OMG: Modeling the Business
The 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	
  
We live in a complex,
volatile world
Photo	
  courtesy	
  of	
  NASA	
  Goddard	
  Photo	
  and	
  Video	
   ©2011	
  Lundberg	
  Media	
  
you are
here
Photo	
  courtesy	
  of	
  NASA	
  Goddard	
  Photo	
  and	
  Video	
   ©2011	
  Lundberg	
  Media	
  
©2011	
  Lundberg	
  Media	
  
digital	
  explosion	
  
2009:	
  800,000	
  petabytes	
  
2020:	
  35	
  zeKabytes	
  
	
  
©2011	
  Lundberg	
  Media	
  
global	
  connecLons,	
  
global	
  complexity	
  
©2011	
  Lundberg	
  Media	
  
untethered	
  
empowered	
  	
  
©2011	
  Lundberg	
  Media	
  
©2011	
  Lundberg	
  Media	
  
escalaLng	
  
customer	
  
demand	
  
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	
  
According to recent CIO polls
from research firm Gartner Inc.,
50% of CIOs surveyed said they
now have duties outside of core
technology, such as helping to
craft corporate strategy.
Wall Street Journal, 20 February 2007
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	
  	
  
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	
  
Big	
  Trends:	
  GlobalizaQon	
  
Big	
  Trends:	
  Connectedness	
  
Big	
  Trends:	
  Digital	
  Value	
  Chains	
  
Big	
  Trends:	
  ConQnuous	
  InnovaQon	
  
Big	
  Trends:	
  ConQnuous	
  Change	
  
"If you don't like change, you're going to like irrelevance even less.
- General Eric Shinseki, Chief of Staff, US Army.
Big	
  Trends:	
  Big	
  Problems	
  
=
Complexity
The	
  CIO	
  Mission	
  
That Embraces: And Manages:
Create an Environment for:
Build New Capabilities
Be More Responsive
Customize
Be Open
Make Business Agile
Think Strategically
Business Unit Goals
Cut Costs
Be More Efficient
Standardize
Be Secure
Make IT Predictable
Execute Flawlessly
Enterprise Goals
The CIO s Dilemma
©2011 Lundberg Media
"Being highly responsive to our business
partners and customers needs and
creating standardized
processes and technology
platforms can seem like
conflicting goals, but
doing BOTH is key to
maximizing value.
Stuart McGuigan, CIO,
CVS Caremark
©2011 Lundberg Media
IT savvy firms are
20% more profitable
than their competitors
-MIT Center for Information Systems Research
©2011 Lundberg Media
does IT matter?How
©2011 Lundberg Media
informaLon	
  
©2011	
  Lundberg	
  Media	
  
REAL SIMPLE
COMMON PROCESSES
STANDARD INFORMATION
LEVERAGED PLATFORM OF CORE SYSTEMS
INNOVATION AT THE EDGE
©2011 Lundberg Media
Photo by Jack Wolf
limited resources
©2011 Lundberg Media
We can do anything you
want; we just can t do
everything you want.
-Healthcare CIO
©2011 Lundberg Media
IT	
  and	
  business	
  
view	
  the	
  world	
  
through	
  
different	
  lenses,	
  
speak	
  different	
  
languages	
  
©2011	
  Lundberg	
  Media	
  
Standards are important:
Example: Great Baltimore Fire
IntegraQon	
  is	
  Hard	
  
Executive decisions, mergers & acquisitions have a way of surprising us…
One	
  Standard?	
  
And	
  the	
  cost	
  of	
  adaptaQon	
  must	
  be	
  low.	
  
Never let the engineers bring out solution N+1
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	
  
Who	
  Are	
  OMG?	
  
Adaptive
Atego
Boeing
BP Trends
CA Technologies
Citigroup
Cordys
CSC
EADS
Energistics
FICO
Firestar Software
Fujitsu
HCL
Hewlett Packard
Hitachi
Honda
IBM
Lockheed Martin
Mentor Graphics
Microsoft
MITRE
National Archives
NEC
NIST
No Magic
Nokia
NTT DoCoMo
Northrop Grumman
OASIS
Oracle
PNA Group
PrismTech
Remedy IT
SAP
THALES
The Open Group
Unisys
WebRatio
W3C
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)	
  
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	
  
OMG s	
  Breadth	
  of	
  Standards	
  
•  Besides	
  key	
  modeling,	
  distributed	
  compuQng	
  
&	
  realQme/embedded	
  standards,	
  OMG	
  
develops	
  standards	
  in	
  
Healthcare Financial Services Telecommunications
Government Military Logistics Manufacturing
Robotics Systems Engineering Military Comms
Smart Grid Automotive/Consumer Device Safety
…constantly growing based on member demands
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	
  
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)	
  
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	
  
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	
  

OMG: Modeling the Business

  • 1.
    OMG: Modeling theBusiness The 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 ina complex, volatile world Photo  courtesy  of  NASA  Goddard  Photo  and  Video   ©2011  Lundberg  Media  
  • 3.
    you are here Photo  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 recentCIO polls from research firm Gartner Inc., 50% of CIOs surveyed said they now have duties outside of core technology, such as helping to craft 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.
  • 14.
  • 15.
    Big  Trends:  Digital  Value  Chains  
  • 16.
  • 17.
    Big  Trends:  ConQnuous  Change   "If you don't like change, you're 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 Capabilities BeMore Responsive Customize Be Open Make Business Agile Think Strategically Business Unit Goals Cut Costs Be More Efficient Standardize Be Secure Make IT Predictable Execute Flawlessly Enterprise Goals The CIO s Dilemma ©2011 Lundberg Media
  • 21.
    "Being highly responsiveto our business partners and customers needs and creating standardized processes and technology platforms can seem like conflicting goals, but doing BOTH is key to maximizing value. Stuart McGuigan, CIO, CVS Caremark ©2011 Lundberg Media
  • 22.
    IT savvy firmsare 20% more profitable than their competitors -MIT Center for Information Systems Research ©2011 Lundberg Media
  • 23.
  • 24.
  • 25.
    REAL SIMPLE COMMON PROCESSES STANDARDINFORMATION LEVERAGED PLATFORM OF CORE SYSTEMS INNOVATION AT THE EDGE ©2011 Lundberg Media
  • 26.
    Photo by JackWolf limited resources ©2011 Lundberg Media
  • 27.
    We can doanything you want; we just can t do everything you want. -Healthcare CIO ©2011 Lundberg Media
  • 28.
    IT  and  business   view  the  world   through   different  lenses,   speak  different   languages   ©2011  Lundberg  Media  
  • 29.
  • 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?   Adaptive Atego Boeing BP Trends CA Technologies Citigroup Cordys CSC EADS Energistics FICO Firestar Software Fujitsu HCL Hewlett Packard Hitachi Honda IBM Lockheed Martin Mentor Graphics Microsoft MITRE National Archives NEC NIST No Magic Nokia NTT DoCoMo Northrop Grumman OASIS Oracle PNA Group PrismTech Remedy IT SAP THALES The Open Group Unisys WebRatio W3C
  • 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 Telecommunications Government Military Logistics Manufacturing Robotics Systems Engineering Military Comms Smart 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