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OMG: Modeling the Business

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"OMG: Modeling the Business. The Real Revolution". Richard Soley presentation at the BPM Forum 2013 in Milan introducing a day of Business Process Modeling with some thoughts about this change and the …

"OMG: Modeling the Business. The Real Revolution". Richard Soley presentation at the BPM Forum 2013 in Milan introducing a day of Business Process Modeling with some thoughts about this change and the impact on both technology and business. In the ITC world, most of the focus on modeling has been on technical artifacts: software, configuration, test development, and so forth. In business analysis, most of the focus of modeling has been based on ambiguous, natural languages. These worlds are colliding now, with semantically-rich, precise descriptions of business models useful as the basis for detailed, exact business analysis, communications and metrics.

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  • 1. OMG: Modeling the BusinessThe Real Revolution  Richard  Mark  Soley,  Ph.D.  Chairman  and  CEO  Object  Management  Group,  Inc.  Photo  courtesy  of  NASA  Goddard  Photo  and  Video   ©2012  Lundberg  Media  &  Object  Management  Group  
  • 2. We live in a complex,volatile worldPhoto  courtesy  of  NASA  Goddard  Photo  and  Video   ©2011  Lundberg  Media  
  • 3. you areherePhoto  courtesy  of  NASA  Goddard  Photo  and  Video   ©2011  Lundberg  Media  
  • 4. ©2011  Lundberg  Media  digital  explosion  
  • 5. 2009:  800,000  petabytes  2020:  35  zeKabytes    ©2011  Lundberg  Media  
  • 6. global  connecLons,  global  complexity  ©2011  Lundberg  Media  
  • 7. untethered  empowered    ©2011  Lundberg  Media  
  • 8. ©2011  Lundberg  Media  escalaLng  customer  demand  
  • 9. So  What  is  IT s  Mission?  IT-­‐led  teams  have  consistently  found  new  ways  to  streamline  enterprise  business  processes,  vastly  improving  operaLng  efficiency  and  reducing  costs.      Corporate  leaders,  however,  are  raising  the  bar:  they  expect  IT s  core  mission  to  expand  from  cost-­‐cuSng  to  enabling  revenue  generaLon  within  a  short  period  of  Lme.          –  EIU,  December  2006  
  • 10. According to recent CIO pollsfrom research firm Gartner Inc.,50% of CIOs surveyed said theynow have duties outside of coretechnology, such as helping tocraft corporate strategy.Wall Street Journal, 20 February 2007
  • 11. IT  Knows  the  Enterprise  •  Nobody  knows  the  whole  company  like  the  CIO  (André  Mendes,  Special  Olympics)    •  Precise  descripQons  of  business  processes  are  a  prerequisite  to  understanding  those  processes.    •  We  understand  business  process  opQmizaQon:  streamlining  processes,  leaning  processes,  greening  processes    
  • 12. IT  IS  the  Enterprise  «  Business  »  should  be  doing  enterprise  architecture,  but  they  won’t  do  it  –  so  we  have  to  do  it  for  them.    John  Zachman  
  • 13. Big  Trends:  GlobalizaQon  
  • 14. Big  Trends:  Connectedness  
  • 15. Big  Trends:  Digital  Value  Chains  
  • 16. Big  Trends:  ConQnuous  InnovaQon  
  • 17. Big  Trends:  ConQnuous  Change  "If you dont like change, youre going to like irrelevance even less.- General Eric Shinseki, Chief of Staff, US Army.
  • 18. Big  Trends:  Big  Problems  =Complexity
  • 19. The  CIO  Mission  That Embraces: And Manages:Create an Environment for:
  • 20. Build New CapabilitiesBe More ResponsiveCustomizeBe OpenMake Business AgileThink StrategicallyBusiness Unit GoalsCut CostsBe More EfficientStandardizeBe SecureMake IT PredictableExecute FlawlesslyEnterprise GoalsThe CIO s Dilemma©2011 Lundberg Media
  • 21. "Being highly responsive to our businesspartners and customers needs andcreating standardizedprocesses and technologyplatforms can seem likeconflicting goals, butdoing BOTH is key tomaximizing value.Stuart McGuigan, CIO,CVS Caremark©2011 Lundberg Media
  • 22. IT savvy firms are20% more profitablethan their competitors-MIT Center for Information Systems Research©2011 Lundberg Media
  • 23. does IT matter?How©2011 Lundberg Media
  • 24. informaLon  ©2011  Lundberg  Media  
  • 25. REAL SIMPLECOMMON PROCESSESSTANDARD INFORMATIONLEVERAGED PLATFORM OF CORE SYSTEMSINNOVATION AT THE EDGE©2011 Lundberg Media
  • 26. Photo by Jack Wolflimited resources©2011 Lundberg Media
  • 27. We can do anything youwant; we just can t doeverything you want.-Healthcare CIO©2011 Lundberg Media
  • 28. IT  and  business  view  the  world  through  different  lenses,  speak  different  languages  ©2011  Lundberg  Media  
  • 29. Standards are important:Example: Great Baltimore Fire
  • 30. IntegraQon  is  Hard  Executive decisions, mergers & acquisitions have a way of surprising us…
  • 31. One  Standard?  And  the  cost  of  adaptaQon  must  be  low.  Never let the engineers bring out solution N+1
  • 32. OMG s  Mission  •  Develop  an  architecture,  using  appropriate  technology,  for  modeling  &  distributed  applicaQon  integraQon,  guaranteeing:  – reusability  of  components  – interoperability  &  portability  – basis  in  commercially  available  soaware  •  SpecificaQons  freely  available  •  ImplementaQons  exist  •  Member-­‐controlled  not-­‐for-­‐profit  
  • 33. Who  Are  OMG?  AdaptiveAtegoBoeingBP TrendsCA TechnologiesCitigroupCordysCSCEADSEnergisticsFICOFirestar SoftwareFujitsuHCLHewlett PackardHitachiHondaIBMLockheed MartinMentor GraphicsMicrosoftMITRENational ArchivesNECNISTNo MagicNokiaNTT DoCoMoNorthrop GrummanOASISOraclePNA GroupPrismTechRemedy ITSAPTHALESThe Open GroupUnisysWebRatioW3C
  • 34. OMG  &  Modeling  •  Model  Driven  Architecture  starts  with  core    standard  modeling  languages,  including:  –  UML  (broad  soaware  &  systems)  –  SysML  (systems  engineering)  –  SoaML  (service-­‐oriented  architectures)  –  BPMN  (business  processes)  –  IFML  (interacQon  flow)  –  CWM  (data  warehouses)  –  MOF  (modeling  languages)  –  UPDM  (enterprise  architectures)  
  • 35. OMG s  Focus  •  Three  key   infrastructure  standards  foci:  –  Modeling  –  Middleware  –  Real-­‐Qme  &  other  specialized  systems  •  More  than  20   verQcal  market  foci:  –  Healthcare  –  Financial  services  –  RoboQcs  –  Etc.  •  Focused  working  groups  –  Business  Architecture  –  Cloud  CompuQng  
  • 36. OMG s  Breadth  of  Standards  •  Besides  key  modeling,  distributed  compuQng  &  realQme/embedded  standards,  OMG  develops  standards  in  Healthcare Financial Services TelecommunicationsGovernment Military Logistics ManufacturingRobotics Systems Engineering Military CommsSmart Grid Automotive/Consumer Device Safety…constantly growing based on member demands
  • 37. Some  Examples  •  Cloud  compuQng  –  Cofounded  cloudstandards.org;  focused  on  portable  deployment    to  support  many  business  models  •  Enterprise  Architecture  –  DoDAF/MODAF  architecture  frameworks  –  Languages  for  interoperability  •  Military  systems  –  Both  communicaQons  and  C4I  command/control  •  Civil  Government  –  Electronic  records  management  –  Skills  management  •  TelecommunicaQons,  RoboQcs,  Healthcare,  Manufacturing,  etc.  •  Soaware  Quality  
  • 38. Enterprise  IntegraQon?  •  Our  job  is  mostly  about  managing  complexity  •  Modeling  languages  are  a  powerful  way  to  express  integraQon  in  a  way  both  technical  people  and  business  people  can  understand  •  IntegraQon  has  to  be  designed,  and  standard  designs  have  always  worked  in  other  integraQon  fields  (mechanical,  civil,  electrical  engineering  &  construcQon  examples)  
  • 39. Photo  courtesy  of  NASA  Goddard  Photo  and  Video   ©2011  Lundberg  Media  informaLon  simplicity  speed  convergence    modeling  is  the  key  to  agility  BPM  standards  are  the  key  
  • 40. Photo  courtesy  of  NASA  Goddard  Photo  and  Video   ©2011  Lundberg  Media  Richard  Mark  Soley,  Ph.D.  soley@omg.org  OMG:  hKp://www.omg.org/  BPMN:  hKp://www.bpmn.org/    Business  Modeling  Task  Force:  hKp://bmi.omg.org/    BA  Working  Group:  hKp://bawg.omg.org/    Following  Up