How the CIM Fits in the Enterprise Information Architecture. Terry Saxton

Transcription

1 How the CIM Fits in the Enterprise Information Architecture Terry Saxton

2 Enterprise Goals Scope Internal to a utility/energy company Need: Use of common semantics regardless of where and how information is exchanged How: Development of overarching Enterprise Information Management strategy and framework Use of standards for enterprise wide information exchange semantics CIM for operational/planning information MultiSpeak HR data models Etc. Slide 2

3 System Integration Space ESB s provide backbone for most information exchanges Typically work from XML schema definitions No common model behind XML schemas IEC message payload standards are starting point However, modified and additional data fields typically required Service definitions are needed Issue How to manage and modify changes Slide 3

4 Goal: Interface Standards Should Be Based on Common Semantics (e.g., CIM) to Avoid Adding to Integration Anarchy OMS GIS CIS Integration Infrastructure WMS DMS Integration anarchy is a chaos of: (1) duplicated logic, (2) duplicated data, (3) duplicated effort, (4) newly acquired integration difficulties, AMR Data Integration Anarchy! Without Common Semantics, Point-to-Point Integration Will Continue at the Data Level (5) lack of ability to easily create new application functionality from services, and (6) lack of ability to support business processes with applications Integration anarchy will result in higher costs and an inflexible, brittle Smart Grid System of Systems Slide 4

5 Enterprise data warehouse Commercial data models are available for some parts of utility operations Providers are not utility domain experts not based on CIM Results in different semantics than those provided by the CIM in system integration space Need utility data model based on CIM Example Asset registry/repository Meter data management Customer information Other Applications Business Intelligence Composite applications Slide 5

6 Developing and Applying Enterprise Semantic Model Semantic Formalization Semantic Consistency Existing Terminology and Metadata Establish Vocabulary Use enterprise terminology and metadata along with information standards such as the CIM to collaborate on, identify and refine relevant semantics. Develop Common Model Model using vocabulary terms Refine each business context (e.g., Work Order, Service Request) Business Context Refinement Generate Implementation Semantically Consistent Artifacts (e.g., schemas for messages, databases, etc.) Slide 6

7 Solution Needed Overarching Enterprise Information Management (EIM) strategy Enterprise Semantic Model (ESM) to provide common enterprise-wide semantics that incorporates CIM plus other standards and company conventions Generate design artifacts from ESM Slide 7

8 Using the IEC Common Information Model (CIM) as a Basis for a Common Systems Language A Simple Concept With Many Challenges The same dictionary is used for multiple forms of human communication: Letters Phone calls Conversations s Etc. In similar manner, the same CIM is used for multiple forms of computer communication: Message Exchanges ETL Data Warehouses Business Intelligence Business Process Automation One Dictionary Supports Many Forms of Communication Slide 8

9 Defining EIM (Gartner) Enterprise Information Management (EIM) is: An organizational commitment to structure, secure and improve the accuracy and integrity of information assets, to solve semantic inconsistencies across all boundaries, and support the technical, operational and business objectives within the organization's enterprise architecture strategy. A commitment to EIM is recognition that information in the enterprise is as important as process (application development) and infrastructure (technology) Slide 9

10 Defining EIM (Gartner) Enterprise Information Management (EIM) is: An organizational commitment to structure, secure and improve the accuracy and integrity of information assets, to solve semantic inconsistencies across all boundaries, and support the technical, operational and business objectives within the organization's enterprise architecture strategy. A commitment to EIM is recognition that information in the enterprise is as important as process (application development) and infrastructure (technology) Slide 10

11 Who Really Drives Information Management? Project Teams Internal Systems Experts Project Consultants System Vendors System Integrators Information Management Strategists & Implementers IM Minimalists with a Tactical, Project-Oriented Focus EIM Champions with an Overarching, Long Term Focus Slide 11

12 Adopting Enterprise Information Management (EIM) Driving Forces Restraining Forces 1. Consistent enterprise-wide data 2. One version of the truth 3. Access to data regardless of source 4. Business transformation agility 5. Reduced project implementation costs 6. Reduced maintenance costs 7. Reduced IT risks 8. Availability of external services 9. Scalable business process automation 10. Scalable business activity monitoring 11. Accurate reporting regulatory, KPIs 12. Mergers and acquisitions Status Quo 1. Lack of stable industry standard definitions 2. Vendor s way = lower project costs 3. Vendors pushing for proprietary lock-in 4. Consultants pushing to be thought leaders 5. Hours-sold revenue driving System Integrators 6. Internal system experts want to remain experts 7. Project managers striving for control 8. Inertia why change? 9. Our situation s unique standards hinder us For further information, please refer to the article on page 56 of the January issue of Utility T&D Automation & Engineering: Slide 12

13 Architecting for Successful Integration Semantics Key to Success is Understanding What things need central planning What things can be left to the local developer/project team Need to make active choices regarding: System structure and dynamics cohesion & coupling Composition & decomposition Data life-cycle ownership across systems: Message level (Work Order, Trouble Ticket) Object level (Crew, Switch, Asset) Master planning is important Enterprise Information Management (EIM) Context Avoid falling into the trap of Framework Bingo Use IEC Interface Reference Model (IRM) as a starting point for service portfolio planning Slide 13

14 Incremental Development Used to engender a sense of joint ownership for the ultimate success across the organization Users: Provide feedback so that adjustments can be made impacting business functionality early in the program Use part of the to-be system, improving their confidence in the programme s ability to deliver Suppliers: Early identification of gaps improves ability for satisfactory resolutions within existing budget and schedule Significant changes in underlying business requirements can also be managed, without the need for expensive re-work downstream. Program staff Morale is improved as their confidence grows in their ability to deliver what the users want within the commitments they ve made Leads to greater enthusiasm and a sense of achievement as their productivity increases Slide 14

15 Silos Won t Stop An Overall EIM Framework Is Needed Enterprise Vision & Strategy Enterprise Architecture Enterprise Business & IT Core Processes Enterprise Business & IT Organizations Enterprise Infrastructure EIM Vision & Strategy EIM Governance EIM Core Processes EIM Organization EIM Infrastructure Vision Mission Strategy Goals & Objectives Value Propositions Sponsorship Stewardship Policies, Principles & Tenets Alignment Structure Data Quality Data Integrity Data Security & Protection Data Lifecycle Management Data Movement Semantics Management Database Management Master Data Management Information Services Services & Support CSFs & KPIs Structure (Virtual, Hybrid ) Roles & Responsibilities Functional Services Business Value and Relationship Management Information Architecture Blueprint Management Technologies (DBMS, Content Mgmt, ETL, EAI, EII, Data Modeling, BI/DW, Collaboration..) Knowledgebase and Repositories Standards & Best Practices Slide 15

16 Application of ESM to Enterprise Data Integration Open Standards Application Information Process Integration BPM/Workflow Business Intelligence Business Definitions Enterprise Semantic Model Enterprise Integration Platforms Applications Metadata Slide 16

17 ESM Architecture (Logical) Slide 17

18 EIM Solution Architecture EIM Organization, Governance, and IT Lifecycle EIM Reference Architecture, Best Practice Methods, Patterns and Frameworks Metadata Repository Business Semantics Management Enterprise Semantic Models Applications Metadata Data Service Design Data Modeling & Design BI Design Process Integration Data Integration SOA Business Reports and Portals Data Movement and Data warehouse BI/DW Enterprise Information Integration Metadata Mapping & Management Master Data Management Enterprise Content Management Design Tools Enterprise Information Search Slide 18

19 A Key User Group For EIM Next F2F Meeting: July Slide 19

20 EIM Tangible Benefits Enabling the benefits of Major Business Programs EIM is essential for delivering the business solutions in the right way to enable intended business benefits, and to reduce total cost of ownership. Business Productivity Gains (avoided cost) reduced time to discover, analyze, use, and act on data/information due to more consistent definition and data services. IT capital project savings (avoided cost) reduced effort of rediscovery and reinvent for the analysis and design phase of lifecycle for capital project systems integration work. This complements SOA benefits in the same category which focuses on the development phase of a capital project. IT integration O&M saving (avoided cost) reduced number and effort of maintaining interfaces (services) due to increased reuse and decoupling of systems at the data level. IT BI O&M saving (avoided cost) reduced number and effort of developing new or changing existing reports due to increase reuse and more consistent understanding of data. Slide 20