Describes systems of systems fundamentals and two projects related to risk management and design knowledge reuse

1. Systems of Systems: Fundamentals, Design, Management Sandeep Purao , Ph.D. Associate Professor of IST Enterprise Informatics and Integration Center Standards Interest Group, Socio-technical Systems Lab

2. P O S T Environment System Sub- system Sub- system Sub- system Feedback Entropy Emergence

3. SoS: Fundamentals Purdue University, School of Engineering

5. SoS: An Example An example of complex systems of systems at Hartford Property and Casualty (as of March 2007) Source: Gartner 2007

8. EA: An Example An example of Enterprise Architecture at UC Irvine Source: UC Irvine http://apps.adcom.uci.edu/EnterpriseArch/index.html

10. Where does EA fit? Demand for IT Supply of IT Enterprise Architecture IT Effectiveness Gap IT Efficiency Gap Business strategy and process requirements Infrastructure, Development and Implementation Business Architecture Information Architecture Technology Architecture Application Architecture

12. Measuring EA Value Example Metrics EA Benefit Show EA driven shared infrastructure enabled faster project deployment (case studies) Rapid change enabled Matrix business strategies to projects, show percent of "business aligned" projects (or investments) Improved alignment of IT with the business Show cases where new tech was NOT adopted; some where it was Business-driven introduction of new technology Show use of EA guidance to impact projects (investments) moving forward (qualitative) Direction and guidance for future investments Show quantity of new apps that use implemented shared infrastructure services Better leverage shared infrastructure Show fewer total # standard technologies/products (plus see integration for specific example) Reduction of needless complexity Count them, capture revenue (or other business value) associated with them and aggregate More-effective linkage with external systems Present common before scare and after EAI diagram; count change in # interfaces; # new apps integrated into overall portfolio (versus before) Improved integration between systems Reuse and repeat of common designs speeds decision making in projects: show less time to complete design, deliver successful project Reduced IT solution delivery time

14. The key role of ‘Process’ Services Processes Value Chain Legacy App ERP Module Adapted and extended from: IDS Scheer AG

15. BPMN (White 2006 – IBM and BPMN.org)

17. ID Assist: Research Prototype (Umapathy and Purao 2007)

18. Evaluation Results Support to use Design Knowledge Complexity of Design Task Designer Expertise Design Quality Design Effort + _ (Umapathy and Purao 2007) Yes Yes

19. SoS: Project Risk Service-oriented Integration Service-oriented Development Business Process Design Service Lifecycle Infrastructure Standards Service Model Governance Process Portfolio Management Enterprise Transformation Application Portolios Project-by- Project Project Risks

20. Research on ISD Risks (Adapted from Mathiassen 2003 and Purao and Mathiassen 2004)

23. Pilot study results External Organizational Info System Project Management Users Developers Management is aware of more risks than Users or Developers. However, it is the Developers and Users, who will have access to the detailed information needed to track events and manage risks. (Purao, Smith and Paul 2007)

24. Pilot study results Event Perception by Developers Perception by Management Perception by Users Loss of jobs Lack of training Lack of defined processes The same event is perceived differently by different groups of stakeholders

25. Highlighting selective phases Planning Design Implement’n Operational Management Users Developers Everyone concerned about Implementation stage. Not even the developers seem concerned about Design. Broad stages in the project