The ARISTOTELE Project forGoverning Human CapitalIntangible Assets: A ServiceScience and Viable SystemsPerspective1st Inte...
 Overview of the ARISTOTELE project The ARISTOTELE vision and approach Service Science Management Engineering + Design ...
 FP7 EU funded Integrated Project Coordinated by CRMPA with a key-role ofMOMA from technical and exploitation point-of-vi...
ARISTOTELE PartnersARISTOTELEAcademicIndustrialPilotResearch4
In Enterprise contexts, organizational, learning, and socialcollaboration processes are often managed independentlyWhat AR...
• Target• large size Knowledge intensive organisation• Support Knowledge Workers (Drucker 1999, Reinhardt et al., 2011) in...
 Key points of ARISTOTELE (cont.): Provide a set of “ARISTOTELE business Process Patterns”related to knowledge intensive...
 The top level is the starting point: inputs (organizational objectives and workerneeds, preferences, …) “influencing” th...
 The top level is the starting point: organizational objectives and worker needs,preferences, … to “influence” the key AR...
Linking Strategic and Operational levels Mapping ofARISTOTELEmodels, toolsandmethodologieson the Kaplan& Nortonclosed loo...
How Fit Everithing Together11
Both investigate on complex human systemsto ensure a viable quality of services:“ increasingly quality of life depends bot...
The ARISTOTELE Project inSSME+D & VSA perspectives13(1) the connectivity between consonant and resonant entities(2) value ...
 Knowledge Model (KM) provides constructs for the representation ofenterprise knowledge entities, enterprisedomain vocab...
How ARISTOTELE uses semantic schemas15
Role of the Models: Integrated Schemas16
The Knowledge Model17Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
Competence Model18
Worker Model19
Learning Experience Generation Model20
A Knowledge model instance example21
 Knowledge Management (KM) Tool, exploiting methodologiesand techniques supporting organizational knowledge building andm...
 Objective: to provide a systemic way tomap relevant human resources andsupport HRM informed decisions Relevance is the ...
 The approach: Qualification and quantification of Criticality and Influence Clustering of the human resources Definit...
Available tools25
Available tools26
 Adoption: (the decision of an organisation or any individual to make use of aninnovation. Rogers 1995) Software Archite...
 Web site: http://www-aristotele-eu.org Follow us on twitter: (@Aristotele_ip) URL:http://twitter.com/#!/Aristotele_ip ...
Backup29
30What is a Service System? What is Service Science?…customers just name <your favorite provider> …researchers just name <...
31Service Science (Spohrer & Maglio) Service system entitiesdynamically configure(transform) four types ofresources Serv...
Premises of service science: What service systems doService system entitiesdynamically configure (transform)four types of ...
Resources’ Relevance Analysis basedon VSA Framework (2/4)Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
 Items that characterize the “Criticality” and “Influence” (our elaborationfrom Barile, Nigro, Trunfio, 2006)  the easie...
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The ARISTOTELE Project for Governing Human Capital Intangible Assets

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A Service Science and Viable Systems Perspective. ARISTOTELE presentation at the 1st International Conference on Human Side of Service Engineering, July 2012 San Francisco (USA)

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The ARISTOTELE Project for Governing Human Capital Intangible Assets

  1. 1. The ARISTOTELE Project forGoverning Human CapitalIntangible Assets: A ServiceScience and Viable SystemsPerspective1st International Conference onHuman Side of Service Engineering@AHFE2012 21-25 July 2012San Francisco (USA)Pierluigi RitrovatoS. Salerno, P. Piciocchi, C. Bassano,P. Ritrovato, G. Santoro
  2. 2.  Overview of the ARISTOTELE project The ARISTOTELE vision and approach Service Science Management Engineering + Design (SSME+D) and Viable SystemsApproach (VSA) ARISTOTELE key elements ARISTOTELE Models ARISTOTELE Methodologies ARISTOTELE tools Some distinctive features Workers’ relevance analysis based on VSA Competencies and profile based tab suggestions Competencies and Trust based Team building Curriculum Vitae analysis Adaptive learning experience generation How to facilitate Adoption, Acceptance and Assimilation of the ARISTOTELEplatformTalk Outline2Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  3. 3.  FP7 EU funded Integrated Project Coordinated by CRMPA with a key-role ofMOMA from technical and exploitation point-of-view Best combination for research and exploitation success 8 partners with end-user involvement Proven complementarities and experience 6.4 M€ (4.5M€ funding by the EC) for 3 years Challenging results with clear value for money High strategic impact thanks to a strong business orientation and commitment Two pilot partners involved in different domains (PHI and AMIS) Starting from an existing solution (Intelligent Web Teacher) Build on top of market leader enterprise & collaborative platform (Microsoft Sharepoint20120) Presence of a partner with a role of innovator/early adopter (ENG) Innovative approach to conceive relations among knowledge flows, learningobjectives, and creativity within the organizationGeneral Information3ScientificCoordinatorProjectCoordinatorTechnicalManagerPierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  4. 4. ARISTOTELE PartnersARISTOTELEAcademicIndustrialPilotResearch4
  5. 5. In Enterprise contexts, organizational, learning, and socialcollaboration processes are often managed independentlyWhat ARISTOTELE is aboutARISTOTELE aims to coordinate them through a sort of virtuous cycle where intangible values (creativity, competences, and knowledge) are tracked and collected in order to: Be exploited in other processes Improve/innovate other processesCentral to this virtuous cycle are: The worker The enabling role of technologies5Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  6. 6. • Target• large size Knowledge intensive organisation• Support Knowledge Workers (Drucker 1999, Reinhardt et al., 2011) incollaborative knowledge sharing, learning and innovation development• through a bottom-up reconstruction of best practices and processesadopted in every-day activities• ARISTOTELE Key points:• Enable Learning Organisation and support Organisational Learning• Providing a new way to establish and enhance relations among knowledgeflows, organizational and learning objectives, work practices, and creativitywithin knowledge intensive organizations• Propose a novel methodological and modelling ground, consisting of• Conceptual Models representing organizational assets in a machine-understandable way• formalisation of knowledge using semantic schema and correlation among keyassets• Innovative Methodologies operating on conceptual models• achievement of organizational and performance objectivesWhat ARISTOTELE is about (1/2)6Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  7. 7.  Key points of ARISTOTELE (cont.): Provide a set of “ARISTOTELE business Process Patterns”related to knowledge intensive organisations work practices Processing (i.e. transforming , updating, …) assets available inthe semantic models Representing the dynamicity of the conceptual models Supported by ARISTOTELE methodologies Develop an advanced service oriented platform Human-centric Models & methodologies driven (in contrast to technology-driven) Built on top of state-of-the-art technologies (i.e. IWT – IntelligentWeb Teacher, Microsoft Sharepoint 2010)What ARISTOTELE is about (2/2)7Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  8. 8.  The top level is the starting point: inputs (organizational objectives and workerneeds, preferences, …) “influencing” the key ARISTOTELE processes The middle level embraces the key ARISTOTELE processes centred oncollaboration: Building of personalized learning experiences Creation of Innovation Factory for collaborative innovation boosting Management and sharing of personal knowledge to be “reused” in different domains and tasks The bottom level includes features supporting update and reuse of organizationalknowledgeARISTOTELE enabling building blocksand research areas (1/2)8Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  9. 9.  The top level is the starting point: organizational objectives and worker needs,preferences, … to “influence” the key ARISTOTELE processes The middle level embraces the key ARISTOTELE processes: Building of personalized learning experiences on the basis of the top level inputs Creation of Innovation Factory (for collaborative innovation boosting) leaded by needs arising frompersonalized learning experiences and customized according to the organizational objectives Management and sharing of personal knowledge to be “reused” in different domains and tasks The bottom level includes features supporting update and reuse of organizationalknowledgeARISTOTELE enabling building blocks and researchareas (2/2)Modelling using SemanticsInnovation factory:•Collective intelligence,Innovation Factory:•Web 2.0 paradigm, collective intelligence•Methodologies and process to exploitcollaborative network and to foster theinnovation factoriesPersonalized learning:•Methodologies supporting formal/informalcollabroative learning•Methodologies to access to learning offersstarting from requests in natural languagePWLE:•Methodologies to capitalize knowledgeelicited through informal and informalactivitiesInnovation factory:•Collective intelligence,Knowledge management:Methodologies and algorithms enabling:•Semi-automatic taxonomy construction•Alignment and mapping of domain ontologies•Semi-automatic ontology extraction•Capture and formalisation of knowledgeexchangeInnovation factory:•Collective intelligence,Methodologies for DSS for HumanResource Management9Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  10. 10. Linking Strategic and Operational levels Mapping ofARISTOTELEmodels, toolsandmethodologieson the Kaplan& Nortonclosed loopmanagementsystem10
  11. 11. How Fit Everithing Together11
  12. 12. Both investigate on complex human systemsto ensure a viable quality of services:“ increasingly quality of life depends both on the quality of service we receivefrom these systems as customers, but also the types of job roles we find in thesesystems as working professionals”(Spohrer, 2010; Golinelli, 2010)Service Science viewthe fit skillrequirements inmeeting the demandsof variable serviceeconomy(Spohrer et al., 2009);Viable SystemsApproachthe interdependenciesand the challenges ofsocio-economic contextsin which organizationstry to survive and to beviable (Golinelli, 2010)More flexibility inknowledge to besuitable to cooperateand collaborate inservice systems aswell as to improvesubjective andorganizational skillsand processes for“living in complexchanging scenarios”SSME+D&VSA: a new trans-disciplinaryapproach
  13. 13. The ARISTOTELE Project inSSME+D & VSA perspectives13(1) the connectivity between consonant and resonant entities(2) value co-creation mechanisms used by entities according tointernal and external networks• ARISTOTELE is a complex integrated service orientedarchitecture• useful to enrich organization environment improving effectivenessand efficiency• supporting social collaborative teams• Supporting transaction from managerial strong specialization ofprofessional profile – I-Shaped professional – to managerial multi-disciplinary variety knowledge, based on consonant subjectivespecialization of new professional profile – T-Shaped professional
  14. 14.  Knowledge Model (KM) provides constructs for the representation ofenterprise knowledge entities, enterprisedomain vocabulary, educational vocabulary Competence Model (CM) provides constructs for the representation ofcompetences and their relations to otherconcepts such as context, activities, andobjectives Worker Model (WM) provides constructs for the representation ofworker including social, learning, workingand personal goals Learning Experience Model (LEM) provides constructs for the learningexperience needed to achieve a newcompetence or fill a competence gap.ARISTOTELE Models14Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  15. 15. How ARISTOTELE uses semantic schemas15
  16. 16. Role of the Models: Integrated Schemas16
  17. 17. The Knowledge Model17Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  18. 18. Competence Model18
  19. 19. Worker Model19
  20. 20. Learning Experience Generation Model20
  21. 21. A Knowledge model instance example21
  22. 22.  Knowledge Management (KM) Tool, exploiting methodologiesand techniques supporting organizational knowledge building andmaintenance (matching, merging) in a semi-automatic way usingknowledge extraction techniques as well. Human Resource Management (HRM) Tool, exploitingmethodologies and techniques supporting competence gapanalysis, team and group formation, relevance analysis, internalresources competence development, and recruitment. Social Collaboration and Networking (CN) Tool, aiming atsupporting the innovation process within the organization. Learning Experience Generation (LEG) Tool, exploitingmethodologies and techniques to recommend suitable contentsand didactic approaches to the workers, to generate, adapt andmanage personalized learning experiences tailored to theorganizational objectives. Personal Working and Learning Environment (PWLE) tool,acting as a methodological and technological integrator for all theother tools.The Tools22SOA-KME Workshop @ CISIS 2012Palermo 4th-6th, 2012
  23. 23.  Objective: to provide a systemic way tomap relevant human resources andsupport HRM informed decisions Relevance is the combination of Criticalityand Influence In VSA, relevance can then be interpreted asthe ability of an outside system (e.g. anhuman resource) to condition the survivalprospects of a viable system (e.g. theorganisation)Resources’ Relevance Analysis basedon VSA Framework (1/2)Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco23
  24. 24.  The approach: Qualification and quantification of Criticality and Influence Clustering of the human resources Definition of possible strategiesResources’ Relevance Analysis basedon VSA Framework (2/2)24
  25. 25. Available tools25
  26. 26. Available tools26
  27. 27.  Adoption: (the decision of an organisation or any individual to make use of aninnovation. Rogers 1995) Software Architecture based on accepted SOA framework forInformation Management Systems design (MIKE 2.0 - Method foran Integrated Knowledge Environment) Definition of Business Process Patterns and description of howARISTOTELE impact on their activities Definition of Startp processes for automatic population of models Acceptance (the demonstrable willingness within a user group to employinformation technology for the tasks it is designed to support. Dillon and Morris 1996) Analysis of well known Frameworks and best practices in the 5ARISTOTELE areas (i.e. L&T and HRM People Capability MaturityModel - Curtis et al., 2009) Leverage on market leader product for Enterprise collaboration Assimilation: (the extent to which the use of a technology diffuses acrossorganisational work processes and becomes routinized in the activities associatedwith those processes Chatterjee, Grewal & Sambamurthy 2002) analysis of common work-practices and empirical validation Use of Open standards and Open Liked data approachTowards Adoption, Acceptance andAssimilation of the ARISTOTELE Platform27Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  28. 28.  Web site: http://www-aristotele-eu.org Follow us on twitter: (@Aristotele_ip) URL:http://twitter.com/#!/Aristotele_ip LinkedIn: ID Group - ARISTOTELE Facebook: ARISTOTELE ProjectARISTOTELE references28Visit our web site to learn more on how tosupport knowledge workers in knowledgesharing, social collaboration, learning andinnovation with an integrated platformStay tuned!Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  29. 29. Backup29
  30. 30. 30What is a Service System? What is Service Science?…customers just name <your favorite provider> …researchers just name <your favorite discipline>Economics & LawDesign/Cognitive Science SystemsEngineeringOperationsComputer Science/Artificial IntelligenceMarketing“a service system is a human-made systemto improve customer-provider interactions,or value-cocreation between stakeholders”“service science isthe interdisciplinary study ofservice systems &value-cocreation”Source: IBM Univesity Programs
  31. 31. 31Service Science (Spohrer & Maglio) Service system entitiesdynamically configure(transform) four types ofresources Service system entitiescalculate value frommultiple stakeholderperspectives Service system entitiesreconfigure accessrights to resources bymutually agreed tovalue propositionsNationState/ProvinceCity/RegionEducationalInstitutionHealthcareInstitutionOtherEnterprises(job roles)Family(household)Person(professional)
  32. 32. Premises of service science: What service systems doService system entitiesdynamically configure (transform)four types of resourcesService system entitiescalculate value from multiplestakeholder perspectivesService system entitiesreconfigure access rightsto resources by mutually agreedto value propositionsS AP CPhysicalNot-PhysicalRights No-Rights2. Technology4.. SharedInformation1. People3. OrganizationsStakeholderPerspectiveMeasureImpactedPricing Questions Reasoning1.Customer Quality ValueBasedShould we? Model of customer:Do customers wantit?2.Provider Productivity CostPlusCan we? Model of self: Doesit play to ourstrengths?3.Authority Compliance RegulatedMay we? Model of authority:Is it legal?4.CompetitorSustainableInnovationStrategic Will we? Model ofcompetitor: Does itput us ahead?Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. InIntroduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken,NJ..32
  33. 33. Resources’ Relevance Analysis basedon VSA Framework (2/4)Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco
  34. 34.  Items that characterize the “Criticality” and “Influence” (our elaborationfrom Barile, Nigro, Trunfio, 2006)  the easier one measurable withARISTOTELE Criticality Degree of core competences of a worker(e.g. ratio between # of corecompetences of the worker / total # of organisation core competences) Degree of substitutability (e.g. ratio between # of similar workers / total # oforganisation workers ) Degree of usefulness or innovation of the worker delivery Ability to increase the # of relationships … Influence Rising Star (e.g. function of the # of promotions and/or rewards of the worker ina time period) # of colleague following ideas or proposals (e.g. # of answers to a blogdiscussion of a worker) Capability to capture interesting information (e.g. # of external documentsfound by the worker and adopted by the colleague) …Resources’ Relevance Analysis based on VSAFramework (4/4)Pierluigi Ritrovato@HSSE 25 July 2012 San Francisco

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