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AESE
© HW Sorenson
Architecture-based Enterprise Systems Engineering (AESE)
An Emerging Graduate Program at the
University of California, San Diego
http://aese.ucsd.edu
Joint Program of the Jacobs School of Engineering and the
Rady School of Management
AESE
© HW Sorenson
The AESE Process
People
Organization
Architecture-based
Enterprise
Systems Engineering
(AESE)
The AESE Structure
Technology
AESE
© HW Sorenson
The General Context
• Business & National Security Operations Involve– Many diverse stakeholders with differing cultures and
responsibilities– High degree of heterogeneity and redundancy in
organizations, processes, and systems– Large number of autonomous or stove-piped systems– Inconsistent data/information models and data bases– …..
• Business & National Security Operations Need – Cross-domain interoperation– Ability to respond to unexpected events in timely and
effective manner– Decision support systems closely related to mission
objectives – Affordable “IT renovations” that provide improved and
new capabilities in the short-term
AESE
© HW Sorenson
Enterprise systems are composed from component systems with these characteristics
– The component systems achieve well-substantiated purposes in their own right even if detached from the overall system;
– The component systems are managed in large part for their own purposes rather than the purposes of the whole;
– It exhibits behavior, including emergent behavior, not achievable by the component systems acting independently
– Functions, behaviors and component systems may be added or removed during its use
–The resulting system is open and involves many management domains
Important Characteristics of the Situation
* After Maier, Sage, Levis…
AESE
© HW Sorenson
Return to the Basics of Systems Thinking1
• Operational definition of a “systems methodology” involves three interdependent variables – Structure– Function– Processthat, together with the environment, define the whole
• Structure defines components and their relationships and constraints– synonymous with input, means, and effects
• Function defines the outcome – synonymous with output
• Process defines the sequence of activities required to produce the outcomes – how to do the function
Development process is necessarily iterative
1 Gharajedaghi, Jamshid, Systems Thinking: Managing Chaos and Complexity, Butterworth Heineman, 1999
AESE
© HW Sorenson
Return to the Basics of Systems Thinking1
• Operational definition of a “systems methodology” involves three interdependent variables – Structure– Function– Processthat, together with the environment, define the whole
• Structure defines components and their relationships and constraints– synonymous with input, means, and effects
• Function defines the outcome – synonymous with output
• Process defines the sequence of activities required to produce the outcomes – how to do the function
Development process is necessarily iterative
This methodology provides the basis for all of the program offerings
1 Gharajedaghi, Jamshid, Systems Thinking: Managing Chaos and Complexity, Butterworth Heineman, 1999
AESE
© HW Sorenson
Entropy is the measure of randomness in the universe. According to the Second Law of Thermodynamics, closed systems move toward increasing disorder or higher levels of entropy. However, open-living systems display and opposite tendency; they move toward order, thus generating negative entropy. Emergent behaviors are a result
Evolution of Systems Thinking
SHIFTOF
PARADIGM
Mindless System
Machine Model
Uniminded System
Biological Model
Multiminded System
Social Model
Analytical Approach
Systems Approach
Interdependent Variables
Independent Variables
InterchangeabilityOf
Parts & Labor
Henry Ford’s Mass Production System
Diversity & Growth
Alfred Sloan’s Divisional Structure
Redesign
Ackoff’s Interactive Management
Participative Management
Self-organizing Systems
Tavistock Institute’s Socio-Tech Model
Joint Optimization
Ford’s Whiz Kids
Operations Research
Flexibility & Control
Ohno’s Lean Production
Cybernetics Model
Purposeful1. Society2. Organization3. Members
Social systems are information-bonded
Choice
Reductionist
AESE
© HW Sorenson
ContextProblem
FormulationSolution Approach
Solution Implementation
The Problem Solving Structure
The Systems Methodology
Understanding the Context is manifested as a strategy which drives the systems problem in terms of three interdependent variables and the solution is developed iteratively
Function
StructureProcess
Strategy
AESE Program Fundamentals
DesiredCapabilities
AESE
© HW Sorenson
Enterprise SE Context
• “Continuous improvement” – no prescribed “end point”
• “Desired enterprise capabilities” – no well-defined and bounded requirements
• Reality indicates that “no one” is actually in charge• Heterogeneity across diverse stakeholder domains• “Systems” come and go so enterprise system is
NOT bounded• ….
Enhanced capabilities evolve “rapidly” in the small and extend to the enterprise where needed
Trade studies using “prototypes and experimentation” “in the small”
AESE
© HW Sorenson
The Enterprise Systems Engineering Context
• Development is driven by fundamental tension between needs of the enterprise and of the local user– Internet, W3C, and IT enable solution for different
“virtualization” views (i.e., structure)– Trust virtualization and information governance– Storage virtualization (SANs)– Data virtualization (metadata repositories)– Information virtualization (semantic grid)
– “Data”, “information”, and “knowledge” are the medium of exchange* (i.e., function)
– Business process modeling and work flow engines provide the basic tools for analysis (i.e., process)
Potentially a very large number of entities; people, organizations, and technologies (e.g., systems)
Dimensionality is a curse – system complexity
The concepts and ideas stemming from the study of complex adaptive systems provide the foundation for the AESE Program.
AESE
© HW Sorenson
Basics of the AESE Development Approach
• Development shall be done in a “continuous iterative manner”– Natural systems follow an evolutionary process – not a
revolutionary process– Even disruptive innovations are introduced in an
evolutionary manner– Example: The Internet and World-wide Web, while
clearly having a revolutionary impact, have evolved and continue to evolve
• Iterations are driven by business needs – What capabilities are most needed for the enterprise to
survive, indeed to thrive?Technology application responds to the business drivers
Build the complex enterprise system by introducing changes that can be implemented in days or weeks, not years or decades
AESE
© HW Sorenson
Basics of the AESE Development Approach (2)
• Define the “outcome spaces”– What are desired “capabilities” (NOT specific
requirements)?– Capabilities need to be defined carefully BUT should not
be a “point solution” as produced by a requirements-driven process
• Develop a “continuous interaction space”– Identify all stakeholders who are to be involved in the
development of a specific capability– Include all legacy and new systems which contribute
to the capability– Stakeholders define measures that enable “judgments”
to be made about the utility of a solution approach– Choose utile solutions and discontinue less than
satisfactory solutions– There must be “sensitivity” to possibly destructive
behaviors introduced by “unsuccessful varieties”
AESE
© HW Sorenson
Basics of the AESE Development Approach (3)
• Evolve a “development environment” that enables– Implementation of business processes that produce the
desired outcome spaces– “Elements” to “come and go” at will
– Co-existence of “run time” behaviors with “build time” elements
– Use of “agile” or “plan-driven development”, as appropriate• Current capability should be evolved to meet
recognized deficiencies through– Systematic assessment of Use Cases (i.e., mission threads)
as related to the responsibilities and capabilities of Communities of Interest (COI)
– Use minimal level of detail that enables identification of – interoperability points– information/data and work processes that must be
exchanged or shared
AESE
© HW Sorenson
Basics of the AESE Development Approach (4)
• Introduce “Developmental Precepts” that prescribe rules for interaction– Define architecting principles– Evolve the appropriate architecture– Prescribe processes for architecture conformance
and implementation compliance
• Evolve a “common infrastructure” that supports the interaction space and exhibits continuous growth in ability to support ever increasing capability– Infrastructure is built from the business needs down –
not from a bottom up engineering development– Development model is supported by the style of
Service-Oriented Architectures (SOAs)
AESE
© HW Sorenson
AESE Process, Structure, and Function
AESE
© HW Sorenson
EVOLVEENTERPRISE
ARCHITECTURE
DETERMINECAPABILITY
NEEDS
IDENTIFYCAPABILITY
STAKEHOLDERS
SELECTCAPABILITY
USE CASES
DEFINEOUTCOME
SPACE
DEVELOPPOTENTIALCAPABILITYSOLUTIONS
PERFORMGAP
ANALYSIS
SELECT PILOT
PROJECTS
EVOLVEENTERPRISE
INFRASTRUCTURE
PRIORITIZECAPABILITYSOLUTION
ESTABLISHDEVELOPMENTENVIRONMENT
CURRENT CAPABILITIES
AESE Agile Development Process
STRATEGIC DRIVERSDEVELOPENTERPRISESTRATEGY
CONTINOUS INTERACTION
SPACE
AESE
© HW Sorenson
EVOLVEENTERPRISE
ARCHITECTURE
DETERMINECAPABILITY
NEEDS
IDENTIFYCAPABILITY
STAKEHOLDERS
SELECTCAPABILITY
MISSION THREADS
DEFINEOUTCOME
SPACE
DEVELOPPOTENTIALCAPABILITYSOLUTIONS
PERFORMGAP
ANALYSIS
SELECT PILOT
PROJECTS
EVOLVEENTERPRISE
INFRASTRUCTURE
PRIORITIZECAPABILITYSOLUTION
ESTABLISHDEVELOPMENTENVIRONMENT
CURRENT CAPABILITIES
AGILEDEVELOPMENT
AESE Agile Development Process
STRATEGIC DRIVERSDEVELOPENTERPRISESTRATEGY
CONTINOUS INTERACTION
SPACE
EnterpriseLevel
StakeholderLevel
Architect Level
Feedback
Outcome
Space
Enterprise Systems Engineer
Level
AESE
© HW Sorenson
Feedback
Enterprise Systems Engineer
Level
Architect Level
StakeholderLevel
EnterpriseLevel
EVOLVEENTERPRISE
ARCHITECTURE
DETERMINECAPABILITY
NEEDS
IDENTIFYCAPABILITY
STAKEHOLDERS
SELECTCAPABILITY
USE CASES
DEFINEOUTCOME
SPACE
DEVELOPPOTENTIALCAPABILITYSOLUTIONS
PERFORMGAP
ANALYSIS
SELECT PILOT
PROJECTS
EVOLVEENTERPRISE
INFRASTRUCTURE
PRIORITIZECAPABILITYSOLUTION
ESTABLISHDEVELOPMENTENVIRONMENT
CURRENT CAPABILITIES
AGILEDEVELOPMENT
AESE Agile Development Process
STRATEGIC DRIVERSDEVELOPENTERPRISESTRATEGY
CONTINOUS INTERACTION
SPACE
Outcome
Space
Which can be redrawn as the fundamental structure shown in the next chart
AESE
© HW Sorenson
The AESE StructureThe Enterprise
EnterpriseNeeds
EstablishingEnterprise
Goals
Leadership
EnterpriseDrivers
Developing Enterprise Needs &
Investment Strategy
Management
Policy & Planning
Architectural Guidance
AssessingPerformance
Management
GapAnalyses
Deficiency &
GapAnalysis
Decision Support
Business Operations
Inputs to Leadership and DecisionRecommendations
EnterpriseKnowledge System
The AESE Function
Enterprise & Product Systems Engineering
Engineering The
Enterprise
ESE
EngineeringNew
Systems
PSE
CII
Enterprise Architecting
EvolvingThe
Architecture
Architect
Complying&
Conforming
Governance
Architecture
AESE
AESE
© HW Sorenson
Summary of the AESE Program
AESE
© HW Sorenson
AESE Operational Objective
• Students should have considerable experience– Minimum of five years but ten or more is preferable– Graduate degrees are desired
• Companies are asked to identify a student team of three to five people– Teams should come to the start of class with a
problem (i.e., enterprise capability) that has the interest of a senior manager
• Team project results are presented at the end of the program to AESE faculty and to the interested senior managers
• Satisfactory completion of the course work and the team project will qualify students for a graduate degree “Masters of Advanced Study”
AESE
© HW Sorenson
Program Educational Philosophy
• Each course has several lecturers • Major topics are covered in more than one
course but within different contexts and different perspectives
• Case studies illustrate use of concepts and major topics, whenever possible
• Hands on and active involvement is preferred learning modality– In-class exercises are employed as a normal
procedure– Application of material to team project is essential and
foundation for performance in the program • Participating organizations send a team with a
team project topic having the substantial interest of a senior manager
AESE
© HW Sorenson
Team Project Characteristics
• Project must be driven by the need to achieve a desirable and impactful enterprise capability enabled by timely decision-making
• To achieve the desired capability, there must be resources available in the form of people, organizations, and technologies that exhibit a large degree of heterogeneity
• The desired capability potentially can be achieved through loose coupling (i.e. information exchange) among the available resources
• A resource may become unavailable and new resources may appear in sometimes unexpected ways and times
AESE
© HW Sorenson
AESE Collaboration Laboratory
• Server system provided by Sun Microsystems• Software tools are available on the Sun server
– Primary software tools are provided by IBM– Rational tools – WebSphere tools
– Assorted other tools are available– Business modeling– Concept maps– Colored Petri Net tools– …
– Tool integration is an evolving matter• Teams have password access to system and
their data– No desire to accommodate either classified or
proprietary data
AESE
© HW Sorenson
AESE Pilot Program for CY 2006
• Four companies sent teams with a total enrollment of 15 people
• Diverse business models were solicited as part of the proof of concept– Booz Allen Hamilton– Northrop Grumman Integrated Systems– Solar Turbines– ViaSat
• Enthusiasm of companies and students spurred the preparation of a proposal for a professional graduate degree “Masters of Advanced Study”
• Proposal submitted to Graduate Council in June 2007– Now responding to guidance from the Graduate
Council
AESE
© HW Sorenson
The AESE Leadership Program for the 07-08 Academic Year
• Seven organizations– Boeing– MITRE– Northrop Grumman Integrated Systems– Northrop Grumman Mission Systems– Solar Turbines– SPAWAR Systems Center– ViaSat
• Twenty five students enrolled– All are full-time working professionals– Each student pays a fee of $20K for the year
• Graduate program is comprised of– Nine quarter courses (36 graduate credits and 30
hours of lecture/course)– Four team project courses (12 graduate credits)
AESE
© HW Sorenson
Schedule
AESE
© HW Sorenson
The Enterprise
Business Operations
Policy & Planning Enterprise Architecting
EnterpriseNeeds
EvolvingThe
Architecture
Architect
Complying&
Conforming
Governance
Architecture
Enterprise Systems Engineering
Engineering The
Enterprise
ESE
EngineeringNew
Systems
PSE
CII
ArchitecturalGuidance
EnterpriseKnowledge System
AssessingPerformance
Management
EKSNeeds
Deficiency &
GapAnalysis
Decision Support
Inputs to Leadership and DecisionRecommendations
EstablishingEnterprise
Goals
Leadership
EnterpriseDrivers Developing
Enterprise Needs &
Investment Strategy
Management
AESE
The AESE Fall Quarter CoursesCourse 1: Essentials of Business Practice - Strategic Thinking, Finance, Investment Planning, Business Operations, Marketing, …
Course 2: Leadership Skills, Values, and Team Building – Understanding Self & Others, Building Collaboration, Influence, Group Dynamics, Emotional Intelligence, Team Building, …
Course 3: Complexity and Large-scale Systems – System Complexity, Event Complexity, Enterprise Transformation, Knowledge Management, Strategy for Distributed Data Management, Managing Complex Projects, Plan-driven and Agile Development, …
AESE
© HW Sorenson
The Enterprise
Business Operations
Policy & Planning Enterprise Architecting
EnterpriseNeeds
EvolvingThe
Architecture
Architect
Complying&
Conforming
Governance
Architecture
Enterprise Systems Engineering
Engineering The
Enterprise
ESE
EngineeringNew
Systems
PSE
CII
ArchitecturalGuidance
EnterpriseKnowledge System
AssessingPerformance
Management
EKSNeeds
Deficiency &
GapAnalysis
Decision Support
Inputs to Leadership and DecisionRecommendations
EstablishingEnterprise
Goals
Leadership
EnterpriseDrivers Developing
Enterprise Needs &
Investment Strategy
Management
AESE
The AESE Winter Quarter Courses
Course 4: Enterprise Architecting – Architecture Frameworks, Enterprise Architecting and Use Cases, Ontologies, Service-Oriented Architectures, Enterprise Service Bus, SOA Security, …
Course 6: Engineering Essentials for Open, Distributed Systems – Business Driven Architectures, Business Process Modeling, Using Rational Software Modeler, SOA Infrastructure and WebSphere, Distributed Data Modeling Using iRODS, Domain Modeling Exercises
Course 5: Modeling, Simulation, & Analysis – Architecture Description, Structured Analysis, UML, Executable Architectures, Discrete Event Dynamic Systems, Colored Petri Nets, Architecture Analysis and Evaluation, SOA and IT Governance, …
AESE
© HW Sorenson
The Enterprise
Business Operations
Policy & Planning Enterprise Architecting
EnterpriseNeeds
EvolvingThe
Architecture
Architect
Complying&
Conforming
Governance
Architecture
Enterprise Systems Engineering
Engineering The
Enterprise
ESE
EngineeringNew
Systems
PSE
CII
ArchitecturalGuidance
EnterpriseKnowledge System
AssessingPerformance
Management
EKSNeeds
Deficiency &
GapAnalysis
Decision Support
Inputs to Leadership and DecisionRecommendations
EstablishingEnterprise
Goals
Leadership
EnterpriseDrivers Developing
Enterprise Needs &
Investment Strategy
Management
AESE
The AESE Spring Quarter CoursesCourse 9: Managing Stakeholder Relationships - Build & Leverage Business Relationships, Create Business Development Strategies, Write Winning Proposals, Lead 3 D Negotiations, …Course 8: Risk Analysis & Decision Support – Competing on Analytics, Organizational Simulation, The Real Option Approach-Case Studies, Human Decision-making, Risk & Utility Theory, Bayesian Inference, Data Mining, Real Options Basics
Core Course 7: Patterns for Architecture Implementation – Pattern Methodologies and Re-use, Patterns for Enterprise Integration, Implementing Patterns-An Enterprise Chat Example, Re-usable Patterns of Business Knowledge, Patterns for Complex Event Processing, …
AESE
© HW Sorenson
AESE Leadership Program Completion
Team Project Final Preparation
September 9 TuesdaySeptember 10 Wednesday
Final Team Project PresentationsSeptember 11 ThursdaySeptember 12 Friday
Summer Quarter (July- September, 2008)
AESE
© HW Sorenson
The AESE Process
People
Technology
Organization
Architecture-based
Enterprise
Systems Engineering
(AESE)
AESE
© HW Sorenson
Fundamental Questions That Must Be Answered in the
Final Team Project Presentation
AESE
© HW Sorenson
What aspects should be considered in any architecture development?
• At the Enterprise level– What is the relevant enterprise strategy and vision?– Does the architecture development have a well-defined
scope and domain?– Has the stakeholder community been identified and the
various points-of view been involved from the early stages of the development?
• Using an Architecture Framework– Do the Views that are considered relate to all of the
stakeholder groups that have been identified?– Do the viewpoints capture all of the concerns of the
stakeholder groups?– Is there appropriate recognition of cross-cutting
concerns (or perspectives) that span the views?• Summary question:
– How do the preceding considerations inform the architect about desired capabilities and the most important requirements for the desired enterprise system?
AESE
© HW Sorenson
What aspects should be considered in any architecture development? (continued)
• Concordance (or consistency) across views– What does it mean to make the viewpoints
concordant or consistent?– Recalling the RUP construct of the “4+1” views, what
is the “+1” view and how does it related to the question immediately above?
– How does the development of use cases assist in achieving concordance?
• Summary Question: – Does the preceding development concerns speak to
the following possible principle for architecting and please discuss?
Principle: Architectures are created solely to meet stakeholder needs
AESE
© HW Sorenson
What aspects should be considered in any architecture development? (continued - 2)
Observation: Use cases (sometimes referred to as scenarios or mission threads) provide an integrating concept to capture desired capabilities and requirements
• Architecture Description (i.e., model)– Using UML as the modeling language, how do use
cases enable the development of UML diagrams? For this answer, discuss
– Class diagrams– Activity diagrams– Sequence diagrams– State diagrams
AESE
© HW Sorenson
What aspects should be considered in any architecture development? (continued - 3)
• Executable Architectures– What is an executable architecture?– Having developed an executable architecture as part
of the architecture description, what use does it serve in the architecture development process?
• The Next Step– Having developed the Architecture Framework and an
Architecture Description, how does the architect inform the enterprise systems engineer to build a system that conforms to architectural guidance?
A good architecture description effectively and consistently communicates the key aspects of the architecture to the appropriate stakeholders
AESE
© HW Sorenson
What aspects should be considered in any architecture development? (continued - 4)
• An Implementation Approach using the Service-Oriented Architecture Style– Do the Use Cases define Actors and their roles?– How does the architect start to define services using
the Use Cases and the actors that are identified?– What is the relationship between services and legacy
applications and data sources?– What is a service broker and what is the notional SOA
structure that enables the future re-use of enterprise-wide services and their composability?
– What are the notional functions provided by the Enterprise Service Bus?
– What are Rich Services?
AESE
© HW Sorenson
What aspects should be considered in any architecture development? (conclusion)
• Concluding the Architecture Development– What is the simple “C3 Definition” of an architecture?– What are general classes of “constraints”?– In developing the rich services SOA architecture,
where are the constraints, or cross-cutting concerns, implemented?