Presentation on theme: "Intelligent Enterprises An Introduction INCOSE Enchantment Chapter September 17, 2003 Jack Ring www.jackring.com."— Presentation transcript:
Intelligent Enterprises An Introduction INCOSE Enchantment Chapter September 17, 2003 Jack Ring
Intelligent Enterprise WG Explore the application of SE to creating intelligent enterprises. Explore the value of conducting SE as an Intelligent Enterprise. Formed July participants, about half INCOSE members. Co-chaired by Allen Fairbairn, EMEA, Jack Ring, Americas and (tbd), Far East.
An Enterprise Marketplace Suppliers Facilitates Commerce
Shared mental and action models IE – Meaning Acting locally while thinking globally Enterprise Two or more persons applying resources through actions to achieve mutual purpose. Intelligent Maximizing Stakeholder Value while conforming to principles and surviving change. Limited Resources People Actions Mutual Purpose Stakeholder Value Systems & Societal Principles Unpredictable Change
The Classic Control Case Time Step Change Goal B A Enterprise Response Next Change
Getting to Clear Think Stakeholder 1Stakeholder nStakeholders Preferences Product Realization Enterprise Objective Function Unified Goals
Situation Awareness is Vital
Key Concepts – Quick Tour
The Prescient Paradigm 1,000X Components Java Browsers www. Data Warehouses Objects RAID PCs Distributed Architecture Event-driven Systems IS Effectiveness X Pre-packaged Apps Client-Server Apps Development TP 3 Schema Architecture Networking protocols RDBMS Mainframes Centralized Architecture, Clock-Driven Systems 2020 Complex, Adaptive Architectures, Goal-Seeking Systems Intelligent Enterprises Executable Models Higher-Order Patterns Unified Structure and Process Ontology-based Limit of Prescient Design 100 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% 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 is dominant factor with 5X leverage on effectiveness Unexplored Territory of the Intelligent Enterprise Percent Achievement Peopled System Gradients
Organizational Effectiveness Factors HierarchyProcessObjectChaordic Productivity12510 Effic. vs Innov Latency13610 Rtn on Resources13610 Coherent Goals13610 Learning curve13610 Personnel35710 Use Complexity13710 Sustainability13510 Combustion12610 Opportunity
A variegated situation The Seven Major Challenges Requires an orchestrated response Fears of being Insignificant, Irrelevant, Unlovable Every 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 Situation What is and is not happening c.f. Intelligence cycle Sufficient solution and implementation Per triage and Evolutionary Optimization (EVOP) Mix of analytic and natural methods Provide and Adapt and Align To closure via collaboration Fast and efficient
Necessary and Sufficient Seven Key Concepts Interlocked 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 Enterprises An operations concept fostering goal-seeking innovation Ontology Based Response Ability Directly Executable Business Models Multi-Media Knowledge Management Decision Flow Management Seeing Enterprise as System
Implementing Enterprise Evolution Management Current Options
Methods, Tools, IT Expect -- Execute -- Evaluate -- Evolve Scope & Depth of Ent. Model 4 DataLink bpmi METIS MBW Doors PET-DREAMS CORE Process Edge OpEMCSS Accord Reality - Capture Capability Cases MTU RealSearch MBSE Domain OntologiesCMap
References CMap, Concept Mapping, Joe Novak, Ph.D., MTU, Managing the Unmanageable, John N. Warfield, Ph.D., MBSE, Model-based Systems Engineering, A. Wayne Wymore, Ph.D., RealSearch Rick Dove, COB, Questa, NM Capability Cases, Domain Ontos, Ralph Hodgson, METIS, Frank Lillehagen, CTO, Reality-Capture, Ted Blackmon, Ph.D., MBW, Management by Wire, Charan Lohara, CTO, Process Edge, Azad Madni, Ph.D., Core, Joseph Skipper, Ph.D., OpEMCSS, John Clymer, Ph.D., PET/DREAMS, Alison Boardman, Ph.D., Accord, David Ullman, P.E., Ph.D., Doors, bpmi, 4DataLink, Steve Benson, COO,
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 IEs. 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