AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS
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AUTOMATED SYNTHESIS OF BUSINESS KNOWLEDGE FROM REUSABLE COMPONENTS
• ORGANISATIONS AROUND THE WORLD SPEND BILLIONS REDESIGNING SYSTEMS– To address evolving customer expectations– Support business innovation– Leverage new technology– Support changes in the business environment
• THE SOLUTION: reuse business knowledge, to realize enormous cost, effort, time to market savings
Amit Mitra, OMG Technical Meeting, BURLINGAME, CA December 7, 2005
MAIN THEME OF THIS PRESENTATION • It is necessary and possible to integrate knowledge, process & systems to
do this
• The time has come to standardize reusable business knowledge components and automate the synthesis of resilient business processes and agile information systems
• What SIG will sponsor this?MY BACKGROUND
• Seasoned Practitioner with R&D experience
• Chief Methodologist – AIG
• Director of Architecture – NYNEX
• Manager Information Systems Planning, NYNEX subsidiary
• Manager, Architecture and e-commerce KPMG
• Black Belt – Six Sigma
• Author
• Guest lecturer at the University of Arizona on BPM and process improvement course
ORGANIZATION OF THIS PRESENTATION
1. CONCEPT
2. SEMANTICS OF KNOWLEDGE (METAMODEL )
3. REUSABLE COMPONENTS OF BUSINESS KNOWLEDGE
4. EXAMPLES OF AUTOMATED KNOWLEDGE REUSE
5. CONCLUSION
6. WHERE TO GET MORE INFORMATION
CONCEPT
THE PROBLEM - ADAPTABILITY• BUSINESS THRIVES ON CHANGE
– INTENSE COMPETITION, GLOBAL SUPPLY CHAINS– INCREASING REGULATION– NEW OPPORTUNITIES, THREATS– EXPLODING KNOWLEDGE BASE, RAPID INNOVATION
• SYSTEMS, HOWEVER…– ARE AN OBSTACLE TO CHANGE– MULTIPLICITY OF IMPACT– COST
• LOST TIME = MISSED OPPORTUNITY• THE SOLUTION IS..
– TO ADAPT TO MOVING TARGETS…– BY OPERATING ON THE PLANE OF MEANING TO…– SEAMLESSLY INTEGRATE AND AUTOMATE ALIGNMENT BETWEEN BUSINESS KNOWLEDGE,
BUSINESS PROCESS AND INFORMATION SYSTEM. • By recognizing that each is an EXPRESSION of the other, and may be derived from the other.
•Knowledge is malleable
•Its use fosters new learning & innovation
The industrial manufacturing paradigms have
limited validity in the global knowledge economy
This happens becauseTherefore
Business Space
Solution Space
System
Req
uir
em
en
ts
Desig
n
Gen
era
tion
Business
Domain
Specification
CASE tools and Information Systems delivery start here.
What HowShared
Patterns of Business & real World Knowledge
Reusable patterns of business knowledge, business semantics, operations, tactics, strategy
CAPE tools and Value
Chains start here.
Reusable Requirements
“Consider that an enterprise is a thinking entity…many of these thoughts exist as business rules” - Barbara von Halle
Our book starts here...
Executive Management
Functional Management Department Management
System Architect’s View IT Strategist’s View
Chief Developer’s View
Market and Industry Responsi-veness
Product and Service Level Adaptability
Product & Service Level Functional Suitability
User Level Adaptability
User Level
Functional Suitability
Delivery Consistency
DECREASING IMPACT ON BUSINESSMOST BUSINESS VALUE ADD
Business Unit & Operations Management
Programmer’s View
Intra-organizational Coordination, Communication and Alignment
Key business values derived from business process engineering
LEAST BUSINESS
VALUE ADD
TRADITIONAL STANDARDS HAVE HAD LIMITED BUSINESS RELEVANCE
System Architect’s ViewStrategic View
Chief Developer’s View
DECREASING IMPACT ON BUSINESSVALUES- ADDED
Component technology has
focussed on technology
knowledge, not high value business
knowledge
Programmer’s View
Miss-ion
Vis-ion
Go-als
Service Levels
Strat-egies Process
Data
Applic-ation
BUSINESS KNOWLEDGE INFORMATION TECHNOLOGY KNOWLEDGE
COMPONENT ENGINEERING HISTORICAL FOCUS
COMPONENT ENGINEERING REQUIRED FOCUS
Presen-tation Session Net-
work
DataTrans-
portData Link
PhysicalComponents
The Architecture of Knowledge
TECHNOLOGY RULES
INTERFACE RULES(HUMAN & AUTOMATION)
INFORMATIONLOGISTICS
BUSINESSRULES
Vision
Proce
ssEve
nts
Value
Policy
/Stra
tegy
Excep
tions
Business Rules
Business Opportunityor
Environmental Change
Encapsulate and normalize common patterns of Business Knowledge
Objective
BUSINESSPROCESS
AUTO-MATION
BUSINESS
TECHNOLOGYPLATFORMOPERATION
TECHNOLOGY RULES
INTERFACE RULES(HUMAN & AUTOMATION)
INFORMATIONLOGISTICS
BUSINESSRULES
Vision
Proce
ssEve
nts
Value
Policy
/Stra
tegy
Excep
tions
BUSINESSPATTERNS
DATA MOVEM
ENT
GUIs & F
ORMATTIN
G
COMPONENTS
Maintenance
PERFO
RMAN
CE OPTI
MIZ
ATION
COM
PONEN
TS
SPECIFICATION
Components
Performance optimized components for select platforms
ACTIVE PRODUCTION
COMPONENTS
ACTIVE PROTOTYPING
COMPONENTS
Components
Business Opportunityor
Environmental Change
BUSINESSPROCESS
AUTO-MATION
BUSINESS
TECHNOLOGYPLATFORMOPERATION
The Architecture of Knowledge
Key Concepts & Assumptions
• Meanings are patterns of abstract information– May be configured from other meanings– Meanings are components, configured from components– May have one or more expressions
• Can automation manipulate meanings; operate on the plane of meaning?• Can innovation be automated?
KNOWLEDGE ARTIFACT Normalized,
reusable business knowledge
component or subassembly
• Business Knowledge is configured from meanings– If automation can manipulate meanings rather than blind code, business processes and information systems can become extremely flexible and
agile
RULE
Expression of RuleRULE MEANINGExpressed by 1 or more
[expression of 1]
Normal Form of expression
Subtype of
Equivalent to 0 or 1[equivalent to of 0 or more different]
Instance of
The 80-20 rule of inventory management• If we attempted to find every rule and business meaning in even a small business, there would
be only one outcome – Analysis Paralysis
• There are too many rules to inventory and common patterns are often lost in this tangled web
–Luckily, a few universal components connect the business of the enterprise
–And are therefore the critical rules, reused most often
–How can we find them?
FE
W
C O M M O N
RUL
E
S
L YR E U
SE
D
AR
C H I T E C T U RE
MO
ST
T
H
E
?? ??? ?
BUSINESS RULES
However..
• Competitive advantage does NOT flow from standardization
• It flows from differentiation …and
• Standardization and differentiation are not in conflict. They complement each other..,
BankingFi
nanc
ial S
ervi
ces
Focus on Commonality
ServiceEngagementSpace
Common Space forinteroperability standards& standard components
Focus on customvalue &
competitivestrength through
differentiation(Custom
Components)
focus on competitive advantage throughinteroperability and economic efficiency
(Broadly Reusable Components)
InsuranceGovernm
ent/Military
RE
US
AB
ILIT
Y
Standardization and differentiation are mutually complementary
(Easier to conceive)
(Abstract and hard to conceive)
RIS
K
Tangible Objects, Processes & Mechanisms
Tangible Information Information Logistics,
Interface & Technology Layers
Abstract Meanings & Patterns that
unify
INFORMATION SPACE(A CONNECTING HUB)REAL
WORLD
INFORMATION SYSTEM
Crossing the Chasm from reality to information system
METAMODEL OFBUSINESS KNOWLEDGE
PEOPLE & BEST PRACTICESPATTERNS OF BUSINESS
ORGANIZATION/PEOPLE
PROCESS & WORKFLOW
PHYSICALINFRASTRUCTURE
TOOLS INCLUDINGINFORMATIONTECHNOLOGY
BUSINESSSTRATEGY
PRODUCT & SERVICE
OFFERINGS
POLICIES, LEGISLATION,REGULATION
OUR APPROACH TO ABSTRACTION & KNOWLEDGE REUSE : THREE PILLARS
•The structure of information & abstract meanings
•Few universal facts re-used & repeated most often•Connect business functions & even businesses
•Manage Emotions unleashed by change•Best practices for governing change through directed evolution
GROUPING& INHERITANCE OFFACTS SHAPED BYTHE REAL WORLD
OUR APPROACH TO THE SEMANTICS OF KNOWLEDGE
METAMODEL OF KNOWLEDGE: CORE CONCEPTS
• The semantics of Pattern– Information content and structure
• The metamodel of abstract knowledge is based on– Semantics of information structure derived from “Pattern”– Contains the ontology and semantics of abstract components– A few key concepts
• Constraints convey information, reduce the freedom of a pattern• The Principle of subtyping by adding information• The Principle of Parsimony; mutability
– Temporal Objects have history– Domain captures the concept of “measurability”– The properties of objects emerge from their intersections with domains
• The metamodel of business process is a polymorphism of the generic metamodel of knowledge– Obtained by adding temporal information to “Relationship”– Semi and Unstructured processes– Governing processes
Time slice(a single state of an
instance of an object)
OBJECT CLASS
Present
Past
V1
V2
V3
V4
V1
V2
V3
V4
V1V1
V2V2
V3V3
V4V4
V1
V2
V3
V4
V1V1
V2V2
V3V3
V4V4
Inst
ance
Time Time
V1
V2
V3
V4
V1V1
V2V2
V3V3
V4V4
A Domain
• Domains are non-temporal object classes– Class of values
• Eg: Length, mass, affinity/preference, gender etc.
“Value” includes•“Any” (i.e., “All”)•“Don’t Know”•“Null”
OUR APPROACH TO BUSINESS KNOWLEDGE REUSE
Business ProblemBusiness Problem
SolutionsSolutions
Solutions Components
Solutions ComponentsIndustry KnowledgeIndustry Knowledge
CompetenciesCompetencies
• Products/Services
• Core Methods & Techniques
• Support Center / Infrastructure
• Financial Services• Manufacturing• Retail• Distribution• etc..
Our Approach to patterns of reusable business knowledge: Combine industry knowledge with solution
components.
The Universal Perspective
The Problem of Perspective
Is resolved by a universal ontology and patterns that capture and codify universally shared business knowledge in computer storable form
•Structured and unstructured•Implicit and explicit
A FEW EXAMPLES OF GENERIC BUSINESS PATTERNS
• Shipment-Transportation Cluster• Document-Information Cluster• Tasks/Processes• Agreement & Ownership• Buying-Selling• Forging of products• Financial Cluster: Funding, Payments etc.
+ Many More
ALL PART OF AN INTEGRATED UNIVERSAL PATTERNTHE UNIVERSAL PERSPECTIVE
Integrate & coordinate knowledge across the enterprise and Supply Chain
Source
MakeSell
Deliver
Use
AnalyzeAwaken/Envision
Design/Improve
SU PPO RT &HOSTING
(SUPP LIER S)P ROD UCTI ONOF PRODU CTS& SERV ICES
CORPOR ATERESELLERS
SHIPP ERS
V ALU E A DDEDRESELLERS
INSUR ERS & REIN SU RERS
FIN AN CERS
PU BLISHERS
DI STR IBUT ORS
END U SER S
RETA ILER
NET MA RKETAN ALYST
The Business Knowledge Standard
• Standard Ontology of knowledge components
• Standard patterns (semantics) of widely reused knowledge configured from components
BUSINESS KNOWLEDGE MANAGEMENT“The challenge is to exploit the changing business and technology
climate” - Judith Hurwitz
TECHNOLOGY RULES& CONSTRAINTS
INTERFACE RULES(HUMAN & AUTOMATION)
INFORMATIONSOURCING &
DISTRIBUTIONRULES
BUSINESSRULES
CORPORATE ELECTRONIC KNOWLEDGE REPOSITORY
(Patterns reused mostfrequently across enterprise)
Rule Main
tenan
ce
TECHNOLOGY RULES& CONSTRAINTS
INTERFACE RULES(HUMAN & AUTOMATION)
INFORMATIONSOURCING &
DISTRIBUTIONRULES
BUSINESSRULES
LOCAL ELECTRONIC KNOWLEDGE REPOSITORY
PatternExchange
Rule Main
tenan
ce
New/UpdatedApplication
TECHNOLOGY RULES& CONSTRAINTS
INTERFACE RULES(HUMAN & AUTOMATION)
INFORMATIONSOURCING &
DISTRIBUTIONRULES
BUSINESSRULES
LOCAL ELECTRONIC KNOWLEDGE REPOSITORY
Rule Main
tenan
ce
New/UpdatedApplication
Automated systems maintenance
PatternExchange
USER’SPERSPECTIVE
USER’SPERSPECTIVE
GENERIC
COMPONENTS
CUSTOM
COMPONENTS
GENERIC
COMPONENTSGENERIC
COMPONENTS
CUSTOM
COMPONENTSCUSTOM
COMPONENTS
CONTENTS
PATTERNS
EXAMPLES OF KNOWLEDGE REUSE
An example of how business rules are assembled from meanings…
ship PRODUCT
TRUCK
Sh
ip on
shipORGANIZATION PRODUCTWeight Domain+
TRUCK
= + =ship
Weight
(SHIPMENT)
Unit of MeasureConversion Rules
PoundsKgs
Tons
Units of Measure
Measurement Unit of
0
Cannot be less than
8 tons
ORGANIZATION
Weight
Unit of MeasureConversion Rules Pounds
KilogramsTons
Units of Measure
Cannotbe lessthan 0
Unit of MeasureConversion Rules Pounds
KilogramsTons
Units of Measure
Cannotbe lessthan 0
INHERITED FROMWEIGHT DOMAIN
INHERITED FROMWEIGHT DOMAIN
NEW CONSTRAINT
Must be less than
8 tons
Must be less than
Processpart of
Assemble(Resource) (Product)Component
Aggregate ObjectComponent
Aggregate Object
Assemble Car
Car Part(Resource)
Car(Product)
Subtype of(Polymorphism)
Subtypeof
Subtypeof
Sameobject
Sameobject
Subtype of(Polymorphism)
An example of how business processes are assembled from meanings
An example of how domains are built from components
Subtype of
Subtype of
Subtype of
NOMINALDOMAIN
ORDINALDOMAIN
DOMAINS WITHNIL VALUES
DOMAINS WITHLOWER BOUNDS
UNKNOWNDOMAIN
ORDINAL DOMAIN WITHNIL VALUES
RATIO SCALED DOMAIN
Subtype of Subtype of
Subtype of Subtype of
DIFFERENCESCALEDDOMAIN
Subtype of
Subtype of
CONCLUSION
A Knowledge Artifact is an abstract meaning
Formatting
RulesSequencing
RulesDisplayOBJECT
CLASS
INFORMATION
SOURCING
CONNECTION(OPTIONAL)
INCLUSION/EXCLUSION
SET(S)
Components of View
VIEW
ACTOR
Intersection of 0 or more
[Intersection of 0 or more ]Union of 0 or more
[Union of 0 or more ]
..which may be instantiated in an electronic repository
The approach augments and integrates the Object, Business Rules and Process Paradigms
• By aligning it with the real world and adding the semantics of– Pattern
• Semantics of “structure”• Information structure and semantics of “Object”• Information Content of a meaning
– Measurability and Domain– Constraint– Process
• Adding Time to Relationship– History
• Which enables componentization of abstract meanings and• The standardization of a natural universal ontology of business
meanings and patterns
The Benefits of Standardization
• The Metamodel of Knowledge and The Universal Perspective frame standards that will…– Speed
• Business process and systems integration across enterprises and supply chains• Development of object models and taxonomies with ready to use patterns• Data integration , normalization and database design• Prototyping and iterative design• Integration of legacy systems by providing a translation hub/information broker
– Facilitate• Automated alignment of business processes and information systems• Knowledge, CAPE and CASE tool integration• Evaluation of applications software• Identification of widely reused, highly resilient business knowledge and business process
components• Causal analysis
– Build• Agility and resilience into business processes, information systems, products and services
Non-Adaptable
Systems
AutonomousSelf LearningSelf Adapting
EvolvingSystems
Lessversatile
INCREASIN
G ADAPTABILIT
Y
Moreversatile
Business Knowledge
Business Process
Computer Process
Automated Transform
Automated Transform
Adaptation Basedon conditionalRule Expressions
Business Rules
Adaptation Based on
Polymorphisms carved by
parameters of objects & Meanings
Knowledge Semantics + Patterns
Adaptation of
Governance Based on
higher order,
autonomous governance
Higher order governance Patterns & semantics
The Journey’s End: Automated Alignment
Which leads to..,
Key Differentiators• Quality with Expediency
– Start with packaged proof of Concept prototypes – Scenario based approaches allows for identification of major requirements in
significantly less time than traditional methods
• Value – Ready made Knowledge artifacts reduce cost, speed time to market
• Don’t re-invent the wheel
• Bring best of breed solutions to bear rapidly on every process reengineering problem
– Guarantees generation of deliverables that are value evident ( i.e., “No Fluff!”)– Translation techniques result in analysis and design documents that are truly meaningful
to the target audience rather than a compendium of buzzwords
• Integration with current standards?– Adds to, and complements standards based on predicate calculus
• Team/collaborate with members?
• Next Steps?
“WE MUST CHANGE OUR WORLD ...THE WAY WE THINK AND ACT, BEFORE WE CAN CHANGE THE BUSINESS WE WORK FOR”
- John Zachman
WHERE TO GO FOR MORE INFORMATION
1. BOOK FROM ARTECH HOUSE: http://www.amazon.com/exec/obidos/tg/detail/-/1580539882/qid=1132006267/sr=2-1/ref=pd_bbs_b_2_1/103-5257187-0319859?v=glance&s=books
2. FOLLOW THE LINK FROM THIS PICTURE OF THE BOOK AT http://www.sprybiz.com
3. UNIVERSITY OF ARIZONA WEBSITE DESCRIBED IN THE BOOK4. BOOK FROM CAMBRIDGE UNIVERSITY BEING RELEASED IN AUGUST 2006:
http://www.cambridge.org/ 9780521851637, ISBN: 05218516375. CALL ME: [email protected], [email protected]; [email protected]
Tel: 973-462-6783