Full tutorial on Capability driven development

FP 7 ICT Programme Collaborative Project no: 611351

Sergio España, Tania González

Capability-driven development

Capability as a Service for digital enterprisesFP 7 ICT Programme Collaborative Project no: 611351


Conferencia Latinoamericana en Informática

CLEI 2014

Capability-driven developmentDesarrollo dirigido por

capabilidadesAgenda

IntroductionEnterprise modelling with 4EMCapability designCapabilities in runtimeCase studiesConclusion

MotivationOverview of CDD

Situating CDD

This story has fictional elements!

What is a capability?

CDD Introduction Motivation

Contains elements from a presentation by Janis Stirna

Let’s take a look in Google…


Does the Capability term exist in your language?

Contains elements from a presentation by Óscar Pastor

It exists in English capability /ˌkeɪpəˈbɪlɪtɪ/ n ( pl -ties) the quality of being

capable; ability the quality of being susceptible to the use or treatment

indicated: the capability of a metal to be fused (usually plural) a characteristic that may be developed;

potential aptitude




It exists in English ability /əˈbɪlɪtɪ/ n ( pl -ties) possession of the qualities

required to do something; necessary skill, competence, or power

considerable proficiency; natural capability: a man of ability

(plural) special talents




It exists in English capacity /kəˈpæsɪtɪ/ n ( pl -ties) the ability or power to

contain, absorb, or hold the amount that can be contained; volume: a capacity

of six gallons the ability to understand or learn; aptitude; capability:

he has a great capacity for Greek the ability to do or produce (often in the phrase at

capacity): the factory's output was not at capacity a specified position or function a measure of the electrical output of a piece of

apparatus such as a motor, generator, or accumulator a former name for capacitance the number of words or characters that can be stored

in a particular storage device legal competence: the capacity to make a will




Not in Spanish capacidad

▪ Talento o inteligencia:quedó patente su capacidad para los idiomas.

habilidad ▪ f. Capacidad, inteligencia y disposición para realizar

algo: tiene una habilidad endiablada para liarte. ▪ Lo que se realiza con gracia y destreza:

nos mostró sus habilidades al volante.


What do we mean by capability?

Capability is the ability and capacity that enable an enterprise to achieve a goal in a certain context.


Need to know how to do it (ability)

Need to have the resources (capacity)

Need to know when to do what (context)

Need to know how to make choices and why (goals and KPIs)

… and this needs to be designed

Bakery Factory

Enterprise:Goal:.Goal KPI: Context: Ability: Capacity:


problem part

solution part

Capability definition template

Capability is the ability and capacity that enable an enterprise to achieve a goal in a certain context.


Enterprise: everisGoal: keep services available despite platform errors.Goal KPI: time service available / time error in platform Context: loss of connectivity w. other subsystems, workload.Ability: being able to deploy a maintenance portal. Capacity: eGOVeris, monitoring tool, developers, technicians.

Enterprise: municipalityGoal: provide an online marriage registration service to citizens.Goal KPI: service usageContext: marriage institution scheduleAbility: the business process, knowing how to handle uncommon situations. Capacity: eGOVeris platform, clerks, marriage officers.

Examples of capability definitions using the template


Define one or two capabilities using the template. You can…• base them on a real project that you know, or • invent the case

Enterprise:Goal:Goal KPI: Context: Ability: Capacity:

Exercise

Exercise


In some cases, the context elements that affect the enterprise are easier to discover.

E.g., a monitoring system for social and environmental commitments in hydrocarbon extraction activities

Laura attended the CDD tutorial at CLEI 2014


Exercise

Define the capabilities for a swimming pool booking service.

• The municipalities want to allow citizens to book a swimming pool so they can have a free bath (it is not a training course).

• The citizen should be able to choose the swimming pool among the ones in the municipality, but the ones closest to the citizen should be recommended.

• The citizen can choose a date and a swimming pool but there• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in

the swimming pool, if it is an outdoor swimming pool.

Capability-driven development of a SOA platform: a case study Case studyCDD Introduction Motivation

http://www.everis.com/global/en-US/home/Paginas/home.aspx

Case studyCDD Introduction Motivation

Current situation

200 services

250 municipalities

1.000.000 Spanish citizens

Complex and dynamic context

Customisation at code level

Main challenges

Model the desired capabilities

Model impact of context

Towards context-aware, self-adaptive platform

People involved

Public Sector and R&D Manager

Business Consultant

Technological Consultant

4 researchers from UPV and RTU



CLEI 2014


capabilidadesAgenda



Situating CDD

CDD Introduction Overview of CDD

The metamodel

CDD Introduction Overview of CDDA meta-model for capability design class Capability metamodel

Capability Goal

Indicator

Context IndicatorKPI

ContextSet

ProcessProcessVariantPattern

ContextElementRange

Measurable Property

ContextElementContextType

ResourceContext Situation

Context Element Value

0..1

requires

1..*

*

measured by

0..1

1..*

requires

0..1

1 1..*

*influences

*

*

requires

1

0..1

supported by

1

1..*

requires

1..*

1

defines

*

1

has

*

1..*

motivates

1..*

1..*

consists of

1

1

requires

0..1

1

requires

0..1

11..*

1

consists of

1..*

11..*

1

has value

1..*

1..*

related to

0..1

Enterprise Modeling

Reuse and Variability

Context


The metamodel


A vision of the methodology


Capability evolution (in a dynamic world)

• The world changes rapidly, so capabilities are volatile.

• We need dynamic capabilities • variability management• context monitoring• runtime adjustment, or rapid redesign

(Helfat & Peteraf, 2003)

Inspired by a presentation by Mohammad-Hossein Danesh and Eric Yu


Capability evolution (in a dynamic world)


A vision of the tools


CDD goals and selling points



CLEI 2014


capabilidadesAgenda



Situating CDD

CDD Introduction Situating CDD

On the notion of capability

Contains elements from a presentation by Peri Loucopoulos

A business capability is a particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome.

A business capability does not communicate or expose where, why, or how something is done - only what is done.

A business capability is an abstraction enabling one to visualise a business ecosystem prior to engaging in a detailed analysis.

Ulrich, W. and M. Rosen (2014). "The Business Capability Map: the ‘Rosetta Stone’ of business/IT alignment." Enterprise Architecture 14(2)




Dynamic Capabilities are the ability to determine whether the organization is performing the right activities, and then effectuate necessary change “The capacity to create, extend, or modify the resource base” (Helfat

et al, 2007) May be embedded in organizational routines Set the speed with which the organization aligns/realigns with

requirements of and opportunities in the business environment

C.E. Helfat, S. Finkelstein, W. Mitchell, M. A. Peteraf, H. Singh, D.J. Teece, and S.G. Winter (2007),

Dynamic capabilities: understanding strategic change in organizations




Enterprise modellingGoal

ModelContextModel

BPModel

Actor-RoleModel

ValueModel

System modelling

InformationModel

ConfigurationModel

OperationModel

Capability Model



Capability as a facilitator

Capability DrivenParadigm

To continuously deliver value in

dynamically changing

circumstances

Enterprise Modelling

ApplicationSoftware

Context-awareness

Adaptivity Variability

Designing

Analyzing

Adaptive RE

Adaptive SOA

Data & ProcessAnalysis

Value & quality

ContextModeling

Interactivity

ServiceChangeanalysis

ContextManagement

Adapting

Evolving



Influences


Capability as a service

IaaS

PaaSSaaSCaaS


CLEI 2014


capabilidadesAgenda


MotivationGoal modelling

Concepts modellingBusiness rules

modellingBusiness process

modellingStakeholder modelling

Technical requirements

CDD Enterprise modelling Motivation


Why and what of enterprise modelling

Design or re-design your organization/business Business processes or workflows

Build and information system Ensure the quality of business operations

Standardize the way of working Ensure acceptance and commitment to business decisions Create a common “business” vocabulary …

Then do“something”

The real world

InquiringAbstractingStructuringCategorizingGeneralizing

To establish paying services

Goals 3

To achieve a top class standard of

service

Goals 6

supports

To offer additional benefits for paying

customers

Goal 19

supports

Service should be free of charge for students and

academics

Constraint 1 hinders

To achieve high precision in all

library transactions

Goal 5

supports

To minimise customer's waiting

in the queue

Goal 4

supports

To keep the library catalogue regularly updated

Goal 20supports

A customer is a bad customer id he/she does not

follow library rules

Rule 1

There should be no priority in waiting

line for paying customers

Rule 2

supports

supportshinders

supports

A customer is a bad customer is he/she has overdue books twice consecutively

Rule 3

A customer is bad customer is he/she

delays books for more than 4 weeks

Rule 4

Update library catalogue as soon as changes occur

Rule 5

supports

Notify all customers about all changes in library

services immediately as changes occur

Rule 6supports

Update library catalogue after

each loan transaction

Rule 5.1Update library

catalogue when new items and/or

copies are acquired

Rule 5.2

Update library catalogue when copy of item

changes its state to "missing", or "in repair",

"out of stock"

Rule 5.3Every day check for delayed books

Rule 10

supports

Check physical condition of each copy when it is

returned to library

Rule 9

supports

The model world

The enterprise The modeler The process The model

The real world

The action



Why and what of enterprise modellingUnderstandability

FormalityCompletely formal

Semi-formal approachesInformal

Simple Easy to get an overview Need an expert

Natural languagetext

Diagrams,drawings

Statistical graphs

High levelprogramminglanguages

4GL tools

Flowcharts

Low levelprogramminglanguages Modal

Logic

Fuzzy Logic

Neuralnets

Deductivemethods

Conceptualschemas Mathematical

graphs

Businessmodels

Formaspecificationlanguages

When analysing business we need toinvolve stakeholders, which requires

understandability, but in the same timewe have to ensure clarity and correctness,

which requires certain formality.



Why and what of enterprise modelling Enterprise modelling is a method for developing, acquiring, and communicating enterprise

knowledge and user requirements by a structured, iterative, and modelling approach.

Product: the method produces several interrelated conceptual models, each focusing on a particular aspect of the enterprise and its information system.

Process: it involves a group of stakeholders and a modelling facilitator.

Tools: application in practice is usually supported by modelling tools.

Goals Model

Business Rules Model

ConceptsModel

Business Process Model

Actors and Resources

Model

Technical Components and Requirements Model

defines,is_responsible_for

motivates,requires affects,

defined_by

uses, refers_to

refers_to

supportstriggers

uses, produces

performs,is_responsible_for

defines

defines,is_respon-sible_for

uses, refers_to

motivates,requires


motivates,requires



A historical perspective on methods

Enterprise Information Model (IBM)

1960

1970

1980

1990

2000

2010

DFD

Data Modelling

Goal analysis & Inf. Systems Analysis (Langefors)BSP

Conceptual Modelling

ABC-method(Plandata)

Business Modelling (SISU)

EKD - Enterprise Knowledge Development

ER-modelling

Participative Development

Enterprise Modelling (Sheer, UK-group,...)Enterprise Modelling & Process Guidance (F3, SISU, UMIST, Paris)

Strategy Development Methods

Process Development

Sw. dev. process guidance

EKP - Enterprise Knowledge Patterns approach

Organisational patterns

Requirements engineering approaches

4EM Enterprise Modelling



What 4EM is (and what it is not)

4EM is: an integrated collection of methods, techniques, and tools that will

support your process of analysing, planning, designing, and changing your business.

EKD supports your thinking, reasoning, and learning about the business.

EKD leads to more complete and consistent business designs. 4EM is not:

a “magic method” that relieves you from thinking and acting a “software tool” an approach that necessarily leads to a software system



What 4EM is (and what it is not)

4EM is a method for enterprise modelling UML is a method for IS requirements modelling and IS design

4EM can be applied in early stages if IS development and eliciting of business requirements

Modelling business requirements to IS such as organisation’s vision, problems, goals, business process with UML (including some of UML’s extensions) is inefficient. Business modelling methods based on some variant of UML do exist

4EM is a method (language + modelling process). UML is a language

RUP is an IS development method (UML as language + development process)

4EM can be extended by elements of UML is the project needs it



What 4EM is

A set of description

techniques

Stakeholderparticipation

A set of guidelines for working

A set of supporting tools



4EM applicability

Resolve differences in perceptions about the

business between stakeholders

Convince stakeholders to commit to

decisions/results

Stimulate communication and

collaboration between stakeholders

Encourage active participation from

involved stakeholders

Maintain and share knowledge about the

business

Design/ redesign business processes

Develop visions and strategies

Design/Redesign business

Develop the business

Develop information

systems

Elicit business requirements

Business goals

Ensure the quality of business operations

Create, document, maintain a "complete" and multi-faceted view (Enterprise Model) of the

business

Ensure acceptance for business

decisions

Acquire knowledge about the business from different

stakeholders



Objectives of 4EM understanding the business facilitate the process of organisational learning improving communication between users (stakeholders)

and developers developing a "knowledge repository" for :

reasoning about the business including change and evolution guiding the change process tracing the chain of components and decisions that leads to

various implementation decisions and information system components.

description of enterprises objectives, information concepts, processes, actors, and requirements which are more consistent and more complete than by using traditional, purely natural language based approaches.



Objectives of 4EM

4EM taught us not to look for business applicationsof information technology but rather to look forsolutions to our business objectives and problems.

It strengthens “business pull” in organisationsinstead of “technology push”.



Products and process of 4EM

Process The modelling process describes how to develop the modelling product

Ways of working

Tools

Goals Model


ConceptsModel



Model




defined_by

uses, refers_to

motivates,requires

refers_to

supports

triggers

uses, produces


defines


uses, refers_to

motivates,requires


ProductsA metamodel describes the modelling product (modelling primitives, syntax, semantics, graphical notation)



Products of 4EMGoals Model


ConceptsModel



Model




defined_by

uses, refers_to

refers_to

supportstriggers

uses, produces


defines


uses, refers_to

motivates,requires


motivates,requires



Products of EKD

To provide of service for customers 24h a day, 7 days per week.

Goal 3

Sell items electronically

Goal 5

Customers are geographically spread and live in different time zones

Problem 1To minimise customer servicing costs

Goal 1

supportssupports

supports

The company has experience in developing B2C sites

Opportunity 1

To increase the customer base

Goal 2

supports

supports

To advertise for products globally

Goal 4

supports

supports

Customer relations personnel

Actor 1

Electronic transactions officer

Actor 2

Purchased items should be sent out within 24 hours

Rule 1

supports

is_respon-sible_for

Item

Concept 1

Book

Concept 2

Music CD

Concept 3

Movie DVD

Concept 4

refers_to

Customer

Ext.Process 2

Deliver items to customer

Process 1

Purchase order

Inf.Set1

Delivery items

Inf.Set2

triggers

performs

is_respon-sible_for

To support item dispatching from warehouse

IS Goal 1

The system should keep track of all customer transactions

IS Requirement 2

supports

Customer service system

Warehouse system

requires

motivates

Fragment of Goals Model

Fragment of Actors Model

Fragment of Business Process Model

Fragment of Business RulesModel

Fragment of Concepts Model

Fragment of Technical Components andIS RequirementsModel

uses

Goals Model


ConceptsModel



Model




defined_by

uses, refers_to

motivates,requires

refers_to

supports

triggers

uses, produces


defines


uses, refers_to

motivates,requires




Products of 4EM Each sub-model should be connected internally and

between each other Some quality guidance rules are derived from the meta-

model of the method, e.g. There must exist at least one goal in the GM, one

process, one external process, one information/ material set in BPM, one concept in CM, and one actor in ARM.

Every Information or Material Set in the BPM must be related to a concept in the CM.

Every Process must be motivated by at least one goal from GM in some decomposition level

Every process must be related to at least one ARM role, which is responsible for that process.



Products of 4EMGoal model

Jan year 1Jan year 0

Continuing Business Area actions related to

competence (when needed) (Duration: Jan-

Dec)

Process BA 3

Design and finalize the Business Areas' business

plan with proposal for Balanced Scorecard (Duration: Sept-Nov)

Process BA 14

Identify competency needs in -personell plan (number of people)-Recruitment plan (Duration:Jan)

Process BA 17

Gap analysis (Duration: April)

Process BA 18

Competence section within the Business Areas' business plan

Information 19

Analysis of surrounding world

Information BA 1

Market situation

Information BA 2

Vattenfalls objectives

Information BA 4

Business goals for Business Areas

Information BA 5

Competitor analysis

Information BA 3

Current situation regarding attitude

Information BA 6

Current situation regarding available

competency

Information BA 7

CEO's preconditions for Business planning

work

Information 3

Identify the Business Areas' area of control (CSFs) (soft

hard goals) (Competence is an area of control )

(Duration: Sept-Nov)

Process BA 4

Choice of key indicators, measurements such

as SIQ, SEI (Duration: Sept-Nov)

Process BA 6Identify competency needs for overall area (Duration: Sept-Nov)

Process BA 5

Objectives for competence area of control

X %Y items


Process BA 7

Formulate a strategy to achieve business

goals (Duration: Sept-Nov)

Process BA 2

Carry out a SWOT analysis for amongst other

things competency (Duration: Sept-Nov)

Process BA 1

SWOT analysis for competency

Information BA 8

High-level strategy to achieve business

goals

Information BA 10

Identified area of control, amongst

others; competence

Information BA 12 Overall competency need for example:-Traders-Project leaders-Product developers

Information BA 13

Strategy to achieve competency goals

Information BA 16

MeasurementInformation BA 14

Objectives for competence area

of control

Information BA 15

-Comprehensive need-Business Area competency goals-Business Area s strategy-Comprehensive actions

Information BA 18

Bring forward strategy to achieve competency goals


Process BA 8

Formulate/summarize comprehensive

competence section within the Business Areas'

business plan (Duration: Sept-Nov)

Process BA 11

Balancing of the companies' scorecard/competence plans ("bottom-up" applicable for P

och N)

Process BA 10

Plan comprehensive actions for achieving competency goals


Process BA 9

Quarterly and annually follow up

measurements and indicators

Process BA 21

Planned comprehensive

actions

Information BA 17

Base data for Business Area personell function business

plan

Information BA 20

Finalized business plan and scorecard for Business Areas

Information BA 24

Market plan Div/companyor-production plan- business plan at P and company

Information BA 25

Decomposition to market plan (Duration: Jan)

Process BA 15

Formulate competence - goal

profiles at an individual -group level

(Duration: Feb)

Process BA 16

Need of Competence

Information 26

Dialogue between manager and employee to

map competency (Duration: Mar-Apr)

Process BA 12

Identify internal and external available

competence (Duration: April)

Process BA 13

Bring forward actions to achieve competency

goals (Divisions) (Duration: April)

Process BA 19

Individual development plan

Information BA 21

Goal contract

Information BA 22

Activity goal/individual

Information BA 23

Available competence

Information BA 27

Competens overlapping / underlapping

Information BA 28Actions for competency

Information BA 29

Implement planned actions

(Duration: April Year 1 - Mar Year 2)

Process BA 20

Measurement of implemented actions and

results of measuring

Information 9

Follow-up values:indicatorsgoal measurements

Information BA 9

Strategic plan within the competency field

Information 11

part of Business Areas planning at the activity level. Detailed planning (Business Areas

common development activities) (Duration: Feb)

Process 22

Competency planning at the Business Area level

Proposal for strategic plan within the

competency field

Information 17

- Personell plans (number of people)-Recruitment plan

Comprehensive need of competency from finalized

business plan

Current situation in resp. Business Areas' competence section in

the business plan

Information BA 31Controlling of Business

Areas' business plan related to competence

Process K7

Corrections of competency plan

Information BA 32

Formulate business goals for Business

Areas (Duration:Sept-Nov)

Process BA35

Implement Satisfied

Employee Index

Finalize Vattenfall's scorecard in KL planning meeting and compile base data for the Board of

Directors (dec year 0);

Finalize BA´s and the Group's scorecard and economic forecast incl competencies in

the Board of Directors (jan year 1)

Process K2

Quarterly follow up of Business Area goals and checking

off against scorecard

Process K3

Plan of actions regarding

improvements of Business Areas

The Competence Audit Process

Process AUDIT0

Business areas' implemented activities regarding competency

Information BA 33

Dialogue between O and BA about surplus/shortage

Reports on actions

Information BA 34

Business process model

Why do we perform this?

How to implement this vision?

Who performs this process?

Who is responsible for

this goal?

KTH Main Library

O.Unit. 1

ELECTRUM Library Budget

Capital 1

ELECTRUM Library

O.Unit. 2

LibraryClerk

Role 1

Customer

Role 2

John Smith

Individual 1

Non-payingCustomer

Role 3

PayingCustomer

Role 4

BadCustomer

Role 5

cuts

uses

provides_service_for

Library Information

System

Role 12

support_work_of

works_for

Library manager

Role 9

accounts_to

is_managing

Ericsson Radio AB

O.Unit. 3

playsplays

Actor model

What is this?

What do we mean by this?

Bad customer

Concept 11

KTH

Concept 1

KTH library

Concept 2

Department or faculty

Concept 3

Academic staff

Concept 4

Student

Concept 5

ELECTRUM Library

Concept 6

Service

Concept 7

Customer

Concept 8

Non-paying customer

Concept 9

Paying customer

Concept 10

works_for

studys_in

receives

Copy

Concept 12

Budget

Concept 13

has

owns

provides

Item

Concept 14-Nof

Book

Concept 15

Periodical

Concept 16

Document

Concept 17

Loan

Concept 18

Catalogue search

Concept 19

of

Paying service

Concept 21

Ordered loan

Concept 22

Video conferences

Concept 23

Copying of material

Concept 24

Purchasing material

Concept 25

Electronic item

Concept 26

has

State

Concept 27

in

Return datehas

Concept model



The process of 4EM

is a purposeful, goal-driven activity which explores different options captures, exposes, and records reasons behind decisions taken is participative: stakeholders become designers working towards a

common set of goals leads to achieving consensus



The process of 4EM

(Steering committee)Project manager (Reference group)

Modellingtechnicians

Applicationgroup

The modelling group

What do you think F should do? What are the major tasks of F? Describe a typical process P within F. Which goals should F follow considering process P? Which are the main problems F experiences in P? Define possible actions for F to achieve its goals for P.

Ideas to kick off the first modelling session

Assume the problem is to analyze and to improve the waya particular company function F works.


The process of 4EM


• Large plastic sheet (taped up on a sizeable wall).

• Differently colored pieces of paper for each component type (component names are pre-printed).

• Pre-prepared pieces of adhesive gum.

• Non-permanent felt-tip pens.

• A computer-based graphic tool to later model the results.


Tools for the modelling session


Listen Respect other people's opinions Discuss differences Innovate Collaborate Analyse Generalise Summarise and reflect Focus on the problem at hand

Make progress

Be polite!!!


General rules at a modelling session


Simple tools - to capture the ideas generated during the modelling seminar, to serve as meeting minutes (e.g. Visio, FlowChater, Omnigraffel)

CASE tools -- to document the model in order to be refined later, included in a report or a repository, or the model is going to be kept “alive” (e.g. Metis, Aris, MetaEdit)

Other types of tools e.g. CSCW tools might be needed in some projects (e.g. BSCW, CURE, Groupsystems)


Tool support


MDDCAiSE’12

70

Digital camera can be useful to takesnap shots of the plastic wall


Tool support




The process of EKD … is participatoryA “real life” EKD Goal Model after 10 hours of modelling with 12 people from the customer site



The process of EKD … is participatory

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3. mērķisSagatavot informācijas sabiedrības pilsoni.

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2. mērķisAr e-studiju palīdzību popularizēt RTU, spodrināt prestižu studijām RTU.

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34. mērķisIeviest e-studijas kā masu apmācības tehnoloģiju

Vei

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U. SukovskisI. SlaidiņšE. Beķeris

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Rektors

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Mācību prorektors I. Slaidiņš

14. uzdevumsPopularizēt kursu „Inovāciju menedžments” internetā TSC mājas lapā.

A. Kapenieks

11. problēmaTrūkst iemaņu e-studiju materiāla radīšanai

63. mērķisIzveidot tehnisko un metodisko atbalsta centru e-studiju ieviešanai.

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RTU cena 100Ne RTU cena 200

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I. Slaidiņš

35. mērķis10 gadu laikā nodrošināt studentus ar vislabākajiem mācību materiāliem pasaulē 10 gadu laikā

36. mērķisNodrošināt ar e-studiju materiālu max daudz RTU priekšmetu.

37. mērķisMērķis ir nodrošināt:- studiju materiālu RTU pirmo kursu studentiem.

38. mērķisIzstrādāt e-studiju kurus.

41. mērķisRadīt un apkopot „success stories” par e-learning.

40. mērķisNodrošināt augsta līmeņa svešvalodu apguvi radot priekšnosacījumus eksistējošo e-studiju resursu izmantošanai.

39. mērķisMudināt studentus izmantot eksistējošos e-studiju resursus svešvalodās.

veicina

28. uzdevumsJādibina centralizēta RTU IT pārvalde

DITF dekāns Mācību prorektors

29. uzdevumsIzstrādāt RTU IT stratēģiju

30. uzdevumsIekļaut e-studijas RTU attīstības stratēģijā

IT pārvalde

31. uzdevumsJāraksta projekta pieteikumi par:- administratīvu pārvaldību;- e-learning atbalstu

14. problēma... pasīva RTU bibliotēkas piedāvāto resursu izmantošana studiju procesā.

Veicina

20. uzdevumsIzstrādāt RTU nolikumu par e-studiju materiāliem.

Mācību prorekt.

21. uzdevumsIzpētīt autortiesības un īpašumtiesības uz e-kursiem un rast risinājumu.

Tālmācības studiju centrs

22. uzdevumsUzrakstīt skaidrojumu kā rīkoties autortiesību (īpašumtiesību) jautājumā veidojot e-studiju kursus.

32. uzdevumsIzpētīt visoptimālāko e-studiju vidi.

33. uzdevumsVeidot datorklases ar printeriem , video konferencēm utt.

34. uzdevumsUzrakstīt projektu par datoru iepirkšanu 2500 studentiem.

15. problēmaNepietiekošs finansējums visaptverošas e-studiju infrastruktūras ieviešanai.

18. problēmaNav RTU vietas kur materiālus izdrukāt, nokopēt pēc plkst. 18:00

19. problēmaNepietiekoša datoru pieejamība studentiem.

57. mērķisCentralizēta RTU IT pārvaldība.

X

35. uzdevumsJāaptaujā un jāizvēlas biznesa struktūra, kas nodarbosies ar klēpjdatoru nodrošināšanu studentiem.

36. uzdevumsVeikt RTU IT auditu

Profesionāls IT auditors

Rektors

52. mērķisNodrošināt e-studiju infrastruktūru.

53. mērķisNodrošināt virtuālu pieeju laboratorijas aprīkojumam.

54. mērķisPiedalīties starptautiskos e-studiju attīstības projektos.

20. problēmaNav brīvu pieeju eksperimentālajai. bāzei.

risin

a

17. problēmaNepietiekama Interneta pieejamība fakultātēs.

56. mērķisVienoties ar „NOTEBOOKU” tirgotājiem par datoriem uz nomaksu studentiem.

16. problēmaIerobežotas iespējas piekļūt e-resursiem(Digital Divide)

55. mērķisIzmantot to, ka e-studijas ir starp Lisabonas deklarācijas „valzivīm”!

Risina

37. uzdevumsUztaisīt bezvadu tīklu visā RTU

Atbalsta

Atbalsta

Risina

1. problēmaStudentam trūkst motivācijas studēt!

28. mērķisTeikt, ka mācīties ir stilīgi.

8. mērķisPiesaistīt maksimāli iespējamu studēt gribētāju skaitu.

21. mērķisPiesaistīt ārzemju studentus.

atba

lsta

6. mērķisUzlabot RTU administratīvo kapacitāti.

4. problēmaIerobežota administratīvā personāla kapacitāte.

Kavē

Atbalsta

15. mērķisPaaugstināt studentu informētību par viņa studiju gaitu--------------------------------------Akadēmiski un administratīvi.

14. mērķisAtbrīvot RTU akadēmiskā personāla radošo potenciālu sadalot to divās daļās:- tie kas grib un var;- tie kas vairs negrib.

16. mērķisVienota augstskolas pārvaldība sistēma.

Kanclers

33. mērķisVienota studentu reģistrācijas sistēma (no atzīmju uzskaites līdz parolēm datorklasēs un virtuālā studiju vidē).

Atbalsta

Atbalsta

X

13. mērķisĢenerēt „ģeniālu” (optimālu) nodarbību sarakstu.

5. problēmaNeefektīvs lekciju plānojums:- 1 un 3 lekcija;- 2 un 4 lekcija...

6. problēmaZems studentu „servisa” nodrošinājums RTU. Minimālas uz klientu piesaistes un pakalpojumu vērstas darbības.

32. mērķisIzveidot vienotu „visa” (visas informācijas) reģistru.

Kavē

9. mērķisNodrošināt pastāvīgu saiti ar patērētājiem (industriju).

22. mērķisUzlabot studentu profesionālās prasmes.

23. mērķisPaplašināt zināšanu apvārsni.

atba

lsta atbalsta

5. mērķisModernizēt esošo studiju sistēmu.

30. mērķisE-studiju efektivitātes un attīstības pētīšana.

12. mērķisModernizēt pētījumu prioritātes RTU

29. mērķisApmierināt pieprasījumu pēc doktorantūras starpdisciplinārās pētījumu jomās.

31. mērķisPalielināt zinātnisko rakstu skaitu starptautiski atzītos žurnālos.

2. problēmaNormatīvo aktu ierobežojumi.

Kavē

3. problēmaProfesori pietiekoši nepiesaka pētījumu projektus.

Kavē

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a

Atbalsta

Atb

alst

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58. mērķisIzveidot doktorantūras programmu e-studiju pētījumu jomā.

Atb

alst

a

1. uzdevumsPieteikt licencēšanai doktorantūras programmu.

realizē

7. mērķisIzstrādāt un ieviest kvalitātes vadības sistēmu.

19. mērķisPilnveidot studiju procesa kontroli.

17. mērķisNodrošināt augstāku kvalitātes studiju procesu.

18. mērķisIeviest RTU „Benchmarking” principu: līdzināties X konkrētai augstskolai.

7. problēmaPasniedzēju atalgojums ļoti vāji saistīts ar darba efektivitāti.

8. problēmaPasniedzēji, kas „izlaiž” cauri visus studentus.

9. problēmaStudentu viedoklis neietekmē pasniedzēja komfortu.

risina

risin

a risina

10. problēmaPārāk zemas prasības studentam, lai nokārtotu kursu.

10. uzdevumsE-studiju kvalitātes sistēmu integrē neesošajā RTU kvalitātes sistēmā.

6. uzdevumsOrganizēt konferenci par augstskolu kvalitātes sistēmām.

Attīstības un startēšanas departaments.

8. uzdevumsIzstrādāt kvalitātes sistēmu:- administratīvajam procesam- akadēmiskajam procesam. 7. uzdevums

Ieviest funkcionējošu kvalitātes sistēmu (tuvākajos 5 gados).

9. uzdevumsIekļaut projekta noslēguma konferenci kvalitātes sekciju ar „Invited Speacers”.

20. mērķisKatrā e-studiju kursā jābūt iebūvētam kursa novērtēšanas mehānismam.

atbalsta

at

bals

ta

atbalsta

atbalsta

44. mērķisRadīt pasniedzējiem motivāciju iesaistīties e-studiju kursos.

45. mērķisOrganizēt pasniedzēju apmācību eksotiskā vietās.

48. mērķisMotivācija būs tikai tad, kad tiek nodrošināta konkurence.

Atbalsta

50. mērķisJāpārveido algu sistēma RTU, t.i. tā lai „maka” turētājs nenoteiktu savu un padoto algu apmēru

46. mērķisNominēt e-studiju Oskaru balvām.

49. mērķisMotivācija ar burkānu un pātagu. Burkāns - samaksas saistība ar pasniegšana kvalitāti.Pātaga - sankcijas studentu neapmierinātības gadījumā

51. mērķisNo augšas jāuzšauj ar pātadziņu.

47. mērķisMotivācija personālam:- e-studijas nolikt uz biznesa pamatiem;

31. problēmaLielai daļai mācībspēku ne ieinteresētība (vienaldzība) iesaistīties ar pārmaiņām saistītajos studiju procesa uzlabojumos.

30. problēmaMaz ieinteresēto mācībspēku.

29. problēmaMotivācijas trūkums pasniedzējiem mainīt sava kursa saturu un metodiku.

risina

10. mērķisJāizveido 2-9 izglītojošie e-kursi tiem, kam tas ir nepieciešams.

24. mērķisNodrošināt informācijas patības iemaņu apgūšanu.

25. mērķisIeviest informācija pratības kursu.

61. mērķisIemācīt studentiem kā orientēties informācijā.

59. mērķisIzveidot „0” 1 sagatavošanas kursu.

60. mērķisIemācīt studentus strādāt ar viņiem pieejamiem informācijas avotiem (tradicionāliem un elektroniskiem) priekš tālākā darba visā dzīvē!

22. problēmaStudentu negatavība intensīvam darbam.

23. problēmaStudentu vājās zināšanas matemātikā.

24. problēma1. kursa studentu dažādie zināšanu līmeņi.

25. problēmaStudentu vājās zināšanas nestandarta datorlietošanā.

risina

21. problēmaStudentu vājā sagatavotība studijām.

Atb

alsta

RisinaKavēAtbalsta

kavē

13. uzdevumsPopularizēt kursu „RTU Blackboard”

M. Treijere

39. uzdevumsIzstrādāt kritērijus kā vērtēt pasniedzēju darba kvalitāti.

41. uzdevumsPieņemt lēmumu, ka algu sadalē un/vai pārvēlēšanā ņem vērā sasniegtos kvalitātes kritērijus.

44. uzdevumsUzskatīt e-kursus kā metodiskos materiālus.

43. uzdevumsIzveidot vienotu e-studiju materiālu krātuvi ar recenzijām un novērtējumiem.

42. uzdevumsIzstrādāt ieteikumus (nolikumu) par e-studiju materiāla novērtēšanu.

40. uzdevumsSagatavot priekšlikumus akadēmiskā personāla un citas nozīmes amatos vēlēšanās iekļaut e-studiju materiālu kā metodisko materiālu.

E-studiju struktūrvienība

Kavē

Atbalsta

Atbalsta

Atbalsta2. uzdevumsAtdot ietaupītos 200000 Ls

Atbalsta

43. mērķisPopularizēt e-studijas.

24. uzdevumsStruktūrvienībām pilnveidot savas mājas lapas.

25. uzdevumsRTU mājas lapā jāieliek tālmācības centra kursi(viegli atrodami)

26. uzdevumsMājas lapā sadaļu:„Tālāk izglītība” pārdēvēt par „Tālāk izglītība un tālmācība”

23. uzdevumsE-studiju mārketings RTU iekšpusē un ārpusē.

27. uzdevumsStudiju programmu novērtēšanas procesā organizēt diskusiju par kvalitāti, kurā noteikti uzaicināt Tālmācības centra speciālistus

Atbalsta

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IT pārvalde---------?

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veicina

64. mērķisE-mācībās integrēta piekļuve pasaules informācijas resursiem

65. mērķisDot iespēju studentam operatīvi jautāt un saņemt atbildi.

66. mērķisPārbaudīt kādas kvalitātes vadības sistēmas e-studijās ir pierādījušas efektivitāti.

67. mērķisIeviest RTU jau izstrādātos e-kursus.

68. mērķisAtrisināt ar autortiesībām saistītos jautājumus un saskaņot ar likumdošanu.

69. mērķisRTU vajadzētu spiest uz „BLENDED” apmācību- iestrādāt e-materiālos

70. mērķisIesaistīt aktīvā kontaktā students <-> mācībspēks.DISKUSIJU TELPA

42. mērķisStudijas padarīt pieejamākas cilvēkiem ar kustību traucējumiem u.c. veselības problēmām.

atbalsta

EKD modelis E-studiju platformas izveidei RTU

ESF projekts: "E-studiju platformas izveide RTU inženierzinātņu studiju programmām" VPD1/ESF/PIAA/04/APK/3.2.3.2./0057/0007

risina

74. mērķisMērķis ir panākt studenta uzticēšanos lektoram.

75. mērķisAtjaunināt valsts programmu skolu informatizācija.

71. mērķisIzstrādāt vispārīgu pētniecības metožu kursu maģistratūras / doktorantūras programmas studentiem.

72. mērķisMudināt un finansiāli atbalstīt doktorantu piedalīšanos starptautiskās konferencēs.

76. mērķisIemācīt studentus patstāvīgi mācīties un domāt!

26. problēmaPiedalīties starptautiskās konferencēs kuru materiālus publicē SCI žurnālos.

27. problēmaRektors savās runās maz runā par mērķiem un nākotni.

28. problēmaTiek kopts melīgs mīts, ka jauni cilvēki negrib strādāt RTU.

Dažādi

73. mērķisIesaistīt sievietes e-kursu attīstīšanā, jo viņas ir labas rokdarbnieces.

Atbalsta

4. uzdevumsKoordinēt projektu priekšlikumus.

Rektors

Mācību prorektors

3. uzdevumsJāveido RTU stratēģiskās attīstības departaments.

5. uzdevumsIzveidot struktūrvienību, kas atbild par e-studijām.

izpilda

izpilda

A “real life” EKD Goal Model after 10 hours of modelling with 12 people from the customer site



The process of EKD … is participatory Importance of participative modelling

The quality of the Enterprise Model is enhanced Consensus is enhanced Achievement of acceptance and commitment



The process of EKD … is iterativeGoals Modelling

Conceptsmodelling

Business RulesModelling

Business ProcessModelling

Actors andResources Modelling

Technical Componentsand RequirementsModelling

T1

T2>T1

Note: (1) the kind of modelsdeveloped depend entirelyon the PURPOSE of modelling.(2) You do not necessary have to start with goals modelling



The process of EKD … supports change managementInitial State

Enterprise ModelFuture State

Enterprise Model

Objectives

Current

Business

Processes

New

Objectives

New

Business

Processes

Vision for

change

Process for

change

Enterprise KnowledgeModelling

Enterprise KnowledgeModellingChange Process

Modelling

ChangeProcess Model


CLEI 2014


capabilidadesAgenda







CDD Enterprise modelling Goal modelling


The products of EKD

Goals Model


ConceptsModel



Model




defined_by

uses, refers_to

refers_to

supportstriggers

uses, produces


defines


uses, refers_to

motivates,requires


motivates,requires



Purpose of goal modelling

Purpose: to describe what the enterprise and its employees

want to achieve, or to avoid, and when to describe the goals of the enterprise along with

the problems associated with achieving these goals to explain why, or why not, processes, rules and

requirements exist or do not exist

WHY?



Purpose of goal modelling Where should the organisation be moving? Which are the goals of the organisation? Which opportunities and strengths exist? What is the importance, criticality, and priorities of

goals? How are goals related to each other (conflict,

support)? Which problems (threats, weaknesses) are

hindering achievement of goals?



Components of the goal modelComponents: goal, used for expressing goals regarding the business or state of

business affairs the individual or organisation wishes to achieve. They may be expressed as a measurable set of states, or as general aims, visions or directions. Goals can be several meanings, such as, goals, needs, requirements, desired states, etc.

problem, used for expressing that the environment is, or may become, in some non-desirable state, which hinders the achievement of goals. There may be two sub-types of problems: threat and weakness.

constraint, used for expressing business restrictions, rules, laws, policies from outside world affecting components and links within the Enterprise Model.

opportunity, used for expressing situations that we may want to take advantage of. If so, the Opportunity should be transformed into a Goal.



Goal modelling guidelines Beware of ambiguity

Pay close attention to the language and expressions. Make sure that all participants understand them in the same way

--> discuss before you put something on the wall !!!

What do you mean by the best?

Goal:

To accept the best papers

We do not have enough best papers

Should we acceptonly the best?

Goal:

To accept only those papers that are above average in terms of originality,

relevance, and significance.

Goal:

To accept papers that have no mark 2 or below for originality, relevance, and significance.

What about averagebut still interesting papers?



Goal modelling guidelines

Ambiguous, uncertain goal:

Extra money

Goal-17.2

Clearlystated goal:

The goal is to have an external finance source of 500 KSEK in next 3 years

Goal-17.2

A good rule of thumb is that, for example, goals should be always expressed in a full sentence starting with "The goal is...".




There are no more training schools inside VF (can be

brought from outside consultants)

Problem 5

Initially stated problem:

may be rephrased to problem and opportunity:

There are no more training schools

inside VF

Problem 5

Trianing of personel can be brought from outside consultants)

Opportunity 7

Try not to merge to different statements inside the same modelling component.




Specific MeasurableAcceptedRealistic Time frame

Larsson L., Segerberg R., An Approach for Quality Assurance in Enterprise Modelling, to appear, MSc Thesis, Stockholm University, 2004

Apply this to every goal

in your model



Example To maintain and improve the

library's services

Goal 10

To have an external finance source

supplying 500 KSEK in next 3 years

Goal 11

supports

To establish paying services

Goal 3

To minimise customer's waiting in

the queue

Goal 4


service

Goal 6

supports

supports

To attract outside customers

Goal 19

To make the library organisation more

cost-effective

Goal 7

The library's budget will be cut by 200

KSEK within a year and by 500 KSEK

within 3 years

Theat 1

hinders

The library is infrequently used

Weakness 2 hinders

There is a long waiting list for

borrowing books

Problem 4

hinders

In ELECTRUM there are many high-tech

companies

Opportunity 1supports


academics

Constraint 1

hinders

Service in the library is not as good as it

should be

Weakness 3

supports

To achieve interactive customer

support

Goal 2

supportssupports

To achieve high precision in all library

transactions

Goal 5

To minimise Library's

operational costs

Goal 21supports

hinders

To provide advanced services for library

customers

Goal 22

Source: ELECTRUM Library Case


Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F. "Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111

Example

Strategic goals Business goals

Technical goals

Design-time goals Run-time goals



Example

Goal templatesG-1. To improve the usage of the services Currently, EVR provides up to 200 services for 250 municipalities, but 100 are in active use and not in all municipalities. The goal is to improve the usage of the services. Category: Strategic goal Stakeholder: S-3. EVR KPIs: Percentage of users consuming the services (target=25%)

Percentage of completed service actions / submissions (target=90%)G-5. To promote service usage in service catalog EVR provides a huge amount of services in SOA platform service catalog. Each service must contain sufficient up-to-date information to help to the end users find and use the services.Category: Strategic goal Stakeholder: S-3. EVR, S-4. Municipality KPIs: Frequency of catalog update

Number of services in catalog


Example


Create a goal model of the case you selected or of the swimming pool reservation case.

• The municipalities want to allow citizens to book a swimming pool so they can have a bath.


• Each swimming pool has a limit of swimmers. • The system should inform the citizen of the weather forecast in


Exercise: create a goal model


CLEI 2014


capabilidadesAgenda







CDD Enterprise modelling Concepts modelling


The purpose of concepts modelling

Purpose: to define the "things" and "phenomena" one is

talking about in the other models to more strictly define expressions in the Goals

Model as well as the content of resources in the Business Processes Model

WHAT?



The purpose of concepts modelling What is the “business language” used? What concepts is the enterprise about (including

their relationships to goals, activities and processes, and actors)?

How are they defined? Their attributes? How are the Concepts related? Which business rules and constraints monitor

these concepts?....



Example

Bad customer

Concept 11

KTH

Concept 1

KTH library

Concept 2

Department or faculty

Concept 3

Academic staff

Concept 4

Student

Concept 5

ELECTRUM Library

Concept 6

Service

Concept 7

Customer

Concept 8

Non-paying customer

Concept 9

Paying customer

Concept 10

works_for

studys_in

receives

Copy

Concept 12

Budget

Concept 13

has

owns

provides

Item

Concept 14-Nof

Book

Concept 15

Periodical

Concept 16

Document

Concept 17

Loan

Concept 18

Catalogue search

Concept 19

of

Paying service

Concept 21

Ordered loan

Concept 22

Video conferences

Concept 23

Copying of material

Concept 24

Purchasing material

Concept 25

Electronic item

Concept 26

has

State

Concept 27

in

Return datehas


Example



Create a concepts model of the case you selected or of the swimming pool reservation case.





Exercise: create a concepts model


CLEI 2014


capabilidadesAgenda







CDD Enterprise modelling Business rules modelling


Purpose

Purpose: to define and maintain explicitly formulated

business rules, consistent with the Goals Model. Business Rules may be seen as operationalisation

or limits of goals Business Rule Model usually clarifies questions,

such as: which rules affect the organisation’s goals, are there any policies stated, how is a business rule related a goal, how can goals be supported by rules.



Purpose Are there stated rules and policies within the company that may

influence this model? By which rules goals of enterprise can be achieved? Does this rule relate to a particular goal? How can this rule be decomposed? How can the enterprise conform to the specification of the rule? How do you validate that a rule is enforced? Which process(es) triggers this rule? Can this rule be defined in an operational way?



Example To establish paying services

Goals 3


service

Goals 6

supports

To offer additional benefits for paying

customers

Goal 19

supports


academics

Constraint 1 hinders

To achieve high precision in all

library transactions

Goal 5

supports

To minimise customer's waiting

in the queue

Goal 4

supports

To keep the library catalogue regularly updated

Goal 20supports

A customer is a bad customer id he/she does not

follow library rules

Rule 1

There should be no priority in waiting

line for paying customers

Rule 2

supports

supportshinders

supports

A customer is a bad customer is he/she has overdue books twice consecutively

Rule 3

A customer is bad customer is he/she

delays books for more than 4 weeks

Rule 4

Update library catalogue as soon as changes occur

Rule 5

supports

Notify all customers about all changes in library

services immediately as changes occur

Rule 6supports

Update library catalogue after

each loan transaction

Rule 5.1Update library

catalogue when new items and/or

copies are acquired

Rule 5.2

Update library catalogue when copy of item

changes its state to "missing", or "in repair",

"out of stock"

Rule 5.3Every day check for delayed books

Rule 10

supports

Check physical condition of each copy when it is

returned to library

Rule 9

supports



Example

When Check_for_delayed_booksIf Today - Loan.Return_day >= 28 then Report_customer_as_bad(Loan.Customer_ID)

Rule 4

Check for delayed loans

Process 24

supports

Report customer as bad

Process 29

triggers

Service

Entity 12

Customer

Entity 4

Bad customer

Entity 10

refers_to

Loan

Entity 16

refers_to

receives


CLEI 2014


capabilidadesAgenda







CDD Enterprise modelling Business process modelling


Purpose

Purpose: used to define enterprise processes, the way they

interact and the way they handle information as well as material.

In general, the BPM is similar to what is used in traditional Data-Flow Diagram models.

HOW?



Purpose Which business activities and processes are there, or

should be there, in order to manage the organisation in agreement with the goals?

How should the business processes, tasks, etc. be performed (work-flows, process models)?

Which are their information needs? Related concepts?

Which are the material flows?

How are the processes related to organisational actors?



Components

Process is a collection of activities that:

consumes input and produces output in terms of information and/or material,

is controlled by a set of rules, indicating how to process the inputs and produce the outputs,

has a relationship to the Actors and Resources Model, in terms of the performer of, or responsible for a process, and

as an instance of a Business Processes Model is expected to consume, when initiated, a finite amount of resources and time.



Components External process is a collection of activities that are:

located outside the scope of the organisational activity area,

communicating with processes or activities of the problem domain area and

are essential to document.

External processes sometimes can be considered as sources or terminators for some information or material flows. A typical example of external process may be customer who requests for certain library service or receives the service.

Information or Material set is a set of information or material sent from one Process or External Process to another.



Example Order acknowledgment

Process 12.1

Search library's all copies

Process 12.2

Library response to customer

Process 12.5Deliver books to customer

Process 12.6

Negotiation with customer

Process 12.3

Update queue

Process 12.7

Register loan transaction

Process 12.4

Customer

Ext.process1

Customer order for a book

Inf.Set 1

Rejected order

Inf.Set 2Library accepted

order

Inf.Set 3

Book catalogue

Inf.Set 4

Ongoing loans

Inf.Set 5

Book is available

Inf.Set 6Book is not

available

Inf.Set 7

Book is borrowed by another customer

Inf.Set 8

Book checked out to customer

Inf.Set 9

Book

Inf.Set 10

Book is not available

Inf.Set 11

Customer refuses wait in queue

Inf.Set 12Customer elects to wait in queue

Inf.Set 13

Queue

Inf.Set 14

Queue acceptance

Inf.Set 15

BookEntity 20

refers_to

LoanEntity 16

refers_to

Library clerk

Role 1

Customer

Role 2

performs

performs

performs

State of a copyInf.Set 31

Ongoing loans

Inf.Set 5



Guidelines for process modelling

Process is not decomposed:

Decomposed process:

Customer's address verification

Process 32

Address

Inf.Set1

Invalid address

Inf.Set2

Valid address

Inf.Set3

Process 32

Customer's address verification

Verify street number

Process 32.1

Verify City

Process 32.3

Verify ZIP code

Process 32.2

Verify Country

Process 32.4

Street No.Inf.Set 1.1

ZIP codeInf.Set 1.2

CityInf.Set 1.3

CountryInf.Set 1.4

Address

Inf.Set1

Invalid address

Inf.Set2

Valid address

Inf.Set 3



Guidelines for process modelling

Analys is of surrounding world

Information BA1

Market s ituation

Information BA2

Competitor analys is

Information BA3

Vattenfall objec tives

Information BA4

Business Area´s competency section in

the bus iness plan

Information 19

-comprehens ive actions.-comprehens ive needs- Bus iness Area competency goals - Bus iness Areas ' s trategy

Information 27

The Bus iness Area Competence Planning and Management Process

(Duration: Jan-Dec)

Process BA0

Business areas ' implemented activ ities regarding competency

Information BA33

Policy / guideline for the supply of competency (describes the

requirements for the competency supply process)

Information A1

Plan of action related to improvement within the

Bus iness Areas

Information A2

Proposals for improvement of the VF Group's

competence supply process

Information A3

Plan of action for activ ities at the VF

Group level related to competency

Information A5 Compil ing of Bus iness Area/ company surplus /

shortaget of competence. Overall v iew of the VF

Group

Information A4

The Competence Audit Process

(Performed when poss ible)

Process AUDIT0

Other input

Information 11

Description of current s ituation of ' competency

mass ' (O+AO)

Information 10

Design and finalize s trategic plan year 0)

Des ign CEO's preconditions for Bus iness planning work(Duration: Jan-Sept, Year 0)

Process K1

Initiative for scorecard year 1-5

Information 1

CEO's preconditions for Bus iness planning

work

Information 3

Formulate s trategic plan within the competency field inc luding the scorecards ' employee

goals /indicators and identification of important

areas for competency development (O+BA)

Accounting for, and examination of s trategic plan within the personell field of O och VL

(Duration: Jan-May, Year 0)

Process K5

Proposal for s trategic plan within the personell field inc luding competency

Information 17

Strategic plan within the personell field

Information 14

Satis fied Employee Index

Information 25

Benchmark ing with other companies

Information 20

Description of important areas for competency development at an overall level -adressed

and non-adressed

Information 18

Bus iness Areas ' finalised scorecard

Information 4

Bus iness Areas ' finalised bus iness plan ( with

competency section) and financ ial forecast)

Information 5

Finalize the Group's scorecard in KL planning meeting and base data for the

Board of Directors

Finalize Bus iness Areas ' and the Group's scorecard and economic forecasts

inc luding competency in the Board of Direc tors

(Duration: Dec-Jan, Year 0-1)

Process K2

Finalised scorecard and economic forecast for resp BA

and VF Group inc l. section regarding employee/ competency

Information 7

Quarterly fol low up of BA goals and check ing off agains t

scorecard(A)(Jan, Apr, July , Oct, Year 1)

Process K3

Financial report for part of the year and

Bus iness Area result

Information 8

Results of measurement of implemented actions

Information 9

Bus iness Goals for Bus iness areas

Information BA5

Current s ituation regarding atti tude

Information BA6

Current s ituation regarding

competence

Information BA7

Strategic plan within the competency field

Information 11

Dialogue, workshops

"The Folder"

Des ign competency plansfor non adressed needs (O)(Duration: Sept - Nov, Year 0)

Process K6

Competency plan for non-adressed

needs

Information 26

part_of

Planning and implementation of competency related

actions at the Group level (O) (Duration: Jan-Jan, Year 1)

Process K4

part_of

Corrections to the competency plan

Information BA32

Controll ingof Bus iness Area bus iness plan regarding

competency(Duration: Sept-Nov, Year 0)

Process K7

Current s ituation in respectiveBusiness Area´s competency

section in the bus iness plan

Information BA31

Results of implemented competency related

actions

Information 21

part_of

part_of

part_of

Decomposition

Business area´s finalised Balanced

Scorecard

Information 4

Adjust scorecard for the Group(Q) (Duration: Nov)

Process K2.1

Adjusted scorecard for the Group

Finalise Balanced Scorecard for the Group

in the KL planning meeting (Duration: Dec)

Process K2.2Compile base data

for board of directors (Q,E,A) (Duration: Dec-

Jan)

Process K2.3

Finalise Balanced Scorecard for the VF

Group

Compiled base data for board of directors

Initiative to scorecard for years

1-5

Information 1Design and finalize strategic plan (A+Q+BA (jan-aug year 0);

Design the CEO's preconditions for Business planning work

Process K1

The Business Area Competence Planning and

Management Process

Process BA0

Finalise Balanced Scorecard and financial

forecast for resp. Business Area and the Group (incl.

competence) (Duration: Jan)

Process K2.4

Finalized scorecard by board of directors and economic forecast for respective Business area and for the

group, including section about employees/competence

Information 7Business area´s finalized

business plan (with competency section) and

economic forecast

Information 5

Finalize scorecard for Business Area and Group(Decomposition of Process K2)

Decomposition

Annual auditing for respective Business Area

-ensure the process-oversupply/shortage of

competency-output of supply of competency

process. (feb-may)

Process Audit 1

Feedback to Business Areas for process

improvement (sept)

Process Audit 2

Feedback to cO about how the process is

functioning(sept)

Process Audit 3

O collects information from audits-

Totals- Business Area/Company (sept)

Process Audit 4

Planning of actions for co-ordinated activities related to competence (O together

with BA)

Process Audit 5

Business areas' executed actions relating

to competency

Information BA 33

Proposals for improvements in the group's supply of

competency process

Information A3

Information according to PM by A.Sandberg

(assesment of results)

Information A7

Audit report-feedback from the process-score(process evaluation)

Information A6

Compiling of Business Area/ company surplus/ shortage of competence. Overall view of the group

Information A4

Policy / guidelines for the supply of competencies (describes the requirements for the process of

the supply of competencies)(section the policy folder)

Information A1

Vattenfall's CEO's preconditions for

Business Planning work

Information 3

Plan of action for activities at the Vattenfall Group level

related to competency

Information A5

Plan of action related to improvements within the

Business Areas

Information A2

Formulate goals for, and needs of, competency related actions as

a part of the Business Areas' businessplan (cBA) (sept-nov)

Part of Process BA0

The Business Area Competence Planning

and Management Process

Process BA0

Formulate strategic plan within the competency domain including scorecards' employee goals/indicators and identification of important areas for competence development at an overall level.(Functions and Business Areas) (Jan-May year 0)(O+BA)

Process K5

Design and finalize the strategic plan (A+Q+BA)

(jan-aug år 0)

Process K1

Planning and execution of competency related actions for the Group

level

Process K4

"The Folder"

Decomposition

Top level business process


Extracted from http://www.bpmn-tool.com/en/tutorial/

Using BPMN for process modelling

Do not worry :) Only workflow engines deal with all these modelling primitives


Create a business process model of the case you selected or of the swimming pool reservation case.





Exercise: create a business process model


CLEI 2014


capabilidadesAgenda







CDD Enterprise modelling Stakeholders modelling


Purpose

Purpose:

used to describe how different organisational actors and resources are related to each other,

how they are related to components of the Goals Model, Business Processes Model, and Business Rules Model.

WHO?



Purpose

What types of actors are there?

Which are their relationships, organisational structure?

Which goals are actors related to? How?

Who is/should be performing processes and tasks?

How is the reporting and responsibility structure defined?

Which dependencies exist between actors?



Components Individual denotes a person in the enterprise.

Organisational unit can represent every organisational structure in the enterprise such as group, department, division, section, project, team, subsidiary, etc.

Non-human resources can be types of machines, systems of different kinds, equipment, etc.

Roles may be played by the Individuals and Organisational units in different contexts. An organisational unit may for instance play the roles of administrator and authoriser in the same context. It may be important to identify requirements depending on the role they have.



Example KTH Main Library

O.Unit. 1

ELECTRUM Library Budget

Capital 1

ELECTRUM Library

O.Unit. 2

LibraryClerk

Role 1

Customer

Role 2

John Smith

Individual 1

Non-payingCustomer

Role 3

PayingCustomer

Role 4

BadCustomer

Role 5

cuts

uses

provides_service_for

Library Information

System

Role 12

support_work_of

works_for

Library manager

Role 9

accounts_to

is_managing

Ericsson Radio AB

O.Unit. 3

playsplays

CDD Enterprise modelling Stakeholders modellingExample



Create a stakeholders model of the case you selected or of the swimming pool reservation case.





Exercise: create a stakeholders model


CLEI 2014


capabilidadesAgenda


…Concepts modelling

Business rules modelling

Business process modelling

Stakeholder modellingTechnical requirements

CDD Enterprise modelling Technical requirements


Purpose

Purpose:

to aid in defining requirements for the development of an information system.

to focus attention on the technical system that is needed in order to support the goals, processes, and actors of the enterprise.

to define the overall structure and properties of the information system to support the business activities, as defined in the BPM.

to structure the information system in a number of subsystems, or technical components.



Purpose Which general goals hold for the information system?

Which IS development problems can be conceived?

What requirements on the information system to be developed are generated by the business processes?

Definition of functional requirements

Definition of non-functional (quality) requirements

Which potential has emerging information and communication technology for process improvement? ...



Components Information System Goal is used for expressing high level goals

regarding the information system and/or subsystems or components. They may be expressed with measurable or non-measurable properties, aims, visions, or directions.

Information System Problem is used for expressing undesirable states of the business or of the environment, or problematic facts about current situation with respect to the information system to be developed.

Information System Requirement expresses a requirement for a particular property of the information system to be designed. Information System Functional Requirements are used to express definite

requirements regarding a functional property of the information system or some of its subsystems. Functional requirements must be clearly defined with reference to the Concepts Model. Functional requirements can be directly supported by information system goals, but they are more often seen as refinements of the stated information system requirements.

Information System Non-Functional Requirements are used for expressing any kind of requirements, constraints, or restrictions, other then functional, regarding the information system to be built or the process of building it.



Example

To maintain all kinds of information within

the library

IS Goal 1

To maintain information about

book resources

IS Goal 2To maintain

information about customer loans and

transactions


information about requests and

customer waiting list

IS Goal 4

To maintain information about the

most popular and newly published

books

IS Goal 5

To provide a 24 hours a day library catalogue search

IS Req 1

supports

Catalogue search engine should be

connected to Internet

IS FReq 2

supports

Catalogue search engine should have a WWW

interface

IS FReq 3

Library catalogue should be

exportable on CD ROM

IS FReq 4

supports

supports

Library IS should use as much existing

software as possible

IS FReq 5 supports


connected to other library search systems

IS FReq 4

supports

To setup a library information system

Goal 26

supports

Library stock maintenance and update

Process 11

supports

Library catalogue update

Process 13

requires

To provide search services in catalogues of

other libraries

Goals 24

motivates

motivates

Catalogue search

Process 3supports

To make the library organisation more

cost-effective

Goal 7

supports



Example

ELECTRUM Library Information System

Book cataloging system

To maintain all kinds of information within

the library

IS Goal 1

To maintain information about

book resources


information about customer loans and

transactions


information about requests and

customer waiting list

IS Goal 4

To maintain information about the most popular

and newly published books

IS Goal 5

To provide a 24 hours a day library catalogue search

IS Req 1

supports


connected to Internet

IS FReq 2

supports

Catalogue search engine should have a

WWW interface

IS FReq 3

Library catalogue should be

exportable on CD ROM

IS FReq 4

supports

supports

Library IS should use as much existing

software as possible

IS FReq 5 supports

Loan Transaction System

Catalogue search system

Customers requests system

Queue registration

system

communicates

commu-nicates

communicates

Information System RequirementsTechnical Components

relates_to



Remember that models are interconnectedGoal 4

To provide advanced services to library

customers

Goal 1

To minimise library's operational

costs

Goal 2

Deliver items electronically

Goal 3High stock availability

Goal 4

Copyright and ownership of

electronic material

Problem1

Advanced communication and information

technology

Opportunity 1 supportssupports

supports

hinders

hinders

Requests for electronic material must be

satisfied within 3 days

Rule 1

supports

Electronic Service assistant

Role 2

LibrarianRole 1

is_respon-sible_for

Library item

Entity1

Magazine

Entity2

Information

Entity3

Book

Entity4

refers_to

Management of electronic information

Process1

Customers

Ext.Process1

requests for electronic information

responses to requests for

electronic info.

performs

is_reponsible_for

Part of a Goals Model(GM)

Part of a BusinessProcesses Model (BPM)

Part of a BusinessRules Model (BRM)

Part of a Concepts Model (CM)

Part of anActors andResourcesModel (BPM)



Remember that models are interconnected

Copy

Entity 12

State

Entity 27

in

Available

Entity 27.1

Borrowed

Entity 27.2

Missing

Entity 27.3

In repair

Entity 27.4

Out of stock

Entity 27.5

Loan

Entity 18

Return date hasuntil

until

Book repair should be recorded as loan

with no charge

Rule 20

affects

State of a copyInf.Set 31

refers_to


CLEI 2014


capabilidadesAgenda


IntroductionContext modelling

Capability modellingVariability modelling

Capability design tool support

CDD Capability design Introduction

The context platform developed by Portugal Telecom

What do we mean by capability?

Capability is the ability and capacity that enable an enterprise to achieve a goal in a

certain context.

Capability definition templateCapacity: IT infrastructure, monitoring tool, developers, technicians.Ability: being able to deploy a maintenance portal. Enterprise: everisGoal: keep services available despite platform errors.Context: loss of connectivity w. other subsystems.Goal KPI: time service available / time error in platform


The metamodel


CLEI 2014


capabilidadesAgenda


IntroductionVariability modelling

Context modellingCapability modelling


CDD Capability design Variability modelling

Process of variability modelling

CDD Capability design Capability modellingRelationships among models


CLEI 2014


capabilidadesAgenda





Unless stated differently, this section is based on work by Felix Timm, Hasan Koç, Kurt Sandkuhl, Tania González, Sergio España and others, for project CaaS

CDD Capability design Context modelling

Motivation


Motivation

“Any information that can be used to characterize the situation of any entity” (Dey and Abowd, 2000).

“Something is context because of the way it is used in interpretation, not due to its inherent properties” (Winograd, 2001, p. 405).

“The context acts like a set of constraints that influence the behaviour of a system (a user or a computer) embedded in a given task” (Mena et al., 2007, p.

57).


MotivationThe invariant characteristics of context

Based on the work of (Mena et al., 2007)


State of the art

• key-value modelling• mark-up scheme modelling and text-based

(Comprehensive Structured Context Profiles, Pervasive Profile Description Language, ConteXtML, MLContext, etc.)

• graphical modelling (UML, Object Role Modelling, ER, etc.)

• object oriented modelling (cues, Active Object Model),

• logic-based modelling • ontology-based modelling (Context Ontology

Language, CONtext Ontology, etc.)For more information, see project CaaS task 5.1 report:

S. Bērziša, S. España, et al. (2013) State-of-the-art in relevant methodology areas


Purpose of context modelling

Purpose: Linguistic context is used for disambiguating the

meaning of words in texts Relational context includes any information

pertinent to characterizing the relation of an entity to other entities, where this information is judged according to a given purpose

The organizational context describes mostly static information about a person. Such an information includes things like roles, positions, tasks, titles etc.

Situational context characterises the state or situation of a person, object or location for the purpose of understanding or being relevant for the interaction between a user and an application.


Components of the of context modelComponents pertaining to other models but involved in context modelling: Process A Business Process is a series of actions that are performed in

order to achieve a particular result. E.g. Reserve Swimming Pool. Capability. A Capability is the ability and capacity that enable an

enterprise to achieve a Business Goal in a certain Context. E.g. Dynamic Swimming Pool Reservation Service.

Goal. A desired state of the affair that needs to be attained. E.g. To increase user satisfaction.

Process Variant. A part of the business process, which uses the same input and delivers the same outcome as the Business Process in another way. E.g. Provide List of Swimming Pools nearby or Provide List of all Swimming Pools.

Variation Point. An exact location in the Business Process Model, where Process Variants occur. E.g. An Exclusive Gateway in BPMN, which is dependent on whether the user’s location is available or not.

Variant Condition. Describes when a certain Process Variant is executed. It is related to the respective Context Elements influencing the Business Process in this Variation Point. E.g. < IF Weather = bad THEN Variant = V3.1 ELSE Variant = V3.2 >


Components of the of context modelComponents of the context model: Measurable Property. Anything, which can be measured and is related

to a Context Element. It has a sensor or a data source where the values come from. E.g. Temperature, Precipitation

Context Element. Represents an environmental factor, which can cause change in the Business Process Model. Weather, Geo-Location Atomic. An Atomic Context Element is a Context Element that is not composed by any

other Context Element. E.g. Geo-Location Composite. A Composite Context Element compounds at least one Atomic or

Composite Context Element. It can be reasoned about this composition by dint of Composition Rules. E.g. Weather, Social Feedback.

Context Element Range. Used to specify boundaries of permitted values for a specific Context Element and a certain Measurable Property. E.g. [warm, cold] (Temperature).

Context Rule. Defines for what values of the Measurable Property the Context Element is in a certain Context Element Range. In the case of Composite Context Elements its ranges are defined by the ranges of its components. E.g. < IF DegreeCentigrade > 20 THEN Temperature = warm ELSE Temperature = cold >


The process of context modelling

Felix Timm tuned this context modelling methodand applied it to the everis use case



Recommended notations:• Goal model:

• 4EM• i*, Tropos, etc.

• Capability model:• CDT Capability Model• Class Diagram• Using tables

• Process models: • BPMN 2.0.• Communicative Event Diagram• Activity Diagram

• Context model• CDT Context Model• Class Diagram, ER, etc. + MathML formulas• Using tables

Recommended tools:• Capability Design Tool• Enterprise Architect• Rational Rose• Any tool supporting BPMN

2.0.• General purpose

diagramming tool (e.g. OmniGraffle, Visio, Dia).



Objective: Sets the preconditions of a business service and elicits its influencing Context Elements. Therefore, the business service’s scope is defined, its standard processes are identified and variability is modelled.

Stakeholders involved: • Domain experts, who are stakeholders of the considered Business

Service • Business analyst • Context modeler



Objective: To set the scope of the offered business service subject to context modelling. We need the following information• Objectives of the Business Service, which can be derived from

existing enterprise models, particularly from the Goals Model.• Defined Capabilities that satisfy these goals.• Business Services that need to be implemented in order to offer the

defined Capabilities.Some activities can be omitted if the models and information is readily available.



• If there is a goal model, the analyst has to identify goals that are relevant for the subject of context modeling.

• If there is no goal model available, one has to be developed. • The goal model concentrates more on the business level than its

supporting information system. • The goals should be measurable by defining KPIs.



• Analyze the Goals Model and identify one or several capabilities that support the fulfillment of the goals. Tabular forms can be used for representation here.

• Choose the business service that is considered as the scope of the Context Modeling Method.

• Map each capability to its relevant business service in order to let the scope become more transparent for the method user.

• The analyst can define several scopes, and then conduct the rest of the method activities for each scope (as an iteration or in parallel).



• Try to keep the complexity of the scope at a reasonable level.• You can focus on a single, small-sized business service • or on a coarse-grained and wide business service that suppots

Since one business service can be separated into several independent business services delivering different capabilities, the method user can benefit from this. The smaller the scope the less complex is the application of the method. But there is a trade-off, since a too narrow scope is as ineffective as a too broad scope.


Example

Business Service (Scope) Capabilities Goals

Swimming Pool Reservation CP1.1: Dynamic swimming pool reservation

G-SR-1: To provide an online and context-aware swimming pool reservation serviceG-SR-2: To increase user satisfaction



Objective: Identify business processes of the subject, which need to be implemented in order to offer the defined capabilities and are modified in accordance with later identified contextual changes. This will provide the basis in order to identify process variants in Step 1.3



• Decide on on how you are going to apply modularity to the business process models• González et al. (2011) Unity criteria for business process

modelling: communicative events -> physical events (my favorite)

• Milani et al. (2013) Decomposition driven consolidation of process models: main processes -> sub-processes -> tasks

• Mendling et al. (2010) Seven process modeling guidelines (7PMG): “Decompose the model if it has more than 50 elements.”

• Develop a process model in BPMN, which represents the base process of the subject.


The guideline refers to Hallerbach, Bauer, Reichert (2010) Capturing variability in business process models: the Provop approach, J Softw

Maint 22(6-7), pp. 519-546


Hallerbach et al. (2010) define five policies to develop a base business process. • If all process variants are known, then

• create a model containing all process variants using conditional branches (policy 4)

• If the organisation or the business domain have a standard work practice, then• create a model containing the standard process (policy 1)

• Else • create a model representing the most frequently used process

variant (policy 2)



Objective: A business process can hold variability that realizes the business service in a different way depending on contextual influences. The Context Modeling Method aims to apprehend this dependency by identifying these influences and map them to the business process model. • Capture the different process variants of the base process.• Incorporate process variants into one BPMN model (or several).• Identify variation points, which are points in the BPMN model that

depend on the contextual influence.• Elicit these influences (i.e., the context elements).



Elicit the context elements influencing variation points using the Onion framework

• Internal layer refers to how the organisation influences the business process (e.g. corporate strategy, policies or workers).

• External layer refers to the immediate social system and market around a business (e.g. suppliers, customers, industry-specific practices and regulations).

• Environmental layer extends the border beyond the business network towards the big picture (political-legal influence, economy, society, weather, space, time).

Rosemann, Recker, Flender (2008) Contextualisation of business processes, International Journal of Business Process Integration and Management 3(1), pp. 47-60

Onion framework



• Ask the following questions:• Is the influence of identified

factor vital for the fulfillment of the capability?

• Does the change of the factor influence of the capability delivery?

• Is the factor measurable or can it be retrieved from an Information System?

• Trade-off between expressiveness and explanation power vs. model complexity (e.g. number of context elements).

• Reuse context elements if possible.

• Context is not the only source of variability.

Rosemann, Recker, Flender (2008) Contextualisation of business processes, International Journal of Business Process Integration and Management 3(1), pp. 47-60

Onion framework



Context element Influenced variation point Process variants

Available location VP1: Is location of citizen available

V1.1: Provide suggested listV1.2: Provide list of all pools

Weather VP3: Is the weather bad for the selected pool?

V3.1: Warn citizen of bad weatherV3.2: Continue



Objective: Specify the details of each context element identified in step 1.



• Decide the degree of dynamicity of the context element:• Static, when the context element value is known at deployment

time and is not expected to change. For example:• Location of the municipality in which an eGovernment

platform is deployed (coastal or inland).• Dynamic, when the value can change. For example:

• Municipality size, laws and market regulations (slightly dynamic).

• Current weather and forecast (very dynamic).



• Decide whether the context element is a atomic or composite.• Atomic, when the context element value can be directly

obtained from a measurable property. For example:• Location of the user.• Facebook likes.• Temperature.• Precipitation.

• Composite, when the value requires to aggregate (i.e. operate with) several measurable properties. This will be done in 2.2. • Weather (in a pool registration service) aggregates the

temperature and precipitation.• Social feedback aggregates data from Facebook, Twitter,

Google+…



• Identify the measurable property that provides the value to the context element.• If it already exists in the context platform, then select it (by

selecting the proper context source) and map it to the context element.

• Else, a development effort it will be necessary to create the context source.

Context platform architecture by Portugal Telecom

• Temperature context element maps to measurable property DegreeCentigrade

• Precipitation maps to RainLikelihood



• For some context elements it is necessary to define the allowed ranges. E.g.:• Temperature can have the values

• warm if the current temperature equal or over 20ºC• cold if the current temperature below 20ºC

• If the context element is composite we continue with 2.2.1, else, we continue with 2.1.4



• Some context elements are parameterised, to be able to properly define their value.• Temperature has two parameters:

• Location, the place whose temperature we want to know.• Date, the moment in which we want the temperature, which

can either be now, some moment in the past (historical values) or in the future (forecast).

• The same with Precipitation.• The parameter of Population is the municipality whose size we

want to know.• Define a rule that specifies the context element value if we defined

ranges for it, using MathML. • Temperature(location, date) has this rule:

IF DegreeCentigrade(location, date) >= 20 THEN Temperature = warmELSE Temperature = cold


Example

• Identify the context elements that form the composite context element.• Weather aggregates Temperature and Precipitation• Social feedback aggregates the different social networks.

• Create the context rule for the composite context element, using MathML. • Weather has this rule:

IF Temperature = warm AND Precipitation = lowTHEN Weather = goodELSE Weather = bad


Example



Example


Context element specificationElement Values Measur. prop. Mapping rules

Municipality size

{Small, Medium, Large}

NC = Number of citizens

If NC <10000 then ‘small’If 10000 <= NC < 30000 then ‘medium’If NC >= 30000 then ‘large’

Service usage in other municipalities

{High, Medium,Low}

PMUS = Percentage of municipalities using the service

If PMUS < 20%, then ‘low’If 20% <= PMUS < 50% then ‘medium’If PMUS >= 50% then ‘high’

Type of highlighting

{Automatic, Manual}

NA NA (unknown at design time)


The process of context modellingWe are designing a context modelling notation (work in progress).



• The business process model is updated to represent the influence of context elements in variation points.• If you are using the Capability Design Tool, you can associate a

context element with a BPMN activity or an XOR gateway.• If you are using another BPMN-compliant tool, you can use a

data input element.



Objective: Specify the conditions that allow deciding, at runtime, which business process variant to choose.


Example

Service highlighting


Example

Service Service promotion rule

Marriage registration Is_Valentines_Day(Date)=True

Swimming pool reservation

Is_Pool_Season(Date)=True

Swimming pool reservation

Weather_Forecast(Date, Municipality)=Good

* Service_usage( Service, Municipality1)=High AND Is_Similar( Municipality1, Municipality2))

* Social_Network_Feedback( Service, Municipality1)=Popular AND Is_Similar( Municipality1, Municipality2))

Service highlighting

(using a table of business rules)


Example

Marriage registration service


Example

Marriage registration service

(this solution avoids redundancy, but the business process is unstructured)


Create a context-aware business process model of the case you selected or of the swimming pool reservation case.





Exercise: create a context-aware business process model


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capabilidadesAgenda





CDD Capability design Capability modelling

Motivation


Purpose of capability modelling

Purpose: To provide an overview of the capabilities we are

dealing with and the main elements that are related to them (goal, context, process variants, etc.)

It also works like an index to the other models.


Components of the of capability modelMain component of the capability modelling: Capability. A Capability is the ability and capacity that enable an enterprise

to achieve a Business Goal in a certain Context. E.g. Dynamic Swimming Pool Reservation Service.

Components pertaining to other models but involved in capability modelling: Goal. A desired state of the affair that needs to be attained. E.g. To increase

user satisfaction. Key performance indicator. It defines how to measure the success of the

organization in achieving its goals. Context indicator. It defines how to provide measurements of the context

situation that are meaningful for the organisation and help the stakeholders understand what is happening around them.

Context set. The set of context elements that provide a scope for the capability.

Process. A flow of related, structured activities aimed at achieving a given goal (typically, delivering a specific service or product, within the organisation or to a external stakeholder).

Process variant. A part of the business process, which uses the same input and delivers the same outcome as the Business Process in another way. E.g. Provide List of Swimming Pools nearby or Provide List of all Swimming Pools.


Example of capability model



Open challenges of capability modelling Difficulties with perspective and granularity.

Capacity:Ability: Enterprise:Goal: Context:Goal KPI:

Capability definition template



Open challenges of capability modelling Difficulties with perspective and granularity. We envision the need of relationships among capabilities:

Perspective Refinement Context or quality levels



CLEI 2014


capabilidadesAgenda





CDD Capability design Capability design tool supportCapability Design Tool

The Capability Design Tool is being developed by CROZ

• Eclipse-based modelling tool for designing and managing capabilities


CLEI 2014


capabilidadesAgenda


MotivationCapability delivery

architectureContext-platform

CDD Capabilities in runtime Motivation

Architecture of the CDD environment


CLEI 2014


capabilidadesAgenda





A vision of the tools

A vision of the tools (by SIV)

CDD Capabilities in runtime Capability delivery architecture

A vision of the tools (by Fresh TL)


A vision of the tools (by everis)



CLEI 2014


capabilidadesAgenda




CDD Capabilities in runtime Context platform


Capability context platform architecture overview



Capability context platform interoperability



Capability context platform technologies



Context model instantiation



Context platform user interface


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capabilidadesAgenda


CDD Conclusion

Si investigas en temas relacionados con el desarrollo dirigido por capabilidades o el desarrollo dirigido por modelos, considera la posibilidad de enviar tus trabajos y asistir a uno de estos congresos.

PoEM 20157th IFIP WG 8.1 working conference

on the Practice of Enterprise Modelling

November 2015, Valencia, Spain

Un poquito de publicidad :)

O de hacernos una visita de investigación en nuestra universidad.

Si investigas en temas relacionados con el desarrollo dirigido por capabilidades o el desarrollo dirigido por modelos, considera la posibilidad de enviar tus trabajos y asistir a uno de estos congresos.

Un poquito de publicidad :)

O de hacernos una visita de investigación en nuestra universidad.

cursos.dsic.upv.es/online/

uml

Thanks!

Sergio Españ[email protected]

Full tutorial on Capability driven development

Software

Transcript of Full tutorial on Capability driven development