How the CIM Fits in the Enterprise Information
ArchitectureTerry Saxton
Slide 2
Enterprise Goals
• Scope– Internal to a utility/energy company
• Need:– Use of common semantics regardless of where and how
information is exchanged
• How: – Development of overarching Enterprise Information
Management strategy and framework– Use of standards for enterprise wide information
exchange semantics• CIM for operational/planning information• MultiSpeak• HR data models• Etc.
Slide 3
System Integration Space
• ESB’s provide backbone for most information exchanges– Typically work from XML schema definitions– No common model behind XML schemas
• IEC 61968 message payload standards are starting point
• However, modified and additional data fields typically required
• Service definitions are needed• Issue
– How to manage and modify changes
Slide 4
Goal: Interface Standards Should Be Based on Common Semantics(e.g., CIM) to Avoid Adding to ‘Integration Anarchy’
Integration anarchy is a chaos of:(1) duplicated logic, (2) duplicated data, (3) duplicated effort,(4) newly acquired integration difficulties,(5) lack of ability to easily create new application functionality from
services, and(6) lack of ability to support business processes with applications
Integration anarchy will result in higher costs and an inflexible, brittle Smart Grid System of Systems
Integration Infrastructure
OMS CISGIS
AMRDMSWMS
Without Common
Semantics, Point-to-Point
Integration Will Continue at the
Data Level
Data Integration Anarchy!
Slide 5
Enterprise data warehouse
• Commercial data models are available for some parts of utility operations– Providers are not utility domain experts– not based on CIM– Results in different semantics than those provided by the CIM in
system integration space
• Need utility data model based on CIM• Example
– Asset registry/repository– Meter data management– Customer information
• Other Applications– Business Intelligence– Composite applications
Slide 6
Semantic Consistency
Establish Vocabulary•Use enterprise terminology and metadata along with information standards such as the CIM to collaborate on, identify and refine relevant semantics.
Semantic Formalization
Business Context Refinement
Develop Common Model•Model using vocabulary terms•Refine each business context (e.g., Work Order, Service Request)
Generate Implementation•Semantically Consistent Artifacts (e.g., schemas for messages, databases, etc.)
Existing Terminologyand Metadata
Developing and Applying Enterprise Semantic Model
Slide 7
Solution Needed
• Overarching Enterprise Information Management (EIM) strategy
• Enterprise Semantic Model (ESM) to provide common enterprise-wide semantics that incorporates CIM plus other standards and company conventions
• Generate design artifacts from ESM
Slide 8
Using the IEC Common Information Model (CIM) as a Basis for a Common Systems Language – A Simple Concept With Many Challenges
One DictionarySupports Many Forms of Communication
• The same dictionary is used for multiple forms of human communication:– Letters– Phone calls– Conversations– Emails– Etc.
• In similar manner, the same CIM is used for multiple forms of computer communication:– Message Exchanges– ETL– Data Warehouses– Business Intelligence– Business Process
Automation
Slide 9
Defining EIM (Gartner)
Enterprise Information Management (EIM) is: – An organizational commitment to structure, secure
and improve the accuracy and integrity of information assets,
– to solve semantic inconsistencies across all boundaries,
– and support the technical, operational and business objectives within the organization's enterprise architecture strategy.
• A commitment to EIM is recognition that information in the enterprise is as important as process (application development) and infrastructure (technology)
Slide 10
Defining EIM (Gartner)
Enterprise Information Management (EIM) is: – An organizational commitment to structure, secure
and improve the accuracy and integrity of information assets,
– to solve semantic inconsistencies across all boundaries,
– and support the technical, operational and business objectives within the organization's enterprise architecture strategy.
• A commitment to EIM is recognition that information in the enterprise is as important as process (application development) and infrastructure (technology)
Slide 11
Who Really Drives Information Management?
‘EIM Champions’ with an
Overarching, Long Term Focus
‘IM Minimalists’ with a
Tactical, Project-Oriented Focus
SystemVendors
Project Teams
ProjectConsultants
System Integrators Information ManagementStrategists & Implementers
Internal SystemsExperts
Slide 12
Adopting Enterprise Information Management (EIM)
Driving Forces Restraining Forces
Sta
tus
Quo
1. Lack of stable industry standard definitions
2. Vendor’s way = lower project costs
3. Vendors pushing for ‘proprietary lock-in’
4. Consultants pushing to be ‘thought leaders’
5. Hours-sold revenue driving System Integrators
6. Internal system experts want to remain experts
7. Project managers striving for control
8. Inertia – why change?
9. Our situation’s unique – standards hinder us
1. Consistent enterprise-wide data
2. One version of the truth
3. Access to data regardless of source
4. Business transformation agility
5. Reduced project implementation costs
6. Reduced maintenance costs
7. Reduced IT risks
8. Availability of external services
9. Scalable business process automation
10. Scalable business activity monitoring
11. Accurate reporting – regulatory, KPIs
12. Mergers and acquisitions
For further information, please refer to the article on page 56of the January issue of Utility T&D Automation & Engineering:
http://www.uae-digital.com/uae/200801/
Slide 13
Architecting for Successful Integration Semantics
• Key to Success is Understanding– What things need central planning– What things can be left to the local developer/project team
• Need to make active choices regarding:
– System structure and dynamics – cohesion & coupling– Composition & decomposition– Data life-cycle ownership across systems:
• Message level (Work Order, Trouble Ticket)• Object level (Crew, Switch, Asset)
• Master planning is important– Enterprise Information Management (EIM) Context– Avoid falling into the trap of ‘Framework Bingo’– Use IEC 61968-1 Interface Reference Model (IRM) as a
starting point for service portfolio planning
Slide 14
Incremental Development
• Used to engender a sense of joint ownership for the ultimate success across the organization– Users:
• Provide feedback so that adjustments can be made impacting business functionality early in the program
• Use part of the ‘to-be’ system, improving their confidence in the programme’s ability to deliver
– Suppliers:• Early identification of gaps improves ability for satisfactory
resolutions within existing budget and schedule• Significant changes in underlying business requirements can also
be managed, without the need for expensive re-work downstream. – Program staff
• Morale is improved as their confidence grows in their ability to deliver what the users want within the commitments they’ve made
• Leads to greater enthusiasm and a sense of achievement as their productivity increases
Slide 15
EIM Vision & Strategy EIM Governance EIM Core
Processes EIM Organization EIM Infrastructure
Enterprise Vision & Strategy
Enterprise Architecture
Enterprise Business & IT
Core Processes
Enterprise Business & IT Organizations
Enterprise Infrastructure
Vision
Mission
Strategy
Goals & Objectives
Value Propositions
Sponsorship
Stewardship
Policies, Principles &
Tenets
Alignment
Structure
CSFs & KPIs
Structure (Virtual,
Hybrid……)
Roles & Responsibilities
Functional Services
Business Value and Relationship
Management
Information Architecture
Blueprint Management
Technologies(DBMS, Content Mgmt, ETL, EAI,
EII, Data Modeling, BI/DW, Collaboration…..)
Knowledgebase and Repositories
Standards & Best Practices
Data Quality
Data Integrity
Data Security & Protection
Data Lifecycle Management
Data Movement
Semantics Management
Database ManagementMaster Data ManagementInformation
Services
Services & Support
Silos Won’t Stop –An Overall EIM Framework Is Needed
Slide 16
Application of ESM to Enterprise Data Integration
Enterprise Integration Platforms
Application Information
Process Integration
Business Intelligence
BPM/Workflow
EnterpriseSemantic
Model
Open Standards
ApplicationsMetadata
Bus
ines
sD
efin
ition
s
Slide 17
ESM Architecture (Logical)
Slide 18
EIM Solution Architecture
BI/DW
Enterprise Information Integration
SOA
Metadata Repository
Business Semantics
Management
Enterprise Semantic
Models
ApplicationsMetadata
Metadata Mapping &
Management
EIM Organization, Governance, and IT Lifecycle
EIM Reference Architecture, Best Practice Methods, Patterns and Frameworks
Master Data Management
Enterprise Content Management
Enterprise Information SearchDesign Tools
Process Integration
Data Integration
Business Reports and Portals
Data Movement and Data warehouse
DataServiceDesign
Data Modeling &
Design
BI Design
Slide 19
A Key User Group For EIM
http://osgug.ucaiug.org/EIMNext F2F Meeting: July 18-21
Slide 20
Enabling the benefits of Major Business Programs – EIM is essential for delivering the business solutions in the right way to enable intended business benefits, and to reduce total cost of ownership.
Business Productivity Gains (avoided cost) – reduced time to discover, analyze, use, and act on data/information due to more consistent definition and data services.
IT capital project savings (avoided cost) – reduced effort of rediscovery and reinvent for the “analysis and design” phase of lifecycle for capital project systems integration work. This complements SOA benefits in the same category which focuses on the “development” phase of a capital project.
IT integration O&M saving (avoided cost) – reduced number and effort of maintaining interfaces (services) due to increased reuse and decoupling of systems at the data level.
IT BI O&M saving (avoided cost) – reduced number and effort of developing new or changing existing reports due to increase reuse and more consistent understanding of data.
EIM Tangible Benefits
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