Systems integration and organisational choice Rolf Haugen NSB TPO-Project, 4800 Oslo, Norway telemax. no

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1 Systems integration and organisational choice Rolf Haugen NSB TPO-Project, 4800 Oslo, Norway telemax. no Abstract The purpose of the paper is to describe an integrated systems approach to computer aided planning of duties and rosters for onboard personnel in railways. An integrated approach means a client server system with a common database covering a functional domain including: 1. Long-term planning of duties and rosters for onboard personnel (drivers and guards) 2. Medium and short term planning 3. Operative personnel allocation 4. Recording and reporting of actual performance. Timetable data is transferred by an interface from a separate timetable system. Relevant rolling stock data will also be handled by an interface and the system provides input data to a separate personnel system as basis for calculation of allowances. The paper is based on experiences from a system development and implementation project in the Norwegian State Railways, NSB. Request for tenders was issued by NSB in December 1996 with reference to a required integrated computer system for crew scheduling. The project is now in the design stage. This paper is based on evaluation of tenders received and on the general experiences from the project so far.

2 270 Computers in Railways 1 Long term planning as a functional domain Functional domains within a corporation can be defined as task interdependence across the present organisational divisions [2] [7]. Longterm planning functions in railways can be defined as a domain in this sense. In railway operations long-term planning is done in three main areas: (1) Timetable (2) Rolling stock and (3) Crew scheduling. This paper does not deal with long-term planning of support functions like maintenance, purchase or investment planning. The tree areas of long-term planning are in principle sequentially interdependent. The timetable provides input data to rolling stock- and crew scheduling. Rolling stock plans provide input to parts of crew scheduling (especially for drivers). In practice the interdependencies are more complicated with overlapping and partly parallel processes. Planning of rolling stock and crew scheduling starts before the timetable is finished and significant parts of the crew scheduling (for guards) can be completed without any knowledge of rolling stock rosters. It is theoretically possible to make adjustments in the timetable to enhance better solutions in rolling stock- or crew scheduling. Because of strict time limits this seldom happens in practice. Especially crew scheduling is very complex. By the time a complete solution is finished, there is seldom time left to make adjustments. With the support of integrated IT-tools this may be changed. The potential benefits of processing these data in an integrated way are obvious. Separate IT-systems are frequently used to support one or more of these functions. The systems have, typically, been acquired one at a time at different times. Thus, they belong to different generations of IT, with different architectures.

3 Computers in Railways 271 It is possible to integrate separate systems as illustrated in Figure 1. But composite systems that cut across existing applications and data becomes highly complex and vulnerable [1][2]. Rolling Stock Applicatiaon & rules Database I Crew schedulerig / y/ \ Applicatiaon i & rules / / 1^- -^ Database Figure 1: Integrating separate systems for long term planning An alternative is to develop integrated systems for long-term planning of timetable, rolling stock and crew scheduling. Some railways and suppliers of software currently follow this integration strategy. Further developments in this direction can be expected in the future. This development will in turn facilitate integrated organisation of long term planning within railways. Traditionally, different departments have performed planning of timetable, rolling stock and crew scheduling. It has also been a tradition that plans for drivers and guards are made by different units. The capacity for information processing represented by an integrated IT-system, will form a new basis for an integrated planning department.

4 272 Computers in Railways 2 Process integration of planning and operative control Planning (long term, medium and short term), operative control and recording of actuals can be defined as a domain of functional interdependencies within railways. Figure 2 illustrates this vertical dimension of integrating planning and operative control functions. Long term crew planning Short/meduim term planning Operative control Recording/ of actual performance Figure 2: Vertical integration of planning an operative control Figure 2 shows the integrated vertical domain of long-, medium and short-term planning, operative control and recording/reporting of actual performance. The long-term plan is direct input to medium and short term planning, which are only amendments to the long term. The purpose of operative control is to handle unpredicted deviancies from the original plan. Finding last minute solutions to replacement of individuals for specific train operations, is essentially different form the abstract, theoretical problem solving in long term planning. But the same rules apply. The duties must not exceed a certain length; there must be a break after certain duration of driving, etc. The solution eventually effectuated

5 Computers in Railways 273 in the operative stage; leads to the last link in this chain, recording of actual performance, which is the basis for calculation of variable allowances. This will be linked with personnel administrative functions and systems. Further integration in this direction will not be considered here. The tasks described here are more tightly interrelated than long term planning of timetable, rolling stock and crew scheduling. The characteristics of the interdependence are: Each function (1) work on the same data and (2) the same rules apply for processing of these data. Requirements for a cross-functional system to handle this vertical domain, was announced in the EU by NSB in The requirement specification was based on analysis of: 1. The functional domain for which computer aid was required. 2. Logical interrelations between sub processes within the domain. 3. Boundary conditions (laws and regulations) and possible future changes in these. 4. Existing work organisation and alternative future forms of work organisation made possible by use of a computer system. The 13 tenders received showed that software suppliers were not ready for this. Several software development companies proposed to develop the system from scratch with long development periods and high costs. Among the vendors none had previously developed an integrated application for this domain in railways or any other comparable transport company. The suppliers tend to focus either on planning systems (long and medium term) or on operative control systems. NSB decided to make a contract on an integrated system with a supplier that previously had designed applications in both areas [3] [4]. The general architecture of an integrated application package for crew scheduling and operative control is illustrated in Figure 3.

6 274 Computers in Railways Application / / Long term Short terni planning planning / Recording/ Reporting ^i- / M^ X"" s* Generic rules J ') Rolling stock 1 ^ A cz 1 fcfc. ], ^ Crew (scheduling J A Figure 3: Architecture of an integrated application for crew scheduling and operative control. The integration of databases creates new opportunities for comprehensive data analysis and generation of management reports. The planning functions (both long and short term) will include tools for optitmation and simulation as decision support for management and planners. The knowledge of experienced planners will be built into the application, making this an expert system that can be consulted by end users distributed on the network. Increased capacity for processing of planning data facilitates the formation of an integrated planning unit for all onboard personnel. The strong links to operative personnel allocation can be the basis for the formation of cross-functional teams. Opportunities for organisational development and increased organisational choice will be explored further by bringing the stakeholders together across functions, using conference methodology [5].

7 Computers in Railways Conclusions Electronic information technology increases organisational choice [6] [8]. Fewer employees can handle more information faster. Thus, IT makes it possible for fewer people to handle larger composite tasks that used to be handled sequentially by separate departments and by different professions with different skills. Software developers tend to specialise on either planning systems or operative control systems. The current "state of the art" in software development does not yet integrate planning (long-term, medium, short term), operational control and recording of actual performance. Approaches to systems integration focus on long-term planning functions, covering timetable, rolling stock and crew scheduling. Shortterm planning/operative control and recording of actuals are logically dependent on long term plans but so far handled by separate systems. In the future, integrated systems covering planning and operative control of timetable, rolling stock and crew scheduling can be expected. Integrated systems will provide a new basis for substantial changes of the current work organisation in the railways.

8 276 Computers in Railways References [1] Davenport, T. H. Process Innovation: Reengineering Work through Information Technology, Harvard Business School Press, Boston, [2] Madnick, S and Wang, R., Evolution towards Strategic Applications of Data Bases through Composite Information Systems, Journal of MIS, 5:2, fall 1988, pp [3] Morgado E.M. and Martins J.P., Scheduling and Managing Crew in the Portuguese Railways, Expert Systems with Applications, An InternationalJournal 5, pp , [4] Morgado E.M. and Martins J.P., Managing Change in Scheduling Data, Computers in Railways F, Volume 1: Railway Systems and Management, pp , Southampton, UK: Computational Mechanics Publications, [5] Haugen, R. Adapting to rapid Change using Search Conferences, Discovering Common Ground, ed. Marvin R.Weisbord, San Francisco, [6] Trist, E, Higgin, G. Walberg. Murray, H., Pollock, A. B., Organizational Choice, Tavistock Publications, London, [7] Trist, E., Referent Organizations and the Development of Interorganizational Domains, Human Relations, Vol. 36, No. 13, pp , [8] Walton, Richard E., Up and running: Integrating Information Technology and the Organization, Boston, Harvard Business School Press, 1989.