how the cim fits in the enterprise information...

How the CIM Fits in the Enterprise Information

ArchitectureTerry Saxton

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.

System Integration Space

• ESB’s provide backbone for most information exchanges– Typically work from XML schema definitions– No common model behind XML schemas

• IEC 61968 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

Goal: Interface Standards Should Be Based on Common Semantics(e.g., CIM) to Avoid Adding to ‘Integration Anarchy’

Integration anarchy is a chaos of:(1) duplicated logic, (2) duplicated data, (3) duplicated effort,(4) newly acquired integration difficulties,(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

Integration Infrastructure

OMS CISGIS

AMRDMSWMS

Without Common

Semantics, Point-to-Point

Integration Will Continue at the

Data Level

Data Integration Anarchy!

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

Semantic Consistency

Establish Vocabulary•Use enterprise terminology and metadata along with information standards such as the CIM to collaborate on, identify and refine relevant semantics.

Semantic Formalization

Business Context Refinement

Develop Common Model•Model using vocabulary terms•Refine each business context (e.g., Work Order, Service Request)

Generate Implementation•Semantically Consistent Artifacts (e.g., schemas for messages, databases, etc.)

Existing Terminologyand Metadata

Developing and Applying Enterprise Semantic Model

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

Using the IEC Common Information Model (CIM) as a Basis for a Common Systems Language – A Simple Concept With Many Challenges

One DictionarySupports Many Forms of Communication

• The same dictionary is used for multiple forms of human communication:– Letters– Phone calls– Conversations– Emails– 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

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)

Who Really Drives Information Management?

‘EIM Champions’ with an

Overarching, Long Term Focus

‘IM Minimalists’ with a

Tactical, Project-Oriented Focus

SystemVendors

Project Teams

ProjectConsultants

System Integrators Information ManagementStrategists & Implementers

Internal SystemsExperts

Adopting Enterprise Information Management (EIM)

Driving Forces Restraining Forces

Sta

tus

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

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

For further information, please refer to the article on page 56of the January issue of Utility T&D Automation & Engineering:

http://www.uae-digital.com/uae/200801/

http://www.uae-digital.com/uae/200801/

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 61968-1 Interface Reference Model (IRM) as a

starting point for service portfolio planning

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

EIM Vision & Strategy EIM Governance EIM Core

Processes EIM Organization EIM Infrastructure

Enterprise Vision & Strategy

Enterprise Architecture

Enterprise Business & IT

Core Processes

Enterprise Business & IT Organizations

Enterprise Infrastructure

Vision

Mission

Strategy

Goals & Objectives

Value Propositions

Sponsorship

Stewardship

Policies, Principles &

Tenets

Alignment

Structure

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

Data Quality

Data Integrity

Data Security & Protection

Data Lifecycle Management

Data Movement

Semantics Management

Database ManagementMaster Data ManagementInformation

Services

Services & Support

Silos Won’t Stop –An Overall EIM Framework Is Needed

Application of ESM to Enterprise Data Integration

Enterprise Integration Platforms

Application Information

Process Integration

Business Intelligence

BPM/Workflow

EnterpriseSemantic

Model

Open Standards

ApplicationsMetadata

Bus

ines

sD

efin

ition

s

ESM Architecture (Logical)

EIM Solution Architecture

BI/DW

Enterprise Information Integration

SOA

Metadata Repository

Business Semantics

Management

Enterprise Semantic

Models

ApplicationsMetadata

Metadata Mapping &

Management

EIM Organization, Governance, and IT Lifecycle

EIM Reference Architecture, Best Practice Methods, Patterns and Frameworks

Master Data Management

Enterprise Content Management

Enterprise Information SearchDesign Tools

Process Integration

Data Integration

Business Reports and Portals

Data Movement and Data warehouse

DataServiceDesign

Data Modeling &

Design

BI Design

A Key User Group For EIM

http://osgug.ucaiug.org/EIMNext F2F Meeting: July 18-21

http://osgug.ucaiug.org/EIM

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.

EIM Tangible Benefits

how the cim fits in the enterprise information...

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