What happened to "business-driven" BI? Why did the initial attempts not work? How did BI vendors respond? How did user organizations and IT departments adapt? What kinds of modeling can help understand the evolving situation and suggest next steps?
"Adapting to Uncertain and Evolving Requirements: The Case of Business-Driven Business Intelligence" Presentation at the RCIS 2013 conference. Eric Yu, Alexei Lapouchnian, and Stephanie Deng.
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Rapidly Generating Human and System Requirements - Mark MellblomPaul W. Johnson
Mark Mellblom, Pragmatica Innovations Chief Methodologist, presents Rapidly Generating Human and System Requirements at the American Society for Engineering Management 2012 International Annual Conference.
Traditional and Agile Management Approaches Knut Linke
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First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
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It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
Doctoral Consortium "Networked Innovation - necessity, challenges and and research issues"
Tampere, Finland, September, 15-18,2011
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Analytical Hierarchy Process Based Framework for Modelling Preferences and Priorities in
Requirements....................................................................................................................................1
R.Subha and S.Palaniswami
Unstructured Data Integration through Automata-Driven Information Extraction ...............................1
Maroun Abi Assaf, Kablan Barbar, Youakim Badr and Mahmoud Rammal
Wireless Solution for Water Saving In Agriculture Using Embedded System.........................................1
Venkata Narayana Eluri, K. Madhusudhana Rao and A. Srinag
Upcoming Trends of Virtual Experiments for Laboratories...................................................................1
Bhaskar Y. Kathane, Pradeep B. Dahikar and Satish J. Sharma
Negotiation Based Resource Allocation for Distributed Environments.................................................1
Krishnamoorthy M. and Senthil Murugan B.
Wireless Solution for Water Saving In Agriculture Using Embedded System ........................................1
Venkata Narayana Eluri, K. Madhusudhana Rao and A. Srinag
Digital Image Tamper Detection Techniques - A Comprehensive Study ...............................................1
Minati Mishra and Flt. Lt. Dr. M. C. Adhikary
A Multi-parametric based W-PAC Mechanism in Ad Hoc Network using IPv6 and IPv4 Address............1
S. Thirumurugan and Dr. E. George Dharma Prakash Raj
A New Online XML Document Clustering Based on XCLS++..................................................................1
Ahmad Khodayar E Qaramaleki and Ahmad Khodayar E Qaramaleki
Paper shareing_Platform design framework conceptualisation and applicationYOU SHENG CHEN
TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT
Auth:Nina Tura, Antero Kutvonen and Paavo Ritala(2017)
In this case, I also using FB ads-manager to demo a platform framework that could more understand.
Advanced data visualization (ADV) is a rapidly emerging concept in business and society and has a lofty goal of transforming data into information. But how do we get there?
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Business Process Reengineering is often a challenging undertaking. This paper is a case study, sharing practical experience of how the enterprise architect can help in three ways:
• Provide a common language allowing different organizations, consultants and IT teams to communicate effectively
• Set the right level of abstraction to facilitate analysis and solution of complex questions
• Reconcile user’s wants and needs with the capabilities and constraints of IT systems
Reference is made to the Zachman Framework, especially the columns for “Data”, “Function” and “People”; and how these columns can be used to interact with stakeholders using UML (Unified Modeling Language).
Running head: PROJECT 1
PROJECT 4
Project
Name:
Institutional Affiliation:
Course:
Date:
Project
Part 1
Projects are usually selected by organizations to help in managing some tasks and improving the performance. There are several stages that go hand in and are sequence to follow each other consistently. There is a particular time that is usually set to complete a particular task, and resources as well are set for the purpose of the projects. After the human resource has allocated several resources, the project manager takes the responsibility of allocating the resources accordingly to the weight of the stages that are supposed to be undergone to finish the project successfully (Morais & Grygiel, 1994 August).
Project is a sequence and series of tasks that need to be completed in order to achieve specific objectives. It can further be referred to as inputs and outputs that are used to perform a certain goal. Some projects are usually simple while others are complex, and in all that they are managed according to the amount of work available, for instance, a complex project can be managed by hundreds while a simple can be managed by one person. When are divided into stages so that tasks can be tackled with a lot of accuracy and knowledge for better results? This can be achieved when the team members have a division of labor and specialization. Division of labor is the ability to distribute work equally, for instance, distribution, packaging, and manufacturing to employees that are better at that particular task for efficient and excellent work. Specialization is the ability of an expert to concentrate on one particular skill and pursuing it. This enables workers to be more effective in the work they partake as they have enough knowledge of what they are doing (Bouet, 2009).
Ongoing operations are activities that have neither been completed nor abandoned, that means that they are under construction. This is a type of operation that is most crucial as it is under activities that take place in a project. Operations usually follow a direction from the management or project manager. It is conducted with relevant procedures that enable results to be produced systematically. Operations are usually permanent, for instance, production, manufacturing, processing, packaging, and distributing. The task that currently being handled is the one that is usually known as an ongoing operation. Ongoing operations help not to produce new things but to sustain a particular system or project, so that is completed successfully. The main identification of an ongoing operation is resulted by making a profit at the end of the process, though at times, to results in a loss that has been made.
There is a huge difference between ongoing operations and projects, some people tend to confuse the two and even label them as the same, but that is not us.
IT and Business Process Modelling course at IT University of Copenhagen (Lect...Thomas Hildebrandt
First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
The course has focus on flexibility in business processes and introduces to DCR Graphs business process constraint mapping (using www.dcrgraphs.net) and BPMN modelling (using www.academic.signavio.com).
It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
Doctoral Consortium "Networked Innovation - necessity, challenges and and research issues"
Tampere, Finland, September, 15-18,2011
www.nitim.eu is Ph.D. network on Network, Information Technology and Innovation Management
Analytical Hierarchy Process Based Framework for Modelling Preferences and Priorities in
Requirements....................................................................................................................................1
R.Subha and S.Palaniswami
Unstructured Data Integration through Automata-Driven Information Extraction ...............................1
Maroun Abi Assaf, Kablan Barbar, Youakim Badr and Mahmoud Rammal
Wireless Solution for Water Saving In Agriculture Using Embedded System.........................................1
Venkata Narayana Eluri, K. Madhusudhana Rao and A. Srinag
Upcoming Trends of Virtual Experiments for Laboratories...................................................................1
Bhaskar Y. Kathane, Pradeep B. Dahikar and Satish J. Sharma
Negotiation Based Resource Allocation for Distributed Environments.................................................1
Krishnamoorthy M. and Senthil Murugan B.
Wireless Solution for Water Saving In Agriculture Using Embedded System ........................................1
Venkata Narayana Eluri, K. Madhusudhana Rao and A. Srinag
Digital Image Tamper Detection Techniques - A Comprehensive Study ...............................................1
Minati Mishra and Flt. Lt. Dr. M. C. Adhikary
A Multi-parametric based W-PAC Mechanism in Ad Hoc Network using IPv6 and IPv4 Address............1
S. Thirumurugan and Dr. E. George Dharma Prakash Raj
A New Online XML Document Clustering Based on XCLS++..................................................................1
Ahmad Khodayar E Qaramaleki and Ahmad Khodayar E Qaramaleki
Paper shareing_Platform design framework conceptualisation and applicationYOU SHENG CHEN
TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT
Auth:Nina Tura, Antero Kutvonen and Paavo Ritala(2017)
In this case, I also using FB ads-manager to demo a platform framework that could more understand.
Advanced data visualization (ADV) is a rapidly emerging concept in business and society and has a lofty goal of transforming data into information. But how do we get there?
The Role of the Enterprise Architect in Business Process ReengineeringRichard Freggi
Business Process Reengineering is often a challenging undertaking. This paper is a case study, sharing practical experience of how the enterprise architect can help in three ways:
• Provide a common language allowing different organizations, consultants and IT teams to communicate effectively
• Set the right level of abstraction to facilitate analysis and solution of complex questions
• Reconcile user’s wants and needs with the capabilities and constraints of IT systems
Reference is made to the Zachman Framework, especially the columns for “Data”, “Function” and “People”; and how these columns can be used to interact with stakeholders using UML (Unified Modeling Language).
Running head: PROJECT 1
PROJECT 4
Project
Name:
Institutional Affiliation:
Course:
Date:
Project
Part 1
Projects are usually selected by organizations to help in managing some tasks and improving the performance. There are several stages that go hand in and are sequence to follow each other consistently. There is a particular time that is usually set to complete a particular task, and resources as well are set for the purpose of the projects. After the human resource has allocated several resources, the project manager takes the responsibility of allocating the resources accordingly to the weight of the stages that are supposed to be undergone to finish the project successfully (Morais & Grygiel, 1994 August).
Project is a sequence and series of tasks that need to be completed in order to achieve specific objectives. It can further be referred to as inputs and outputs that are used to perform a certain goal. Some projects are usually simple while others are complex, and in all that they are managed according to the amount of work available, for instance, a complex project can be managed by hundreds while a simple can be managed by one person. When are divided into stages so that tasks can be tackled with a lot of accuracy and knowledge for better results? This can be achieved when the team members have a division of labor and specialization. Division of labor is the ability to distribute work equally, for instance, distribution, packaging, and manufacturing to employees that are better at that particular task for efficient and excellent work. Specialization is the ability of an expert to concentrate on one particular skill and pursuing it. This enables workers to be more effective in the work they partake as they have enough knowledge of what they are doing (Bouet, 2009).
Ongoing operations are activities that have neither been completed nor abandoned, that means that they are under construction. This is a type of operation that is most crucial as it is under activities that take place in a project. Operations usually follow a direction from the management or project manager. It is conducted with relevant procedures that enable results to be produced systematically. Operations are usually permanent, for instance, production, manufacturing, processing, packaging, and distributing. The task that currently being handled is the one that is usually known as an ongoing operation. Ongoing operations help not to produce new things but to sustain a particular system or project, so that is completed successfully. The main identification of an ongoing operation is resulted by making a profit at the end of the process, though at times, to results in a loss that has been made.
There is a huge difference between ongoing operations and projects, some people tend to confuse the two and even label them as the same, but that is not us.
Visualization, Mobility and Analytical ReportingPatrick Spedding
Still over-reliant on Excel for reporting? Difficult to get access to the information you need to make informed decisions?
Most organisations now recognise the danger of relying too heavily on "gut feel" when it comes to making critical business decisions.
With emerging capabilities such as data visualisation, mobile devices and analytical reporting, now is the time to re-evaluate how information is consumed within your organisation.
Join us for this complementary event, and hear how companies such as ComSuper, CUA, American Express and others use Business Intelligence to support fact-based, decision-making and analytical reporting. Breakfast included.
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25 min presentation given at London Business School, to the OR Society's Analytics Network. Summarising Laughlin Consultancy's 9 step model of Softer Skills for Analysts.
Decision Support Systems: Concept, Constructing a DSS, Executive Information ...Ashish Hande
Decision Support Systems: Concept, Constructing a DSS,
Executive Information System, (EIS), Artifical Intelligence
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Unifying the big data analytics stack by enabling ETL, OLAP, visualization, and collaboration via a single interface. Get an End To End implementation of The Modern Analytics Architecture.
IRM Data Governance Conference February 2009, London. Presentation given on the Data Governance challenges being faced by BP and the approaches to address them.
Reliable, Safe & Trustworthy are some key factors to be considered for Human-Centered AI. There are certain Guidelines for Human-AI Interaction to be taken into evaluation to ensure RST systems overcome autonomy problems.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
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Adapting to Uncertain and Evolving Requirements: The Case of Business-Driven Business Intelligence - RCIS 2013 yu-lapouchnian-deng
1. Eric Yu, Alexei Lapouchnian,
and Stephanie Deng
Faculty of Information and
Department of Computer Science
University of Toronto
May 29, 2013
Adapting to Uncertain and
Evolving Requirements
The case of Business-Driven Business Intelligence
2. Motivation
IS today function in dynamic, unpredictable world
Uncertainties, changing requirements and business and
technological landscapes.
Ongoing change and adaptation
Design/Try/Monitor/Evaluate/Redesign
Need new methods for doing analysis/design
Most current methods assume stable/predictable setting
Need to cope with ongoing change
Agility trend – frequent releases
Our Objectives
Motivate the need for new modeling techniques for such systems
Can existing modeling techniques be applied in these dynamic
environments?
In this paper, we concentrate on applying social and process models
in a socio-technical context
2
3. Presentation Overview
Motivation
Example Domain Introduction: BI Adoption
Applying social and process modeling techniques to
the evolving the BI Adoption scenario
Analysis of applicability of the existing notations
Discussion
Reflections on the use of the existing techniques
Wish list for future notations
Future Work
RCIS 2013, 29.05.20133
6. Typical Path in BI Adoption
RCIS 2013, 29.05.20136
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
Leveraging
SUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
*
7. Typical Path in BI Adoption
RCIS 2013, 29.05.20137
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Business Intelligence is about
transforming raw data into
meaningful and useful business
information
• Historical, predictive, current views
of business data
Leveraging
SUs
4
*
8. Typical Path in BI Adoption
RCIS 2013, 29.05.20138
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Business Intelligence is about
transforming raw data into
meaningful and useful business
information
• Historical, predictive, current views
of business data
Context: Dynamic business environment
Focus: Reporting – bringing BI to BUs
Example Domain
Iterative BI solution adoption path
• Common sequence of socio-technical
solution implementations – evolution
of BI solutions in enterprises
• Sources: industry reports [1,2], contacts
in the industry
Leveraging
SUs
4
*
9. Can Modeling Help? How?
RCIS 2013, 29.05.20139
Report
interactivity
D
D
CU
BI Team
D
Standard
Reports
Ad hoc
result
D
D
D
D
D
DD
D
D
Ad hoc
authoring
tool
Ad hoc request
be fulfilled Ad hoc
authoring tool
be provided
D
D
Perform ad
hoc BI query
Execute BI
query
D
D
Be
implementedD
D
SU
Timely
[ad hoc report]
Ad hoc
reports
D
D
D
D
Access pre-
built standard
reporting
Ad hoc analysis
be conducted
Monitor
business
Right
time
Fulfilled by
SU
Provide standard
reporting
DW
Meet business
information needs
Fulfill ad hoc
request
Interactivity
Help
Learn tool
Quick to learn
[tool]
Help
Empowered
Help
Analytical
aptitude
On-demand
tool feature
D
D
Help
Timely
[analysis]
Help
Help
Ad hoc analysis
be supported
Provide ad hoc
authoring tool
D
D
Belonging
[BI Team]
D
BI tool
expertise
Help
Governance
[data]
D
Gather input
Recognition
[SU]
Help
D
D
Help
Follow
enterprise
standard
Help
Formulate BI
query
On-demand
tool feature
D
D
Technical
skills
Accurate
requirements
User
behavior
Sense and
analyze user
needs
Help
Enterprise
standard be
followed
D
Tool
input
D
Tool training be
provided
Std. report
requirements
User
behavior
D
D
Evolving Socio-Technical Solutions
Process Models: processes, lifecycles, change
Social and Goal Models: functional/non-functional objectives,
actors, relationships
10. 1: Traditional BI
RCIS 2013, 29.05.201310
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Typical Initial BI solution within
many BI adopters:
• BU – standard reports
• BI Team – repository of
standard reports and
development of ad hoc reports
Leveraging
SUs
4
*
11. 1: Traditional BI
RCIS 2013, 29.05.201311
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
Leveraging
SUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Typical Initial BI solution within
many BI adopters:
• BU – standard reports
• BI Team – repository of
standard reports and
development of ad hoc reports
What actually happened:
• Business domain volatility → changing
analytical needs of BUs
• Gap b/w capabilities of standard reports and
BU needs grows → # of ad hoc report
requests increase → bottleneck
12. The Case for Modeling
RCIS 2013, 29.05.201312
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Leveraging
SUs
4
*
Given what happened,
• Could modeling have anticipated the result?
• Can modeling be used to help understand what
happened?
• Can modeling help us find a new solution?
13. RCIS 2013, 29.05.2013
Using the i* social modeling notation to capture the scenario
13
1: Traditional BI: Modeling
14. RCIS 2013, 29.05.2013
Using the i* social modeling notation to capture the scenario
14
LEGEND
Task
Resource
Goal
Softgoal
Help
Hurt
Means-ends link
Decomposition link
Contribution link
Actor
boundary
D
Dependency link
?
Denied
Unknown
1: Traditional BI: Modeling
15. RCIS 2013, 29.05.2013
Analyzing the model. With i*, we are able to capture:
Actors, their functional and non-functional goals, and dependencies
15
1: Traditional BI: Modeling
16. RCIS 2013, 29.05.2013
Analyzing the model. With i*, we are able to capture:
Actors, their functional and non-functional goals, and dependencies
Unmet goals, the driving forces for change
16
1: Traditional BI: Modeling
17. RCIS 2013, 29.05.2013
Analyzing the model. With i*, we are able to capture:
Actors, their functional and non-functional goals, and dependencies
Unmet goals, the driving forces for change
Alternative ways of fulfilling goals – i.e., the possible adaptation paths
17
1: Traditional BI: Modeling
18. RCIS 2013, 29.05.2013
Analyzing the model. With i*, we are NOT able to capture:
Dynamics of the scenarios – i* model is just a snapshot.
Speed and rates of change.
Frequencies of occurrences (e.g., of dependencies).
18
i* Modeling
• i* could not have anticipated the failure of
Solution 1, can somewhat help understand
what happened, can help identify future
alternatives.
1: Traditional BI: Modeling
19. Process Models: Modeling Temporal
and Iterative Aspects
Social models
Can capture motivations and driving forces behind change
(+social aspects)
We use BPMN (with extensions) to:
Look at multiple layers of change in dynamic environments
Determine if we can
Visualize feedback loops
Capture the details of (re-)design cycles, analyze their relative
frequencies, duration.
RCIS 2013, 29.05.201319
20. BusinessMonitoring
Sell Products
Online
Analyze &
Interpret
Decide
Managerial
Action
Personalize
Create
(Query)
Execute Analyze
Generate
(Ad hoc
report)
Adjust?
Analyze
(Reporting
Requirement)
Design Develop Test
Deploy
(Standard
report)
Data
Warehou
sing
Drill Down
C
Continued
D= minutes
Operational
Process
AdhocReporting
Standard
Reporting
D= seconds ~
minutes
D= hours
D= days
Report interactivity
Managerial Action
Standard reports Ad hoc reports
Ad hoc request
Report requirements
Operational data
S
C
S
M S
M
M
S
Report requirements
S
Legend
Pool
Task
Sequence flow
Annotation
S
M
C
Sensing flow
Control flow
Mechanism flowStart
event
End event
Start message
DurationMessage flow D
Text
End message
Association
21. BusinessMonitoring
Sell Products
Online
Analyze &
Interpret
Decide
Managerial
Action
Personalize
Create
(Query)
Execute Analyze
Generate
(Ad hoc
report)
Adjust?
Analyze
(Reporting
Requirement)
Design Develop Test
Deploy
(Standard
report)
Data
Warehou
sing
Drill Down
C
Continued
D= minutes
Operational
Process
AdhocReporting
Standard
Reporting
D= seconds ~
minutes
D= hours
D= days
Report interactivity
Managerial Action
Standard reports Ad hoc reports
Ad hoc request
Report requirements
Operational data
S
C
S
M S
M
M
S
Report requirements
S
Legend
Pool
Task
Sequence flow
Annotation
S
M
C
Sensing flow
Control flow
Mechanism flowStart
event
End event
Start message
DurationMessage flow D
Text
End message
Association
Capturing Duration
22. BusinessMonitoring
Sell Products
Online
Analyze &
Interpret
Decide
Managerial
Action
Personalize
Create
(Query)
Execute Analyze
Generate
(Ad hoc
report)
Adjust?
Analyze
(Reporting
Requirement)
Design Develop Test
Deploy
(Standard
report)
Data
Warehou
sing
Drill Down
C
Continued
D= minutes
Operational
Process
AdhocReporting
Standard
Reporting
D= seconds ~
minutes
D= hours
D= days
Report interactivity
Managerial Action
Standard reports Ad hoc reports
Ad hoc request
Report requirements
Operational data
S
C
S
M S
M
M
S
Report requirements
S
Legend
Pool
Task
Sequence flow
Annotation
S
M
C
Sensing flow
Control flow
Mechanism flowStart
event
End event
Start message
DurationMessage flow D
Text
End message
Association
Capturing Control Flow
23. BusinessMonitoring
Sell Products
Online
Analyze &
Interpret
Decide
Managerial
Action
Personalize
Create
(Query)
Execute Analyze
Generate
(Ad hoc
report)
Adjust?
Analyze
(Reporting
Requirement)
Design Develop Test
Deploy
(Standard
report)
Data
Warehou
sing
Drill Down
C
Continued
D= minutes
Operational
Process
AdhocReporting
Standard
Reporting
D= seconds ~
minutes
D= hours
D= days
Report interactivity
Managerial Action
Standard reports Ad hoc reports
Ad hoc request
Report requirements
Operational data
S
C
S
M S
M
M
S
Report requirements
S
Identifying Sense-Control Pairs
24. BusinessMonitoring
Sell Products
Online
Analyze &
Interpret
Decide
Managerial
Action
Personalize
Create
(Query)
Execute Analyze
Generate
(Ad hoc
report)
Adjust?
Analyze
(Reporting
Requirement)
Design Develop Test
Deploy
(Standard
report)
Data
Warehou
sing
Drill Down
C
Continued
D= minutes
Operational
Process
AdhocReporting
Standard
Reporting
D= seconds ~
minutes
D= hours
D= days
Report interactivity
Managerial Action
Standard reports Ad hoc reports
Ad hoc request
Report requirements
Operational data
S
C
S
M S
M
M
S
Report requirements
S
Identifying Feedback Loops
Monitor
Analyze Plan
Execute
25. A Hierarchical View of
Design Processes
Adaptation loops reveal special relationships among
processes
Higher-level process – control/design/change process
Lower-level processes – target/use/etc. processes
Change though
Control – constrains the options for the target process. Adaptation.
Mechanism – changes the space of options for the target process.
Evolution
Result – hierarchy of processes reflecting their control
order.
These also help when change cannot be accommodated at runtime
(e.g., when we need to design new capabilities)
RCIS 2013, 29.05.201325
28. 28
Controller/Designer procs vs. controlled/designed procs
• Controller/Designer (C/D) procs – executed less frequently
• Decisions in C/D procs – higher-level
• Different responsible roles
• Different decision criteria
• …
29. 2: Moving to Self-Service BI
RCIS 2013, 29.05.201329
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
5
*not shown in the presentation
*
…
(Further iterations
may follow)
In response, vendors came up
with Self-Service BI Tools: shorten
ad hoc report design cycle
• BU – given the self-service tool
• BI Team – repository of
standard reports and tool
training
Leveraging
SUs
4
*
30. 2: Moving to Self-Service BI
RCIS 2013, 29.05.201330
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
Leveraging
SUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
In response: vendors came up
with Self-Service BI Tools, shorten
ad hoc design cycle
• BU – given the self-service tool
• BI Team – repository of
standard reports and tool
training
What actually happened:
• Wide-ranging needs of BUs + unrealistic
expectations of BUs’ capabilities → self-
service tool too complex or too restrictive.
Reverted to Solution 1.
31. 2: Moving to Self-Service BI
RCIS 2013, 29.05.201331
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Leveraging
SUs
4
*i* and BPMN Modeling
• As we will see in the next iteration, social
models could have anticipated the failure
and can be used to “diagnose” it.
• BPMN models: can’t capture social
aspects, but can analyze shorter report
design cycle.
32. 3: Tailoring to CUs
RCIS 2013, 29.05.201332
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
5
*not shown in the presentation
*
…
(Further iterations
may follow)
In response: self-service solution
to Casual Users + customizable
standard reports + ample training
• CU – new role (BU with limited
report creation capabilities).
Needs simple and easy-to-learn
tools.
Leveraging
SUs
4
*
33. 3: Tailoring to CUs
RCIS 2013, 29.05.201333
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
Leveraging
SUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
In response: self-service solution
to Casual Users + customizable
standard reports + ample training
• CU – new role (BU with limited
report creation capabilities).
Needs simple and easy-to-learn
tools.
What actually happened:
• Assumption of analytical aptitude fails for
many CUs + the tool is difficult even with
training → limited adoption.
34. 34
With i*, we are able to capture:
Objectives from the p.o.v. of CUs w.r.t. the tool and assumptions about
their capabilities w.r.t. the tool and assumptions about their capabilities.
NOTE: Physical actors (agents) and logical actors (roles) are distinct in i*. A capability is a property of an
agent. Physical agents may fail to possess skills required for playing logical roles.
CU
BI Team
DStandard
Reports
Ad hoc
result
D
D D
D
D
Access pre-
built standard
reporting
Provide standard
reporting
DW
Ad hoc analysis
be conducted
D
D
Ad hoc
authoring
tool
Execute BI
query
D
D
Be
implementedD D
Monitor
business
Rely on self with
authoring tool
Meet business
information needs
Easy to use
[tool]
Perform BI
query
Easy to use
[tool]
D
D
Right
time
Help
Help
?
Learn tool
Analytical
aptitude
Quick to learn
[tool]
Help
Help
?
?
?
Zero request
backlog
Help
Ad hoc analysis
be supported
Provide ad hoc
authoring tool
Formulate BI
query
Std. report
requirements
Tool training be
provided
3: Tailoring to CUs: Modeling
35. 35
CU
BI Team
DStandard
Reports
Ad hoc
result
D
D D
D
D
Access pre-
built standard
reporting
Provide standard
reporting
DW
Ad hoc analysis
be conducted
D
D
Ad hoc
authoring
tool
Execute BI
query
D
D
Be
implementedD D
Monitor
business
Rely on self with
authoring tool
Meet business
information needs
Easy to use
[tool]
Perform BI
query
Easy to use
[tool]
D
D
Right
time
Help
Help
?
Learn tool
Analytical
aptitude
Quick to learn
[tool]
Help
Help
?
?
?
Zero request
backlog
Help
Ad hoc analysis
be supported
Provide ad hoc
authoring tool
Formulate BI
query
Std. report
requirements
Tool training be
provided
3: Tailoring to CUs: Modeling
With i*, we are able to capture:
Objectives from the p.o.v. of CUs w.r.t. the tool and assumptions about
their capabilities.
Failures to achieve CUs’ goals and wrong capability assumption.
36. 36
CU
BI Team
DStandard
Reports
Ad hoc
result
D
D D
D
D
Access pre-
built standard
reporting
Provide standard
reporting
DW
Ad hoc analysis
be conducted
D
D
Ad hoc
authoring
tool
Execute BI
query
D
D
Be
implementedD D
Monitor
business
Rely on self with
authoring tool
Meet business
information needs
Easy to use
[tool]
Perform BI
query
Easy to use
[tool]
D
D
Right
time
Help
Help
?
Learn tool
Analytical
aptitude
Quick to learn
[tool]
Help
Help
?
?
?
Zero request
backlog
Help
Ad hoc analysis
be supported
Provide ad hoc
authoring tool
Formulate BI
query
Std. report
requirements
Tool training be
provided
3: Tailoring to CUs: Modeling
With i*, we are NOT able to capture:
The difference in frequencies of Learn Tool and Execute BI Query cannot
be captured.
Gradual learning and skill improvement and tool adjustment cannot be
easily represented.
37. 3: Tailoring to CUs
RCIS 2013, 29.05.201337
Handling
PUs
Traditional
BI
Self-Service
BI
Tailoring to
CUs
1
2
3
4
5
*not shown in the presentation
*
…
(Further iterations
may follow)
Leveraging
SUs
4
*i* and BPMN Modeling
• i* could have predicted some problems with
solution adoption and can help with post
mortem.
• BPMN models: can’t capture social
aspects, but can analyze shorter report
design cycle.
38. Conclusions
Based on our experience with the case study
The need for modeling ongoing adaptation and change in the face
of uncertain/evolving requirements is a fact of life for enterprises.
Co-evolution and alignment of the social and technical components
of solutions is important.
Neither the i* social modeling notation nor the (augmented) BPMN
notation is adequate.
Aspects of modeling and analysis that are important to
support:
Variability Modeling and Binding, criteria for alternative selection,
barriers to adoption/change.
Social Modeling – physical vs. logical actors, skills/capabilities,
personal goals, incentives.
Feedback (failures, changes in context, requirements), multiple
levels of design – changes within/across levels, iterations.
Temporal and dynamic aspects – frequencies, duration, etc.
38
39. Future Work
Further case studies.
We are aiming at proposing a modeling and analysis
approach that addresses the challenges identified in this
paper.
Working on the idea of enterprise decision space
Requirements-driven, goal-oriented
High-variability, explicit capturing of decision criteria
Many linked decisions at multiple levels
Feedback
Informed by BI
RCIS 2013, 29.05.201339
41. Bibliography
[1] W. Eckerson, “Business-driven BI using new technologies to foster
self-service access to insights,” TechTarget, 2012.
[2] B. Evelson, “The Forrester wave: self-service business intelligence platforms,
Q2, 2012”, Forrester Research, 2012.
41
Editor's Notes
Transforming raw data into meaningful business information. Gives companies critical competitive advantage. Organizational/socialAnd technical components.
We will see how augmented BPMN models could be used to model the dynamics of this solution.
To evaluate enterprise adaptiveness, it’s important to evaluate monitoring and change processes w.r.t. to their operational processes. E.g., the operational process runs in seconds (and we may have 1000’s of them) and if the monitoring/change process takes days, than the org. will not be able to adapt the operational process when needed.
Control flow – usually constrains the options for the target process. Adaptation.Mechanism flow – changes the space of options for the target process. Evolution.
Note: 2 processes involved in the feedback loop. One controls another.
Need to focus on physical actors, not just on abstract roles.