&A, VC, spin-off, competitive positioning.

Software engineering, enterprise architecture practice and education:•Internal establishment of software engineering practices.•Globally distributed project teams.•Internal, undergraduate and graduate courses•Industry-university projects

A Typical Enterprise System

3-tiered Enterprise System

Enterprise Technology Landscape• Browsers, desktop applications, terminals• Technology for the business logic layers• Integration technologies• Technology to access databases and data sources• Management suites• Hardware:

– Networking infrastructure

– Servers with native operating systems

Example Technologies• Structured data: XML• User interface: HTML, Flash, JavaScript• Rich client technologies: AJAX, Flex• Technologies for the server layers – Servlets, Java

Server Pages, Java Server Faces• Object-relational mapping (ORM). EJBs and other

technologies• External connections: Web Services• Internal Enterprise Integration: the Enterprise Service

Bus• Legacy integration technologies• Parallel computation: Grid computing• Mobile computing: PDA, Cellphones• Edge computing: RFID, WSN

Enterprise Computing is Distributed Computing• Primary reason: Problem is inherently distributed

– Physical separation of people• Customers, employees, field agents, students, …

– Distributed command and control• Battlefield logistics, avionics, disaster response, …

– Geographic distribution of data• Napster, Akamai, Google, …

– Integration of legacy systems• Access old software on old platforms with new clients

Enterprise Computing is Distributed Computing

• Secondary reason: Harness unused computation cycles– “Every minute, all over the world, thousands of waves

are being wasted…” (Endless Summer)– Really the realm of parallel computing– Problem has a sequential specification but a parallel

solution• Weather prediction, scientific computation, complex

simulation, graphics rendering, …

– Technologies: Parallelizing compilers, SMPs, Cluster computing, Grid computing,…

Technical Challenges Heterogeneity

– Hardware, Operating system, implementation languages Transaction management State management Partial Failures

Local failures, need for global resilience and recovery Concurrency

Action interleaving and interference Integration Compatibility & Correctness

When/how can a component be used? Security

Intrusion prevention/detection/repair; privacy Loosely coupled and separate authorization domains

Integrated Management

Are Challenges Solved With The Newer Technologies?• Dominant trend: Loose coupling

• Makes challenges harder, not easier!Heterogeneity is directly addressed Partial failures are more common Concurrency is harder to control Integration is more unreliable Security is more difficult

What Must Enterprise Systems Now Support: Growing Services Economy … • “The future of ATMs and self-service terminals lies in

multitasking – going from dispensing only cash to selling theater tickets, renewing driver’s licenses and offering other services” ..The Journal Gazette, May 2007

• Content and Delivery - Wikis, What’s next? • Software as Service (SaaS)

– “This new breed of specialized firms fully embrace SaaS with complementary business and technology consulting, productized intellectual property, and support services via flexible social networks …” (Chris Barbin, CEO Appirio - http://www.sandhill.com/opinion/editorial_print.php?id=129.)

• Flexible internal and external service networks:– Exposing and monetizing internal services– Outsourcing internal services

Small number of request types

Non-routine processing

Required capabilities known

Demand knownProcess flow known

Availability of capabilities known

Transaction type unknown

Demand unknown

Required capabilities unknownTransaction sequencing unknownAvailability of capabilities unknown

Industrial Age

Adaptive Complex Enterprise (ACE)

Routine processing

Large number of request types

Process flow uncertain

Increasing complexity

Trend: Variation

Uncertainty and competitive pressures

Project management uncertain

Routine Requests

Non-Routine Requests

Requirements uncertainty

Virtualization & delayed binding

Embrace variation

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Trend: Innovation around Services

Environmental Trends …• Globalization

– The removal of “friction”– Uniform quality of most “products” manufactured anywhere– Outsourcing of almost anything– Global movement up Maslow’s Hierarchy of Needs

Have Created the Need for Service Innovation:• Beyond operational excellence• Not product innovation but service innovation

Characteristics of Services:• High variation among transactions• Continued negotiation during service delivery• Little cost amortization• Oscillation around satisfaction• High touch requirement• Decisions made on secondary factors – opinion, trust and relationships• Must be delivered at the point of the need• Local presence is an advantage

Problem: IT Complexity Inhibits Service Agility

Actual application architecture for consumer electronics company (IBM)

E01-EDI

Data W arehouse(Interfaces to and from the

Data Warehouse are notdisplayed on this diagram)

DRAFT Best Buy - Application Diagram V4 DRAFTNovember 10, 1999

G02 - GeneralLedger

A05 - AP

S01 - SalesCorrections

I01 POReceiving

I03 Return toVendor

I06 W arehouseManagement

Mainfram e apps - BluePC/NT apps - GreenUnix apps - Yellow3rd party interface - OrangeLines: Colors have no specia l m eaning.They are to help m ake the diagram easier toread.For More Information: See the databasecontain ing inform ation about eachapplication: Application V4.m db

S06 - Credit App

P15 EES EmployeeChange Notice

OTHER APPS - PCAP - Collections/Credit

TM - Credit Card DB

ACCTS REC APPS - PC990COR

Bad DebtBenefical Fees

Beneficial ReconcilJEAXFJEBFAJEBKAJEDVAJESOAJEVSAJEVSF

NSFTeleCredit Fees

INVENTORY CONTROL APPS - PCCode Alarm

Debit ReceivingsDevo Sales

Display InventoryIn Hom e

JunkoutsM erchandise W ithdraw l

Prom o CreditsRTV Accrual

ShrinkAP Research - Inv CntrlAP Research-Addl Rpts

Book to Perpetual InventoryClose Out Reporting

Com puter Intelligence DataCount Corrections

Cross Ref for VCB DnldsDam age W rite OffDebit Receivings

DFI Vendor DatabaseDisplay Inventory Reconcil

Display Inventory Reporting

INVENTORY CONTROL APPS - PCDPI/CPI

IC BatchingInventory Adj/Count Correct

Inventory Control ReportsInventory Levels

Inventory RollM erchandise W ithdraw l

Open ReceivingsPI Count Results

PI Tim e Results from InvPrice Protection

Sales Flash ReportingShrink Reporting

SKU Gross M arginSKU Shrink Level Detail

USMVCB Dow nloads

Journal Entry Tool Kit

Scorecard - HR

L02-ResourceScheduling(Campbell)

P09 - P17Cyborg

M02 - Millennium

M03 - Millennuim 3.0

Banks - ACH and Pos toPay

Cobra

B01 - StockStatus

S03-Polling

P14 On-line NewHire Entry

CTS

Plan Administrators(401K, PCS, Life,

Unicare, SolomonSmith Barney)

D01 Post LoadBilling

I04 HomeDeliveries

I02 -Transfers

Arthur Planning

I07 PurchaseOrder

I12 EntertainmentSoftw are

I05Inventory Info

E13E3 Interface

S04 - Sales Posting

V01-Price ManagementSystem

I10 Cycle PhysicalInventory

I55 SKUInformation

K02Customer Repair

TrackingI35 Early W arning

System

B02 MerchandiseAnalysis

I13- AutoReplenishment

U18 - CTO

Intercept

I09 Cycle Counts

E02-EmployeePurchase

Texlon 3.5

ACH

Stock Options

I17 Customer PerceivedIn-Stock

U16-Texlon

SiteSeer

C02 - CapitalProjects

F06 - FixedAssets

US Bank ReconFile

Star Repair

EDICoordinator

M esa Data

NEW SoundscanNPD Group

AIG W arranty Guard

Resumix

Optika

Store BudgetReporting

P16 - Tally Sheet

Cash Receipts/Credit

S05 - HouseCharges

Ad Expense

L01-PromoAnalysis

V02-PriceMarketingSupport

BMP - Busperformance Mngt

StoreScorecard

I11 PriceTesting

Valley Media

P09Bonus/HR

I15 Hand ScanApps

Roadshow

POS

S08 - VertexSalesTax

A04 - CustRefund Chks

Equifax

ICMS Credit

CellularRollover

S09 - DigitalSatelliteSystem

NPD,SoundScan

Sterling VANMailbox (Value)

I18SKU Rep

X92-X96Host to AS400

Communication

S02 -Layaw ays

W ashington,RGIS,

Ntl Bus Systems

V04-SignSystem

I14 Count CorrectionsNARM

P01-EmployeeMasterfile

I06 - CustomerOrder

FrickCo

UAR - Universal AccountReconcilliation

DepositoryBanks

S07 - CellPhones

S11 - ISPTracking

AAS

Fringe PO

Cash Over/Short

L60 MDFCoop

SKU SelectionTool

SKUPerformance

SupplierCompliance

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I35 - CEI

ASIS

Misc Accounting/Finance Apps - PC/NTCOBA (Corp office Budget Assistant)PCBS(Profit Center Budget System)

Merchandising Budget

AIMS

Merch Mngr ApprovalBatch ForcastingAd Measurement

AIMS Admin

AIMSReportingAd

Launcher

V03- MktReactions

SpecSource

CTO2.Bestbuy.com

RebateTransfer

SignSystem

CopyW riter'sW orkspace

ELTPow erSuite

StoreMonitor

AIS Calendar

Stores & Mrkts

Due Dates

Smart Plus

InsertionsOrders

BudgetAnalysis Tool

Print CostingInvoice App

AIS Reports

BroadcastFilter

Smart PlusLauncher

GeneralMaintenance

Printer PO

PrinterMaintenance

VendorMaintenance

Vendor Setup

Connect 3

Connect 3Reports

Connect 3PDF Transfe

Spec SourceSKU Tracking

S20-SalesPolling

Prodigy

PSP

In-HomeRepair

W arrantyBillingSystem

Process Servers(Imaging)

Prepared by M ichelle M ills

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Many-to-many relationships between strategies, business services, IT services, IT components

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Problem: Cultural Challenges: Devaluing Information Technology

“IT Doesn’t Matter” - The commoditization and universal availability of technology

The drive for Business-IT “Alignment”

Treatment of IT organizations as cost centers

IT outsourcing decisions based primarily on cost

Discussions of the IT “personality” (CACM April 2006):• Stereotype #1: The "High Maintenance" IT Professional• Stereotype #2: The "Older, Static" IT Professional• Stereotype #3: The "Technology Anchored" IT Professional

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Challenge: Business Focus on Operational Stability and Cost Savings

TCS Keynote (at SEPE Symposum, TRDDC, 12/13/05 - Evolving IT from "Running the Business" to "Changing the Business“

– … it has become important for a software project's success to be measured on schedule; quality; and cost — the three pillars of delivery excellence ...

Process Improvement Efforts: ITIL, Six Sigma

Centralization and Consolidation of the IT Function

Standardization

Focus on Governance

… So, how does IT stay important?

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The CSE 757 agenda:

• Study frameworks for:• Business analysis• Alignment of IT with the business• Requirements elicitation• Domain, problem and solution analysis• Software project management• Software architecture• Software design• Software systems deployment and management

• Study how to put these frameworks together for achieving system and, hence, business goals

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Thank you!!