Web Maps. Web 2.0. Real-Time Data. Geodata UGC. Mobile. Social Networks

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1 Solution Approaches & Best Practices for Enterprise Interoperability Jim VanOstenbridge Enterprise Consultant ESRI Professional Services

2 Principal References

3 Agenda Introduction Scenario Part 1: The New Dashboard Aspirations for a New Operating Model Scenario Part 2: Brute Force Interoperability Enterprise Maturity: Evolving the Operating Model Scenario Part 3: Recasting the Project Solution Design & Development/Operations & Maintenance ESRI Resources and Guidance Additional References Interoperability Best Practice Summary Discussion Closing Remarks

4 Maps and GIS Are Changing Becoming Richer & More Pervasive New Styles, Patterns & Techniques New Services Web 2.0 Web Maps Mashups UGC Geodata Social Networks Real-Time Data Mobile New Media

5 Enterprise Interoperability Enterprise Defined (Merriam Merriam-Webster Webster) A unit of economic organization or activity; especially: a business organization Interoperability Defined (CMU SEI SOSI) The ability of a set of communicating entities to 1.Exchange specified state t data and 2.Operate on that state data according to specified, agreed-upon, operational semantics. In practical terms Getting the right information to the right place at the right time in the right format to support orchestrated business activity it

6 A Recent History of Interoperability Mainframes & Client/Server

7 A Recent History of Interoperability Middleware & Brokers Middleware/Brokers

8 A Recent History of Interoperability Services Oriented Architecture (SOA) Presentation Layer Internal Consumers Portal External Consumer Busine ess Laye er SOA Infrastructure Tools Security - Discovery Internet Service A Service B Service C Service D ation yer Enterprise Information Systems Inform Lay Mainframe Hierarchical Database External Systems

9 A Recent History of Interoperability Centralized Solutions User User User Program Office Regional Office Thin Client Connections Thin Client Connections Data Center Application Data Field Office Thin Client Connections User Thin Client Connections Citrix Server Farm Web Servers Oracle ArcSDE Lab

10 A Recent History of Interoperability Distributed Solutions Regional Office Field Office User & App. User & App. Data ( Replica ) Local Server User & App. Replicate Deltas Only Replicate Deltas Only Data Center Data ( Master ) Replicate Deltas Only User & App. User & App. Region Field User Master Database File Server

11 A Recent History of Interoperability Where we are today Greater measures of organizational work involve information systems The internet has set expectations of on-demand access to networks Whatever technology was, or is now will precede what s next Imagination still moves faster than implementation

12 Extraction, Transformation & Load The Heavy Lifting of EI Access to data is the key point of interest in EI Data models for different solutions are different Interpretation of common content may be different Transaction cycles for different solutions are different High Value Task: Figuring out ETL details Low Value Task: Extracting, Transforming, and Loading Data

13 Enterprise Architecture (EA) Enterprise Architecture has been around for a long time as a discipline i yet can be broad in scale, broadly defined d and organizationally personalized Enterprise Architecture the organizing logic for business processes and IT infrastructure, reflecting the integration and standardization requirements of the firm s operating model. - Jeanne Ross, MIT Sloan Center for Information Systems Research Enterprise Architecture = Architecture of the Enterprise The Why of EI

14 Operating Model ss Integratio on Busi iness Proce High Low Coordination Unique businesses with a need to know each other s transactions Key platform capability: easy access to shared data for customer service, decision making, and integration Diversification Independent businesses with different customers and expertise Key platform capability: Provide economies of scale through shared services without t limiting iti independence Unification Single business with global process standards and shared global data Key platform capability: standard business processes and global data access Replication Independent but similar business units Key platform capability: Standard business processes and systems for global l efficiencies i i Low Business Process Standardization High

15 Best Practices What are best practices? Results of enlightened trial and error Community body of experience Where do they come from? People who have traversed your path ahead Why does it look like more work than I do now? These are the lessons learned by others You may need to learn some of these lessons yourself to appreciate best practices Delegating responsibility with technical solutions requires precision

16 EI, Pragmatically speaking What is it? Coordinated activity based on contextual and efficient access to shared information Why is it important? How do you get it? How do you know when you ve got it? Pitfall to avoid Interoperability is about more than technology

17 What s the main point of Enterprise Architecture? People working together Using technology Executing an organization s operating model To achieve business objectives Enterprise Architecture is more than servers, networks, software, and data the framework where interoperability requirements are managed An approach for managing change for an organization s application of technology-based solutions Perhaps a scenario would help

18 Enterprise Stakeholders & Interactions Apple County Commissioners Peterman County Administrator Steinbrenner CIO Kramer Public Works Crew Chief Elaine Planning Dept. Supervisor George IT Manager Newman State DOT GIS Manager Jerry GIS Manager, Analyst Estelle Customer Service Leo RPC GIS Manager Puddy Mass Transit GIS Manager Frank Transportation Planner

19 What the Scenario implies so far Business case Cost associated with cognitive synergy of system content Expensive and inconsistent environment for making decisions Goal is improved coordination (new operating model) Current operating model is diversification Coordination through h human glue Assumption Every member of our cast is competent in their role with the tools in their environment There are realistic limits to each of their roles This looks like a one-off off project to Jerry

20 Aspirations for a new Operating Model Current State Diversification Future State Coordination What are the implications? What will have to change? ation Business Process Integr High Low Coordination Unique businesses with a need to know each other s transactions Key platform capability: easy access to shared data for customer service, decision i making, and integration Diversification Independent businesses with different customers and expertise Key platform capability: Provide economies of scale through shared services without limiting independence Low Unification Single business with global process standards and shared global data Business Process Standardization Key platform capability: standard d business processes and global data access Replication Independent but similar business units Key platform capability: Standard business processes and systems for global efficiencies High Let s continue

21 Collecting field content

22 Management Pressure

23 DOT Scripts and Schema Ready

24 A Call from DOT

25 The Review

26 Activity Diagram: All roads lead to Jerry Financial Extract WO Mgt Extract 411 Extract CIP Invoice Data WO Mgt Data Customer Calls Manual TL DOT Data Ridership Data Traffic Counts DOT Extract DOT Data Courier to Apple Co. Mass Trans Extract RPC Extract

27 Activity Diagram: All roads lead to Jerry Financial Extract How durable is this process? WO Mgt Extract 411 Extract CIP Invoice Data How has it evolved? WO Mgt Data Customer Calls How frequently does this need to run? Can Jerry Take a day off? Go on vacation? Win the lottery? DOT Data Manual TL Ridership Data Traffic Counts DOT What about DOT Jerry s Courier Day to Job? Mass Trans Extract Data Apple Co. Extract RPC Extract

28 Why have many interoperability projects failedinthepast? in Existing systems likely had few interoperability requirements Technical issues Structure and content of different systems are different Selecting one truth th from many (and gaining i consensus) Even new solutions that have standard interfaces to interoperate with other systems will not have the power to align data sources Interfaces to legacy systems scope gallop! The issues are more than technical Policy Procedure Influence & control Funding - Interoperability occurs in the space between systems and projects

29 CMU SEI: System of Systems Interoperability (SOSI) System Activities Model Beyond the business case How does this influence the architecture of the enterprise?

30 4 Stages of Architectural Maturity MIT Sloan Center for Information o Systems s Research Stage 1: Business Silos Stage 2: Standardized Technology Stage 3: Optimized Core Stage 4: Business Modularity The stages are cumulative Stages are generally not skipped Advancement relies on practices more than technology Practices avert risk with increasing maturity An enterprise is more likely to mature in pieces rather than as a whole. Why is this important?

31 Adopting a Solution Development Approach Developing solutions in the context of operations is difficult Stakeholder needs/ Business Processes Mitigate risk during requirements analysis Prototype during requirements phases Marketplace Programmatics/ Risk Architecture/ Design Plan iterations Prioritize requirements Inception Elaboration Construction Transition Interoperability occurs through focused effort. p Gather and define project scope Survey & try COTS Plan for business process changes Refine, experiment, & select solution Try & select COTS Prototype business process changes Implement selected solution Apply & track COTS Prepare for business process changes - CMU SEI EPIC Phase Chart Field and support solution Track and update COTS Change business process

32 The next day

33

34 Stakeholder meeting

35 Leveraging EA to clarify requirements Solution Vision Provide County Senior Management with operational views of transportation plans and projects Planned Projects Active Projects Project Status Scope, Schedule, Cost What is the business value of the solution? Identify 3 performance indicators that indicate success Impact of projects on 411 Calls Asset/Pavement Management & Internal Work Orders Traffic Counts Traffic Accidents Mass transit ridership Temporal Contexts» Today, week to date, last weekend, Calendar Month, Season, Year» Appropriate aggregations Development Resources

36 Leveraging EA to clarify requirements Business Architecture Senior Manager View maps and operational content Transportation Planner Manage transportation plan data for review Monitor authorization of plan content Promote authorized plan or project data Retire unneeded plan and project content Database & Systems Administrators Monitor enterprise databases (O&M) Support development Enterprise Architect Solution guidance and coordination GIS Manager Operations Support (50%) Transition GIS tools to Planners Implement Print on Demand solution Coordinate training for new users Provide technical support to new users Solution Development Support (50%) PM for GIS projects Provide domain expertise in solution design activities Design and Develop Data Models Design and Develop GIS processes Guide web application development GIS Solution Governance Change Management Plan

37 Leveraging EA to clarify requirements Data Architecture Databases of Record Where each truth to be presented by the solution will come from Data models Source Data Transformation Requirements Production Database(s) Administrative Data Mobile Data Business Content Publication Content Base map content Web service schemas Content & Standards Metadata

38 Leveraging EA to clarify requirements Application Architecture Web consumer ArcGIS Server Flex application Web service consumer Web Service Design Map services (cached, dynamic) Locators Geoprocessing Domain Application Admin (Transportation Planner) ArcGIS Desktop (initial) Web application w/ Print On Demand capablity (eventual) Mobile Solutions Solution Development Resources

39 Leveraging EA to clarify requirements Technology Architecture Where is the prototype running now? Jerry s operational server? Need to formalize solution development, test, and production resources Tailor the system for appropriate performance, availability, scalability What are the needs today? What do you expect in 6-12 months? What can you expect over the next several years? Consider computing and network performance Plan ahead. Security requirements Initial implementation will be intranet only Working with external agencies (DOT s web services) What about public participation? Implications for system configuration

40 Prioritize. Develop an Iteration Plan Rational Unified Process: Resource Allocation

41 Development Process Considerations Mitigate risk while gathering requirements Requirements cost least when capturing them matters most Design: $1 Development: $10 Testing: $100 Production: $1000 Allocate resources for prototyping COTS, Open Source Custom You are responsible for the operation of your solution Products were designed with requirements in mind, but not all of your requirements It s easier to predict the behavior of complex systems through trial and error Test rigorously Confidence is the best way to win advocacy of high-profile audiences

42 Governance In Development Configuration Management Baseline development environment OS, Software, Hardware External system dependencies Documentation (yes, documentation) In Operations and Maintenance Understand dependencies Manage transition of new or evolved capabilities from development Provide feedback

43 Candidate Solution Architecture Web User Web User Web User Web User Web User Remote System Desktop GIS User Mobile GIS Web Application (Flex, Custom) ArcGIS Server Custom Web Services Scheduled Tasks Mobile GDB Admin GDB Pub GDB App DB Bus. Content GIS Admin

44 Best Practices Decide on your operating model - set expectations Separate Development from Ops & Maintenance Build solutions iteratively Manage Change (Governance & Solution Portfolio Management) Consider Solution Architectural Maturity Silo, Standardization, Optimized Core, Business Modularity Cumulative, not exclusive Cultural appreciation of Architectural Maturity is important Practices in development are as important as those in O&M Business Case Development In ROI, the I must precede the R Identify your Rs Interoperability happens because you will it into existence

45 ESRI Solution Approaches Embrace established GIS and IT practices A lot of lessons to learn from Be pragmatic Realizing gy you vision will take time Take deliberate & methodical steps Change can be challenging The practice of GIS is changing g Technological advances More information available in digital form than ever before Greater demand across organizations to access, apply, interact with, & transact upon information Introducing technology that changes the way people work and changes organizational behavior In addition to the roles of others, your role may also need to evolve

46 ESRI Guidance: Patterns Data Management Planning & Analysis Workforce Optimization Operational Awareness A Complete Integrated System Customer Contact Store, manage, & maintain accurate data records Transform data into actionable intelligence Get information Into and out of the field Support for decision makers & knowledge workers Disseminate knowledge & gain consensus Desktop Server Mobile Online

47 ESRI Online Resources ESRI Enterprise Resource Center Application Architectures Security Performance and Scalability Transportation Data Model

48 ESRI Press Books Thinking About GIS Guidance remains relevant Building a GIS System Design Guidance Modeling Our World Techniques for designing geodatabases Designing Geodatabases for Transportation Domain-focused design guidance

49 Discussion

50 The Diner

51 Solution Approaches & Best Practices for Enterprise Interoperability Thank you! Jim VanOstenbridge Enterprise Consultant ESRI Professional Services