1. Prof. Ing. M. Dassisti Enterprise modelling for networked enterprise: interaction aspects for a training organisation 16th IFAC World Congress, Prague July 5, 2005

2. Michele Dassisti Focus of the work Analyse interaction aspects for modelling networked enterprises Case study concerning an Italian training organisation

3. Michele Dassisti Outline of the presentation Fundamental concepts related to NE; Fundamental concepts related to NE; Modelling principles of a NE; Modelling principles of a NE; The case study The case study Interaction model via I.E.M. (specific enterprise modelling methodology) for the case study; Interaction model via I.E.M. (specific enterprise modelling methodology) for the case study; Discussion and future research scenarios Discussion and future research scenarios

4. Michele Dassisti Networked Enterprise “the system of recognisable and multiple connections and structures within operate high-level self- regulation nodes able to cooperate for a common goal or shared results” Our extended definition Nodes= parts of the same enterprise, sharing the same business goal Availability of autonomous and independent entities NE are able to modify the connections between the nodes COMMON GOAL

5. Michele Dassisti Networked enterprise: classification Hierarchical net: –the gravity centre is responsible for the core business –the internal hierarchical structure is dominant –there is a strong relationships of influence and negotiate with other nodes net with an Assembled Gravity Centre: –the gravity centre is responsible for the financial control of the participating nodes net with Multiple Gravity Centres: –the singular systems rotates around different strategic agencies, with complex and mobile relationships of influence, that cyclically rotate around the most greater nodes; net Without Centre: –a nodes leader doesn't exist, –the singular systems are based upon their own territorial area, as districts.

6. Michele Dassisti Modelling principles for analysing NE 1.Clear definition of NE components (nodes) 2.Modelling of the interaction mechanisms between nodes Recognising internal and external interactions may allow a better understanding of the NE Any network is a “sum” of nodes and their interactions DECOMPOSITION PRINCIPLE

7. Michele Dassisti ۞ Inter-action Classification criteria: identification of the scope of an interaction 1.Communication [Asynch. Directed]  to inform participants –exchanged information should have a semantic content useful for the success of the communicative process. 2.Collaboration [Synch. Undirect]  to pursue a specific goal, not clearly formalised –underlying activities of nodes are group oriented, and the goal of each node could be different. 3.Co-operation  synchronisation of activities to pursue a specific goal –interaction is formally managed: roles, phases and goals are rigidly pre-arranged. –coordinator node manages the cooperation process.

8. Michele Dassisti The nature of connections NODE 1NODE 2 1.orders and procedures (functional interactions) ; 2.rules and practices of the whole working environment (operative interactions); 3.formalized information sending by informative nets (informational interactions); 4.written communications, recorded or not (bureaucratic interactions); 5.costs and prices of commodities and exchanged services (economical or administrative interactions)

9. Michele Dassisti The case study ADMINISTRATION OFFICE responsible for the core business OPERATIVE OFFICE Vertical interaction horizontal interaction responsible of the production of the services Net with an Assembled Gravity Centre bureaucratic and formalized information formalized information and written communication Gravity Centre

10. Michele Dassisti Horizontal interaction General schema of the interaction OPERATIVE OFFICE horizontal interaction Information flow Information, data Physical and human resources Operative office Scope: to deliver a defined training service to the customer Nature of the interaction: communication to achieve the specific goal Exchanged objects: informative material Explicative example

11. Michele Dassisti Vertical interaction ADMINISTRATION OFFICE OPERATIVE OFFICES Vertical interaction Gravity Centre Decisional (support) flow Control flow Improvement flow Scope: assuring a continuous improvement of the training organisation. Nature of the interaction: co-operation Exchanged objects: written feedback information from customers + operating rules. Details about the improvement flow Operative office administratio n office Feedback information Operating rules

12. Michele Dassisti Interaction model via enterprise modelling STEPS 1.Identification of nodes 2.Modelling of the relationships among them 3.Modelling of the objects exchanged Real system elements Model nodes Model actors, actions and contents How enterprise modelling could support vertical and horizontal interactions? IEM methodology

13. Michele Dassisti I.E.M. interaction model OUTPUT INPUT ADMINISTRATION OFFICE OPERATIVE OFFICE

14. Michele Dassisti Interaction model via I.E.M. OPERATIVE OFFICE LEVEL 0 0 LEVEL 1 ORIENTATION ADMINISTRATIVE OFFICE Control flow Information about non conformity Information for orientation process OPERATIVE OFFICE LEVEL 0 0 LEVEL 1 ORIENTATION ADMINISTRATIVE OFFICE Control flow Information about non conformity Information for orientation process OPERATIVE OFFICE

15. Michele Dassisti Discussion: pro EXPLICITING RULES OF INTERACTION: the method proposed explicits the relational nature of the NE EXPLICITING RULES OF INTERACTION: the method proposed explicits the relational nature of the NE MEASURABILITY: performances of interaction processes are now prone to be measures (expliciting causal links) MEASURABILITY: performances of interaction processes are now prone to be measures (expliciting causal links)

16. Michele Dassisti Discussion: cons STATIC CONSTRAINTS: Modelling networked enterprises means to represent a static picture of what is going on or what should be done STATIC CONSTRAINTS: Modelling networked enterprises means to represent a static picture of what is going on or what should be done NON FEATURING: it is not easy to capture the interoperability feature of the systems NON FEATURING: it is not easy to capture the interoperability feature of the systems VISION-SHARING CONSTRAINTS: personnel rearely understand the pictorial logical representation of their own reality VISION-SHARING CONSTRAINTS: personnel rearely understand the pictorial logical representation of their own reality

17. Michele Dassisti Conclusions Modelling networked enterprises means to represent the components and the nature of their interactions Modelling networked enterprises means to represent the components and the nature of their interactions The true interest of the paper is to devise a methodology for representing interoperability using the enterprise engineering constructs The true interest of the paper is to devise a methodology for representing interoperability using the enterprise engineering constructs The value added of the paper is to give a testimonial of an application to a real case of a small company The value added of the paper is to give a testimonial of an application to a real case of a small company