Available online at ScienceDirect. Procedia Engineering 165 (2016 )

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1 Available online at ScienceDirect Procedia Engineering 165 (2016 ) IT-architecture reengineering as a prerequisite for sustainable development in Saint Petersburg urban underground Igor Ilin a,*, Olga Kalinina a, Oksana Iliashenko a, Anastasia Levina a a Peter the Great Saint-Petersburg Polytechnic University, Polytechnicheskaya, 29, Saint-Petersburg, , Russia Abstract Projects of organizational changes implementation usually have a purpose of providing sustainable development of a company. Reorganizational strategic projects are rather complex and involve all the eleme change process. A systematic approach to the implementation of such projects involves consideration of any organizational change in the context of enterprise architecture: it is necessary to take into account the interconnection and interdependence of business processes, organizational structure, information systems, IT infrastructure and other components of the enterprise architecture. In practice, the reorganization projects are often implemented in isolation without taking into account the existing relationship of a particular component of the enterprise architecture with other ones, which leads to unsatisfactory results of projects. The paper describes the complex approach to enterprise architecture changes influence analysis and gives the case of using the approach in the IT-architecture reengineering project in Saint Petersburg Urban Underground Published The Authors. by Elsevier Published Ltd. This by Elsevier is an open Ltd. access article under the CC BY-NC-ND license ( Peer-review under responsibility of the scientific committee of the 15th Peer-review Urbanisation under as a responsibility Prerequisite of for the Sustainable scientific committee Development. of the 15th International scientific conference Underground Urbanisation as a Prerequisite for Sustainable Development Keywords: enterprise architecture, IT-architecture, process reengineering, underground. 1. Introduction * Corresponding author. Tel.: ; fax: +7 (812) address: ivi2475@gmail.com Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license ( Peer-review under responsibility of the scientific committee of the 15th International scientific conference Underground Urbanisation as a Prerequisite for Sustainable Development doi: /j.proeng

2 1684 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) spontaneous implementation of various subsystems of the information system at different times; inconsistency of decisions of the various developers and, as a consequence, inability to further integration of separate subsystems into a single management system; increase of the cost of implementation of the individual subsystems; achievement of local optima to the detriment of the effectiveness of the entire management system; lack of replication capabilities, scale, upgrade and extend the functionality of the automated control systems as enterprise develops; se of solutions that make the customer depending on the particular performers and producers in the operational phase. In order to eliminate the problems mentioned above, many companies initiate projects of implementation of organizational changes: re-engineering of business processes, implementation of information systems, or integration of both of them, the implementation of IT service management system, etc. Often these projects are implemented with a focus only on the restructured element of management system, without taking into account its relationship with other elements of enterprise architecture, which leads to unsatisfactory results of such projects. [1] Russian experience in reengineering IT architecture has a shorter history than in Western countries, and inefficient solutions related to the lack of a systematic approach to the implementation of any organizational changes are still taking place. In the Russian practice of the implementation of projects of information systems architecture changes there is often no comprehensive analysis of the situation, i.e., sufficiently in-depth analysis of the impact of information systems reengineering business processes, IT services, duties of personnel, documentation, etc. is not carried out, which is the inevitable consequence of changes in IT architecture. As a result, even if the decisions on the reengineering of the IT architecture are effective on their own, they are not sufficiently effective in terms of the integrity management because they require follow-up work on the creation of interfaces between the modified components of the control system. This article describes an example of the project of reengineering the IT architecture of one of the divisions of Federal State Unitary Enterprise "Saint Petersburg Underground" (hereinafter referred as the Underground). Saint Petersburg Metro is a company that provides services for off-street rapid transport of passengers. It is the second largest metro in Russia, serves 5 million residents. There are great prospects for development of St. Petersburg 6 out of 18 regions of the city are poorly covered by underground network [2] Thereby, not only the departments, engaged in primary activities, are actively developing (i.e. passenger transport), but also the service departments in order to ensure reliable and uninterrupted functioning of the basic units. This article describes the project of reengineering the IT architecture in units. engaged in the production and distribution of compressed air at the St. Petersburg metro. Compressed air is an important source of energy for the Underground, which is used to provide both rail operations and support processes. The compressed air is produced by one of the service departments of the Underground and is sold to other departments by the inner prices. Project for audit and reengineering of IT architecture in the department was initiated because of inefficient and non-operative information communication within departments and with external users of the information, which entails the risk of false and irrelevant data that does not give an opportunity to make timely and effective management decisions. To solve this problem it is proposed to apply service-oriented analysis of the considered department architecture in order to develop a comprehensive solution to improve the IT architecture, taking into account ongoing processes

3 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) in the department, their requirements for IT services, document management, technology infrastructure. This article describes a systematic approach to re-engineering of the IT architecture based on service-oriented analysis and shows the results of its application in the St. Petersburg metro. 2. Methodology The basis of any business management system is a model of the enterprise architecture. The last one is defined as one of the principles, methods and models that are used in the development and implementation of the corporate organizational structure, business processes, information systems and infrastructure. [3] Traditionally, enterprise architecture exists in the form of layers: the business layer, the IT-layer (application layer) and layer of technology (technological infrastructure, IT infrastructure). [4] Enterprise Architecture is a core of the business: it is the business objectives, for which the company's activity is aimed to, tend to define the requirements for the enterprise architecture. Architecture has to be stable enough, but at the same time possess the built-in flexibility and adaptability to the changing business environment conditions, emerging technologies, new business challenges. Thus, all components of the enterprise architecture, whatever fundamental they may be, are anyhow temporary. [5] Readiness to undergo changes, that is in-build in the enterprise architecture and its elements, provides the prerequisites for the future sustainable development of the company. Enterprise architecture originally has been developed as an answer to the problem of the alignment of business requirements and IT infrastructure [3, 6].Nowadays it is considered as a mainstream systematic approach of enterprise management. Well-structured business is crucially important for the success of the company, especially in a volatile environment. [7] An important characteristic of the enterprise architecture is that it is a coherent whole: the individual components of the architecture can be optimized locally, but that does not mean that the optimum system has to consist of them. Despite the growing popularity of the architectural approach, the current lack of a common language and unharmonized communication between business and IT professionals continue to pose serious obstacles to the design, simulation, implementation and realization of the balanced architectural solutions. In this regard, an important component of the effectiveness of the implementation of organizational changes is the so-called alignment of the various architectural components, in particular business and IT components. [8] Alignment means the compliance with the mutual requirements of the various components to each other. Alignment component allows to create a balanced enterprise architecture that enables efficient operation of the company not only in the present, but also lays the prerequisites for the future sustainable development. Efficiency in this case can not be achieved by local optimization it requires an integrated approach that takes into account the interconnection and interdependence of business and IT components. [9] The link between the layers of enterprise architecture is provided by services, which are the units of functionality provided by the individual components of the architecture to each other. The basic idea of the service management approach now is to submit a final result of the company in the form of services for customers. [10] A set of services provided to external customers, determine a list of key business processes. To ensure the quality of business services, the company processes, that realize these services, should be defined, formalized, transparent and measurable. Similarly, on the service principle there are built relationships between business processes and their IT support, IT processes and objects of the IT infrastructure that ensure their implementation. Such model of enterprise management system is called service-oriented architecture (SOA - service-oriented architecture). Service-oriented architecture (SOA) represents a set of design principles that enable units of functionality to be provided and consumed as services. [11] The same author reasonably says that the service concept applies equally well to the business as it does to software applications. The number of emerged research, concerning serviceorientation of different business fields, justifies this opinion: [12, 13, 14, 15, 16] and others. The importance of service-orientation at the business level of enterprise architecture is highlighted in [17]. The idea of providing system services to other systems and their users, that gained a foothold in the field of software development, began to be widely used in business disciplines. Layers of services, providing some functionality to above located layers, alternate with layers that implement these services. Thus, the alignment of various layers of enterprise architecture can be accomplished at the expense of re-engineering of the services provided by the layers to each other. At the present time, companies everywhere implement reorganization projects aimed at both local changes in the

4 1686 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) company's activities (optimization of individual processes, restructuring of departments, the implementation of individual IT solutions, provision of new services to customers, and so on.), And the global transition from the existing business model to a new one. Service approach can serve as a tool for setting the requirements and evaluation of individual projects of reorganization, as well as used as a mean of selection of projects during the formation of a strategic portfolio of projects. Any reorganization project can be regarded as a project for reengineering of services. Reengineering of services involves the formation of the actual service requirements from the side of the consumer layer and realization of these services in the provider layer according to the relevant requirements. As a result, we can formulate the approach to service-oriented analysis of organizational changes [18]: 1. Generate architecture model of the problem area in the condition "as is"; 2. Analyze the reasons behind the need of the implementation of the reorganization project in the problem area; determine which layer of enterprise architecture and / or services of which layer are connected with the following reasons; 3. Develop proposals for solution of the problem in a selected layer of the enterprise architecture; 4. Track the impact of the developed proposals for solution of the problem at the expense of formation of new requirements to service of all layers of architectural model and proposals for the reorganization of the layers to ensure the provision of new services; 5. Generate architecture model of the problem area in the condition "to be"; In addition to the task of reengineering of enterprise IT architecture, the above-proposed algorithm can be adapted as follows: 1. Generate architecture model of the problem area in the condition "as is"; 2. Analyze IT architecture: structure of information systems and applications, their integration, provided and consumables services, to identify bottlenecks; 3. Develop proposals for reengineering of provided and consumed services, completion of existing information systems and applications, integration of existing information systems and applications, introduction of new information systems and applications; 4. Track the impact of the developed proposals for the reengineering of IT architecture on business and technology layers of enterprise architecture; 5. Generate architecture model of the problem area in the condition "to be". 3. Experimental Section and Results The method of the service-oriented analysis of organizational change, described above, has been approved in the project of IT architecture reengineering in one of the departments of Saint Petersburg Underground (hereinafter referred as Underground), responsible for the production and distribution of compressed air. Due to the necessity of planning of compressed air production and consumption, as well as the calculation of the production cost and pricing for internal and external customers, there arose a need to audit dep business processes and information exchange between the processes. The aim of the project was to automate the management process of generating, distribution and consumption of compressed air, as well as equipment and devices maintenance and servicing processes. nalysis from the point of view of process interaction, information exchange and the level of automation revealed the following bottlenecks: 1. The inability to control the core operational production processes due to lack of a proper information exchange between the primary and secondary processes on the one hand and management processes on the other. 2. Duplication of functions of data transfer between core and management processes. 3. The functionality of information systems, intended to provide information support to the processes of compressed air generating, distribution and consumption is not used on a full scale to support the information exchange. 4. There are no appropriate IT-services and interfaces for the full scale information exchange between information systems while transferring data concerning compressed air production, resources consumption in the technological production process, schedule of maintenance and repair, equipment failures.

5 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) The analysis of the existing IT architectures of the examined department of the St. Petersburg Underground revealed the following information systems: 1. Dispatching System: Dispatching System is not integrated with metering devices of technological equipment (compressors), producing compressed air, and compressed air distribution facilities. As a result, a manual control of the production equipment and the whole production and distribution process takes place. 2. Energy Control System: Energy Control System is not integrated with the metering devices of the compressors, as a consequence, information about consumed electricity and compressed air production is collected manually on monthly basis and is manually extracted from Energy Control System for further input into the SAP ERP system. The result is a duplication of personnel operations concerning data transfer, inefficient paper document flow and inability to timely control energy consumption. 3. Failure Registration System: Failure Registration System, intended to register equipment failures, factually is not integrated with the compressor metering devices and as a consequence the failure issue is input into the system manually. The information from Failure Registration System is not transferred to other information systems and is only stored as an archive. Such sort of misuse of the failure registration system functionality may cause a threat to the safety of the entire process performance. 4. Maintenance and Repair (M&R) module of SAP ERP system: The module automates the planning and scheduling of future maintenance and running repairs of the equipment on the basis of factual data on the actual operating time of the equipment and reference requirements of the registration certificate of equipment. Metering devices of compressors are not integrated with the SAP ERP system, making it impossible to automatically register the compressor operating time. As a result planning and scheduling of compressors maintenance and running repairs in SAP ERP is carried out by means of extrapolation of data about past repairs, i.e. all the maintenance and repair forecasts are based on estimations and often does not coincide with the time of actual repair need. In order to eliminate the identified bottlenecks in the IT architecture of the department, as well as to provide alignment between process requirements and IT systems capacities and between IT systems requirements and technological equipment capacities, three options of IT architecture reengineering were introduced. The choice of a particular option depends on the requirements of the enterprise IT strategy and IT budget. The proposed options also can be considered as consistent steps towards integrated automation processes: 1. "Manual" real-time control: This option involves equipping of compressors and distribution networks with appropriate metering devices that will enable continuous monitoring of the compressor and the daily collection of information concerning produced and consumed compressed air (Fig.1). The option of "manual" realtime control allows: to work at the maximum capacity as it used to be. It will allow to control the efficiency of the production process; to collect data on the actual volume of the produced, distributed and consumed compressed air, rather than calculate these figures using indirect methods. It will allow to determine the volume and, consequently, the cost of compressed air for consumers more accurately. Risks: The main risk of "manual control" is the human factor that may cause a threat to the reliability of consumers providing with compressed air, which in turn will affect the safety of the Underground operations. This risk is especially critical for refueling cars with compressed air. [19] This option of process improvement is the least expensive offer. The cost of the solution consists of the cost of the metering devices, their installation and adjusting, as well as the cost of Energy Control System modification in terms of the development of new services, providing integration with metering devices of the compressors. It should be noted that modern compressors are usually equipped in the basic configuration with full-time metering instrumentation and there required only to set them up, while the distribution network will require equipping with additional appropriate devices. This option does not provide true real-time control, as there is no possibility of the automated operational information exchange between information systems, of short-term planning, of real-time management of technological equipment performance by means of input controls produced by information systems.

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9 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) Fig.3. IT architecture reengineering option #3. 4. Conclusions and Discussions The company as a system requires a systematic approach in the reorganization projects implementation. Each project must be considered in conjunction with related projects. In practice, a systematic approach to the certain company activities reorganization involves the use a service-oriented architecture project analysis. The paper was formulated step-by-step algorithm of service-oriented architecture analysis and describe its use in a specific IT architecture reengineering project for one of the St. Petersburg subway department. This analysis allows us to see the individual changes influence to the complex enterprise architecture, to take into account these changes in the restructuring proposals, thereby ensuring integrated and balanced implementation in terms of the architectural solution alignment layers. Since any change, embedded by the project reorganization, accompanied by a requirements change to the project results environment, service-oriented approach to the architectural solutions analysis can be used to analyze the mutual influence of a related projects, as well as for the formation of related portfolio. This issue is the subject of a separate investigation and can become a logical continuation of this paper. The quantitive estimation of the effectiveness of service-oriented approach to business process reengineering comparing with the traditional approaches is beyond the scope of this paper as it requires a specific research and a wide experimental database. It could be the subject of further development of the topic arisen in the paper. References [1] Weske M. (2007). Business Process Management. Concepts, Languages, Architectures. Springer Verlag. [2] Saint Petersburg Government Decree of 6/30/2014 number 552 "On the State Program of Saint Petersburg "Development of Saint Petersburg transport system " for [3 Lankhorst M. Enterprise Architecture at Work. Modelling, Communication, Analysis // Springer-Verlag, p. [4] The Open Group. (2009). TOGAF Version 9. The Open Group Architecture Framework. London: TSO. [5] Bril A., Kalinina O., Valebnikova O. Innovation Venture Financing Projects in Information Technology. Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), Volume Springer, Pp [6] Kalyanov G.N. Enterprise Architecture and Tools of Its Modeling. Retrieved: URL: [7] Anisimov V.G., Anisimov E.G., Kapitonenko V.V. (2009). - Russian Customs Academy Publishing. Moscow, [8] g Trends in Information Systems Re -63. [9] Kondratiev V. Designing Enterprise Architecture. Moscow, Exmo, [10] MIT Center for Information Systems Research. (2016). Enterprise Architecture. Retrieved from MIT Center for Information Systems Research: [11] IBM. (2009). IT Service Management IBM Approach. Retrieved from IBM Official Page: ibm.com/services/ru/gts/pdf/itsm_final.pdf [12] Goldstein, S., Johnston, R., Duffy, J., & Rao, J. (2002). The Service Concept: The Missing Link in Service Design Research? Journal of Operations Management(20(2)), [13] Fitzsimmons, J., & Fitzsimmons, M. (2000). New Service Development: Creating memorable experiences. Thousand Oaks, California: Sage [14] Illeris, S. (1997). The Service Economy: A Geographical Approach. New York: Wiley. [15] Gluhov V.V., Ilin I.V. Project portfolio structure in a telecommunications company. Lecture Notes in Computer Science [16] Shankararaman V., Kazmi P. (2011, 5 7 September). Unifying EA, BPM and SOA through a synergistic framework. IEEE 13th conference on commerce and enterprise computing (CEC). [17], J., Steghuis, C. (2009). Enterprise Architecture. Creating Value by Informed Governance. Berlin: Springer Verlag. [18] Kozin E.G., Ilin I.V., Levina A.I. Service-oriented approach to enterprise architecture solution analysis. St. Petersburg State Polytechnical University Journal. Economics Volume: 4 (246) Pp [19] Arsenjev, D.G., Ivanov, V.M. Adaptive control methods for stochastic calculation procedures. Robotics, Automation, Control and Manufacturing: Trends, Principles and Applications - Proceedings of the 5th Biannual World Automation Congress, WAC 2002, ISORA 2002, ISIAC 2002 and ISOMA Volume 14, 2002, Pages 95-96

10 1692 Igor Ilin et al. / Procedia Engineering 165 ( 2016 ) [20] Glukhov V.V., Ilin I.V., Iliashenko O.Yu. Improving the Efficiency of Architectural Solutions Based on Cloud Services Integration. Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), Volume Springer, Pp