IT Basics for Supply Networks/1

1
IT Basics for Supply Networks/1
Dr. Withalm 21-Feb-15
2
Lectures at the University of Bratislava/Autumn
2014

• 30.09.2014 Lecture 1 Introduction in CNOs
  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

3
Todays Agenda

• Business Aspects
• Fundamental Definitions of CNOS Examples
• Assessments
• CMMI
• ECMM
• Serious Gaming
• COIN as Paradigm Project

4
Examples of joint endeavor
5
Basics for Collaboration
6
Overview

• Primarily the modern CNOs 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 CNOs
  were tackled in two steps
• Enterprise Collaboration
• Enterprise Interoperation

7
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

8
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

9
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

10
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

11
Generische ELGA-Definition für ÖsterreichÜbersich
t Basiskomponenten und Kernanwendungen
ELGA- Basis- komponenten
Voraus- Setzungen für ELGA
Dokumentation Erfassung
Speicherung Aufbewahrung
Wiedergabe Kommunikation
Wissens- management
Verarbeitung Datennutzung
Berichts- erstattung Monitoring
Unterstützung Bürger/Patienten
Unterstützung administrativer Prozesse
MARC
e-card
NÖMED WAN
e-card GPA
Repository
e- Einweisung Zuweisung Überweis.
qualitätsges Gesundheits- Informationen
Pseudony- misierung
Portal Anwend- ungen -Prävention - Info

e- Aufnahme e- Entlassung (Beh.-Kette)
Vorsorge- unters.
Patienten- identifikation
Patienten- Index ö-weit EU komp.
Anamnese
Legistische Maßnahmen
NÖMED WAN
Registry
e- Medikation / e-Rezept
e- Medikation
e-card Pilot
Identi- fikation Authentifi- zierung GDA
Rollen Berechti-gungen Zugriffs -proto- kol
lierung
Akzeptanz- Management
e-Arztbrief Befund
e-Arztbrief / Entlassungs -brief
Legende
e-card Netz(GIN)
Organisa- torische Maßnahmen
Vernetzung
Kataloge für Diagnosen Leistungen
Soarian Integrated Care
autom. Datenübern.
Sicherer Online - Zugriff
IHE
e-card Erweiterungen
Standards
Security Identity Management
Portal
Semantische Technologien
MBDS

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

12
XDS-MS Medical Summary


Level 1
Structured and Coded Header


Patient, A
uthor, Authenticator, Institution,
Header always structured and coded


Time of Service, etc.



S
t
r
u
c
t
u
r
e
d

C
o
n
t
e
n
t

w
i
t
h

c
o
d
e
d

s
e
c
t
i
o
n
s


Level 2
S
t
r
u
c
t
u
r
e
d

C
o
n
t
e
n
t

w
i
t
h

c
o
d
e
d

s
e
c
t
i
o
n
s


Title
-
coded sections with non
-
structured


Reason for Referral

nor coded content (text, lists, tables).




Vital Signs


? Simple Viewing (XML Style sheet)




M
e
d
i
c
a
t
i
o
n

M
e
d
i
c
a
t
i
o
n









Studies





A
l
l
e
r
g
i
e
s

A
l
l
e
r
g
i
e
s









Social History





P
P
r
r
o
o
b
b
l
l
e
e
m
m
s
s





XDS-MS enables both semantical interoperability
and simple viewing !





Care Plan

13
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.

14
Example in Tourism/2

• 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 !

15
Example in Tourism/3

• 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

16
Example in Tourism/4

• SMTEs have huge improvement potential
• Domain specific capabilities
• Collaborative specific capabilities
• Before implementing respective improvement
  measures
• the performance in specific process areas must be
  assessed.
• SMTEs lack especially all collaborative issues
  and network initiatives
• be it as they are competitors or they fail all
  concepts and technical premises for building
  CNOs.

17
Example in Tourism/5

• 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

18
Example in Tourism/6

• 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.

19
Example in Tourism/7

• Constituted by a variety of entities (e.g.
  organizations, people) that are
• largely autonomous
• geographically distributed
• heterogeneous in terms of theiroperating
  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 gt ?
parts) !
20
Example in Tourism/8
VBE Virtual Breeding EnvironmentIntended to
increase the level of preparedness of
organizations to participate in (dynamic) VOs
VOM (Dynamic) Virtual Organization
ManagementSupport (dynamic) Virtual
Organizations through their life cycle
PVC Professional Virtual CommunitiesPutting the
focus on human collaboration and corresponding
value creation
21
Example in Tourism/9

• 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

22
Example in Tourism/10

• Independent organizations are organized in a
  network (VBE)
• where they can quickly form virtual organizations
  inspired by business opportunities

23
Example in Tourism/11

• VBE containing
• tour operators
• hotels
• travel agencies
• theatre, opera
• VBE containing
• airlines
• tour operators
• VBE containing
• tourism organisations
• local public transport
• cable car provider
• hotels
• destination portal provider

SAPA
ASA
24
Example in Tourism/12

• VO Event Organizer (based on VBE containing
  tour operators, hotels, travel agencies, theatre,
  opera)
• Selling tickets for festivals including travel
  and room reservation
• VO Charter Organization (based on VBE
  containing airlines and tour operator)
• Selling study trips, vacation trips
• VO Sports Event(based on VBE containing
  tourism organisations, local public transport,
  cable car provider, hotels, destination portal
  provider)
• Planning and organizing sports events

25
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.

26
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.

27
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.

28
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

29
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

30
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

31
Definition/7 C1. Enterprise Collaboration in
Supply Chains

• 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

• First Issue competencies
• OEM determines the SC competencies
• Almost Static H/E Models
• Identification OEM-Network
• Human periodical assessments
• Aligned by construction

32
Definition/8 C2. Enterprise Collaboration in
Collaborative Networked Organization

• Second Issue business opportunity
• 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

• 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

33
Definition/9C3. Enterprise Collaboration in
Business Ecosystems

• Second Issue business opportunity
• 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

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

34
Introduction Assessments Serious Gaming

• One big hurdle in CNOs is the very different
  knowledge of their members especially concerning
  applying IT Systems
• Thats 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
  CNOS and their members will be trained by
  Serious Gaming
• In order to overcome the revealed weaknesses

35
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

36
Theoretical Background / 1CMMI Maturity Levels
(staged)

• 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)

37
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.

• 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).

38
CMMI Process Areas
Organizational Innovation and Deployment Causal
Analysis Resolution
Optimizing (5)
Quantitative Process Management Software Quality
Management
Quantitatively Managed (4)
Requirement Development Technical
Solution Product Integration Verification Validati
on Organizational Process Focus Organizational
Process Definition Organizational
Training Integrated Project Management Risk
Management Decision Analysis and Resolution
Defined (3)
Requirements Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Measurement and Analysis Process and
Product Quality Assurance Configuration Management
Managed (2)
39
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 organizations 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

40
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.

41
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.

42
ECMM Building Blocks
Maturity Leels
4. Innovating
3. Standardized
Domains
Domains
Process Areas
3. Standardized
2. Managed
Goals
Goals
Practices
1. Performed
43
ECMM Continous vs. Staged Presentation
44
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.

45
Maturity Levels of the ECMM/1
46
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.2IPRThe 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

47
Process Areas, goals and practices/2Level 2

• 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 projects products and
  product components and to identify
  inconsistencies between those requirements and
  the projects 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
  CNOs 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.

48
Process Areas, goals and practices/3Level 3

• Business Governance (BG) Business Governance (BG)
  establishes executive accountability for the
  management and performance of the CNOs 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 CNOs.
• 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 CNOs plans and quantitative
  improvement goals so these defects and problems
  do not recur.

49
Process Areas, goals and practices/4Level 3

• Organizational Innovation (OI) The purpose of
  Organizational Innovation (OI) is to select and
  deploy incremental and innovative improvements
  that measurably improve the CNOs processes and
  technologies. The improvements support the CNOs
  quality and process-performance objectives as
  derived from the CNOs 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.

50
Process Areas, goals and practices/5Level 4

• 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 CNOs 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 projects defined
  process to achieve the projects established
  quality and process-performance objectives.
• Training and Competency Development (TCD)
  Competency Development develops the competencies
  within the CNOs workforce that are needed to
  perform the organizations work using the
  organizations standard processes. The purpose of
  Training is to develop the skills and knowledge
  of people so they can perform their roles
  effectively and efficiently.

51
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 KPIs were
  established
• KPIs 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

52
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

53
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

54
Serious Gaming/2

• Serious Games were already being developed for
  non entertainment purposes since the late 90s
• 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

55
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

56
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.

57
Enterprise COllaboration INteroperability
COIN EU FP7 Integrated Project 216256 Duration
1.1.2008 31.12.2014 Standard Presentation
58
Presentation Content

• COIN Vision
• Background and motivation
• COIN Motto
• The COIN Metaphor
• Side A of the COIN
• Side B of the COIN
• Metal of the COIN
• Value of the COIN
• Market for the COIN
• Project Objectives
• WBS Gantt
• Consortium
• Contact

59
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.
60
Background and motivation
Background and motivation Enterprise
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.
61
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
62
COIN A Side Enterprise Collaboration
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.

• 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.

63
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

64
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.

65
COIN Metal a Generic Service Platform
The baseline COIN platform will be an example of
general-purpose SESA - Semantically Enabled
Service Architecture.
66
COIN Value the SaaS-U Model, SaaS

• Software as a Service , (SaaS) is the delivery of
  application functionality via a subscription
  model. The customer does not take ownership of
  the software but rather rents a total solution
  that is delivered remotely

67
COIN Value the SaaS-U Model, ISU
The COIN project will support the establishment
of business models for interoperability service
utilities that will match current market
condition and completion. The Information
Technology vision of Software as a Service (SaaS)
will find its implementation in the field of
interoperability among collaborative enterprises,
supporting the various collaborative business
forms, from supply chains to business ecosystems,
and becoming for them like a utility, a
commodity, the so-called Interoperability Service
Utility (ISU).The COIN project will develop an
original business model based on the SaaS-U
(Software as a Service-Utility) paradigm where
the open-source COIN service platform will be
able to integrate both free-of-charge and
chargeable, open and proprietary services
depending on the case and business policies.
68
COIN Market the COIN End-Users
69
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
70
COIN Market the COIN Multipliers
The ECOLEAD Multipliers community

• COIN related achievements will be used as
  stimulation factor for the wide industrial
  adoption of the COIN applications and services.
• The central pillar of the dissemination towards
  industry is represented by the Multiplier
  concepts
• Multipliers are in a position of accessing wider
  industry groups to contribute effectively to the
  deployment of the overall COIN results.
• COIN Multipliers involvement at three levels
• Bronze, Silver, Gold

71
COIN Market The COIN Multipliers involvement
levels
72
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
73
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).

74
The COIN WBS GANTT
75
The COIN Funnel Research Model
76
The COIN Consortium
77
Contact Information
Project Coordinator Claudia Guglielmina TXT
e-solutions S.p.A. claudia.guglielmina_at_txt.it
Technical Manager Sergio Gusmeroli TXT
e-solutions S.p.A. sergio.gusmeroli_at_txt.it
Impact Manager Marco Conte ESoCE.net mco
nte_at_esoce.net COIN Web Site http//www.coin-ip
.eu/
78
Thank youfor your attention!
79
Farbpalette mit Farbcodes
Primäre Flächenfarbe
Akzentfarben
R 255 G 210 B 078
R 229 G 025 B 055
R 245 G 128 B 039
R 000 G 133 B 062
R 000 G 000 B 000
R 000 G 084 B 159
R 255 G 255 B 255
R 255 G 221 B 122
R 236 G 083 B 105
R 248 G 160 B 093
R 064 G 164 B 110
R 064 G 064 B 064
R 064 G 127 B 183
Sekundäre Flächenfarben
R 130 G 160 B 165
R 170 G 190 B 195
R 215 G 225 B 225
R 255 G 232 B 166
R 242 G 140 B 155
R 250 G 191 B 147
R 127 G 194 B 158
R 127 G 127 B 127
R 127 G 169 B 207
R 220 G 225 B 230
R 145 G 155 B 165
R 185 G 195 B 205
R 255 G 244 B 211
R 248 G 197 B 205
R 252 G 223 B 201
R 191 G 224 B 207
R 191 G 191 B 191
R 191 G 212 B 231
R 255 G 250 B 237
R 252 G 232 B 235
R 254 G 242 B 233
R 229 G 243 B 235
R 229 G 229 B 229
R 229 G 238 B 245