IT Basics for Supply Networks IT Basics for Supply Networks/1 Dr. Withalm 3-Sep-15

IT Basics for Supply NetworksIT Basics for Supply Networks

IT Basics for Supply Networks/1IT Basics for Supply Networks/1

Dr. Withalm Apr 21, 2023

IT Basics for Supply Networks21.04.23 Dr.Withalm2

Lectures at the University of Bratislava/Autumn 2014

30.09.2014 Lecture 1 Introduction in CNO’s & Basics of Supply Networks

07.10.2014 Lecture 2 Kanban & Essential Supply Chain Processes

21.10.2014 Lecture 3 Business Processes & Semantic Web

11.11.2014 Lecture 4 SOA and SOA basing on J2EE

18.11.2014 Lecture 5 B2B & Cloud Computing including SaaS


Today’s Agenda

Business Aspects

Fundamental Definitions of CNO’S & Examples

Assessments

CMMI

ECMM

Serious Gaming

COIN as Paradigm Project


Examples of joint endeavor


CNOStrategyBusinessmodels

Process

Project

BalancedScore Cards

BalancedScore Cards

Process Metrics

Process Metrics

ProjectMetrics

ProjectMetrics

EFQM Assessments

EFQM Assessments

CMMI Assessments

CMMI Assessments

ProjectAudits

ProjectAudits

„periodic determination“

„co

nti

nu

ing

co

ntr

ol“

Metrics and Assessments

Basics for Collaboration


Overview

Primarily the modern CNO‘s are basing on the WEB Especially in the 90-ties IT Systems were built by IT

Providers (IBM, MS, HP,…..) Sold to companies in order to start B2B Both types of company lost: huge money

Spring 2000: Internet bubble burst Example : Christmas 1999

Afterwards the most severe challenges for CNO‘s were tackled in two steps Enterprise Collaboration Enterprise Interoperation


Enterprise Collaboration

Whenever IT Systems were well developed Business success for all partner within a CNO was not

guarantied Therefore EC became a scientific discipline for tackling

such issues: Common Business Strategy both for the whole CNO

and its respective members Common Business Model both for the whole CNO and

its respective members Modeling of Cross Organizational Business Processes

as well as the connections to the Private Business Processes of the respective members of a CNO


Enterprise Interoperation

Tackles the challenges of implementation of CBP as well as PCP

In the end of the lecture we will be ready to implement both types of BP for Supply Networks


Preconditions for Collaborations

Developed for companies, which are interested to join a collaborative network.

These reference models encompass Checklists, templates, interfaces, tools, specifications,

architectures, SW components and services. These artifacts may be applied to facilitate the agreement

concerning Business strategies Business models and above all Business processes

ECOLEAD1) Project funded by the European Community under the "Information Society Technology" Programme.

Presented at ENTER’05 and ENTER’07


Why B2B ?

Organizations have need to collaborate Resource Sharing

Example ELGA in Health Care Competence Sharing

Example Airbus Suppliers Capacity Sharing

Example in large companies i.e. SW Development


Generische ELGA-Definition für ÖsterreichÜbersicht Basiskomponenten und Kernanwendungen

Dokumentation & Erfassung

Speicherung & Aufbewahrung

Wiedergabe & Kommunikation

Wissens-management

Verarbeitung & Datennutzung

Berichts-erstattung

& Monitoring

Unterstützung Bürger/Patienten

Unterstützung administrativer

Prozesse

Anamnese

MBDS

e-Medikation

e-ArztbriefBefund

autom.Datenübern.

Repository

Registry

e-EinweisungZuweisungÜberweis.

e-Medikation/ e-Rezept

e-Arztbrief / Entlassungs

-brief

Kataloge für Diagnosen

& Leistungen

qualitätsgesGesundheits-Informationen

Pseudony-misierung

Vorsorge-unters.

PortalAnwend-

ungen

-Prävention - Info

e-Aufnahme

e- Entlassung(Beh.-Kette)

Sicherer Online -Zugriff

ELGA-Basis-

komponenten

Voraus-Setzungenfür ELGA

LegistischeMaßnahmen

Akzeptanz-Management

Organisa-torische

Maßnahmen

Patienten- identifikation

Patienten-Index

ö-weit & EU komp.

Identi-fikation

&Authentifi-zierung

GDA

Rollen & Berechti-gungen

& Zugriffs-proto-

kollierung

Vernetzung

Portal

ELGA Kernanwendungen

Standards

e-card

e-card Netz(GIN)

MARC

IHE

Legende

Soarian Integrated Care

Security & Identity Management

e-card Erweiterungen

Semantische Technologien

e-cardPilot

NÖMED WAN

NÖMED WAN

e-cardGPA

Ergänzung um aktuelle Siemens Sicht - Quelle: ELGA-Machbarkeitsstudie, Stand Januar 2007


SSttrruuccttuurreedd CCoonntteenntt wwii tthh ccooddeedd sseecctt iioonnss::

Reason for Referral Vital Signs

MMeeddiiccaattiioonn

Studies AAlllleerrggiieess

Social History PPrroobblleemmss

Care Plan

XDS-MS Medical Summary

Structured and Coded Header Patient, Author, Authenticator, Institution, Time of Service, etc.

Header always structured and coded

Title-coded sections with non-structured nor coded content (text, lists, tables). Simple Viewing (XML Style sheet)

Level 1Level 1

Level 2Level 2

Text StructureEntry

Text Structure Entry

Med, Problems and Allergies required as highly structured text. Text easy to import/parse

Text StructureEntry

Level 3Level 3

Med Problems and Allergies have a required fine-grain structure with optional coding. Coding Scheme not standardized, but explicitly identified.

Coded Section Entry

Coded Section Entry

Coded Section Entry

Level 3Level 3

XDS-MS enables both semantical XDS-MS enables both semantical interoperability and simple viewing !interoperability and simple viewing !


Example in Tourism/1

Most important challenges for competitive tourism enterprises Management excellence Flexibility in adjusting to changing environments

Typical constraints or barriers blocking organizational changes Sub-optimal sized configurations with respect to

economics of scale and scope Low level of professional competence combined with a

high ratio of owner managed firms Diffusion of ICT (Information & Communication Technologies)

Intervention instruments are needed to overcome these hurdles. Tourism process areas will be introduced - basing strongly on Capability

Maturity Models Integrated (CMMI®) to assess SMTEs and start improvements in their organizations.





Provide SMTEs in the tourism industry in Europe with methods, processes and tools required for them to become competitive again.

Getting preparedness Building of a common understanding (vision, strategy,

business models and processes) Establishing long-term relationships (trust building) High level co-operations of SMTEs (including industrial

partners and research institutions) Establishing a common basis of an ICT-infrastructure

(intermediate support for collaboration) Facilitating the creation and operation of virtual

organisations in case of tourism business opportunities Exchange of information and experience, interactive

learning

Collaborative Networks !



More than 95% of all European enterprises are SMTEs. The tourism business is controlled by large international

companies (such as tour operators, airlines, hotel chains), who sell integrated offers.

Drawbacks of SMTEs– Restricted access to a dynamic, globalized market – Inflexibility and no spontaneity in responding to market

developments– Limited financial and human resources (high costs)– Outdated management methods and tools (low extent of further

development) – Use of information technology not widespread or up-to-date– Lower education levels, limited access to knowledge



SMTE’s have huge improvement potential Domain specific capabilities Collaborative specific capabilities

Before implementing respective improvement measures the performance in specific process areas must be

assessed.

SMTE’s lack especially all collaborative issues and network initiatives be it as they are competitors or they fail all concepts and

technical premises for building CNO’s.



Developed for companies, which are interested to join a collaborative network.

These reference models encompass Checklists, templates, interfaces, tools, specifications,

architectures, SW components and services. These artifacts may be applied to facilitate the agreement

concerning Business strategies Business models and above all Business processes

ECOLEAD1) Project funded by the European Community under the "Information Society Technology" Programme.

Presented at ENTER’05 and ENTER’07



Most important challenges for competitive tourism enterprises Management excellence Flexibility in adjusting to changing environments

Typical constraints or barriers blocking organizational changes Sub-optimal sized configurations with respect to

economics of scale and scope Low level of professional competence combined with a

high ratio of owner managed firms Diffusion of ICT (Information & Communication Technologies)







Constituted by a variety of entities (e.g. organizations, people) that are:

- largely autonomous

- geographically distributed

- heterogeneous in terms of their:

operating environment, culture, social capital and goals Nevertheless these entities collaborate to better achieve common or

compatible goals The collaborative interactions are supported by a computer network.

Together the network members can achieve goals, that would not be possible or would have a higher cost if attempted by them individually (whole > ∑ parts) !



VBE Virtual Breeding EnvironmentIntended to increase the level of preparedness of organizations to participate in (dynamic) VOs

PVC Professional Virtual CommunitiesPutting the focus on human collaboration and corresponding value creation

VOM (Dynamic) Virtual Organization ManagementSupport (dynamic) Virtual Organizations through their life cycle



• Evaluating (semi-automatic) appropriate partners in the universe of organizations for upcoming projects, i.e. Euro2008, Olympic Games,…• Have they aligned Business Strategies, Business Models, and

Business Processes



VBE Festivals

Acc.

Hotel

Hotel

HotelAcc.

Hotel

Tour operator

Travel Agency

Travel Agency

Hotel

OperaOpera

Theatre

Theatre

Theatre

Hotel

Hotel

Hotel

Independent organizations are

organized in a network (VBE) where they can quickly form

virtual organizations inspired by

business opportunities

Event - Festivals Selling tickets including travel and room reservation

Acc.

Hotel

Hotel

HotelAcc.

Hotel

Tour operator

Travel Agency

Hotel

OperaOpera

Theatre

Theatre

Theatre

Hotel

VO “Mozart Festival”



1. VBE containing • tour operators• hotels• travel agencies• theatre, opera

2. VBE containing • airlines• tour operators

3. VBE containing • tourism organisations• local public transport• cable car provider• hotels• destination portal provider

SAPA

ASA



1. VO “Event Organizer” (based on VBE containing tour operators, hotels, travel agencies,

theatre, opera) Selling tickets for festivals including travel and room

reservation

2. VO “Charter Organization” (based on VBE containing airlines and tour operator) Selling study trips, vacation trips

3. VO “Sports Event”(based on VBE containing tourism organisations, local public

transport, cable car provider, hotels, destination portal provider)

1. Planning and organizing sports events


Definitions/1

SOA was the first paradigm in developing SW systems which shifted away from technical to business

concerns. The conclusion of this matter

not start to implement business processes but begin with considerations about Business

Strategy (BS) and Business Models (BM). The need to collaborate is very high in many domains

as for instance in automotive or transportation/travel collaboration follows one of these forms

i.e. supply chain, collaborative networks, business ecosystems.


Definitions/2Different Kinds of Services

Primarily you must distinguish between Horizontal and Vertical Business Services. Horizontal Services (as e.g. procurement) may be applied in many domains Whereas Vertical Services are dedicated to a specific domain.

A further dimension of Business Services focusing on Collaboration/Interoperability issues are Enterprise Collaboration (EC) Services which are mainly interested in

establishing guidelines, rules and tools to settle issues how to agree on common business strategies (BS), common business models

(BM) and the primary modeling of common business processes (BP). Enterprise Interoperability (EI) Services. which focus on issues as how to

implement common business processes (BP) and their integration / synchronization with existing business processes of the single members of a CNO.

These kinds of services are the primary enabler of Collaborative Networked Organizations. Web services on the other hand are the implementation of business services

whereas Semantic Web Services describe the context of the web service semantically. basing on an agreed/standardized ontology

Note that the establishment and especially the agreement of ontology is a troublesome task.


Definition/3Measuring the Success of Semantic Web Services

Process Areas must be defined wich are positively contributing to your business

i.e. your BS, BM, and BP must ultimately drive to positive company results

very postive results concerning process areas to meet common BS and BM were

accomplished by ECOLEAD

wheras both ATHENA and ECOLEAD added such results concerning BP

Process Areas require specific attributes of Semantic Web Services

the better ontology meets the business requirements of specific domain

the higher the maturity level of such an organization (organizations) will be.

in the specific goals of the process areas such issues must be introduced

how many attempts you need to find the right web service

in the meaning of successful web service

in the sense of success for your business.


Definition/4Corresponding EU Projects with Siemens Participation

ECOLEAD Focus on EC Issues

ATHENA Focus on EI Issues

COIN Synopsis of EC and EI Semantic annotation of these services

which will enable- mid term- the semi automatic discovering and composition of services

Quality of semantic web services will be evaluated a well proven and accepted approach will be pursued

the ECMM (Enterprise Collaboration Maturity Model) assessment adapted to EC/EI services


Definition/5Different kinds of Collaboration Networked Organizations

Supply Chains, where long term relations and stable organizational and economic structures

among enterprises allow the adoption of the most optimized and important EI solutions;

Collaborative Networks, where the SMEs long term aggregations

(i.e. clusters, districts and “breeding environments” of ECOLEAD IP) are finalised

to get the members prepared

to create and sustain more short term and dynamic alliances based

on specific business opportunities (i.e. virtual enterprises, virtual teams);

Business Ecosystems, where SMEs are left free to evolve

as they like, just following the market evolutionary law

that it is the fittest species which survive (i.e. open networks, de-focussed networks)

and the ecosystem just supports and encourages this emergent and evolutionary


Definition/6 Definitions concerning the different kinds of Enterprise Collaboration

A field of activity with the aim to support Networked Enterprises to do business together through ICT

Focus on core competencies Expose proper views of internal competencies Discover collaborative business opportunities Look for complementary competencies by accessing others’ views

First Issue: competencies Ability to apply skills/capabilities to a business situation Human vs. Enterprise Competencies Networked Enterprise Competencies Competencies assessment, management and governance Competencies alignment and semantic reconciliation

Second Issue: business opportunity Generation and/or Discovery Modelling and Characterisation (demand modelling) Structuring and planning Matching with competencies Scheduling, enactment, BO management


First Issue: competencies

OEM determines the SC competencies

Almost Static H/E Models

Identification OEM-Network

Human periodical assessments

Aligned by construction

Second Issue: business opportunity

OEM generates BOs for the SC

Top-down modelling

Top-down structuring and planning

Full scale competencies visibility

Centralised enactement and management

Definition/7 C1. Enterprise Collaboration in Supply Chains


Definition/8 C2. Enterprise Collaboration in Collaborative Networked Organization

First Issue: competencies Service Center (VBE) as a competencies

collector More dynamic H/E Models Specific VBE competencies Autonomous assessments + inheritance +

trust mgmt Manual Alignment process


Crawlers to discover market BOs

Top-down modelling

Top-down structuring and planning

Negotiation for scheduling (different views and

visibility rights)

Centralised enactement and management

BusinessOpportunity

CNO

Fast configuration of a temporary

consortium well suited to the needs

Short window

of opportunity

Successful& EffectivecollaborationMarket turbulence

Preparedness

BreedingEnvironments

VBEPVC

CNO creation

Management/ Governance

Metamorphosis

BusinessOpportunity

CNO



Short window

of opportunity


Preparedness


VBEPVC

CNO creation


Metamorphosis

© The ECOLEAD Integrated Project

BusinessOpportunity

CNO



Short window

of opportunity


Preparedness


VBEPVC

CNO creation


Metamorphosis

BusinessOpportunity

CNO



Short window

of opportunity


Preparedness


VBEPVC

CNO creation


Metamorphosis

© The ECOLEAD Integrated Project


Definition/9C3. Enterprise Collaboration in Business Ecosystems

First Issue: competencies

P2P competencies system Fully dynamic H/E Models Specific BE competencies Peer assessment, Web 2.0 Intelligent Alignment process (Agents)


BO Miners to discover internally-generated

BOs Top-down bottom-up modelling Participative and collaborative structuring and

planning Semantic spaces for demand-offer P2P enactement and management

PVC

University

Research Centre

Retiree

IndividualProfessional

Consultant

VT

Professional Service CUSTOMER

LargeCompany

SME

Need for KnowledegeService

PVC

University

Research Centre

Retiree

IndividualProfessional

Consultant

VT

Professional Service CUSTOMER

LargeCompany

SME

Need for KnowledegeService


Introduction Assessments & Serious Gaming

One big hurdle in CNO‘s is the very different knowledge of their members especially concerning applying IT Systems

That‘s way experience has shown that assessments are essential before starting to build a CNO

Both the whole CNO as well as their members will be assessed Assessment Method ECMM (Enterprise Collaboration

Maturity Model) is derived from CMMI (Capability Maturity Model Integrated) the prevailing Assessment Method for SW Organizations

Following the ECMM Assessment the respective CNO‘S and their members will be trained by Serious Gaming In order to overcome the revealed weaknesses


CMMI - Capability Maturity Model Integration

Model for evaluating software/hardware/systems engineering

organizations

Developed by the Software Engineering Institute (SEI)

Initiated by DoD

Headed by Watts Humphrey

Reference model also for derived methods such as Bootstrap and

Siemens Process Assessments


Theoretical Background / 1CMMI Maturity Levels (staged)

1Initial

2Managed

disciplined process

basic projectmanagementand control

3Defined

consistentprocess

process definition

4 Quantitatively

Managedpredictable process

quantitativeprocess management

5Optimizing

continuouslyimproving process

process control

Quality

Risk

Benefit

Each transition takes1-3 years !

Model for evaluating software / hardware / systems engineering organizations

Developed by the Software Engineering Institute (SEI) Initiated by DoD Headed by Watts Humphrey Reference model for derived methods (Bootstrap, Siemens Process

Assessments)

Model for evaluating software / hardware / systems engineering organizations

Developed by the Software Engineering Institute (SEI) Initiated by DoD Headed by Watts Humphrey Reference model for derived methods (Bootstrap, Siemens Process

Assessments)


CMMI Constellations & Representations

Continuous representation Enables organisations to select a process

area (or group of process areas) and

improve related processes.

This representation uses capability levels

to characterize improvement relative to an

individual process area.

Continuous representation Enables organisations to select a process

area (or group of process areas) and

improve related processes.

This representation uses capability levels

to characterize improvement relative to an

individual process area.

Staged representation Uses predefined sets of process areas to

define an improvement path for an

organisation.

This improvement path is characterized by

maturity levels (Carnegie Mellon, 2006).

Staged representation Uses predefined sets of process areas to

define an improvement path for an

organisation.

This improvement path is characterized by

maturity levels (Carnegie Mellon, 2006).


Requirement Development

Technical Solution

Product Integration

Verification

Validation

Organizational Process Focus

Organizational Process Definition

Organizational Training

Integrated Project Management

Risk Management

Decision Analysis and Resolution

Requirements Management

Project Planning

Project Monitoring and Control

Supplier Agreement Management

Measurement and Analysis

Process and Product Quality Assurance

Configuration Management

Quantitative Process Management

Software Quality Management

Organizational Innovation and Deployment

Causal Analysis & Resolution Optimizing (5)Quantitatively Managed (4)

Defined (3)

Managed (2)

CMMI Process Areas


ECMM Overview/1

The Enterprise Collaboration Maturity Model (ECMM) has as main objective

to analyze, measure, and propose improvement practices for increasing the capability of an organization

to be able to collaborate and interoperate.

That is, both interoperability and collaboration aspects should be included to reach a model that takes into

account Enterprise Interoperability and Enterprise Collaboration.

In order to reach this main objective, other secondary and more specific objectives have been identified:

Diagnose the state of an organization’s current practices regarding collaboration and interoperability

issues

Set improvement objectives and priorities

Guide for improving projects and organizational processes

Help ensure stable, capable, and mature processes

Proposition of EC and EI technologies and services that could be useful


ECMM Overview/2

Regarding the special features for collaboration practices the ECMM should be useful to:

Support the collaboration during the whole life cycle of a Collaborative Networked

Organisation (CNO): creation, operation, evolution, dissolution.

For an enterprise (that could be part of a CNO or not) in order to evaluate its preparedness

for collaboration (in a specific collaboration or in general) and provide best practices to

correctly position the enterprise inside its collaborative network.


ECMM Overview/3

Seven EC and EI process domains to which the ECMM can be applied have been identified: Project and Product Management: This domain contains the cross-project and product activities

related to defining, planning, developing, risks management and quality assurance.

Business Process and Strategy: This domain covers areas that support business process

management and financial aspects.

Customer Management: This contains aspects related to relationship with the customer and

evaluation.

Collaboration, Legal Environment and Trust: Legal activities, terms of collaboration relationships.

Organisation: This domain covers activities related to management of resources, development of

competences, measurement.

Systems and Technology: Technologies and Services for Interoperability and Collaboration.

Innovation: This domain covers all activities related to innovation processes.


ECMM Building Blocks

3. Standardized

Go

als

Do

ma

ins

2. Managed

1. Performed

3. Standardized

4. Innovating

Go

als

Pra

ctic

es

Pro

cess

Are

as

Do

ma

ins

Maturity Leels


ECMM Continous vs. Staged Presentation


Maturity Levels of the ECMM/2

Performed: Collaboration with external entities is done, but in an ad-hoc and

chaotic manner. Collaborative tasks and processes usually exceed budget and

schedule, their past success cannot be repeated, and the potential of the

technology is not used properly.

Managed: The objective is to create a management foundation for collaboration.

Network technologies are used to collaborate.

Standardized: The objective is to establish a common business strategy and

business process infrastructure for collaboration. Business collaboration is

facilitated through interoperability technologies and use of standards.

Innovating: The objective is to manage and exploit the capability of the CNO

process infrastructure to achieve predictable results with controlled variation.

Additionally, another objective is to continuously improve the CNO processes and

the resulting products and services through continuous capability, and planned

innovative improvements.


Maturity Levels of the ECMM/1

Level 1

Performed

Level 2

Managed

Level 3

Standardized

Level 4

Innovating

Maturity

-

+


Process Areas, goals and practices/1Level 2

Business Management (Business Management (BM) plans and manages the business and financial aspects of a

CNO.

Collaboration Agreement (CA)The purpose of the Collaboration Agreement (CA) is to set up the terms in which

the collaboration within the CNO takes place as well as the management of this collaboration throughout the whole

life of a CNO.

Collaborative Project Management (CPM)The purpose of Collaborative Project Management (CPM) is to

establish and manage the project and the involvement of the relevant stakeholders. This process area also covers

the establishment of a shared vision for the project and the establishment of collaborative teams that will carry out

the objectives of the project.

Configuration Management (CM) The purpose of Configuration Management (CM) is to establish and maintain

the integrity of work products using configuration identification, configuration control, configuration status

accounting, and configuration audits.2IPR

The purpose of the Intellectual Property Rights (IPR) is to clarify and agree the terms of the Intellectual Property

Rights within the CNO.

Measurement and Analysis (MA) The purpose of Measurement and Analysis (MA) is to develop and sustain a

measurement capability of the CNO that is used to support management information needs



Process and Product Assurance (PPA)Process and Product Assurance provides appropriate conformance

guidance and objectively reviews the activities and work products of work efforts within the CNO to ensure they

comply with applicable laws, regulations, standards, organizational policies, business rules, process descriptions,

and work procedures

and results.

Requirements Management (REQM) The purpose of Requirements Management (REQM) is to manage the

requirements of the project’s products and product components and to identify inconsistencies between those

requirements and the project’s plans and work products.

Resource Management (RM)Resource Management plans and manages the acquisition, allocation, and

reassignment of people and other resources needed to prepare, deploy, operate, and support the CNO’s products

and services

Trust Management (TM)The purpose of Trust Management (TM) is to promote the establishment of trust

relationships among CNO participants, including the assessment of the trust level among members and between

members and the CNO as a whole.


Business Governance (BG) Business Governance (BG) establishes executive accountability

for the management and performance of the CNO’s work

Collaborative Business Process (CBP) The purpose of Collaborative Business Process (CBP)

is to establish and maintain a usable set of collaborative business process assets and work

environment standards. This process area also covers the establishment of organizational rules

and guidelines that enable conducting work using collaborative teams in CNO’s.

Collaborative Customer Relationship Management (CCRM) The purpose of Collaborative

Customer Relationship Management (CRM) is to manage the interaction of potential or actual

customers with the CNO Defect and Problem Prevention (DPP) Defect and Problem

Prevention identifies and addresses the causes of defects and other problems that are the

primary obstacles to achieving a CNO’s plans and quantitative improvement goals so these

defects and problems do not recur.




Organizational Innovation (OI) The purpose of Organizational Innovation (OI) is to select and deploy

incremental and innovative improvements that measurably improve the CNO’s processes and technologies.

The improvements support the CNO’s quality and process-performance objectives as derived from the CNO’s

business objectives. Requirements development (RD) The purpose of Requirements Development (RD) is to produce and analyze

customer, product and product component requirements.

Risk Management (RSKM) The purpose of Risk Management (RSKM) is to identify potential problems before

they occur so that risk-handling activities can be planned and invoked as needed across the life of the CNO,

product or project to mitigate adverse impacts on achieving objectives.

Interoperability and Collaboration Technologies (ICT)

The purpose of Interoperability and Collaboration Technologies (ICT) is to standardize the usage of a set of

baseline tools, techniques and methods for interoperability and collaboration

Technical Solution (TS)The purpose of Technical Solution (TS) is to design, develop, and implement solutions

to the committed requirements. Solutions, designs, and implementations encompass products, product

components, and product-related lifecycle processes either singly or in combination as appropriate.



Customer Evaluation (CE) The purpose of Customer Evaluation (CE) is to measure the customers’ satisfaction

regarding the delivered products and services and to set up a set of indicators internal to the CNO w.r.t. the

customers.

Open Innovation (OPI) Systematically explore a wide range of internal and external sources for innovation

opportunities, integrate and exploit those opportunities through multiple channels.

Organizational Process Performance (OPP) The purpose of Organizational Process Performance (OPP) is to

establish and maintain a quantitative understanding of the performance of the CNO’s set of standard processes in

support of quality and process-performance objectives, and to provide the process-performance data, baselines,

and models to quantitatively manage the CNO's projects.

Quantitative Project Management (QPM) The purpose of Quantitative Project Management (QPM) is to

quantitatively manage the project’s defined process to achieve the project’s established quality and process-

performance objectives.

Training and Competency Development (TCD) Competency Development develops the competencies within the

CNO’s workforce that are needed to perform the organization’s work using the organization’s standard processes.

The purpose of Training is to develop the skills and knowledge of people so they can perform their roles effectively

and efficiently.


ECMM Assessments & Serious Gaming/1

• Serious Gaming easily supports the process area concept of ECMM• In COIN, the concept of process areas was pursued

• For each of them respective KPI’s were established• KPI’s enable the measurement of goal fulfillment in ECMM• Further issues as specific practices, sub practices, and typical work

products• Become a matter of the game

• i.e. gamers select them and may eventually meet their specific goals

• Assessment is very easy if learners/gamers have met the objectives• In case of difficulties learner/gamer goes back to e-learning system

• Issues are explained • Start with a new game


ECMM Assessments & Serious Gaming/2

• Serious Gaming is the backbone of the whole system• Via Web Services respective ECMM tools and the COIN learning

engine will be connected• E-learning content will be structured in a ECMM compliant manner

Appropriate specific goals and practices need to be established for each of the EC/EI process areas including respective e-learning content.

An important component of the serious gaming approach is the collaboration between players/learners, which is especially important for domains like automotive.

The game needs to provide CSCW (Computer Supported Cooperative Work) features, where gamers are enabled to communicate, negotiate, setting up contracts together, etc.

Assessment is not limited to assess individuals only Outcome of the team might be the right measure of success

Enabling the analysis of gamers' behavior as a team member


Serious Gaming/1

All learning tools, methodologies, and content can be considered as e-learning

Mainly consisting of digital support

Serious Games are computer and/or video games

Used -beside entertaining goals for educational technology

Serious Games can be of any genre

Many of them can be considered a kind of edutainment.

Computer based serious games are an e-learning methodology


Serious Gaming/2

Serious Games were already being developed for non entertainment purposes

since the late 90’s

Including e.g. early work by Henry Jenkins at MIT.

Additionally, the ability of games to contribute to training expanded

With development of multi-player gaming

In 2002 games were developed that address policy and management issues

Since 2004 focus shifted to social issues and social change

Especially games for health which address healthcare applications


Serious Gaming/3

Serious Games are considered as the next evolutionary generation of learning tools

Addressing some of the short comings of its predecessors

A serious game could be a simulation that has the look& feel of a game

But corresponding to non-game areas

Including e.g. business operations, military operations or medical

applications.

The games are intended to provide an engaging, self-reinforcing context

In which to motivate and educate players

Through modifying existing game applications for educational purposes

There is a great potential for learning with games


Serious Gaming/4

Combined approach of e-learning with specific method Serious Gaming and CMMI

Should have the following strengths

Motivation of learners

Directed improvement measures

Assessment of team collaboration

Nevertheless there is still development and adequate work to be done

Modification of the classical CMMI process areas including sub-structures like tasks

and work results-one essential WP in COIN.

Development of supporting E-Learning materials reflecting the modified CMMI

process areas including sub-structures.

Selection and adaptation of a serious gaming engine to make the modified CMMI

approach playable.

The gaming engine should also provide a mechanism to integrate access to the

E-Learning materials.


The COIN Vision

COIN VISION:

“By 2020 enterprise collaboration and interoperability services will become an invisible, pervasive and self-adaptive knowledge and

business utility at disposal of the European networked enterprises from any industrial sector and domain in order to rapidly set-up, efficiently

manage and effectively operate different forms of business collaborations, from the most traditional supply chains to the most

advanced and dynamic business ecosystems.”


Background and motivation

Background and motivationEnterprise Collaboration (EC) and Enterprise Interoperability (EI) have been the two major research catalysts for DG INFSO D4 "Networked Enterprise & Radio Frequency Identification (RFID)", and aggregated tens of projects and hundreds of researchers in their projects clusters initiatives. COIN is rooted in the previous initiatives.

Enterprise Collaboration comes from a business perspective and identifies the process of enterprises - mainly SMEs - to set-up and manage cross-enterprise win-win business relations in response to business opportunities.

Enterprise Interoperability originates by the ICT world and identifies a capability of enterprise software and applications to exchange information and to mutually understand the information exchanged at the level of data, applications, processes and enterprise models involved.


The COIN Metaphore

COIN promoters believe that EC and EI are different concepts which cannot be merged or confused but that they are so interdependent and simultaneously present in every networked enterprise, that they can be really considered as the two sides of the same COIN.

COIN MOTTO: “Enterprise Interoperability and Enterprise Collaboration are the two sides of the same COIN”

The SIDE A of the COIN: Enterprise Collaboration

The SIDE B of the COIN: Enterprise Interoperability

The Metal of the COIN: Service Platform

The Value of the COIN: Software as a Service Utility

The Market of the COIN: Manufacturing Enterprises


COIN A Side: Enterprise Collaboration

Existing solutions from previous EU FP6 project and other sources will be used as starting point (EC services baseline).

On top of a developed common baseline, the project will further develop EC innovative services for

Collaborative Product Development,

Collaborative Management,

Production Planning,

Collaborative Project Collaborative Human Interaction.

Such services will be easily configurable to meet different collaboration requirements, from the most static supply chains where optimization and

efficiency are of key importance, till to the most dynamic business ecosystems where evolutionary behaviour of the business system, including

sudden disappearing and re-appearing of business entities, has to be modelled and supported.

The COIN Project develops services for European SMEs enterprise aggregation, synchronization and co-operation in response to the more and more demanding and complex business opportunities coming from the global market.


COIN B Side: Enterprise Interoperability

Enterprise Interoperability is the ability of two or more systems or components to exchange information and to use the information that has been exchanged.

The COIN Project provides a foundation for Enterprise Interoperability Services based on the principles of existing interoperability frameworks

(e.g. in the e-government, e-business and enterprise architectures domains) and results from previous projects to be integrated with the new

COIN Service platform.

The work starts with the consolidation of the results from previous EU FP6 Enterprise Interoperability projects and other sources like de-facto and

de-jure standards. Existing services will be harmonised into a set of baseline Enterprise Interoperability-services.

On top of a developed common baseline, the project will further develop innovative services for

Information Interoperability Services,

Knowledge Interoperability Services,

Business Interoperability Services


COIN Metal: a Generic Service Platform

The COIN Project develops a pervasive, adaptive service platform to host Baseline and Innovative COIN services for Enterprise Collaboration and Enterprise Interoperability.

The services will be available under innovative on-demand, utility-oriented SaaS-U business model for European enterprise (mainly SMEs).

Based on several well proven results from semantic web, semantic web service, semantic-enabled service-oriented architecture, together with

some trust, security dependability results and peer-to-peer evolutionary and intelligent systems, the project will further develop a powerful

baseline service platform with many distinctive features and peculiar characteristics to make it suitable for collaboration and interoperability

among European enterprises.


COIN Metal: a Generic Service Platform

The baseline COIN platform will be an example of general-purpose SESA - Semantically Enabled Service Architecture.


COIN Market: the COIN End-Users

End-user partner Sector, activity Size, organizational

form Geographical distribution

ISOIN Aeronautics Manufacturing Product development

SMEs Network of companies

Regional Andalusia, Spain

POYRY Process industries Plant engineering Plant operations

support

Large company (6400 employees)

Large network of collaborating companies

Global Offices in 45

countries

IVSZ ICT Application of ICT in

manufacturing Standardization

Association of ICT companies

National Hungary

VEN Several sectors Health care (case in

COIN) Environment Engineering etc

SMEs, universities, institutions

Group of organizations Both public and private

organizations

Regional Yorkshire, UK

FILAS Regional development Innovation Aeronautics sector

Development agency SMEs in collaboration

network

Regional Lazio, Italy

ACS Automotive Manufacturing

SMEs Cluster of companies

National Slovenia


The COIN Metaphore End

COIN MOTTO: “Enterprise Interoperability and Enterprise Collaboration are the two sides of the same COIN”

The SIDE A of the COIN: Enterprise Collaboration

The SIDE B of the COIN: Enterprise Interoperability

The Metal of the COIN: Service Platform

The Value of the COIN: Software as a Service Utility

The Market of the COIN: Manufacturing Enterprises


The COIN IP main 5 Objectives

1. To design and develop a pervasive, adaptive Service Platform to host Baseline and Innovative COIN services for EI and EC and make them available under innovative on-demand, utility-oriented business models (i.e. the SaaSU model) to European enterprises (and SMEs in particular) for running their business in a secure, reliable and efficient way.

2. To consolidate and stabilize the ICT results of both EC and EI FP6 research into some Baseline Services which constitute the service foundations for COIN.

3. To further enlarge, extend and improve the baseline services, by developing other more Innovative Services in the EC and EI fields, which could take into account the most recent and promising technology challenges (in the field of Web 2.0, semantic web, space computing) and put them at service of EC and EI purposes.

4. To represent a pathway to convergence for these two fundamental research streams: EI and EC, by integrating in the same project the most prominent stakeholders of the two research fields coming both from industry and from universities and research centres.

5. To demonstrate, experiment, trial and assess the project results into realistic Industrial Scenarios offered by our 6 test cases in Aeronautics (Aeronautic Cluster of Andalusia, Spain), Automotive (the Automotive Cluster of Slovenia), Aerospace (the Lazio Connect virtual enterprise network Italy), Pulp & Paper (the Poyry consultancy service providers), Healthcare (the VEN network in U.K.) and ICT (the Hungarian Association of ICT companies).

IT Basics for Supply NetworksIT Basics for Supply Networks

Thank youfor your attention!


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Documents

IT Basics for Supply Networks IT Basics for Supply Networks/1 Dr. Withalm 3-Sep-15