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E-government reference model
Alexander SAMARIN
e-Government Symposium
4 November, 2014, Bern, Switzerland
http://www.egovernment-symposium.ch/
• A digital enterprise architect– from a programmer to a systems architect – creator of systems that work without me– broad experience: company, canton, confederation, country, continent
• I believe that many improvements in operational excellence and strategy execution are achievable relatively easy
• HOW I do what I do– architecting synergy between strategies, technologies, tools and good
practices for the client’s unique situation, and knowledge transfer
• WHAT is the result of my work for clients– less routine work, less stress, higher performance, higher security,
less risk, higher predictability of results, better operations, less duplication and liberation of business potentials
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About me
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• Context
• E-government reference model
• Views
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Agenda
• Unlimited life-cycle (unpredictable and incremental evolution)
• Socio-technical system
• Collaborative system
• Industrialised system
• Ability for rapid innovation is important
• Variety of services (several hundred governmental services are listed in the Swiss e-government catalogue)
• High level of security for personal data
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Complexity of e-government
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• Digital triumphs physical: Everything becomes digital: products, information, content, documents, records, processes, money, rights, communications.
• Fast triumphs slow: As digital is intangible thus news tools and new execution speed immediately.
• Group triumphs single: It is mandatory to collaborate to address modern complex problems.
• Big triumphs small: Digital things are at new scale.
• With this new speed and scale, there is no time for human intervention and errors in routine operations and at interfaces
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Digital age (1)
• Transparency is increasing with bad and good effects
• In addition to being
– cheaper, faster, better
• it is mandatory to become
– cleaner, greener, more agile, more synergetic (i.e. IoT), more comprehensive
• In systems architecting the focus is changing– FROM the thing– TO how the thing changes – SUBJECT how things change together
• To enable innovations
– “in the digital age innovation depends on process automation”
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Digital age (2)
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• Context
• E-government reference model
• Views
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Agenda
• Many governmental entities deliver the same services, albeit in a different manner
• Many potential similarities
• Realisation of the e-government need a systemic approach
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WHY e-Gov reference model (1)
Technical
architecture
Data
architecture
Application
architecture
Business
architecture
Communal 100 % 100 % 100 % 100 %
Provincial 100 % 100 % 100 % 80 %
Ministerial 90 % 100 % 60-80 % 70 %
National 90 % 100 % 70 % 50 %
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• There is a way to combine diversity and uniformity
• The problem of combining them is also known in the business as “shared services”
• Example - Business units (BUs) have different levels of computerisation
– a standard solution from the IT department is not always good for everyone
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WHY e-Gov reference model (2)
BU1 BU2 BU3
Standardsolution
Level of computerisation
IT department
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WHY e-Gov reference model (3)
BU1 BU2 BU3
Level of computerisation
A CBB BAC
1) Standardsolution is based on processes and
shared services
2) Each BU is moving to a similar architecture
IT department
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• Considers together all implementations and develops the ability to reproduce results
– ready-to-use solutions, tools, patterns and architectures
– offers the best possible services for each citizen
– becomes the centre of societal transformation
– seamlessly incorporates innovations
– implementable at your pace
– secure by design
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WHY e-Gov reference model (4)
• Apply the power of Enterprise Architecture (EA)
– commonly-agreed model
– platform-based implementation
– enterprise-as-a-system-of-processes
– modernisation of legacy applications
• Bring EA group into an e-Gov programme
• EA group as a seed for an e-Gov competence centre
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HOW does e-Gov reference model work
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• Architect is a person who translates a customer’s requirements into a viable plan and guides others in its execution
• Enterprise Architecture (EA) is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key requirements, principles, and models that describe the enterprise's future state and enable its evolution and transformation.
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EA explained (1)
• EA is the right “tool” to address the challenge of diversity & uniformity because EA is a systemic coordinator of people, processes, products and projects in 4 dimensions:
– Business zones span – organisational unit, segment, enterprise, supply chain, municipality, governorate, ministry, country, region, continent, etc.
– Architectural domains span – business, data, application, security, information, technology, etc.
– Time span – solution life-cycle, technology life-cycle, tool life-cycle, project life-cycle, enterprise life-cycle, etc.
– Sector span – detecting and re-using common patterns (good business practices) in unique processes from different sectors
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EA explained (2)
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EA group in a national e-Gov program
Steering Committee
PMO EA group Budget
Administrative coordination Technical coordination Financial control
Degree of involvement
Time
External team
Localteam
Initiation phase Projects-based phase Maintenance phase
• Chief Architect
• Governance group
– review board
– quality assurance
– budget
– librarian
• Solution group
– solution architects
– business analysts
• PMO group
– project leaders
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EA group structure by main roles
• Domain group
– business architects
– application architects
– information architects
– security architects
– infrastructure architects
• Vertical group
– healthcare
– smart-cities
– tourism
– …
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• Potential structure of the e-Gov competence centre
– EA group
– Communication group
– Application Development group
– Operations group
– Knowledge Management group
– Education services
– Training services
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EA group as a seed for ane-Gov competence centre
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EA - Many stakeholder (participants)
• Citizens• Local businesses• Global businesses• Government authorities• Local government stakeholders• National regulatory agencies• Political parties• Local NGOs• External NGOs• Funding bodies• Public service providers• IT vendors• Architects• Project managers
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Matrix between stakeholders and views
An example
• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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WHAT RM - many views (1)
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• Enterprise as a system of processes
• Enhancing information security by the use of processes
• Enterprise Risk Management reference model
• Records management as an BPM application
• Multi-layered implementation model
• Agile solution delivery practices
• Microservices
• Various technologies around the implementation model
• Modernisation of applications to become process-centric
• Moving services to clouds
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WHAT RM - many views (2)
• Context
• E-government reference model
• Views
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Agenda
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• Partner and governmental-entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Paperless or digital work view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
Four communication patterns for exchanges between a partner and the
government
Government
2. Patrner-declaration
1. Government-announce
4. Partner-demand
Spread in time
3. Government-demand
Spread in time
Partners (citizen, business, and other organisations)
1. Government-announcement, e.g. broadcasting changes in a law2. Partner-declaration, e.g. communicating a change of the partner’s address3. Government-demand, e.g. inviting to pay taxes4. Partner-demand, e.g. requesting a certificate (fishing license)
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A partner-initiated-demand may required several exchanges between the
partner and the government
Government
Time© A. Samarin 2014 E-government reference model v1 25
The partner may need to deal with some ministries
Government
Ministry A Ministry B Ministry C
Time
Methodologies:+ data modelling+ electronic document exchange
Tools:+ standard data schemas+ electronic signature
• data flow (black dashed lines)
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Process
+ + + +
E-gov coordinates partner’s interactions with the government
Government
• control flow (black solid lines)
• data flow (black dashed lines)
Ministry A Ministry B Ministry C
Time
Methodologies:• data modelling• electronic document
(ED) exchange+ BPM discipline+ process modelling
Technologies:• standard data schemas• electronic signature+ BPM suite
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Process --
E-gov unifies the communication between the partner and the ministries
Government
Ministry B
Time
2a 2cx
2b
• control flow (black solid lines)
• data flow (black dashed lines)
Methodologies:• data modelling• electronic document
(ED) exchange+ BPM discipline+ process modelling
Technologies:• standard data schemas• electronic signature+ BPM suite
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……
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Process
+ + + +
E-gov provides a social collaborative extranet for partners
Government
Ministry A Ministry B Ministry C
Time
Methodologies:• data modelling• ED exchange• BPM discipline• process modelling+ ED management+ records management+ collaboration+ social
Technologies:• standard data schemas• electronic signature• BPM suite+ ECM
Social collaborative extranet
• control flow (black solid lines)
• data flow (black dashed lines)
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• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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Partner’s view
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• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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Partners
Existing application
Coordination and integration backbone
e-Government
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E-gov application architecture view
Social collaborative extranet
e-gov service
Existing application
Existing application
Government
Technologies:• BPM suite• SOA orientation• ECM
e-gov service
e-gov service
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Partners
Existing application
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E-gov traditional application architecture
Portal
Existing application
Existing application
Government
Ap
plic
atio
n
Ap
plic
atio
n
Ap
plic
atio
n
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Partners
Existing application
Coordination and integration backbone
e-Government
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E-gov introductory application architecture
Social collaborative extranet
e-gov service
Existing application
Existing application
Government
e-gov service
e-gov service
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Partners
Existing application
Coordination and integration backbone
e-Government
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E-gov transitional application architecture
Social collaborative extranet
e-gov service
Existing application
Government
e-gov service
e-gov service
Coordination backbone
Service Service
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Existing application
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Partners
Coordination and integration backbone
e-Government
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E-gov target application architecture
Social collaborative extranet
e-gov service
e-gov service
e-gov service
ServiceService Service
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Partners
Coordination and integration backbone
E-social system
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E-social system application architecture
Social collaborative extranet
Public service
Private service
Professionalservice
Social service
Voluntary service
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Steps of evolution in application architecture
Introductory architecture
Target architecture
E-Social system architecture
Portal-centric architecture
Transitional architecture
• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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Integration process instead of N-to-N connectivity
• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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• Faster and more systematic implementation of business solutions
• Agile and easier introduction of small modifications
• Less non-justified variations of tools
• Liberation of people for innovations
• Clear path to clouds
• Solutions convergence for the business (similar GUI, ECM, processes, security, etc.)
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Platform-based architecture drivers
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• Standardise and simplify core elements of future enterprise-wide system
• For any elements outside the platform, new opportunities should be explored using agile principles (low-code)
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Platform pattern
A2
A1A3
Platform
S2…
S1S3
Functionality
Delivery by solutions Delivery by applications
Scope
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• The platform frees up resource to focus on new opportunities
• Successful agile innovations are rapidly scaled up when incorporated into the platform
• An agile approach requires coordination at a system level
• To minimise duplication of effort in solving the same problems, there needs to be system-wide transparency of agile initiatives
• Existing elements of the platform also need periodic challenge
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Platform practices
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What – platform functional structure
Dev env 1 Dev env 2
Development environment 3Generic development
environments
DEVELOPMENT
Functionality
Basic off-the-shelf features
of the platform
Advanced off-the-shelf
features of the platform
Company-specific features
Process-centricity
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Financial benefits
N applications
N≈5-6
Without common platform
With common platform
Cumulative cost
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Platform cost
• There are three primary types of activity
1. Agile implementation of business solutions as mini-projects (low code)
2. Classic projects for new versions of platform components
3. Absorption of new mini-processes and micro-services by the platform
4. On-going and centralised planning platform evolution
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Impact - governance
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• The platform governance is carried out by an inter-organisational-units coordination committee
• Mini-projects are carried-out by platform solution architects
• Platform implementation resources are provided by the ICT department and by a set of authorised service providers
• Platform configuration management supports the full life-cycle of common mini-processes and micro-services
• Operational team provides integration and release of solutions into production
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Impact – platform team structure
• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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• Entities are permitted to advance at different paces in their ascent to the top of the “ladder”.
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Ladder of maturity meta-pattern
• The platform is designed to be tools-independent by standardizing data, information, interfaces and coordination between various capabilities.
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Component-oriented design
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• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
• It combines decomposition with agile implementation of “architected” components
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Architecture-based agile project management
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• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
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Structural dependencies between various artefacts
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Business initiatives (business-specific demand)
Business capabilities(business-generic demand)
IT capabilities (IT-generic supply)
Roadmap programmes(from AS-IS to TO-BE)
Business demand IT supply
Business strategicobjectives
Governance
Maturity improvement Requested maturity Business priority
1
2
3
2
2->5
2->4
1->3
1->4
2->4
1->3
2->5
2->4
3->4
4
4
5
3
1
2
3
4
4
1
1
2
3
2
2
4
4
5
3
3->4
1->4
3->5
3->4
2->4
IT tools(IT-specific supply)
3
Programme priority
5
4
3
4
4
Dynamic relationships between various artefacts
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Manage business by processes
Manage processes BPM suite
• Implications
– A formal way to discover points of the most leverage
– The decision-making process is explicit and transparent
– A strategy adjustment and validation becomes a routine on-going activity during its implementation (like functioning of the GPS navigator)
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Implications and example
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• Partner – governmental entity interaction view
• Partner view
• Evolution of implementation view
• The governmental entities integration view
• Platform-based implementation view– Platform-based approach
– Platform-based implementation practices
– Project management practices
– Implementation governance view
– Architecture-based procurement view
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VIEWS (1)
• Separation of duties
• Architecture group: selection of IT
• Procurement group: acquisition of such IT components (licensees, installation, training, documentation, operations, etc.)
• Of course, the architecture group must make the selection logic as explicit as possible.
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Architecture-based procurement
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• Enterprise as a system of processes
• Enhancing information security by the use of processes
• Enterprise Risk Management reference model
• Records management as an BPM application
• Multi-layered implementation model
• Agile solution delivery practices
• Microservices
• Various technologies around the implementation model
• Modernisation of applications to become process-centric
• Moving services to clouds
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VIEWS (2)
• In the context of enterprise functioning, business activities must be coordinated
• Coordination maybe strong (e.g. as in the army) or weak (e.g. as in an amateurs football team)
• Coordination maybe implicit or explicit
• Coordination maybe declarative (laws) and imperative(orders)
• Based on coordination, let us think about “levels of cohesion” 1. process patterns (coordination within processes)2. processes3. cluster of processes (coordination between processes)4. system of processes (coordination between clusters of processes)
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Enterprise as a system of processes
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• Business case: typical “claim processing” process – claim, repair, control, invoicing, and assurance to pay
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Process fragments – patterns
SI
PAR
SI
IPS
Click for animation
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SI animated diagram
Click for animation
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• Simple event-based (which looks like a state machine)
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Coordination between processes (1)
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Coordination between processes (2)
1. state-machine
2. synchronous invocation
3. asynchronous invocation
4. fire and forget
5. parallel processes
6. co-processes (pattern SI)
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• CLOPs are usually formed with functional processes which are implemented a particular business function, e.g. Field Services
• And a “halo” of extra processes
1. monitoring
2. operating
3. governance
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CLuster Of Processes (CLOP)
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Enabler group, supporting group and customer group of clusters
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Implicit coordination between CLOPs (1)
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Implicit coordination between CLOPs (2)
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Implicit coordination between CLOPs (3)
• Business Object (BO) lify-cycle as a process
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Make coordination between CLOPs explicit (1)
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• Add enterprise-wide event dispatcher
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Make coordination between CLOPs explicit (2)
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Make coordination between CLOPs explicit (3)
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Functional view at a system of processes (1)
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Functional view at a system of processes (2)
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Functional view at a system of processes (3)
• Enterprise as a system of processes
• Enhancing information security by the use of processes
• Enterprise Risk Management reference model
• Records management as an BPM application
• Multi-layered implementation model
• Agile solution delivery practices
• Microservices
• Various technologies around the implementation model
• Modernisation of applications to become process-centric
• Moving services to clouds
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VIEWS (2)
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Dynamic provision of the access
© A. Samarin 2014
Extra relationships between activities (1)
Mandatory: different actors because of the separation of duties
Potentially: different actors because of performance impact – avoid assigning mechanical (low-qualified “red”)activities and added-value (“green”) activities to the same actors
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• There are security-related relationships between activities
• Example
– “Activitiy_B” relates to Activity_A as “Validating the work”
– These activities may be in different processes
– No actors must be assigned to both “Role_1” and “Role_2”
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Extra relationships between activities (2)
Activity_A
Activity_B
Carry out the work
Carry out the work Validating the work
Role_1
Role_2
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• Doing the work
– To which ROLES the work can be delegated
– To which ROLES the work can be send for review
• Assuring the work
– other ACTIVITIES to audit (1st, 2nd and 3rd party auditing)
– other ACTIVITIES to evaluate the risk (before the work is started)
– other ACTIVITIES to evaluate the risk (after the work is completed)
• Validating the work
– Other ACTIVITIES to check the output (errors and fraud prevention)
• Some ACTIVITIES must be carried out by the same actor, some ACTIVITIES must not
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Extra relationships between activities (3)
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Process-enhanced security for electronic medical records
• Enterprise as a system of processes
• Enhancing information security by the use of processes
• Enterprise Risk Management reference model
• Records management as an BPM application
• Multi-layered implementation model
• Agile solution delivery practices
• Microservices
• Various technologies around the implementation model
• Modernisation of applications to become process-centric
• Moving services to clouds
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VIEWS (2)
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• Normal activities are enriched by “check-points”
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Embed risk management into functional processes
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ERM reference model
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• Common functional capabilities
• Enterprise as a system of processes
• Enhancing information security by the use of processes
• Enterprise Risk Management reference model
• Records management as an BPM application
• Multi-layered implementation model
• Agile solution delivery practices
• Microservices
• Various technologies around the implementation model
• Modernisation of applications to become process-centric
• Moving services to clouds
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VIEWS (2)
• Symptoms of becoming legacy
– ad-hoc integration
– difficult incorporation of new technologies
– old programming techniques
– expensive maintenance
– heavy releases and upgrades
– availability of industrial products for previously unique functionality (e.g. event management)
– some functionality is a commodity right now (e.g. BPM and BRM)
– just slow to evolve
• What is the root cause?
– Emergent/historical grow and not architected evolution
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Typical problems with legacy software
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• Implement end-to-end processes with the maximum reuse of existing IT applications and infrastructure
• Agile (with the pace of business) provisioning of business solutions
• From disparate IT applications to a coherent business execution platform which will “liberate” people for business innovations
• Business evolution to drive technical transformation
• BUT Application as a unit of deployment is too big
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The goal of modernisation
• Step-by-step technical transformation by:
1. Disassemble into services
2. Add, if necessary, more services
3. Assemble via processes
• Combine various tactics: assemble, rent, buy, build, outsource, standardised, re-engineered
• Incremental improvements and refactoring within a well-defined big picture
• Intermix business evolution and technical transformation
• Keep the users happy and feel secure
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How to carry out the modernisation
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Monolithic applications are decomposed into interconnected services
Monolith
application
GUI screen 2GUI screen 1 GUI screen 3
Business logic
BO1 persistence BO2 persistence
Business
logic service
Interactive
service 1
Interactive
service 2
Interactive
service 3
Coordination
BO1
persistence serviceBO2
persistence service
Assembled
solution
GUI screen 2GUI screen 1 GUI screen 3
Business logic
BO1 persistence BO2 persistence
• Only the flow of data is traceable
• Flow of control is explicit, becausethe primary importance is the result of working together, but not individual exchanges(think about football)
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How to coordinate?
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• By processes
• By events (EPN)
• By rules, work-load, etc.
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Several coordination techniques may be used together
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Transformation from typical inter-application data flows to end-to-end
coordination of services
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• To externalise the flow of control from existing monolith applications
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Using events
• The danger of “DOUble Master” (DOUM) anti-pattern –particular data (actually a business object) are modified via application or process but not either
• Few techniques
– lock-down the data manipulation interface in the application (a screen) and provide a similar functionality in the process
– dynamic provisioning of the access to a screen for a staff member who is carrying out a related activity (see next slide)
– decomposition of a screen into separate functions, e.g. Create (out-of-process), Update (within-process) and Delete (separate-process)
– combination of previous ones
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Co-existence of a legacy application and a process solution
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• Business processes make bigger services from smaller services
• The relationship between services and processes is “recursive”
– All processes are services
– Some operations of a service can be implemented as a process
– A process includes servicesin its implementation
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Process-centric solutionsAssemble via processes (1)
• Who (roles) is doing What (business objects), When (coordination of activities), Why (business rules), How (business activities) and with Which Results (performance indicators)
• Make these relationships explicit and executable
What you model is what you execute
“The map is the app”
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Process-centric solutionsAssemble via processes (2)
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Process-centric solutionsMulti-layer implementation model (1)
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Process-centric solutionsMulti-layer implementation model (2)
B C
A
A - SharePoint
B – in-house development
C – SAP ECC6
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Process-centric solutionsMulti-layer implementation model (3)
SAP BW/BI, etc.
NetWeaver PI, SolMan, etc.
NetWeaver BPM, etc.
NetWeaver BRM, Java, ECC6, etc.
XSD, Java, .Net
SQL Server, Oracle, etc.
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Multi-layer implementation model and other technologies
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• Healthcare
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ANNEX
N
E
E
D
S
R
E
S
U
L
T
S
Enrich Knowledge
Improve Operations
acquisition channels for external data/information/ knowledge
disseminationchannels of internal data/information/ knowledge
Methods, practices, laws, international regulations, etc.
Knowledge for Healthcare
Processes & Services
… … …
DiagnosticPreliminary
analysisTreatment Recovery
PartnerPartnerPartnerPartnerPartners
Coordination
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Healthcare reference model (1)
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Healthcare Platform
acquisition channels
disseminationchannels
Specialised Apps.
Specialised Apps.
Specialised Apps.
Web access
Mobile access
Patient
CRM
Web access
Mobile access
DoctorCRM
Access
EDI
Enrichment
RBAC
Knowledge Mgmt. Procedures
BPMECM
Storage
ECMCoordination
BPMsBI
PartnerPartnerPartnerPartnerPartners
Healthcare reference model (2)
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Healthcare reference model (3)Modern Healthcare System (MHS)
Hospitals Clinics
MHS
Virtual Doctor’s Offices
MHS
MHS
MHS
Insurance Social
PatientsMHS WEB & Cloud
MHS
Labs
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• All smart-cites deliver the same services, albeit in a different manner
• Realisation of smart-city potentials would benefit from a holistic approach
• BSI standard PAS 181:2014
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ANNEX Smart-city implementation reference model
• Let us use the power of modern technologies to enable and drive societal transformation
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Conclusion
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• QUESTIONS?
• Personal website: http://www.samarin.biz
• Blog http://improving-bpm-systems.blogspot.com
• LinkedIn: http://www.linkedin.com/in/alexandersamarin
• E-mail: [email protected]
• Twitter: @samarin
• Mobile: +41 76 573 40 61
• Book: www.samarin.biz/book
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Thanks
© A. Samarin 2014