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Robert Woitsch, BOC Asset Management GmbH, Bäckerstrasse 5, 1010, Vienna, Austria –
robert.woitsch@boc-eu.com
Abstract:
Today we’re witnessing the necessity to align Business and Information Technology (IT) as
well as a change in the role of IT from an enabler to an industrial sector in its own right.
Based on the assumption that businesses in different sectors of the economy will require IT
for different reasons and in different ways, this article introduces the EU project plugIT that
aspires to develop an IT-Socket that will realize the vision of businesses “plugging-in” to IT.
Three demonstration scenarios deal with: (1) “Certification” of IT infrastructure to stay
compliant with regulations, (2) “Virtual Organisation” by evolving the current service
orientation to a higher and more business driven abstraction as well as, (3) “Governance” of
IT infrastructure introducing business context into highly distributed and complex systems.
The IT-Socket follows a model-driven approach by introducing graphical modelling
languages as mediators between the domain experts and IT. The research challenge is to link
human interpretable graphical models – partly semi-formal – with machine interpretable
semantic formalisms to enable: (1) a tighter involvement of domain experts when expressing
formal knowledge specifying business requirements on IT infrastructure and services, (2)
different graphical modelling languages for different views on the IT-Socket to provide
modelling languages the domain expert is used to work with as well as, (3) a domain specific
notation for semantics by integrating formal concepts of semantics with the graphic notation
from modelling languages.
1. Introduction
Today we’re witnessing the necessity to align Business and Information Technology (IT) as
well as a change in the role of IT from an enabler to an industrial sector in its own right.
(Forrester, 2008), (EITO, 2008). The reasons for this are manifold: legal aspects, regulations,
business requirements, economic factors, etc. Technological trends such as SOA, Software as
a Service and Virtualisation are influencing the way in which IT services are rendered.
Model-based approaches and IT-Governance are prominent candidates to bridge evolving
business contexts and IT, in order to adapt the provisioning of IT for business needs. This
challenge can be met by capitalizing on semantic technologies for IT-Governance.
Based on the assumption that businesses in different sectors of the economy will require IT
for different reasons and in different ways, the EU project plugIT - FP7-3ICT-231430
(plugIT, 2009) aspires to develop an IT-Socket that will realize the vision of businesses
“plugging-in” to IT. The IT has evolved from back-office support, to the support of the core
business process and has now reached the level of strategic differentiation (Carr, 2003). In
other words, in branches like Airline Transport, Finance, Automotive Industry or Health Care,
IT is a strategic factor in business. Three demonstration scenarios deal with: (1)
“Certification” of IT infrastructure to stay compliant with regulations, (2) “Virtual
Organisation” by evolving the current service orientation to a higher and more business
driven abstraction as well as (3) “Governance” of IT infrastructure introducing business
context into highly distributed and complex systems.
The “Certification Use Case” demonstrates how the alignment between the business area and
the IT domain during the certification process for regulations such as SOX, EuroSOX, ITIL®,
CoBIT®, ISO20000 or BASEL II can be established.
The “Virtual Organization Use Case” demonstrates how virtual organizations can be
supported using business driven requirements and semantically described SLA’s for
intelligent interpretation.
The “Governance Use Case” demonstrates how intelligent agents are used to identify the IT
infrastructure of data centres. Graphical models are regarded as mediators between system
administration and an intelligent discovery environment.
2. The IT-Socket
Industrialisation, as known from various other domains, is a phenomenon that is observed in
today’s IT1 infrastructure and can be compared with the industrialisation of electricity, where
electric power is provided and consumed via power sockets (Hochstein et al., 2007)
(Lamberti, 2009). The vision of plugIT is to develop an IT-Socket, where IT can be consumed
by plugging in business in a similar way, as electric power is used by electronic devices when
plugged into a power socket (plugIT, 2009).
There are different alignment approaches that range from formal, to unstructured and up to
intuitive mechanisms. The plugIT approach is to externalise the expert knowledge by using
graphical semi-formal models and proceed with formalisation to enable a computer-supported
alignment using semantic technologies.
1
The term “information technology” (IT) is used as a synonym to “information and communication technology”
(ICT), because of the acronym of the project.
Figure 1 depicts the plugIT vision, where domain experts externalise their knowledge via the
use of models. These models are then further formalised to enable automated support of
business and IT alignment. The extent of the semantic technology is hence different by each
use-case. The following sections discusses: first, the idea of the IT-Socket, second the initial
results of the IT-Socket analysis, third the realisation approach using models and fourth
mentions the role of the semantic in the IT-Socket.
2
ITG, Innovation Technology Group SA, http://www.itg.pl
3
HLRS, High Performance Computing Center Stuttgart, http://www.hlrs.de
4
CINECA, Consorzio Interuniversitario, http://www.cineca.it
Figure 2 IT product as composition of IT services
Furthermore it was necessary, in addition to the identified aspects of the IT services – seen as
a horizontal classification – to introduce a vertical classification consisting of the business and
IT perspective. This vertical classification consists of six elements defining the IT-Socket:
Business Perspective:
1. Competence requirement to correctly specify the IT products.
2. Technical requirements of the IT products.
3. Organisational requirements to correctly specify the IT products.
IT Perspective:
4. Competence provision of an IT service.
5. Technical provision of an IT service.
6. Organisational provision of an IT service.
These six elements are introduced as the IT-Socket Description framework that relies on three
pillars (a) competence, (b) technique and (c) organisation. Both, the business and IT
perspective hold both parts that are directly part of the IT-Socket and parts that are seen as
external as they are not considered to be relevant in the context of the business and IT
alignment.
The IT-Socket Description Framework considers the following pillars: (a) IT services in form
of competence provision like helpdesks, training or consulting, (b) IT services in form of
technical provision like applications, middleware or housing as well as (c) IT services in form
of organisational provision like maintenance processes, user administration or infrastructure
monitoring.
Figure 3 The Six Elements of the IT-Socket
IT services belong to different abstraction layers. For example, a specific IT service such as
“housing” which is used to provide the environment for a server would be considered as being
a lower abstraction than an “ERP-Application“ IT service, which is considered on a high
abstraction layer. Basically the different abstraction layers indicate the “distance” of the IT
service from the consuming IT transparent5 business process. A concrete definition of these
abstraction layers is currently not possible, as there are different abstraction layers like (The
Open Group, 2009), (ITIL, 2009) as well as client specific adaptations like in the use case of
CINECA and HLRS. Applying the paradigm of the electric power socket, the business
requirements would be seen as the “plug” that has different appearance depending on the
requested abstraction layer. The challenge for the IT-Socket is therefore to provide a set of
adapters – in form of semantic technology – that can deal with ideally any business plug that
is plugged into the IT-Socket.
The consequence is that the IT-Socket must deal with different levels of abstraction and with
different classification of abstraction. In order to address the described challenge, the IT-
Socket approach introduces a framework which is then being adapted by each IT-Socket
provider in order to address the requirements of the layer utilized at the IT-Provider site. This
approach on the other hand results in IT-Sockets designed in a different way, but still facing
the requirement that independent of the IT-Socket design the provided IT products need to be
aligned in the same way as in any other IT-Socket. The alignment between the requests
generated by the businesses and the actual provision of the IT-Products is performed through
formalisation of the business requests to such an extent that: (a) the appropriate abstraction
layer can be identified, (b) the IT service parameters can be explicitly described in order to
find the most appropriate IT service for the given business challenge and (c) the appropriate
product framework in terms of legal aspects, responsibility, additional services like training,
service, or helpdesk as well as the financial conditions can be identified.
Different alignment approaches can be found in the bodies (ACS, 2009), (ISACA, 2009),
(ITGI, 2009), (CISR, 2009) or (OCG, 2009). A comparison of 17 different methods to reach
the desired goal are discussed in (Thomas et al., 2009). In order to allow the usage within the
model-driven IT-Socket, these approaches are distinguished in their range from formal
procedures over heuristic procedures towards semi-structure or intuitive procedures. The
5
IT-transparent means that the higher-layer – here the business process – does not need to know details of the
lower layer – here the IT-Infrastructure. So the IT is “transparent” in the viewpoint of the business process.
approach which is then selected depends on the complexity of the IT product, the competence,
the organisational culture and the like.
For this reason the IT-Socket is required to introduce a framework that allows any possible
kind of alignment to be designed and applied. Different alignment procedures may lead to
different results. In the following the aforementioned four approaches are briefly introduced:
a. The formal approaches like the application of mathematical models to identify the most
efficient IT products. Prominent examples are: the IT-Portfolio Management
(Zimmermann, 2008) and the identification of services based on business process
model-analysis from (Esswein et al., 2009). The concrete business requirements and the
expected IT services are modelled in form of mathematical expressions by a group of
heterogeneous experts. Then optimization algorithms are performed to find the best IT
product. As the original modelling of the business request via expert opinions is an
externalisation process, this formal approach is not a strictly formal approach but uses
formal algorithms to identify the optimal abstraction level.
b. The heuristic approaches are similar to the formal approaches but not expressed with
formalisms in such detail. One example of such an approach is the Technology
Evaluation Centre (TEC, 2009). This approach uses a series of questionnaires to guide
and support the user in formulating the business request. Once the questionnaires have
been filled in a detailed and accurate business request is available and can be used for
the selection of the appropriate IT product. Different model-driven approaches can also
be classified here like the model-driven business application system development
approach from (Kätker & Patig, 2009) or frameworks like SOAM (Offmann, 2008).
c. The informal approach seems to be the most common one, when searching for IT
services. Here the traditional negotiation processes can be applied, starting by sending a
Request for Information (RFI) to open an enquiry within the market. The Request for
Quotation (RFQ) is an opportunity for potential suppliers to quote costs to well
structured descriptions. The Request for Tender – (RFT) is a vague formulated call,
were suppliers can answer. Finally the Request for Proposal (RFP) is a narrowed query
for concrete offer. An overview is introduced in (Mhay, 2009) or in (Shawn, 2009).
(Andrea, 2003) introduces thoughts on adaptive alignment.
d. Finally, the intuitive alignment approach can be observed, which deals with the explicit
use of human competence and the ability to align business requests with IT products.
This method can vary extremely, effected by unknowing and hence not considering, up
to highly qualitative alignment done by a group of experts. So the term “intuitive”
alignment is understood as human driven. This does not rate this method as weak
approach, but stresses that the alignment is performed by experts and the success of the
alignment relies on the expertise of the involved persons.
Consequently the vision followed by the IT-Socket approach is not to agree on one standard
for the alignment of the business and IT demands but to provide a holistic framework that can
be designed, realised and used in different ways. The framework has to guarantee that by a
given business requirement, the different IT-Sockets will find comparable results although the
results can vary as there are different mechanisms behind. In order to satisfy the
aforementioned requirements a model-based approach has been chosen to realise such a
framework. So the assumption is that the IT-Socket gets modelled by both parts, the business
viewpoint and the IT-viewpoint. In order to do this, one has to provide appropriate modelling
tools. The next step, the description of different elements, is carried out first by mapping the
IT-Socket to a modelling language that enables users to describe an overview of the IT-Socket
and in the second step to identify a set of different modelling languages, where each language
is describing a different element.
2.2 Realising the IT-Socket
For the realisation of the IT-Socket a model-based approach is proposed, where models are
understood as a formal representation of the real world in order to reduce the complexity, and
enable formal mechanisms to be applied. The model-based approach is proposed, as relevant
knowledge for business and IT can be externalised in a semi-formal or formal way. This
simplifies the externalisation of expert knowledge, as domain experts in both fields, business
and IT, can use modelling languages they are familiar with in order to produce semi-formal or
formal knowledge representations.
The challenge in this part is to allow the description of the aforementioned six IT-Socket
elements in different modelling languages, taking into account the fact that probably more
than one modelling language will be used to describe one of the elements.
A short overview on modelling languages is provided in the following chapter, here the
content that needs to be described within these elements is introduced.
Figure 4 introduces the IT-Socket framework, consisting out of six elements for the IT-Socket
and additional two elements for enabling the description of the business and the IT
perspective. In the following each of the elements is briefly discussed.
i. The business is described using models for different aspects such as business
processes, data and knowledge, business rules and the like. The IT-Socket modelling
framework separates between business aspects relevant for the IT-Socket and aspects
that are considered outside of the IT-Socket. So for example business processes that
need alignment with the underlying IT are concerned and therefore inside the IT-
Socket. Business strategies that have no influence to the alignment are on the other
side considered as outside of the IT-Socket.
ii. The business requirement formulates the IT product in terms of technical,
organisational and competence aspects. This representation strongly depends on the
selected alignment approach. If a formal alignment approach is used, the according
requirement specification would be expressed in mathematical formulas. In case of
using a heuristic alignment approach, the requirement specification may be a
collection of answers to question. The informal alignment approach is applied in case
of unstructured text, whereas the intuitive alignment approach is used in case of vague
expressions.
These two elements are interpreted as the “plug” that completes the symbol of the IT-Socket,
where business is plugged into IT. The counterpart is the IT-Socket itself that is described via
six elements. These six elements are now described via bottom up starting with the lowest
layer the infrastructure.
iii. On the lower edge of the IT-Socket there is the IT for the IT-Socket. Commonly this
includes the software, hardware and infrastructure required to provide the IT services.
The exact border to IT that is seen as not relevant to the IT-Socket and hence
classified as outside the IT-Socket depends on level of detail the IT-Governance is
applied for the business and IT alignment. Commonly it is understood as IT
infrastructure.
iv. On top of the IT infrastructure, here called “IT for the IT-Socket” are IT services. The
major group are technical IT services, such as software, hardware and IT-
infrastructure that are offered to clients within the different abstraction layers.
v. Parallel to the technical IT service there are IT services in terms of competence
provision such as help-desks, consulting or training. This element describes the
service that is provided as well as the skills that are required. This paper argues to
follow a holistic view on the business and IT-alignment, hence the IT competence
provision is also seen as an IT service although these services are not technical
services.
vi. The third aspect is the organisational IT service that describes IT processes the IT
provider is responsible for. Maintenance, backups or tests. This element therefore
discusses which processes are performed by the IT-Provider.
The aforementioned elements are used to describe the IT perspective of the IT-Socket. Next
two elements, describing the alignment relevant aspects, are considered as the business
perspectives of the IT-Socket.
vii. The IT service competence provision is enlarged with competence on the business
alignment. The aim is to explicitly define the skills that are necessary to apply an
alignment method considering different approaches. It describes the necessary skills to
perform an alignment.
viii. The business alignment organisation aspect is the sixth element of the IT-Socket,
which defines the processes that are performed during the alignment. Different
methods require different description, distinguishing between mathematical models on
the one side and intuitive actions on the other side. The aforementioned business
requirements that are seen as the business plug, need to correlate with the processes
for the alignment that are defined in this element as well as the skills that are
necessary to perform this alignment mentioned above.
Each of the elements may use different collections of modelling languages, and each of the
modelling languages can have different formal expressions. This leads to heterogeneous
collection of different models expressed in different modelling languages in different formal
levels. Different models are used to describe the different elements of the IT-Socket.
In the following the two dimensions perspective and aspects are introduced as they are IT-
Socket specific. The other two dimension formalisation and language family are generic
descriptions for modelling languages independent on the application domain.
i. The Perspective Dimension helps to clarify the role of the stakeholders or roles for
which the model is intended. As the IT-Socket in general aims to bridge the business
and IT layer the distinction of the business and IT perspectives is important. The
business perspective is further divided into strategy and business, because the strategy
of a company determines the business and both business and IT have to be compliant
with the strategy. On the IT level there is the distinction between system and
technology models, where the last one contains more technology and
implementation details.
This results in the following classification scheme that is proposed for the IT-Socket:
Strategy - the perspective of the business owners. They outline the major
objectives of the company and how to achieve them in general.
Business - the perspective of the business professional. Strategic objectives have
to be deployed in the daily business. Business engineers for example model at this
layer the processes and describe how a product of the company has to be produced.
Systems - the perspective of the System engineer. On this level, software
components, servers, workflow models etc are represented. It is independent of a
specific platform, programming language, operating system etc.
Technology - the perspective of the IT professional; it roughly corresponds to the
platform specific model of OMG.
ii. The Aspects Dimension describes the application fields of the modelling languages.
Similar to the perspectives, there is no generally agreed upon set of aspects in the
various frameworks for enterprise architectures. For the IT-Socket the following
aspects are classified:
Data/Knowledge - this aspect describes the data, information and knowledge
being used. Zachman only called this aspect data, but since there is no explicit
knowledge aspect and while knowledge builds on data and information,
knowledge is added to this dimension.
Process - processes coordinate the tasks of a company and explain at different
abstraction levels how and in which order tasks have to be performed. It
corresponds to Zachman's Function perspective.
Organisation - people act in an organisational environment which is described by
this aspect.
Applications - the models for this aspect describe IT systems, applications and
their connections in a network environment, it combines Zachman's Network.
Products - this aspect describes the features of products and services of an
enterprise. This is important because products and services of an enterprise
determine the processes and business model and thus should be represented
explicitly. The product aspect is not available in Zachman's framework but can be
found in business process management frameworks like ARIS and BPMS.
Motivation -enterprises do not - or should not - act randomly. When an enterprise
executes a business process or applies a business rule, it should be able to say why.
This is modelled in the motivation perspective.
As the other two dimension that have been introduced modelling family and formalisation are
generic dimensions and not IT-Socket specific, they are not discussed here.
Considering the aforementioned two dimensions spans the IT-Socket model description
framework that is introduced in Figure 6.
Business
Entities Process Organi Applica- Product Business
Relations Model gram tions Model Rul e
Ontology Model
Systems
Logical Workflow User Model Application Pr oduction
Data Model Model Archi tecture Rule
Model
Web Modelling Portal is the first layer of the architecture. It provides different functionalities,
such as: text-based modelling, graphical design of business processes, graphical design of
workflows and finally, formalisation modelling. The Web-Modelling Portal layer is connected
(via internet) to the (1) User Interface that could be a web application, a client modeller, etc.
and (2) to the Semantic Modelling Kernel.
The Semantic Modelling Kernel, the second layer of the NGMF, provides following
functional blocks: Modelling Language & Model Formalisation Service, the Modelling
Language & Model Transformation Engine, the Semantic Reference & Integration service
and Domain Specific Semantic Representation Service. The direct links (via internet) are
provided to the Web Modelling Portal and SOMF.
The Semantic Oriented Modelling Framework (SOMF) is the third layer of the NGMF.
It deals with:
Data Services: The main data services are the model base access, and the meta model
or modelling language access. Of course there might be several instances of each data
service.
Security Services: The Security Services comprises the Authorization and
Authentication Services.
Info and Accounting Services are part of the SOMF layer too.
It is worth mentioning that, even if we have written about layers, the plugIT architecture is not
stratified but it follows the general concept of SOA. The layers are conceptually defined and
help to better understand the role and the function of each identified services and components.
Additionally there are two very important building blocks of the architecture, which are the
Administration Framework and the Management Services.
The Administration Framework comprises the Installation, Deployment, Configuration,
Maintenance and Monitoring Services. Services within this block are used to handle all the
other services that compose plugIT.
The Management Services includes the Model Registry Service, the Model Service Search &
Discovery and the Model Orchestration Services.
4. Application Scenarios
Following subchapters describe the challenge for the IT-Socket in specific scenarios. First, the
IT-Socket at iTG provides a challenge to apply intelligent mechanisms in order to enable the
business and IT alignment by directing the spotlight to the certification aspects of business
processes in conjunction with IT-solutions. Second, the IT-Socket at HLRS faces the
challenge to apply intelligent mechanisms in order to enable the business and IT alignment by
focusing on dynamic provisioning of the required services based on dynamic virtualisation.
Third, the IT-Socket at CINECA, describes the aforementioned challenge by focusing on the
governance of the IT-Infrastructure. The introduced IT-Socket is applied in three different use
case partners, each with a different focus. In the following they are briefly mentioned.
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