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Overview of Overview of IUCRIUCR--CERCSCERCS at at The Ohio State The Ohio State

UniversityUniversity

CERCS-CETI Project: Collaborative for Enterprise Transformation and Innovation

CERCSCERCS--CETICETI Project: Project: Collaborative for Enterprise Collaborative for Enterprise Transformation and InnovationTransformation and Innovation

“Enable enterprise transformation with innovations and dissemination of advanced knowledge for serviceserviceintensive processesintensive processes”

Members: Nationwide, City, Ohio Health, OSUMC, OSU-OIT, McGraw Hill

Over Thirty Five Affiliated Companies

CERCS-CETI Co-Directors: Jay Ramanathan, Rajiv Ramnath

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Industry Requirements Industry Requirements -- What New Skills Are What New Skills Are Important?Important?

Shift from IT technology development to IT technology use

• 80% of OSU, Purdue, CMU and MIT undergraduates are going to technology using companies (e.g. Nationwide) and their service providers (e.g. IBM, and Infosys)

Services Science• To support a growing service economy, with 180 topics

identified by IBM

Software as Service (SaaS)• “This new breed of specialized firms fully embrace SaaS with

complementary business and technology consulting, productized intellectual property, and support services via flexible social networks …”

Knowledge Silos Related to ITKnowledge Silos Related to IT--based Enterprise based Enterprise Transformation and Innovation for Services DeliveryTransformation and Innovation for Services Delivery

•Service Oriented Architectures, WSDM, XML,……

•HPC, Virtualization, Autonomic Computing, RFID

•ITIL - Incident, Problem, Change Management, …

•Zachman Framework, TOGAF, BPEL, …

•Porter’s Five Forces, SWOT, Value Chain, Balanced Score Card, Supply Chain Model, COBIT, Six sigma, Resilience…

•Service orientation, Business Intelligence, Customer feedback, Compliance (SOX, HIPAA,…)

“…Horizontal silos of disciplinary frameworks, standards and initiatives takes years to bridge…”

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Goal: Accelerate Knowledge Diffusion for Goal: Accelerate Knowledge Diffusion for IT usersIT users

Through Forums For:

…CERCS collaboration with Industry

Best Practice, Curriculum and Technology Application Best Practice, Curriculum and Technology Application ResearchResearch

On • Topics identified by industry, researched by CETI • With industry projects as the vehicle for curriculum research at

the graduate and undergraduate level • Integrating computer science, systems engineering and

business • For knowledge consolidation

Aimed at the domestic workforce • For those who want technology management• Needing skills that are required for emerging architecture roles• Where globalization is causing a huge impact

Utilizing work from from Georgia Tech, ITSMF, TOGAF, SEI and others

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Collaboration to dateCollaboration to dateProjects (2006-2007):

• SLA improvement for PC Install (OSUMC)• Enterprise Server Capacity Management (Nationwide Insurance)• Enterprise Architecture Pattern Mining (McGraw-Hill)• An ontology-based framework for business innovation management

(Nationwide Insurance, MS Thesis))• Eclipse-based process-oriented integration tools (MS Thesis)• Eclipse-based simulation framework for Ubicomp applications (MS

Thesis)Proposals:

• NSF CPATH• IBM SUR• IBM Faculty Innovation Grant• NSF CCLI (under discussion)

Masters of Professional Engineering:• Leveraging OSU’s Software Engineering sequence, Georgia Tech’s

Program on Management of Technology and courses on Enterprise Systems

• Status: Designing assessments, getting industry feedback

Master’s of Professional EngineeringMasterMaster’’s of Professional s of Professional EngineeringEngineering

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Expected BenefitsExpected Benefits

• Agility enabled within the organization• Improve information for decision-making• Improve requirements through Business-IT

alignment

• Reduction in years needed to become proficient through experiential learning and peer-based interaction

• Reduction in training costs – currently estimated at $100k per individual (IBM)

Questions?

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Next: Next: Knowledge Mining and Consolidation Case StudyKnowledge Mining and Consolidation Case Study

Case Study Case Study -- Service Improvement Service Improvement Program within an ITIL environmentProgram within an ITIL environment

OSU Medical Center (OSUMC) Sponsor: Pete Shelkin, CTO 26-Jan-2007

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PC Install 17-days to 1

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Business Problem and EnvironmentBusiness Problem and Environment

PC deployment process takes 17 daysFive areas impacted (and ~ 35 resources)

• Request Management• Inventory Management• Imaging/Engineering• Deployment• Support

Systems in place• CRM, Imaging, Asset Management, Site Management (not

integrated)

ITIL initiative underway (helpdesk implemented) Large-scale systems integrations were being planned

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Project ObjectivesProject Objectives

Tactical • Apply process improvement methodologies

to OSUMC requirements to improve the PC deployment process

Strategic (Knowledge Mining ) • Develop a repeatable architecture and

methodology for other service improvement programs (SIP)

Background ResearchBackground ResearchIndustry Practice

• Lean Process Engineering – industrial engineering• IT Infrastructure Library (ITIL)

– Service Desk– Service Level Agreements

• TOGAF is representation agnostic • Many common themes within best-practices

– Customer-driven – Product pipeline– Acceptable service levels

Promising Academic Research• Autonomic systems – technology-oriented

ITIL Basis of shared knowledge is valuable, but…• ITIL is not prescriptive

– No methods for improving SLA performance– All or nothing approach to IT service organization as described – No explicit method for gradual adoption

So where do we begin?So where do we begin?• Define As-is through a time and motion study

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AsAs--Is time and motion studyIs time and motion study

Changed Push to a Pull (Lean) Process Flow to Define Changed Push to a Pull (Lean) Process Flow to Define SLASLA

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Background Research: Lean Process IssuesBackground Research: Lean Process Issues

Lean has no prescriptive steps for IT use • Goals are listed as a philosophical ideal

– Where do we start?– Centralization of Information Systems?– Cross-training the Deployment techs?– What waste should we eliminate?

Lean concepts identify achievable SLA, but…• How do we go from an as-is to a lean process that

involves people and IT systems?• How applied to a job shop environment? The

process seemed to be simple, the complexity was in the requests!

We needed a prescriptive methodology

CustomerCustomer--Provider ‘Red’ Transaction and Provider ‘Red’ Transaction and eWorkspaceeWorkspace

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Triage and Routing to Triage and Routing to eWorkspaceseWorkspaces to Execute to Execute TransactionsTransactions

Portfolio Prioritization using Metrics and Portfolio Prioritization using Metrics and Simulation Simulation

Transaction Model Simulation for OSUMC PC Install Process

Requests 100 PC Intsall Transaction R1E1

Routine 80% D1

Q1Q1 4 hrs (hrs.) Q2

Q2 60 min (min.) Transaction Time (TAKT) =Non-Value Add =

Transaction Throughput =

Requests 20 Site Survey Transaction R2E2

Routine 20% D2 Q1

Q1 16 (hrs.) Q2

Q2 15 (min.) Transaction Time (TAKT) =Non Value Add =

Transaction Throughput =

Requests 15 Cabling Transaction R3E3

Routine 25% D3

Q1Q1 4 (days) Q2

Q2 15 (min.) Transaction Time (TAKT) =Non Value Add =

Transaction Throughput =

Requests 0 Approval Transaction R4E4

Routine 20% D4

Q1Q1 15 (days) Q2

Q2 15 (min.) Transaction Time (TAKT) =Non Value Add =

Transaction Throughput =

Requests 20 Inventory Transaction R5E5

Routine 20% D5

Q1Q1 60 (min.) Q2

Q2 15 (min.) Transaction Time (TAKT) =Non Value Add =

Transaction Throughput =Legend:

calculated values Total Transaction Time (TAKT) =

variables Total Non-Value Add = Total Transaction Throughput =

Site Survey Transaction

PC Install Transaction

Cabling Transaction

Queue Time Queue TimeD1E1R1

Queue Time Queue TimeE2 D2R2

non-routine

Queue Time Queue TimeR3 E3 D3

non-routine

routine

routine

routine

Approval TransactionQueue Time Queue Time

R4 E4 D4

routine

Inventory TransactionQueue Time Queue Time

R5 E5 D5

routine

non-routine

non-routine

Assemble and maintain a buffer as needed and move to pick up locations

3: IT ShopReduced inventory

Required approval prior to installation

2: ApprovalsBiggest time saving

Service desk (remedy) tickets for survey, install, and billing Triage:Level 1: PC Install QueueLevel II: Triage to create additional routing if needed

1: PC InstallSeveral FTE saved

XApproval Transaction

303 days

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Knowledge Mining and Knowledge Mining and ConsolidationConsolidation

Knowledge Consolidation now Feasible Using Knowledge Consolidation now Feasible Using the RED Representation Schemethe RED Representation Scheme

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Curriculum Research Results From This ProjectCurriculum Research Results From This Project

• Prescriptive evolutionary holistic services improvement methodology (integrating lean, ITIL, TOGAF):

– Used local Autonomic and global Lean principles to reduce complexity

– Provided a framework for mapping from SLAs to OLAs including points of performance measurement

– Provided an analytic framework for measurement and improvements on a continuous basis

– Transitioned the enterprise architecture from an as-is to a to-be state by considering priorities and impact– Included the improvement of business processes, systems

architecture, and organizational issues– Impacted the organization and enabling IT systems

– Provided requirements for the technology environment (e.g. CMDB)

• Services Science 2007 Publication: – Deriving System Improvement Principles Relating Lean in-the-

large and Autonomic in-the-small (submitted).

Questions?

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CERCS-CETI Industry Day: June 7thCERCSCERCS--CETICETI Industry DayIndustry Day: June 7: June 7thth