30
Intelligent Enterprises An Introduction INCOSE Enchantment Chapter September 17, 2003 Jack Ring www.jackring.com
| Date post: | 27-Mar-2015 |
| Category: |
Documents |
| Upload: | isabella-kirby |
| View: | 219 times |
| Download: | 5 times |
Intelligent Enterprises
An IntroductionINCOSE Enchantment Chapter
September 17, 2003
Jack Ringwww.jackring.com
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.
Suppliers
Marketplace
Activities BusinessComponents
Results
Management MOE's
ExternalMOE's
Request
Response
Reward
RelationshipsCompetitors
RelationshipsCompetitors
Mission Measures
Market StandingProductivity
InnovationLiquidity
Image
Management MeasuresCost of QualityModel FidelityChange ProficiencyConflicting GoalsClimate SurveysBenchmarks
Objective Function forResource Allocation and Scheduling
Max Customer Quality
Max Return_on_ResourcesMin Cycle_Time
-- Else?
Lack Of:Mission&Vision
StrategyIntentGoalsPlans
CommitmentsCompetencies
Energy and AutomationTeambuildingCollaboration
TenacityAchievementRecognition
Co-celebration
Triggers:Ambiguity
DisorientationAmbivalence
AlienationDissonance
DistrustFutilityMalaiseIsolationDreadApathy
DepressionNegative Rumors
Sabotage
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
The Classic Control Case
Time
Step ChangeGoal
B
A
EnterpriseResponse
Next Change
Getting to Clear Think
Stakeholder 1 Stakeholder nStakeholders
Preferences
Product Realization Enterprise
ObjectiveFunction
UnifiedGoals
The Prescient Paradigm
1,000X
ComponentsJavaBrowserswww.Data WarehousesObjectsRAIDPC’s
DistributedArchitectureEvent-driven
Systems
20001950
IS E
ffec
tive
nes
s
X
Pre-packaged Apps Client-Server Apps Development TP 3 Schema Architecture Networking protocols RDBMSMainframes
Centralized Architecture,Clock-Driven
Systems
2020
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.
25%
50%
75%
100%
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
Per
cen
t A
chie
vem
ent
Peopled System Gradients
Enterprise Situations and Choices
Process View~104
Object View~102
GSSGSS
GSSGSS
GSS
GSSGSS
Chaordic View~10
Goal Seeking System
Structural View~108
Functional > Product > Matrix > Market > ?
1
≈1/2
<1/4
<1/8
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
Attributed Copies Permitted© 2002 Rick Dove
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
Sc
ala
ble
Re
usa
ble
© 2002 Rick Dove
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
ange
Pro
ficie
ncy
Dynamic Integrity
OperateAdap
t Alig
nColla
bora
tive
Learn
ing
Competency
Decisive
Actio
n
Methods, Tools, IT
Expect -- Execute -- Evaluate -- Evolve
Sco
pe &
Dep
th o
f Ent.
Mod
el
4 DataLinkbpmi
METIS
MBW
Doors
PET-DREAMSCORE
Process Edge
OpEMCSS
Accord
Reality- Capture
Capability Cases
MTU
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.,[email protected] 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., [email protected] 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
