Service Engineering - University of Pavia Concept, structure, and research topics
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Transcript of Service Engineering - University of Pavia Concept, structure, and research topics
Service Engineering - University of Pavia Concept, structure, and research topics
[email protected] - www.unipv.it/ingegneria
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Service Engineering - agenda
Introduction Service Engineering curriculum
Business Analysis
Class
A1A3
A4
A2
RO
IE
Business Models & Processes
Science & Technology
People & Culture
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Service Engineering as a discipline
• Manifesto of SSME (Service Science Management and Engineering): Communications of ACM (July 2006)
• Convergence of Business/ Management, Engineering and Sociological Disciplines • From 2005-2006 SSME majors & minors worldwide
– Asia Pacific– USA & Americas– Europe
• University of Pavia : first major in Europe (Service Engineering MS) with an Engineering orientation
Business Models & Processes
Science & Technology
People & Culture
SSMESSMESE
Pavia
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University of Pavia : the structure
Math & Natural
Sciences
Medicine
Pharmacy Musicology
Political Sciences
Law
Humanities Economics
Engineering
Environ-ment
Cons-truction &
Architecture
Mechanical
Electronic Bio Informatics Services
“Information Class”
Engineering : 3,2k students & 200 professors
Services Science established in 20061st Services MS in UE
Award by IBM 2006
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University of Pavia
• Located at 30 km from Milan (40 minutes drive)
• Born as Studium in 9th century • Founded in 1361 by Gian
Galeazzo Visconti Duke of Milan
• Excellence in Natural Sciences – G. Cardano (cubic equations,
cardanic suspension, medicine)
– A. Volta (Battery, Electricity) – C. Golgi (Neuron theory, 1906
Nobel prize)
• Over 20k students
Milan
Pavia
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Service Engineering - agenda
Introduction Service Engineering curriculum
Business Analysis
Class
A1A3
A4
A2
RO
IE
Business Models & Processes
Science & Technology
People & Culture
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Services Engineering curriculum : requirements
Zero-debt
• Information Engineering
• Information class (Bio, Electronics): small debts
Variable-debt
• Undergraduate Engineering
• Undergraduate Computer Science
No access
• Economics • Humanities• Other scientific
Bachelors
Bachelor (3 years and 180 credits )Bachelor (3 years and 180 credits )
MS -Services Engineering (2 years and 120 credits ) MS -Services Engineering (2 years and 120 credits )
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Service Engineering curriculum: structure of classes (2008)
Business / Service Engineering (45)
IT Foundations (25)Math & Elective
Classes (20)Thesis (30)
Business Analysis (10)
Design of Digital Services (10)
Enterprise Systems (10)
Control Systems (5) or elective class
Organization Theory (5)
Innovation Economics (5)
Software Engineering (5)
Data Base Design (5)
Network Architecture(5)
Hardware Architecture (5)
Multimedia Tech & Systems (5)
Numerical Methods (5)
Data collection & analysis techniques
(5)
An elective class in Math (5)
An elective class (free choice) (5)
Thesis
Final classes or internships or ECDL
certifications
Total credits : 120Duration: 2 years (4 semesters)
Co
re C
las
ses
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Service Engineering curriculum: classes (list)
SEM 1 - Foundations 1. Organization Theory2. Data Base (advanced)3. Sw Engineering (advanced)4. Multimedia Technologies and Systems5. Numerical Methods 6. Data collection and analysis
techniques
SEM 3 - Analysis & design 1. Business Analysis 22. Enterprise Systems 2 3. Design of Digital Services 24. Innovation Economics5. Computer Networks 6. Elective class (see C)
SEM 2 - Analysis & design 1. Business Analysis 1 2. Enterprise Systems 13. Design of Digital Services 1 4. Hardware architecture LS5. Elective class A (see)6. Elective class B (see)
SEM 4 - Thesis 1. Stages and certification on choice
(EUCIP Base / Elective certification, Regulation etc.)
2. Dissertation
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Services Engineering: “Business Analysis”
Business Analysis 1 - AS-IS
1. Business process mapping
2. Business performance analysis
3. Systemic diagnosis
4. Systemic design to be
Business Analysis 2 - TO-BE
1. Information requirements modeling (UML and other)
2. Solution prototyping
• Started in 2003 in Politecnico as Business Process Analysis Lab• Politecnico of Milan (Industrial Engineering)
– Service processes: 1.800 students (2003 to 2008)– SCM Processes: 200 students (2003 to 2005)
• Pavia & Mantua (Service Engineering)– Business Analysis: 70 graduate students (2006 to 2008)
• International cooperations :– I-School (University of Syracuse, USA) : Undergraduate and graduate Business Process
Analysis
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Services Engineering: “Enterprise Systems”
Enterprise Systems 1: CRM•CRM building blocks and architecture of Siebel platform •Sales and contact centre transactions (team work)•CRM analytics : case study
Enterprise Systems 2: ERP & SCM •ERP building blocks and architecture of the SAP platform •Software selection: case study •Fit-gap analysis & prototyping (team work)
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Services Engineering: “Design of Digital Services ”
Module 1
Business services • Conceptual foundations and
service case-studies • Project assignment : design
and prototype a real life service
• Lectures/ case studies on design phases
• Feasibility and project roadmap
• Prototype and discuss project
Module 2
Service control systems • IT and Business Service
Monitoring Systems • Main methodologies for IT sign
: ITIL and alike • Lectures and case studies on
design phases• Assessment of feasibility and
design project roadmap• Prototype and discuss project
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Services Engineering: “Management Information Systems ”
• Foundations– Planning & Control Systems: Architecture & Processes– Budgeting– Management Reporting – Design roadmap of Control Systems– Activity Based Costing (ABC) – Survey of DSS & BI platforms
• Practicum: assignment of a Corporate Management Control System:– Lab 1 – Develop & implement a multidimensional control model– Lab 2 – Design & implement a reporting system
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Service Engineering curriculum: elective classes
• A Classes (foundations)1. Optimization 2. A class on Math
• B Classes 1. Management Information
Systems 2. Industrial Automation3. Artificial Intelligence in Health
Care• C Classes
1. Man machine interaction 2. Relational Marketing3. Innovation Management 4. Service Economics5. DSS for Health Care6. Free choice
• D Classes1. EUCIP Base Certificate2. EUCIP Elective Certificate
for Business Analyst or Information System Analyst
3. Regulations for professions
4. Design, management and production of goods and services
5. Management techniques for self employed jobs
6. Manufacturing Processes and Organization
7. Design lab
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Service Engineering curriculum : teaching approach
• LEAR Recursive approach LEAR– L- Lecture
• Professors illustrates concepts & case examples
– E- Exercise• Professor shows how to use
concepts by exercises– A-Assignment
• Professor assigns analysis or design tasks on a given case study
• Student teams develop a deliverable (homework)
– R- Review• Student teams present a draft in a
plenary session and/or in face to face meeting
• Professor reviews the draft • Student teams finalize the draft
according to recommendations
Exercise
Review
Lecture
Assignment
Business Analysis
Digital Services
Enterprise Systems
Control Systems
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Service Engineering curriculum : evaluation schema (core classes)
• The evaluation framework sums– 1/3 the value of the team work
that has been reviewed during the class in terms of
• Completeness• Consistency • Creativity• Format and editing
– 1/3 the contribution of the individual student: the student should show to know the work made (individual output)
– 1/3 the comprehension of the principles used in the project (foundations)
Evaluation
1/3 Team output
1/3 Individualoutput
1/3Foundations
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Service Engineering - agenda
Introduction Service Engineering curriculum
Business Analysis
Class
A1A3
A4
A2
RO
IE
Business Models & Processes
Science & Technology
People & Culture
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Business Analysis:Role of case studies
• Cases studies – Raw material for analysis of
business processes– Based on research on an
industry (e.g. finance)– Monomyth i.e. story of a
customer or a manager experiencing the process phases
– Overall background also for process drivers and performances
– Integrated by further research by students on public sources
• Students produce deliverables that document each analysis and design phase
Exercise
Review
Lecture
Assignment
Case Study
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Business Analysis Structure of syllabus and deliverables
Business Analysis 1 Business Analysis 2
Enterprise Process Mapping
Business performances AS-IS
Benchmarking
Process organizational drivers AS IS
Design of the solution TO BE
Design of project TO BE
Business Process Flow
Use cases
Class/ Database Design
GUI Design
Prototype
AS
-IS
An
alys
is
TO
-BE
D
esig
n
Deliverable 1
Deliverable 2
Deliverable 3
Deliverable 4
Deliverable 5
Deliverable 6
TO
-BE
Des
ign
(JB
OS
S t
arg
eted
)
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Business Analysis:List of case studies
Financial services
Utilities & miscellaneous
Manufacturing Healthcare
1. “Super Banca” Mortgage loans
2. “Colibrì” Insurance Subscription
1. “Elevator 1” Customer Care
2. “Super Energy” Customer management in power utilities
3. “Dreamtour” tourism management
1. MTS - “Lab chair” (furniture)
2. MTS – “Pirelli Cable”
3. ETO - “Waterstar” (Pumps)
4. ETO -“Elevator2”
1. “Radiologia” - Service to patient
2. “Lab Analisi” : internal operations
Management of service chains Supply Chain Management
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Business Analysis 1 : Deliverable 1 - Map of business processes
1. Enterprise level: business process portfolio (T- Model)
• All primary & support processes
• Comments needed
2. Enterprise level/b• Breakdown &
specialize the target enterprise process to CRASO processes.
• Focus the target process
• Structure chart (UML)• Comments needed
• 3. Process level • Breakdown & specialize the
target process to elementary business activities
• Comments
Pick from warehouse
Search on
shelvesDeliver
Confirm &
Deliver
Pick from cell
Select cell
Unload on
AGV
Enter Reques
t Fulfill request
Pick form
manual
warehouse
Pick from
automated
warehouse
Support processes
Mngt processes Primary
pro-cesses
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Business Analysis 1 – Deliverable 1 - the CRASO concept
• A business process is end-to-end and exists only with a client
• This concept is summarized by the CRASO definition:– C – Customer – R - Request made by
customer– A – Activities performed to
produce and deliver the output– S – Organizations which
cooperate in the process chain– O – Output delivered to the
customer (physical or virtual)
A1A3
A4
A2
RequestOutput
S1 … Sn
Customer
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Business Analysis 1 - Deliverable 2 - Business performances AS-IS
Enterprise CSFs: about 5, strategic & measurable (2–3 pages)
KPI selection from the standard grid (10 in total and at least 2 for each stakeholder)Cross KPIs with CSFs
KPI cards(10)
Cards should comment performance values Where quantitative value impossible, use quality scales
KPI robustness assessment
Comments on robustness (2-3 pages)
Benchmarking
Comments on the sample, research finding and gaps versus the case (5-10 pages )
Analysis scope: which KPI, stakeholder, processes are analyzed (2-3 pages )
Sustainability assessment
Comments on balance / unbalance of performances (2-3 pages)
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Business Analysis 1 - Deliverable 2 - Stakeholder view of performances (HIGO)
• & (Performance metrics, stakeholder classes)
• Same metric but different meanings for different stakeholders:– Cost to manager =
resources consumed– Cost to customer = price +
effort / time needed– Cost to worker = effort
required to perform tasks
1. Process duration2. Activity timeliness3. Resource flexiblity
1. Production unitcost
2. Productivity3. Usage / workload
1. Customer access / acquisition unitcost
2. Customer use cost
1. Technology response time
2. Technology timeliness
3. Activity & technology flexibility
1. Execution unitcost
2. Preparation effort
Flexibility & speedCost
Man
age
rC
us
tom
erW
ork
er
1. Response time 2. Response timeliness3. Vendor flexiblity
1. Spec conformity of service and products
2. Technologydependability
1. Expectation conformityof the service
2. Service dependability3. Customer satisfaction
1. Expectation conformityof work / work environment
2. Technologydependability
3. Employee satisfaction
Quality & satisfaction
Performance metrics
Sta
keho
lde
r cl
ass
es
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Business Analysis 1 – Deliverable 3 – Business driver analysis AS-IS
3. Summary 3. Summary 2. Analysis of drivers 2. Analysis of drivers 1. Assessment
scope 1. Assessment
scope 4. Appendixes 4. Appendixes
The scope is the same as the one of the analysis of performances: anyway specific elements should be stated
Choose from the checklist applicable rationales
Document assessment of each driver
1 Activities
2 Organization
3 Skills
4 Rewarding and planning system
5 Technology strategy
Management summary on :
1.Critical areas
2. Improvement areas
3.Grid of drivers
4.Conclusions
All you want to add to support the evaluation : statistical analysis, fishbone nalysis etc.
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Business Analysis: Deliverable 3 - Business driver analysis framework
Workflow
Organization
Skills
Enterprise structure
Process / Job Skills
Output design
Work organization
Knowledge & Education System
Sequence
Process ownership
Workload
Rules
Reward & control System
IT
Application architecture
Performances & security
Control variables
Computer Architecture
Context factors & cost
Control lifecycle
Data Architecture
Control technology
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Business Analysis: Deliverable 3 – Business driver analysis framework
• WORKFLOW ANALYSIS CHECK LIST – Value of activities
• Does the activity add value to the output?
• Is the activity designed to obtain the output the customer asks for?
• xxxxxx
– Value of business rules • xxxx• xxxx
– Value of process design • Xxxx• xxxx
Checklist to analyze framework variables
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Business Analysis: Deliverable 3 –Analysis of activity value: example
Variable analyzed e.g. Activities value
As-is Diagnosis You explain why a given activity is not optimal according to a rationale (e.g. does not add value)
Solution guidelines
You explain how the problem can fixed
Flow of the process
The analyst maps the as-is flow
Activities commented are put into evidence (e.g. in yellow)
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Business Analysis 1 - Deliverable 4 – Design of the solution
Business Vision Key points of each
solution proposed (c) Comparison of
solutions Conclusions
Vision (a)
Solution 1 (b)
Solution 2
Activities
Organization
Competences
Reward and control systems
Technology
Impact on performancesProject durationChange impact Budget Management commitmentEtc.
Recommendations
(a) indicates the contribution to the corporate strategy and competitiveness
(b) shows how each alternative can realize improvements and overcome critical points identified in the diagnosis
(c) the analyst uses whatever modeling he wants
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Business Analysis 1 - Deliverable 5 – Design of the project (+ info requirements)
Competitive impact
Organizational impact
Business Impact
Financial Impact
Project risk
PBS
WBS & GANTT
Project design(multiview
framework)
OBS
Activity Diagrams
Assembly Lines & Use
Cases
Information Requirements
(a)
Information Classes (b)
GUI (c)
(a) in Polytechnic of Milan produced by an integrated class; in Pavia replace the deliverable on project design
(b) Information classes will be based since 2008-2009 to SIRE approach (Strategic Information Requirements)
(c) To be replaced by Goal Oriented Methodology
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SW Maintainance
Architecture Evolutuon
Change managementAnalysis and design of processes
User test and adption Application development & testing
Requirements collection & refinement
Application sw project
Hw diffusion Hw Installationion & Test Requirements collection & refinement
IT architecture project
Organizational project
Change management
Communications
Quality assurrance
Project cost control
Activities planning & Control
Configuration management
Approvazione del progetto
Chiusura del progetto
Issue Management
Project checkpoints
Business Analysis 1 - Deliverable 5 –Multiview framework of projects
Business Analysis: deliverable 5 Elicitation of information requirements (framework)
Functional RequirementsFunctional Requirements
Assembly lines
Presentation Modeling
(GOA)
Business Process StructureBusiness Process Structure
Business ProcessFlowBusiness ProcessFlow
Architecture & Hierarchy
Activity Diagrams
Presentation ObjectivesPresentation Objectives
Presentation / Navigation Req.Presentation / Navigation Req.
IDM diagrams
Strategic Info RequirementsStrategic Info Requirements DB ModelingDB Modeling
SIREStrategic Info Requirements
ER + R Diagrams
Use Case
GUI
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Information requirements• Business process
architecture & flow • Presentation / GUI• Data• Use Case
Analysis & definition of business process performances for
• Management• Customer • Worker
Definition of a sustainable configuration of
• Workflow• Organization structure• Skill (HR)• Reward and planning• Technology
Business Analysis: summary
Structure
Planning &Rewarding
ICT
HR
Workflow
Perfor-mance
process
customer operator
1. Define sustainable performances (performance analysis)
2. Design a sustainable business process (organizational driver analysis)
3. Design a performing system (UML analysis)
SELECT BOOK(CUSTOMER)
BUY BOOK(CUSTOMER)
SEND BOOK(WAREHOUSE)
DELIVER BOOK(POST OFFICE)
CATALOG
ORDERS
BOOK INVENTORY
DELIVERIES
CUSTOMER DATA
SELECT BOOK
BUY
LOGIN
ACCEPT
CUSTOMER
SHOW ORDER STATUS
PICK
SEND
ENTER
DELIVER
Y
Service Engineering - appendix
Research topics
Publications
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Research Area
Service concept and objectives
PresentationGOA + Logical Model
Data SIRE
Workflow
Organization S
tructure
Skill
Rew
ard and control system
IT strategy
Knowledge base HIGO 2/ FP7
Perrom
amances H
IGO
Business process PIM
Consultancy organization
for DMS / KMS
Telecom Italia
(partial) forIT Strategic
Planning
BT for BP design
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Research Area:HIGO 2
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• Business Process KB metamodels have been developed e.g. MIT Process Handbook
• HIGO introduces both performance and stakeholder perspectives
• Also integrates the SLA concepts
• Navigation is supported by a web application and an Eclipse plug-in
HIGO 2 : Metamodel
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HIGO 2 : Screen
NAVIGATION VIEW
PROPERTY VIEWOUTLINE VIEW
EDITOR VIEW
TOOL BAR
MENU BAR
PALETTE
Navigation by Specialization & Decomposition
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Aggregated Business Entities ABE+
• The term ABE was firstly used in eTOM SID for the telco domain
• ABE+ develops a complete methodology and provides a CROSS INDUSTRY NORMATIVE REFERENCE MODEL
• It answers key issues:– What information business really
needs? – How has been information
computerized?
• Current activities– ABE+ CAD tool prototype – ABE+ Web Repository of Best
Practice Pattern– ABE+ Handbook (to be translated
in English)
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ABE+ : CAD tool prototype
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Goal Oriented Analysis A real life example
S = StructureC = ContentA = AccessN = NavigationP = PresentationI = InteractionO = Operation
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Goal Oriented Analysis
• Origin: AWARE & IDM (Paolini, Politecnico of Milano)
• Our purpose – CASE Support
– Transformation from conceptual to logical model (WEBML)
• Potential benefits:– Users say what they want not
what they do
– Easy communication
– Combines easy conceptual representation of needs with robust logical design
Navigation Model (IDM)
Goal Oriented Analysis (GOA)
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Other Research ActivitiesICT Portfolio
• ICT Portfolio is an application of the HIGO 2 and ABE concepts in the domain of service organizations
• Organizations operate hundreds of business services that are delivered by business processes
• Business process in turn use multiple IT applications
• A knowledge base on the relationships between IT applications, business processes and business services shortens the lead time to modification or innovation of business services
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Other Research ActivitiesICT Portfolio
• The model includes three levels: – Service level
– Business Process level
– IT Process level
• Each level is described by– Structure elements
– Performance measures
• The tool shows by a top down navigation what applications and systems are affected by any modification on services to end customer
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2008 Publications
• 10th International Conference on Enterprise Information Systems, 12 - 16, June 2008,Barcelona, Spain
– Strategic Information Requirements Elicitation - Definition of Aggregated Business Entities (Position paper)
• International Conference on Business and Information, July 7-9, Seoul, S. Korea
– Designing business processes for business performance: a framework– Performing Business Processes Knowledge Base: Best Paper Award
• 20th World Computer Congress, September 7-10, Milan, Italy– ICT Portfolio: Mapping Business and ICT Services– Strategic Modelling of Enterprise Information Requirements
• Editorship of WCC 08 Service Science proceedings • Co-Editorship of IBM Service Science Reference book – Future Research• Ongoing activities 2009:
– Textbook on Enterprise Information Systems 3d edition ( Italian, Mc Graw-Hill )– BAI 2009
Service Engineering - University of Pavia Concept, structure, and research topics
Backup
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Services Engineering: “Business Analysis”
• 2003 Factory operations MTS (LabChair)• 2003 Supply Chain Management (Pirelli-Cables)• 2003 Elevator customer care (Elevator)• 2004 Pumps ETO process (WaterStar)• 2005 Elevator delivery process ETO (Elevator Company)• 2004 Healthcare analysis lab• 2005 Insurance subscription process (Colibrì)• 2005 Transportation Maintenance Management (ATM)• 2006 Healthcare service to patient (Radiology)• 2007 Banking / mortgage loans (SuperBank)• 2008 Utilities (Super Energy)• 2009 Travel agent (customer operations)
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“Business Analysis”Architecture of topics
Enterprise Process MapsPerformances and Benchmark
Organizational drivers IT positioning (strategic analysis)
Design of the solutionDesign of the project
Analysis of presentation, business rules, data (UML extended)
As is
To-be
Org focus IT focus
Highly tested class architecture: •Service Processes Politecnico of Milan (Industrial Eng) 1.800 students (2003 to 2008)•SCM Processes Politecnico of Milan (Industrial Eng) 200 students (2003 to 2005)•Pavia & Mantua (Service Engineering) 70 graduate students (2006 to 2008)
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Business Process Level
Business Activity Level
Enterprise Level
Enterprise architecture Root: organization
Leaf: business process
Enterprise architecture Root: organization
Leaf: business process
Business process architecture Root: business process
Leaf : business elementary activity
Business process architecture Root: business process
Leaf : business elementary activity
Business activity architecture Root: business activity
Leaf : action and/or use case
Business activity architecture Root: business activity
Leaf : action and/or use case
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Support processesManagement
processes
Strategic planning Management Control Business intelligence
Purpose: to manage the organization
AccountingOrganizational resources management (HR, assets etc.)Business support services: IT, facilities management etc.
Purpose: to support primary processes and comply with regulations
Primary processes
Production and delivery of organization’s services and products (value chain)
Purpose : to serve customers
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Map of activities: generic example
Pick from warehouse
Search on shelves
Deliver
Confirm & Deliver
Pick from cell
Select cell Unload on
AGV
Enter Request
Fulfill request
Pick form manual
warehouse
Pick from automated warehouse