Service Engineering - University of Pavia Concept, structure, and research topics...

Service Engineering - University of Pavia Concept, structure, and research topics

[email protected] - www.unipv.it/ingegneria

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http://www.unipv.it/ingegneria

Service Engineering MS in University of Pavia - 081125

2

Service Engineering - agenda

Introduction Service Engineering curriculum

Business Analysis

Class

A1A3

A4

A2

RO

IE

Business Models & Processes

Science & Technology

People & Culture


3

Service Engineering as a discipline

• Manifesto of SSME (Service Science Management and Engineering): Communications of ACM (July 2006)

• Convergence of Business/ Management, Engineering and Sociological Disciplines • From 2005-2006 SSME majors & minors worldwide

– Asia Pacific– USA & Americas– Europe

• University of Pavia : first major in Europe (Service Engineering MS) with an Engineering orientation



People & Culture

SSMESSMESE

Pavia


4

University of Pavia : the structure

Math & Natural

Sciences

Medicine

Pharmacy Musicology

Political Sciences

Law

Humanities Economics

Engineering

Environ-ment

Cons-truction &

Architecture

Mechanical

Electronic Bio Informatics Services

“Information Class”

Engineering : 3,2k students & 200 professors

Services Science established in 20061st Services MS in UE

Award by IBM 2006


5

University of Pavia

• Located at 30 km from Milan (40 minutes drive)

• Born as Studium in 9th century • Founded in 1361 by Gian

Galeazzo Visconti Duke of Milan

• Excellence in Natural Sciences – G. Cardano (cubic equations,

cardanic suspension, medicine)

– A. Volta (Battery, Electricity) – C. Golgi (Neuron theory, 1906

Nobel prize)

• Over 20k students

Milan

Pavia


6



Business Analysis

Class

A1A3

A4

A2

RO

IE



People & Culture


7

Services Engineering curriculum : requirements

Zero-debt

• Information Engineering

• Information class (Bio, Electronics): small debts

Variable-debt

• Undergraduate Engineering

• Undergraduate Computer Science

No access

• Economics • Humanities• Other scientific

Bachelors

Bachelor (3 years and 180 credits )Bachelor (3 years and 180 credits )

MS -Services Engineering (2 years and 120 credits ) MS -Services Engineering (2 years and 120 credits )


8

Service Engineering curriculum: structure of classes (2008)

Business / Service Engineering (45)

IT Foundations (25)Math & Elective

Classes (20)Thesis (30)

Business Analysis (10)

Design of Digital Services (10)

Enterprise Systems (10)

Control Systems (5) or elective class

Organization Theory (5)

Innovation Economics (5)

Software Engineering (5)

Data Base Design (5)

Network Architecture(5)

Hardware Architecture (5)

Multimedia Tech & Systems (5)

Numerical Methods (5)

Data collection & analysis techniques

(5)

An elective class in Math (5)

An elective class (free choice) (5)

Thesis

Final classes or internships or ECDL

certifications

Total credits : 120Duration: 2 years (4 semesters)

Co

re C

las

ses


9

Service Engineering curriculum: classes (list)

SEM 1 - Foundations 1. Organization Theory2. Data Base (advanced)3. Sw Engineering (advanced)4. Multimedia Technologies and Systems5. Numerical Methods 6. Data collection and analysis

techniques

SEM 3 - Analysis & design 1. Business Analysis 22. Enterprise Systems 2 3. Design of Digital Services 24. Innovation Economics5. Computer Networks 6. Elective class (see C)

SEM 2 - Analysis & design 1. Business Analysis 1 2. Enterprise Systems 13. Design of Digital Services 1 4. Hardware architecture LS5. Elective class A (see)6. Elective class B (see)

SEM 4 - Thesis 1. Stages and certification on choice

(EUCIP Base / Elective certification, Regulation etc.)

2. Dissertation


10

Services Engineering: “Business Analysis”

Business Analysis 1 - AS-IS

1. Business process mapping

2. Business performance analysis

3. Systemic diagnosis

4. Systemic design to be

Business Analysis 2 - TO-BE

1. Information requirements modeling (UML and other)

2. Solution prototyping

• Started in 2003 in Politecnico as Business Process Analysis Lab• Politecnico of Milan (Industrial Engineering)

– Service processes: 1.800 students (2003 to 2008)– SCM Processes: 200 students (2003 to 2005)

• Pavia & Mantua (Service Engineering)– Business Analysis: 70 graduate students (2006 to 2008)

• International cooperations :– I-School (University of Syracuse, USA) : Undergraduate and graduate Business Process

Analysis


11

Services Engineering: “Enterprise Systems”

Enterprise Systems 1: CRM•CRM building blocks and architecture of Siebel platform •Sales and contact centre transactions (team work)•CRM analytics : case study

Enterprise Systems 2: ERP & SCM •ERP building blocks and architecture of the SAP platform •Software selection: case study •Fit-gap analysis & prototyping (team work)


12

Services Engineering: “Design of Digital Services ”

Module 1

Business services • Conceptual foundations and

service case-studies • Project assignment : design

and prototype a real life service

• Lectures/ case studies on design phases

• Feasibility and project roadmap

• Prototype and discuss project

Module 2

Service control systems • IT and Business Service

Monitoring Systems • Main methodologies for IT sign

: ITIL and alike • Lectures and case studies on

design phases• Assessment of feasibility and

design project roadmap• Prototype and discuss project


13

Services Engineering: “Management Information Systems ”

• Foundations– Planning & Control Systems: Architecture & Processes– Budgeting– Management Reporting – Design roadmap of Control Systems– Activity Based Costing (ABC) – Survey of DSS & BI platforms

• Practicum: assignment of a Corporate Management Control System:– Lab 1 – Develop & implement a multidimensional control model– Lab 2 – Design & implement a reporting system


14

Service Engineering curriculum: elective classes

• A Classes (foundations)1. Optimization 2. A class on Math

• B Classes 1. Management Information

Systems 2. Industrial Automation3. Artificial Intelligence in Health

Care• C Classes

1. Man machine interaction 2. Relational Marketing3. Innovation Management 4. Service Economics5. DSS for Health Care6. Free choice

• D Classes1. EUCIP Base Certificate2. EUCIP Elective Certificate

for Business Analyst or Information System Analyst

3. Regulations for professions

4. Design, management and production of goods and services

5. Management techniques for self employed jobs

6. Manufacturing Processes and Organization

7. Design lab


15

Service Engineering curriculum : teaching approach

• LEAR Recursive approach LEAR– L- Lecture

• Professors illustrates concepts & case examples

– E- Exercise• Professor shows how to use

concepts by exercises– A-Assignment

• Professor assigns analysis or design tasks on a given case study

• Student teams develop a deliverable (homework)

– R- Review• Student teams present a draft in a

plenary session and/or in face to face meeting

• Professor reviews the draft • Student teams finalize the draft

according to recommendations

Exercise

Review

Lecture

Assignment

Business Analysis

Digital Services

Enterprise Systems

Control Systems


16

Service Engineering curriculum : evaluation schema (core classes)

• The evaluation framework sums– 1/3 the value of the team work

that has been reviewed during the class in terms of

• Completeness• Consistency • Creativity• Format and editing

– 1/3 the contribution of the individual student: the student should show to know the work made (individual output)

– 1/3 the comprehension of the principles used in the project (foundations)

Evaluation

1/3 Team output

1/3 Individualoutput

1/3Foundations


17



Business Analysis

Class

A1A3

A4

A2

RO

IE



People & Culture


18

Business Analysis:Role of case studies

• Cases studies – Raw material for analysis of

business processes– Based on research on an

industry (e.g. finance)– Monomyth i.e. story of a

customer or a manager experiencing the process phases

– Overall background also for process drivers and performances

– Integrated by further research by students on public sources

• Students produce deliverables that document each analysis and design phase

Exercise

Review

Lecture

Assignment

Case Study


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Business Analysis Structure of syllabus and deliverables

Business Analysis 1 Business Analysis 2

Enterprise Process Mapping

Business performances AS-IS

Benchmarking

Process organizational drivers AS IS

Design of the solution TO BE

Design of project TO BE

Business Process Flow

Use cases

Class/ Database Design

GUI Design

Prototype

AS

-IS

An

alys

is

TO

-BE

D

esig

n

Deliverable 1

Deliverable 2

Deliverable 3

Deliverable 4

Deliverable 5

Deliverable 6

TO

-BE

Des

ign

(JB

OS

S t

arg

eted

)


20

Business Analysis:List of case studies

Financial services

Utilities & miscellaneous

Manufacturing Healthcare

1. “Super Banca” Mortgage loans

2. “Colibrì” Insurance Subscription

1. “Elevator 1” Customer Care

2. “Super Energy” Customer management in power utilities

3. “Dreamtour” tourism management

1. MTS - “Lab chair” (furniture)

2. MTS – “Pirelli Cable”

3. ETO - “Waterstar” (Pumps)

4. ETO -“Elevator2”

1. “Radiologia” - Service to patient

2. “Lab Analisi” : internal operations

Management of service chains Supply Chain Management


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Business Analysis 1 : Deliverable 1 - Map of business processes

1. Enterprise level: business process portfolio (T- Model)

• All primary & support processes

• Comments needed

2. Enterprise level/b• Breakdown &

specialize the target enterprise process to CRASO processes.

• Focus the target process

• Structure chart (UML)• Comments needed

• 3. Process level • Breakdown & specialize the

target process to elementary business activities

• Comments

Pick from warehouse

Search on

shelvesDeliver

Confirm &

Deliver

Pick from cell

Select cell

Unload on

AGV

Enter Reques

t Fulfill request

Pick form

manual

warehouse

Pick from

automated

warehouse

Support processes

Mngt processes Primary

pro-cesses


22

Business Analysis 1 – Deliverable 1 - the CRASO concept

• A business process is end-to-end and exists only with a client

• This concept is summarized by the CRASO definition:– C – Customer – R - Request made by

customer– A – Activities performed to

produce and deliver the output– S – Organizations which

cooperate in the process chain– O – Output delivered to the

customer (physical or virtual)

A1A3

A4

A2

RequestOutput

S1 … Sn

Customer


23

Business Analysis 1 - Deliverable 2 - Business performances AS-IS

Enterprise CSFs: about 5, strategic & measurable (2–3 pages)

KPI selection from the standard grid (10 in total and at least 2 for each stakeholder)Cross KPIs with CSFs

KPI cards(10)

Cards should comment performance values Where quantitative value impossible, use quality scales

KPI robustness assessment

Comments on robustness (2-3 pages)

Benchmarking

Comments on the sample, research finding and gaps versus the case (5-10 pages )

Analysis scope: which KPI, stakeholder, processes are analyzed (2-3 pages )

Sustainability assessment

Comments on balance / unbalance of performances (2-3 pages)


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Business Analysis 1 - Deliverable 2 - Stakeholder view of performances (HIGO)

• & (Performance metrics, stakeholder classes)

• Same metric but different meanings for different stakeholders:– Cost to manager =

resources consumed– Cost to customer = price +

effort / time needed– Cost to worker = effort

required to perform tasks

1. Process duration2. Activity timeliness3. Resource flexiblity

1. Production unitcost

2. Productivity3. Usage / workload

1. Customer access / acquisition unitcost

2. Customer use cost

1. Technology response time

2. Technology timeliness

3. Activity & technology flexibility

1. Execution unitcost

2. Preparation effort

Flexibility & speedCost

Man

age

rC

us

tom

erW

ork

er

1. Response time 2. Response timeliness3. Vendor flexiblity

1. Spec conformity of service and products

2. Technologydependability

1. Expectation conformityof the service

2. Service dependability3. Customer satisfaction

1. Expectation conformityof work / work environment

2. Technologydependability

3. Employee satisfaction

Quality & satisfaction

Performance metrics

Sta

keho

lde

r cl

ass

es


25

Business Analysis 1 – Deliverable 3 – Business driver analysis AS-IS

3. Summary 3. Summary 2. Analysis of drivers 2. Analysis of drivers 1. Assessment

scope 1. Assessment

scope 4. Appendixes 4. Appendixes

The scope is the same as the one of the analysis of performances: anyway specific elements should be stated

Choose from the checklist applicable rationales

Document assessment of each driver

1 Activities

2 Organization

3 Skills

4 Rewarding and planning system

5 Technology strategy

Management summary on :

1.Critical areas

2. Improvement areas

3.Grid of drivers

4.Conclusions

All you want to add to support the evaluation : statistical analysis, fishbone nalysis etc.


26

Business Analysis: Deliverable 3 - Business driver analysis framework

Workflow

Organization

Skills

Enterprise structure

Process / Job Skills

Output design

Work organization

Knowledge & Education System

Sequence

Process ownership

Workload

Rules

Reward & control System

IT

Application architecture

Performances & security

Control variables

Computer Architecture

Context factors & cost

Control lifecycle

Data Architecture

Control technology


27

Business Analysis: Deliverable 3 – Business driver analysis framework

• WORKFLOW ANALYSIS CHECK LIST – Value of activities

• Does the activity add value to the output?

• Is the activity designed to obtain the output the customer asks for?

• xxxxxx

– Value of business rules • xxxx• xxxx

– Value of process design • Xxxx• xxxx

Checklist to analyze framework variables


28

Business Analysis: Deliverable 3 –Analysis of activity value: example

Variable analyzed e.g. Activities value

As-is Diagnosis You explain why a given activity is not optimal according to a rationale (e.g. does not add value)

Solution guidelines

You explain how the problem can fixed

Flow of the process

The analyst maps the as-is flow

Activities commented are put into evidence (e.g. in yellow)


29

Business Analysis 1 - Deliverable 4 – Design of the solution

Business Vision Key points of each

solution proposed (c) Comparison of

solutions Conclusions

Vision (a)

Solution 1 (b)

Solution 2

Activities

Organization

Competences

Reward and control systems

Technology

Impact on performancesProject durationChange impact Budget Management commitmentEtc.

Recommendations

(a) indicates the contribution to the corporate strategy and competitiveness

(b) shows how each alternative can realize improvements and overcome critical points identified in the diagnosis

(c) the analyst uses whatever modeling he wants


30

Business Analysis 1 - Deliverable 5 – Design of the project (+ info requirements)

Competitive impact

Organizational impact

Business Impact

Financial Impact

Project risk

PBS

WBS & GANTT

Project design(multiview

framework)

OBS

Activity Diagrams

Assembly Lines & Use

Cases

Information Requirements

(a)

Information Classes (b)

GUI (c)

(a) in Polytechnic of Milan produced by an integrated class; in Pavia replace the deliverable on project design

(b) Information classes will be based since 2008-2009 to SIRE approach (Strategic Information Requirements)

(c) To be replaced by Goal Oriented Methodology


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SW Maintainance

Architecture Evolutuon

Change managementAnalysis and design of processes

User test and adption Application development & testing

Requirements collection & refinement

Application sw project

Hw diffusion Hw Installationion & Test Requirements collection & refinement

IT architecture project

Organizational project

Change management

Communications

Quality assurrance

Project cost control

Activities planning & Control

Configuration management

Approvazione del progetto

Chiusura del progetto

Issue Management

Project checkpoints

Business Analysis 1 - Deliverable 5 –Multiview framework of projects

Business Analysis: deliverable 5 Elicitation of information requirements (framework)

Functional RequirementsFunctional Requirements

Assembly lines

Presentation Modeling

(GOA)

Business Process StructureBusiness Process Structure

Business ProcessFlowBusiness ProcessFlow

Architecture & Hierarchy

Activity Diagrams

Presentation ObjectivesPresentation Objectives

Presentation / Navigation Req.Presentation / Navigation Req.

IDM diagrams

Strategic Info RequirementsStrategic Info Requirements DB ModelingDB Modeling

SIREStrategic Info Requirements

ER + R Diagrams

Use Case

GUI


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Information requirements• Business process

architecture & flow • Presentation / GUI• Data• Use Case

Analysis & definition of business process performances for

• Management• Customer • Worker

Definition of a sustainable configuration of

• Workflow• Organization structure• Skill (HR)• Reward and planning• Technology

Business Analysis: summary

Structure

Planning &Rewarding

ICT

HR

Workflow

Perfor-mance

process

customer operator

1. Define sustainable performances (performance analysis)

2. Design a sustainable business process (organizational driver analysis)

3. Design a performing system (UML analysis)

SELECT BOOK(CUSTOMER)

BUY BOOK(CUSTOMER)

SEND BOOK(WAREHOUSE)

DELIVER BOOK(POST OFFICE)

CATALOG

ORDERS

BOOK INVENTORY

DELIVERIES

CUSTOMER DATA

SELECT BOOK

BUY

LOGIN

ACCEPT

CUSTOMER

SHOW ORDER STATUS

PICK

SEND

ENTER

DELIVER

Y

Service Engineering - appendix

Research topics

Publications


35

Research Area

Service concept and objectives

PresentationGOA + Logical Model

Data SIRE

Workflow

Organization S

tructure

Skill

Rew

ard and control system

IT strategy

Knowledge base HIGO 2/ FP7

Perrom

amances H

IGO

Business process PIM

Consultancy organization

for DMS / KMS

Telecom Italia

(partial) forIT Strategic

Planning

BT for BP design


36

Research Area:HIGO 2


37

• Business Process KB metamodels have been developed e.g. MIT Process Handbook

• HIGO introduces both performance and stakeholder perspectives

• Also integrates the SLA concepts

• Navigation is supported by a web application and an Eclipse plug-in

HIGO 2 : Metamodel


38

HIGO 2 : Screen

NAVIGATION VIEW

PROPERTY VIEWOUTLINE VIEW

EDITOR VIEW

TOOL BAR

MENU BAR

PALETTE

Navigation by Specialization & Decomposition


39

Aggregated Business Entities ABE+

• The term ABE was firstly used in eTOM SID for the telco domain

• ABE+ develops a complete methodology and provides a CROSS INDUSTRY NORMATIVE REFERENCE MODEL

• It answers key issues:– What information business really

needs? – How has been information

computerized?

• Current activities– ABE+ CAD tool prototype – ABE+ Web Repository of Best

Practice Pattern– ABE+ Handbook (to be translated

in English)


40

ABE+ : CAD tool prototype


41

Goal Oriented Analysis A real life example

S = StructureC = ContentA = AccessN = NavigationP = PresentationI = InteractionO = Operation


42

Goal Oriented Analysis

• Origin: AWARE & IDM (Paolini, Politecnico of Milano)

• Our purpose – CASE Support

– Transformation from conceptual to logical model (WEBML)

• Potential benefits:– Users say what they want not

what they do

– Easy communication

– Combines easy conceptual representation of needs with robust logical design

Navigation Model (IDM)

Goal Oriented Analysis (GOA)


43

Other Research ActivitiesICT Portfolio

• ICT Portfolio is an application of the HIGO 2 and ABE concepts in the domain of service organizations

• Organizations operate hundreds of business services that are delivered by business processes

• Business process in turn use multiple IT applications

• A knowledge base on the relationships between IT applications, business processes and business services shortens the lead time to modification or innovation of business services


44

Other Research ActivitiesICT Portfolio

• The model includes three levels: – Service level

– Business Process level

– IT Process level

• Each level is described by– Structure elements

– Performance measures

• The tool shows by a top down navigation what applications and systems are affected by any modification on services to end customer


45

2008 Publications

• 10th International Conference on Enterprise Information Systems, 12 - 16, June 2008,Barcelona, Spain

– Strategic Information Requirements Elicitation - Definition of Aggregated Business Entities (Position paper)

• International Conference on Business and Information, July 7-9, Seoul, S. Korea

– Designing business processes for business performance: a framework– Performing Business Processes Knowledge Base: Best Paper Award

• 20th World Computer Congress, September 7-10, Milan, Italy– ICT Portfolio: Mapping Business and ICT Services– Strategic Modelling of Enterprise Information Requirements

• Editorship of WCC 08 Service Science proceedings • Co-Editorship of IBM Service Science Reference book – Future Research• Ongoing activities 2009:

– Textbook on Enterprise Information Systems 3d edition ( Italian, Mc Graw-Hill )– BAI 2009

Service Engineering - University of Pavia Concept, structure, and research topics

Backup


47

Services Engineering: “Business Analysis”

• 2003 Factory operations MTS (LabChair)• 2003 Supply Chain Management (Pirelli-Cables)• 2003 Elevator customer care (Elevator)• 2004 Pumps ETO process (WaterStar)• 2005 Elevator delivery process ETO (Elevator Company)• 2004 Healthcare analysis lab• 2005 Insurance subscription process (Colibrì)• 2005 Transportation Maintenance Management (ATM)• 2006 Healthcare service to patient (Radiology)• 2007 Banking / mortgage loans (SuperBank)• 2008 Utilities (Super Energy)• 2009 Travel agent (customer operations)


48

“Business Analysis”Architecture of topics

Enterprise Process MapsPerformances and Benchmark

Organizational drivers IT positioning (strategic analysis)

Design of the solutionDesign of the project

Analysis of presentation, business rules, data (UML extended)

As is

To-be

Org focus IT focus

Highly tested class architecture: •Service Processes Politecnico of Milan (Industrial Eng) 1.800 students (2003 to 2008)•SCM Processes Politecnico of Milan (Industrial Eng) 200 students (2003 to 2005)•Pavia & Mantua (Service Engineering) 70 graduate students (2006 to 2008)


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Business Process Level

Business Activity Level

Enterprise Level

Enterprise architecture Root: organization

Leaf: business process

Enterprise architecture Root: organization

Leaf: business process

Business process architecture Root: business process

Leaf : business elementary activity

Business process architecture Root: business process

Leaf : business elementary activity

Business activity architecture Root: business activity

Leaf : action and/or use case

Business activity architecture Root: business activity

Leaf : action and/or use case


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Support processesManagement

processes

Strategic planning Management Control Business intelligence

Purpose: to manage the organization

AccountingOrganizational resources management (HR, assets etc.)Business support services: IT, facilities management etc.

Purpose: to support primary processes and comply with regulations

Primary processes

Production and delivery of organization’s services and products (value chain)

Purpose : to serve customers


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Map of activities: generic example

Pick from warehouse

Search on shelves

Deliver

Confirm & Deliver

Pick from cell

Select cell Unload on

AGV

Enter Request

Fulfill request

Pick form manual

warehouse

Pick from automated warehouse

Service Engineering - University of Pavia Concept, structure, and research topics...

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