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Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
Services and enterprises: a happy marriage
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Services and enterprises: a happy marriage

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Présentation du Prof. Dimitri Konstantas du Département des Systèmes d'information et Vice-Doyen de la Faculté des Sciences Economiques …

Présentation du Prof. Dimitri Konstantas du Département des Systèmes d'information et Vice-Doyen de la Faculté des Sciences Economiques
et Sociales de l’Université de Genève sur le thème de la science des services lors du First Rezonance du 9 décembre à l'Université de Genève

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  • 1. Services Science and Enterprise : A Happy Marriage Prof. Dimitri Konstantas Vice-Dean Institute of Services Science Faculty of Social Sciences and Economics
  • 2. Services Today <ul><li>Very simple for the users </li></ul><ul><li>BUT </li></ul><ul><li>Very complex for the managers </li></ul>
  • 3. Some Facts <ul><li>Services represent between 70% and 80% of the European and Swiss economy !! </li></ul><ul><li>We do not quite understand how to measure the productivity of those that produce services </li></ul><ul><li>The boundaries between production and distribution are fuzzy </li></ul><ul><li>The value of the services is fuzzy </li></ul><ul><li>The « products » are changing constantly </li></ul><ul><li>The user contributes in the production and even the design of a service </li></ul>
  • 4. What is the problem with today&apos;s enterprises? <ul><li>New models are appearing </li></ul><ul><ul><li>Software as a Service, storage as a service, cloud computing </li></ul></ul><ul><li>Global interactions in a global economy </li></ul><ul><ul><li>Your competitor is at the other side of the planet </li></ul></ul><ul><li>Niche markets become the driving force for an enterprise </li></ul><ul><ul><li>The Long tail market </li></ul></ul><ul><li>Customer driven business </li></ul><ul><ul><li>If you don&apos;t do it, your competitor will </li></ul></ul>
  • 5. Ever increasing technological complexity <ul><li>Enterprises need to offer service BUT services are difficult to both specify and maintain: </li></ul><ul><li>Scale – Highly complex and ambitious artefacts (and things are getting worst every day!!) </li></ul><ul><li>Integration – need to take into account and master &amp;quot;academic disciplines&amp;quot; ranging from social sciences to mathematics, engineering and economics (but who understands all that?) </li></ul><ul><li>Environment - many of the systems operate in a world of uncertain and shifting policy, economics and legislation </li></ul><ul><li>Communications - these large scale systems and not understood in their totality, leading to a poor understanding on key decisions (process, expectations, financial policy…) </li></ul>
  • 6. The Human factor <ul><li>Senior management: </li></ul><ul><ul><li>Don&apos;t understand technologies </li></ul></ul><ul><ul><li>Can be conservative </li></ul></ul><ul><ul><li>More comfortable with conventional business relations with vendors </li></ul></ul><ul><ul><li>May be over-cautious about being sued </li></ul></ul><ul><li>Users: </li></ul><ul><ul><li>Can be conservative and many don&apos;t understand technologies </li></ul></ul><ul><ul><li>Those that do may use the technologies in dangerous ways </li></ul></ul><ul><ul><li>Others may have high expectations (computer games!) </li></ul></ul>
  • 7. So, what do we need? New Principles!! <ul><li>A change in culture </li></ul><ul><li>Be more open </li></ul><ul><li>Revisit Acceptable Use Policies – should not be a control mechanism </li></ul><ul><li>Develop more sophisticated models for standards, accessibility, open source, … </li></ul><ul><li>Integrating IT Policies With Institutional Policies </li></ul><ul><li>Holistic or blended approach - flexibility in implementation </li></ul>
  • 8. Services Science can be the solution The enterprise today The Service Science based enterprise
  • 9. Service Science based enterprise system characteristics <ul><li>Loosely coupled : minimizes dependencies between services. </li></ul><ul><li>Contractual : adhere to agreement on service descriptions. </li></ul><ul><li>Autonomous : control the business logic they encapsulate. </li></ul><ul><li>Abstract : hide the business logic from the service consumers </li></ul><ul><li>Reusable : divide business logic into reusable services. </li></ul><ul><li>Composable : facilitate the assembly of composite services. </li></ul><ul><li>Stateless : minimize retained information specific to an activity. </li></ul><ul><li>Discoverable : self-described so that they can be found and assessed. </li></ul>
  • 10. Services Science advantages for the enterprise <ul><li>Vendor diversity </li></ul><ul><li>Intrinsic interoperability </li></ul><ul><li>Inherent reusability </li></ul><ul><li>Extensibility </li></ul><ul><li>Organizational agility </li></ul><ul><li>Incremental implementation </li></ul><ul><li>And from the technical point of view </li></ul><ul><li>Applications can be exposed easily to diverse clients </li></ul><ul><li>Existing services can be easily reused </li></ul><ul><li>New applications can be created or modified </li></ul><ul><ul><li>the marginal cost of creating the n-th application is zero, as all of the software required already exists to satisfy the requirements of other applications </li></ul></ul>
  • 11. Why SS Makes Sense: More Business Benefits <ul><li>Business people understand services </li></ul><ul><ul><li>So IT people can talk with them more easily </li></ul></ul><ul><li>Application integration becomes cheaper and faster </li></ul><ul><ul><li>Which makes implementing business processes easier </li></ul></ul><ul><li>Business processes can more easily be changed or replaced </li></ul><ul><ul><li>Because they’re built from autonomous services with well-defined interfaces </li></ul></ul>
  • 12. Some Risks <ul><li>Does it make sense to build most new apps in a service-oriented style? </li></ul><ul><ul><li>Yes: there are exceptions, however </li></ul></ul><ul><li>Which are the &amp;quot;component services&amp;quot;? </li></ul><ul><ul><li>Exposing the right services is harder </li></ul></ul><ul><li>Can service-oriented apps perform? </li></ul><ul><ul><li>Yes: perhaps 10-15% of people have performance problems today (typically caused by bad design or very high load on a service) </li></ul></ul><ul><li>Can the organizational challenges be overcome? </li></ul><ul><ul><li>The real challenges are human, not technical </li></ul></ul>
  • 13. The way towards a Service Science enterprise <ul><li>Maturity Models </li></ul><ul><li>Open Group –OSIMM </li></ul><ul><li>Gartner Group SOA Maturity Model </li></ul><ul><li>SONIC vendor group SOA Maturity Model </li></ul><ul><li>… </li></ul>
  • 14. An Early Example: Credit Suisse
  • 15. Credit Suisse: Services Growth 1999 2000 2001 2003 Exposed business services 35 173 500 800 Front-end applications 5 21 50+ 150+ Users 800 9.000 100.000 100.000+
  • 16. Credit Suisse: What They Learned <ul><li>Challenges: </li></ul><ul><ul><li>An expensive project </li></ul></ul><ul><ul><ul><li>Return on Investment (ROI) took time to materialize </li></ul></ul></ul><ul><ul><li>Performance wasn’t good initially </li></ul></ul><ul><ul><li>Security and management were custom </li></ul></ul><ul><ul><li>Business units resisted sharing their services; they were “encouraged” </li></ul></ul><ul><li>Benefits: </li></ul><ul><ul><li>Faster application development </li></ul></ul><ul><ul><ul><li>75-80% of required services already available </li></ul></ul></ul><ul><ul><li>Savings of several million dollars a year </li></ul></ul>
  • 17. Why an Institute of Services Science at the University of Geneva <ul><li>The research and education domains of the SES faculty are Social and Economic Sciences !!! </li></ul><ul><ul><li>Study of Economic and business models </li></ul></ul><ul><ul><li>Study of social problems </li></ul></ul><ul><ul><li>Study of technologies </li></ul></ul><ul><ul><li>Educate the future managers and decision makers </li></ul></ul><ul><ul><li>Propose solutions to real life management and governance problems </li></ul></ul>
  • 18. The Institute of Services Science @ University of Geneva <ul><li>Mission : Lead research in the domain of Services Science in close collaboration with the industry. </li></ul><ul><li>Main Activities </li></ul><ul><ul><li>13 research projects (EU/Cost/Swiss funding), </li></ul></ul><ul><ul><li>a doctoral school </li></ul></ul><ul><ul><li>3 continuous education programs </li></ul></ul><ul><ul><li>a yearly running conference on services science, </li></ul></ul><ul><ul><li>participation to different think groups and innovation and creative workshops . </li></ul></ul><ul><li>Personnel </li></ul><ul><ul><li>27 research and technical collaborators </li></ul></ul>
  • 19. The Institute of Services Science <ul><li>Evolution and reorientation of the Information Systems department </li></ul><ul><li>Federates a large number of knowledge domains </li></ul><ul><ul><li>Consolidate the knowledge in Information Systems </li></ul></ul><ul><ul><li>Theoretical and practical experience </li></ul></ul><ul><ul><li>Scientific and empirical methods </li></ul></ul><ul><ul><li>Field studies </li></ul></ul><ul><li>Target : Improve the performance and the governance of enterprises and services </li></ul><ul><ul><li>Transportation, health, administration, commerce </li></ul></ul><ul><ul><li>Service functions (marketing, design, client services) </li></ul></ul><ul><ul><li>Improve the success chances of innovative solutions </li></ul></ul>
  • 20. Overview of the R&amp;D activities of ISS <ul><li>Engineering of services and Information systems </li></ul><ul><li>Security of services and management of security policies </li></ul><ul><li>Interoperation and collaboration of distributed autonomous services </li></ul><ul><li>Future internet based services </li></ul><ul><ul><li>How to create a service, what are the components, the technical constrains, the technical needs? </li></ul></ul><ul><ul><li>How to interconnect globally available services? </li></ul></ul><ul><ul><li>What are the economic issues in operating a service? </li></ul></ul><ul><ul><li>What are the social implications of a service? </li></ul></ul><ul><ul><li>What is the user feedback? </li></ul></ul>
  • 21. Some examples of R&amp;D industry collaboration projects <ul><li>DELIISS project (EU FP7) Designing Lifelong Learning for Innovation in Information Services </li></ul><ul><li>Large-scale adaptive services </li></ul><ul><ul><li>SAPERE (EU FP7) Self-Aware Pervasive Service Ecosystems </li></ul></ul><ul><li>Services for Seniors </li></ul><ul><ul><li>TRAINUTRI (AAL) TRAINing and NUTRItion senior social platform </li></ul></ul><ul><ul><li>WayFiS (AAL) Way Finding Seniors </li></ul></ul><ul><li>Mobile Services </li></ul><ul><ul><li>GTA (Eurostars ) Global Tourist Assistance Services </li></ul></ul><ul><ul><li>ULOOP (EU FP7) User-centric Wireless Local Loop </li></ul></ul><ul><ul><li>PERIMETER (EU FP7) User-centric paradigm for seamless mobility in future Internet </li></ul></ul>
  • 22. Some examples of Collaboration <ul><li>Strong collaboration with institutes and companies in Switzerland and abroad </li></ul><ul><ul><li>IBM, ArxIT SA, NetUnion Sarl, Banque Pictet, Vigisense SA, … </li></ul></ul><ul><ul><li>Ville de Geneve, ville de Carouge, CTI … </li></ul></ul><ul><ul><li>ILO, ITU, UN … </li></ul></ul><ul><ul><li>Several Universities in the Service Science domain </li></ul></ul><ul><ul><ul><li>SSAIE Summer School, </li></ul></ul></ul><ul><li>Creation and study of products and services </li></ul><ul><li>Development of R&amp;D projects </li></ul><ul><li>Think Group on Data Protection </li></ul>
  • 23. Education related to the ISS <ul><li>Bachelor in « systèmes d’Information et Sciences des Services » (180 credits / 3 years) </li></ul><ul><li>Master in « Management, orientation Information Systems and Services Science » (120 credits / 2 years) </li></ul><ul><li>PhD in Information Systems </li></ul><ul><li>Continuous education </li></ul><ul><ul><li>MATIS - Management and Technologies of Information Systems </li></ul></ul><ul><ul><li>InfoSec - Information Security </li></ul></ul><ul><ul><li>EMISS – Executive Master in Services Science </li></ul></ul>
  • 24. Composition of the ISS <ul><li>Total staff of 27 persons </li></ul><ul><ul><li>Seniors: 4 Professors and 3 MERs </li></ul></ul><ul><ul><li>Juniors : 4 MA and 10 Assistants </li></ul></ul><ul><ul><li>Technical : 4 Engineers </li></ul></ul><ul><ul><li>Administrative : 2 secretaries </li></ul></ul><ul><li>Director of the Institute : Prof. Giovanna Di Marzo Serugendo </li></ul>
  • 25. Future and directions <ul><li>The ISS will come officially to life in January 1 st 2011 </li></ul><ul><li>Targets for 2011 </li></ul><ul><ul><li>Consolidate and expand the collaboration with the industry </li></ul></ul><ul><ul><li>Expand the education offer and include new areas in the domain of Services Science </li></ul></ul><ul><ul><li>Federate with other research institutes in the domain </li></ul></ul><ul><ul><li>Become a reference point for research in Services Science </li></ul></ul><ul><ul><li>http://iss.unige.ch </li></ul></ul>

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