Solution Approaches

&
Best Practices for
Enterprise Interoperability

Jim VanOstenbridge
Enterprise Consultant
ESRI Professional Services
Principal References
 Agenda

• Introduction
• Scenario Part 1: The New Dashboard
• Aspirations for a New Operating Model
• S
Scenario
i Part
P 2:
2 BBrute F
Force IInteroperability
bili
• Enterprise Maturity: Evolving the Operating Model
• Scenario Part 3: Recasting the Project
• Solution Design & Development/Operations & Maintenance
• ESRI Resources and Guidance
• Additional References
• Interoperability Best Practice Summary
• Discussion
• Cl i
Closing Remarks
R k
Maps and GIS Are Changing
Becoming Richer & More Pervasive
New Styles, Patterns & Techniques

New
e Se
Services
ces

Web
Maps
Web 2.0
Real-Time
Geodata Data
UGC
Mashups
Mobile
Social
Networks

New Media
 Enterprise Interoperability

• Enterprise Defined (Merriam

(Merriam--Webster
Webster))
– “A unit of economic organization or activity; especially: a business
organization”

Interoperability Defined (CMU

(CMU SEI SOSI)
SOSI)
• “The ability of a set of communicating entities to…
1.Exchange
1
1.Exchange
E h specified
ifi d state
t t data
d t and
d
2.Operate
2.Operate on that state data according to specified, agreed-
agreed-upon,
operational semantics.”

• In practical terms…
– Getting the right information to the right place at the right time in the
right format to support
s pport orchestrated b business
siness activity
acti it
A Recent History of Interoperability
Mainframes & Client/Server
A Recent History of Interoperability
Middleware & Brokers

Middleware/Brokers
A Recent History of Interoperability
Services Oriented Architecture (SOA)

Internal Consumers External Consumer

Presentation
Layer

Portal

SOA Infrastructure
Internet
ess

Tools – Security - Discovery

er
Busine
Laye

Service Service Service Service

A B C D

Enterprise Information
Systems
Information
yer
Lay

Mainframe
External
Hierarchical Database Systems
 A Recent History of Interoperability
Centralized Solutions

User User

Regional Field
Office Office
User Thin Client
Connections Thin Client
Thin Client Connections
Program
Connections Data Center
Office
A li ti
Application D t
Data

Thin Client
Connections
User
Citrix Server Farm Oracle
Web Servers ArcSDE
Lab
 A Recent History of Interoperability
Distributed Solutions
Regional Office Field Office

User
&
App.

User
User &
& App. Replicate
App. Data
Deltas Only
((“Replica”)
Replica )
Replicate
Local Data Center Deltas Only
Replicate
Server Deltas Only Data (“Master”)

User User
& &
App. App.

Master File
Database Server
Region
Field User
 A Recent History of Interoperability
Where we are today

• Greater measures of organizational work involve information

systems

• The internet has set expectations of on

on--demand access to
networks

• Whatever
Wh t technology
t h l was, or is
i now will
ill precede
d “what’s
“ h t’ next”
t”

• Imagination still moves faster than implementation

 Extraction, Transformation & Load
The Heavy Lifting of EI

• Access to data is the key point of interest in EI

• Data models for different solutions are different
• Interpretation of “common” content may be different
• T
Transaction
i cycles
l for
f different
diff solutions
l i are different
diff

• High Value Task: Figuring out ETL details

• Low Value Task: Extracting, Transforming, and Loading Data
 Enterprise Architecture (EA)

• Enterprise Architecture has been around for a long time as a

di i li yett can be
discipline b broad
b d in
i scale,
l broadly
b dl defined
d fi d andd
organizationally personalized

• Enterprise Architecture
– “the organizing logic for business processes and IT infrastructure,
reflecting the integration and standardization requirements of the firm’s
ti
operating d l”
model.”
- Jeanne Ross, MIT Sloan Center for Information Systems Research

Architecture
Enterprise
= of the
Architecture
Enterprise

The “Why” of EI
 Operating Model

Coordination Unification
•Unique businesses with a need to •Single business with global process
know each other’s transactions standards and shared global data
High

•Key platform capability: •Key platform capability:

on

easy access to shared data for standard business processes and

Busiiness Process Integratio

customer service, decision making, global data access

and integration

Diversification Replication
•Independent businesses with •Independent but similar business
different customers and expertise units
Low

•Key platform capability: •Key platform capability:

Provide economies of scale through Standard business processes and
shared
h d services
i without
ith t lilimiting
iti systems
t for
f global
l b l efficiencies
ffi i i
independence

Low High
Business Process Standardization
 Best Practices

• What are best practices?

– Results of “enlightened trial and error”
– Community body of experience

• Where do they come from?

– People who have traversed your path ahead

• Why does it look like more work than I do now?

– These are the lessons learned by others
– You may need to learn some of these lessons yourself to appreciate
best practices
– Delegating responsibility with technical solutions requires precision
 EI, Pragmatically speaking

• What is it?
– Coordinated activity
– based on contextual and efficient access
– to shared information

• Why is it important?

• How do you get it?

• How do you know when you’ve got it?

• Pitfall to avoid
– Interoperability is about more than
technology
 What’s the main point of Enterprise
Architecture?

• People working together

• Using technology
• Executing an organization’s operating model
• T achieve
To hi business
b i objectives
bj i

• Enterprise Architecture is…

– more than servers, networks, software, and data
– the framework where interoperability requirements are managed
– An approach for managing change for an organization’s application of
technology--based solutions
technology

• Perhaps a scenario would help…

 Enterprise Stakeholders & Interactions

Apple County
Commissioners

Peterman Steinbrenner
County Administrator
CIO

Elaine
George
Kramer Planning Dept.
Supervisor IT Manager
Public Works
Crew Chief

Jerry
Newman GIS Manager,
Analyst
y
State DOT Estelle
GIS Manager
Customer Service

Leo
Frank
RPC GIS
Manager Transportation
Puddy Planner
Mass Transit GIS Manager
 What the Scenario implies so far

• Business case
– Cost associated with cognitive synergy of system content
– Expensive and inconsistent environment for making decisions

• Goal is improved coordination (new operating model)

– Current operating model is diversification
• Coordination
C di ti through
th h “human
“h glue”
l ”

• Assumption
– Every member of our “cast” is competent in their role with the tools in
their environment
– There are realistic limits to each of their roles

• This looks like a one-

one-off project to Jerry
 Aspirations for a new Operating Model

• Current State Coordination Unification

•Unique businesses with a need •Single business with global
– Diversification to know each other’s transactions process standards and shared

High
global data

Integrration
•Key platform capability:
easy access to shared data for •Key platform capability:
• Future State customer
t service,
i d
decision
i i standard
t d db business
i processes and
d
making, and integration global data access
– Coordination

Business Process
Diversification Replication
•Independent businesses with •Independent but similar business
p
different customers and expertise units

Low
w
• What
Wh t are the
th
P

•Key platform capability: •Key platform capability:

implications? Provide economies of scale Standard business processes and
through shared services without systems for global efficiencies
limiting independence

• What will have to Low High

change? Business Process Standardization

• Let’s continue…
Collecting field content
Management Pressure
DOT Scripts and Schema Ready
A Call from DOT
The Review
 Activity Diagram: All roads lead to Jerry

Financial WO Mgt 411

Extract Extract Extract

CIP Invoice WO Mgt Customer

Data Data Calls

Manual
TL

Ridership Traffic
DOT
Data Counts
Data

DOT DOT Courier to Mass Trans RPC

Extract Data Apple Co. Extract Extract
 Activity Diagram: All roads lead to Jerry

Financial WO Mgt 411

• How durable is this process?Extract
Extract Extract

CIP Invoice WO Mgt Customer

• How has it evolved?Data Data Calls

• How frequently does this need to run?

Manual
TL
• Can Jerry…
– Take a day off?
– Go on vacation?
Ridership Traffic
– Win the lottery? DOT
Data Counts
Data

• DOT
What about Courier
DOT Jerry
Jerry’s
s “Dayto Job”?
Day JobMass
? Trans RPC
Extract Data Apple Co. Extract Extract
 Why have many interoperability projects
failed in the past?

• Existing
g systems
y likely
y had few interoperability
p y requirements
q

• Technical issues
– Structure and content of different systems are different
– Selecting
S l ti one “truth”
“t th” from
f many (and
( d gaining
i i consensus))
– Even new solutions that have “standard interfaces” to interoperate with
other systems will not have the power to align data sources
– Interfaces to legacy systems – scope gallop!

• The issues are more than technical

– Policy
– Procedure
– Influence & control

• Funding - Interoperability occurs in the space between systems… and

projects
 CMU SEI: System of Systems Interoperability
(SOSI)

• System Activities Model – Beyond the business case

• How does this influence the architecture of the enterprise?

 4 Stages of Architectural Maturity

• MIT Sloan
S oa Center
Ce te for
o Information
o at o Systems
Syste s Research
esea c

• Stage 1: Business Silos

• Stage 2: Standardized Technology
• Stage 3: Optimized Core
• Stage 4: Business Modularity

• The stages are cumulative

• Stages are generally not skipped
• Advancement relies on practices more than technology
• Practices avert risk with increasing maturity

• An enterprise is more likely to mature in pieces rather than as a whole.

• Why is this important?

 Adopting a Solution Development Approach

• Developing solutions in
the context of operations
is difficult
Stakeholder needs/
Business Processes

• Mitigate risk during Marketplace Architecture/

requirements analysis Design

– Prototype during Programmatics/

requirements phases Risk

• Plan iterations
– Prioritize requirements Inception
p Elaboration Construction Transition
Gather and define Refine, experiment, Implement selected Field and support
project scope & select solution solution solution
Survey & try COTS Try & select COTS Apply & track COTS Track and update
• Interoperability occurs Plan for business Prototype business Prepare for business COTS
process changes process changes process changes Change business
through focused effort. process

- CMU SEI EPIC Phase Chart

The next day…
Stakeholder meeting
 Leveraging EA to clarify requirements

• Solution Vision • Impact of projects on

– 411 Calls
– Provide County Senior – Asset/Pavement Management &
Management with operational Internal Work Orders
views of transportation plans – Traffic Counts
and projects – Traffic Accidents
• Planned Projects – Mass
M transit
t it ridership
id hi
• Active Projects – Temporal Contexts
» Today, week to date, last
• Project Status weekend, Calendar Month,
– Scope, Schedule, Cost Season, Year
» Appropriate
A i t aggregations
ti

– What is the business value of

the solution?
– Development Resources
– Identify 3 performance
indicators that indicate
success
 Leveraging EA to clarify requirements
• Business Architecture
Senior Manager
• View maps and operational content
Transportation Planner
• Manage transportation plan data for review
• Monitor authorization of plan content
• Promote authorized pplan or pproject
j data
• Retire unneeded plan and project content
Database & Systems Administrators
• Monitor enterprise databases (O&M)
• Support development
Enterprise Architect
• Solution guidance and coordination
Change Management Plan
GIS Manager
•Operations Support (50%)
•Transition
Transition GIS tools to Planners
• Implement Print on Demand solution
•Coordinate training for new users
•Provide technical support to new users
•Solution
Solution Development Support (50%)
•PM for GIS projects
•Provide domain expertise in solution
design activities
•Design
Design and Develop Data Models
• Design and Develop GIS processes
• Guide web application development
•GIS Solution Governance
 Leveraging EA to clarify requirements

• Data Architecture
– Databases of Record
• Where each “truth” to be presented by the solution will come from
– Data models
• Source Data
• Transformation Requirements
• Production Database(s)
– Administrative Data
– Mobile Data
– Business Content
– Publication Content
– Base map content
– Web service schemas
• Content & Standards
– Metadata
 Leveraging EA to clarify requirements

• Application Architecture
– Web consumer
• ArcGIS Server Flex application
– Web service consumer
– Web Service Design
• Map services (cached, dynamic)
• Locators
• Geoprocessing
– Domain Application Admin (Transportation Planner)
• ArcGIS Desktop (initial)
• Web
W b application
li ti w// Print
P i t On
O Demand
D d capablity
blit (eventual)
( t l)
– Mobile Solutions

– Solution
S l ti Development
D l t Resources
R
 Leveraging EA to clarify requirements

• Technology
gy Architecture
– Where is the prototype running now?
• Jerry’s operational server?

– Need to formalize solution development,

p , test,, and production
p resources

– Tailor the system for appropriate performance, availability, scalability

• What are the needs today?
• What do y
you expect
p in 6-
6-12 months?
• What can you expect over the next several years?
• Consider computing and network performance
• Plan ahead.

– Security
S i requirements
i
• Initial implementation will be intranet only
• Working with external agencies (DOT’s web services)
• What about public participation?
• Implications for system configuration
 Prioritize. Develop an Iteration Plan

Rational Unified Process: Resource Allocation

 Development Process Considerations

• Mitigate risk while gathering requirements

– Requirements cost least when capturing them matters most
• Design: $1
• Development: $10
• Testing: $100
• Production: $1000
– Allocate resources for prototyping
• COTS, Open Source Custom
• You are responsible for the operation of your solution
• Products were designed with requirements in mind, but not all of your
requirements
• It’s easier to predict the behavior of complex systems through trial and error
• Test rigorously
– Confidence is the best way to win advocacy of high
high--profile audiences
 Governance

• In Development
– Configuration Management
• Baseline development environment
– OS,, Software,, Hardware
– External system dependencies
• Documentation (yes, documentation)

• In Operations and Maintenance

– Understand dependencies
– Manage transition of new or evolved capabilities from development
– Provide feedback
 Candidate Solution Architecture
Web
Web User Web
Web User User Web Remote
User User System

Desktop
Mobile Web Application
GIS
GIS (Flex, Custom)
User

Custom Scheduled
ArcGIS Server
Web Services Tasks

Mobile Admin Pub App Bus.

GDB GDB GDB DB Content

GIS
Admin
 Best Practices

• Decide on your operating model - set expectations

• Separate Development from Ops & Maintenance
• Build solutions iteratively
• Manage
g Change g (Governance
( & Solution
S Portfolio Management)
g )
• Consider Solution Architectural Maturity
– Silo, Standardization, Optimized Core, Business Modularity
– Cumulative, not exclusive
– Cultural appreciation of Architectural Maturity is important
• Practices in development are as important as those in O&M
• Business Case Development
– In
I ROI,
ROI the
th I mustt precede
d the
th R
– Identify your Rs

• Interoperability happens because you “will

will it
it” into existence
 ESRI Solution Approaches

• Embrace established GIS and IT practices

p
– A lot of lessons to learn from

• Be pragmatic
– Realizing
g you
y vision will take time
– Take deliberate & methodical steps

• Change can be challenging

– The p
practice of GIS is changing
g g
– Technological advances
– More information available in digital form than ever before
– Greater demand across organizations to access, apply, interact with, & transact
upon information

• Introducing technology that changes the way people work and changes
organizational behavior
– In addition to the roles of others, your role may also need to evolve
 ESRI Guidance: Patterns

Data Planning & Workforce Operational Customer

Management Analysis Optimization Awareness Contact
A Complete Integrated System
Store, manage, & Support for Disseminate
Transform data Get information
maintain decision makers knowledge &
into actionable Into and out of
accurate data & knowledge gain consensus
intelligence the field
records workers

Desktop Server Mobile Online

 ESRI Online Resources

• ESRI Enterprise Resource Center

– Application Architectures
– Security
– Performance and Scalability

• Transportation Data Model

 ESRI Press Books

• Thinking About GIS

– Guidance remains relevant
• Building a GIS
– System Design Guidance
• Modeling Our World
– Techniques for designing geodatabases
• Designing Geodatabases for Transportation
– Domain
Domain--focused design guidance
Discussion
The Diner
 Solution Approaches
pp
&
Best Practices for
Enterprise Interoperability

Thank you!

Jim VanOstenbridge
Enterprise Consultant
ESRI Professional Services