Building & Executing an EAI Strategy ffoorr Eskom Distributionarchive.opengroup.org/johannesburg2008/presentations/Shannon Naidoo.pdf · EAI Strategy ffoorr Eskom Distribution Shannon

Building & Executing an Building & Executing an

EAI StrategyEAI Strategy

forfor

Building & Executing an Building & Executing an

EAI StrategyEAI Strategy

forfor

Eskom DistributionEskom DistributionEskom DistributionEskom Distribution

Shannon Naidoo – Chief ArchitectJune 2008

“We build too many walls and not enough bridges" – Isaac Newton

Distribution Quick Facts

• Dx Sales (2006/7) –

R23bn

• 3.9m Customers

• 6 Geographic

regions

• 14 916 Employees • 170 IM staff

Distribution Information ManagementDistribution Information Management

• 14 916 Employees

• 321 000 km

overhead lines

• 238 000 MV/LV

Transformers

• 170 IM staff

• 11 000 IM customers

• 24x7 business

Value Chains

• Adopted value chains since 1996

• Reached full process model in 2000

• 8 Core Value Chains

–Level 1 :18 Processes

–Level 2 : 221 Processes

–Level 4 : 1942 Activity level processes


–Activities: 17386

–Positions : 664

Systems

• 24 x 7 systems

–Dispatching - Maximo

–SCADA - ABB Scada & SMART

–Call Centre – GTX

• High Performance Systems


–Billing

–MV90 – Data Acquisition

–Fault Tracing (Oracle & Smallworld)

–MDT – Mobile Dispatch

–Online Vending

System Facts

• Maximo processes 2.2 million work orders p.a.

• SCADA generates 1.6 million state changes p.a.

• Generate 900 000 work requests from Call Centre

• 108 million Prepaid transactions p.a. @ 250


• Generate 900 000 work requests from Call Centre to Engineering through middleware p.a.

• Publish 12.5 million customer update messages p.a.

transactions p.a. @ 250 Tx/s (peak)

• Handle 3.5million calls p.a.

Technical Overview

• 760 Servers

–140 Unix (PA RISC & Itanium)

–620 Windows (HP DL series)

• Geographically distributed

• Primarily 2 tier

• Migrating toward n-tier


• 40 Enterprise Applications

• K2 Workflow implemented along Value Chains

• Numerous smaller, regional systems

• Oracle DB’s

HistoryHistory

“the silver bullet”“the silver bullet”

HistoryHistory

“the silver bullet”“the silver bullet”

the Promise of EAI

• Reducing the Interface burden

• Simplifying the application architecture

• Improving process velocity


• Leveraging of current investments

• Actively support EDI restructuring

Maintenance Burden

DMS Control

Centre

SCADA

Customer

Call Centre

Customer

Information

Distribution

Automation Engineering

Protex

DataBaseDataBase

DataBase

SAP


Facilities

Management

GDC

Work

Management

Maximo

Automation

RTU Protex

Planning

TIPSDataBase

DataBase

DataBaseDataBase

DataBase

BUS Architecture

Distribution

Automation

DataBaseDataBase

DataBase

EMS Control

Centre

Customer

Interface

Customer

Information

EngineeringMiddleware

“Transf


Automation

Planning

= IEC TC57 WG14 Standard Interfaces Specification

DataBaseDataBase

DataBaseDataBase

Facilities

ManagementWork

Management

Engineering(CIM compliant)

“Transformer”

“Trfr”“Txr”

“Transf

”

EAI Services Stack


Mapping Services to Value

Services• Real-time monitoring

• Process Automation

Value• Real time reporting on a task or

process performance e.g. Monitor Revenue Collection

• Streamline business process

• Reduced time to change a process

• Manage Customer Requests


• Communication Integration

• Adapters

• Manage Customer Requests

• Accurate current consistent information e.g. Customer Network Link

• Reduce the cost, complexity, maintenance and number of Interfaces

• Extend life of legacy systems

Optimize

Integrate

SeeBeyond

eBusiness

Integration

Seamless Integration, Dynamic B2B Connectivity

& Robust Process Optimization

SeeBeyond Suite


Integrate

Connect

IntegrationSuite

Source: Bytes Technology Group

Initial EAI Strategy

• Process controlled integration

• Application level interfacing

• Remove DB layer logic

• Target high value/traffic integration paths

–Adaptor reuse

–Message reuse


• Transformational tool

–Process optimisation

–Structural business changes

• Use Common Information Model (XML based)

• Achieve critical mass asap!

the Projectthe Project

“Ubuso “Ubuso –– face of Eskom”face of Eskom”

the Projectthe Project

“Ubuso “Ubuso –– face of Eskom”face of Eskom”

CRM “Ubuso”(2004)

• Virtualised call centre for 2000 users

• 10 months from zero to go-live

• Integrated view of customer data, interactions & channels

• Functionality

–Service Request Management

–Workflow Integration


–Workflow Integration

–Call Scripting

–Case Based Reasoning

–Analytical Reporting

–Campaign Management

• EPN 2005/2006 “Utility Awards for CIS/CRM Excellence”

CRM Architecture

Enterprise Service Bus

DatabaseDatabase

Work Request

Work OrdereInsight

Work Request

COBOL

XAI

JMSWeblogic

Billing Application

Work Order

JBoss 3.2.7

Tomcat

Business Process Management

Logic

Servlets

Call Centre

Customer


Enterprise Service Bus

Work Request

Work Order

API

Business Logic

Tomcat

Maximo

x7

Database

Router

Engineering

Lessons Learned

• Process design not achievable

–Technology constraints

–Skill issues

–Time constraints

–Despite well defined L4 process

• Lack of Information Architecture process


• Message design lacked robustness

• Resistance from application owners for change

• Poor coding quality

• No formalised testing procedures for middleware

• Functional Integration pattern adopted

Value Realised

• Process transparency

–Stakeholders aware of subtle changes in the business process

• Improved process velocity

–Measurable, graphs created analysing 5% deviations

• New benchmarks set for process


• New benchmarks set for process performance

• Increased VC integration

• Need for improved EA approach

An Evolving Integration An Evolving Integration

StrategyStrategy

An Evolving Integration An Evolving Integration

StrategyStrategyStrategyStrategyStrategyStrategy

Integration Approaches

• Functional Integration

–Solves a technical integration problem within a specified domain in support of a business problem

• Transformational Integration

–Solves business problems at organisational


–Solves business problems at organisational level

Functional Approach

• Limited external design considerations

• Lifespan not linked to solution business case

• Process architecture often predefined

• Often replication scenario eg


• Often replication scenario eg master data

• Risk mitigation projects

• Technology convergence projects

Transformational Approach

• Natural alignment with business strategy

• Business objectives foremost in design approach

• Requires flexible & robust design

• Greater returns on Integration Spend


Spend

• Releases embedded value in solutions eg platform for SOA

• More complex and often more expensive

• Needs to provide value over longer term

Project Assessment Framework

Project Scored against

� (+) Strategic Alignment

� (+) Business Benefit

� (-) Cost

Potential(may be important)

Strategic

(Is Important)

Efficiency Operational

Maximo 6

Sm

all

V

alu

e o

f B

enefit H

i


� (-) Cost

� (+) Business Risk

� (+) Innovation

� (-) Technology Maturity

Value, Scale, Impact

Efficiency(Valuable)

OperationalCurrently depend on

(Risk Mitigation)

Small Discrete Project Scale Large Integrated

Sm

all

V

alu

e o

f B

enefit H

i

Impact on Business

Impact on Enterprise Impact on Enterprise

ArchitectureArchitecture

Impact on Enterprise Impact on Enterprise

ArchitectureArchitectureArchitectureArchitectureArchitectureArchitecture

Changing Needs of EA

• Increase the breadth and width of EA competencies

• Address compartmentalisation within EA team

• Common architecture approach to business problems

• Need to find a common language for expression


expression

• Capacity required to execute the EA Process

• Information Architecture – its not about logical data models

• Create Integration Architecture capacity

EA Focus 2002


Required EA Focus


Detailed Integration Design Detailed Integration Design

ApproachApproach

Detailed Integration Design Detailed Integration Design

ApproachApproachApproachApproach

(Extracts)(Extracts)

ApproachApproach

(Extracts)(Extracts)

Guiding Principles

• BIDAT

• Decoupled design

• Process oriented integration paths

• Robust Messaging & reusable artifacts

• Information models not data models as basis for message design

• UML diagrams documenting design


• UML diagrams documenting design

• Explicitly modelled transformations

• Descriptive & robust error handling in-process

• Design with services in mind

• Performance oriented design

Business Architecture

• Extracting the solution strategy from the

Strategic Commentary

• Establishing solution design objectives

based on business criteria

• Perform environmental analysis

–Business maturity

–Technology maturity


–Vendor maturity

• Use Case analysis for integration paths

• Analyse existing processes

• Use Zachmann to phrase questions

• Its about choice – which view, strategy,

performance objective in competition with

each other

Process Design

• Business aligned, not system aligned

• Determine true business events/triggers

• Limited feedback loops in design

• Process throughput must be borne in mind at all points of the design

• Transformation points in process must be analysed for downstream and upstream effects


analysed for downstream and upstream effects

• Buffers, deliberate delays, combinational points must be fully modelled and analysed wrt full BIDAT

• Analyse and design static and dynamic behaviours

Information Architecture

• Use Class Diagrams to structure the debate

• Analyse Use Cases (given or extracted)

• Confirm business expectations through Use Case

• Extract information artifacts

• Perform information dependency analysis

• Extract the integration/transformation process


• Extract the integration/transformation process

• Understand information boundaries

• Determine source and target information consumption patterns

• Database ERD’s and file structures become pseudo objects

• Time validity of artifacts

Message Design

• Derived from Object Model with semantic clarity

• UML models must be used to describe the origin of the final composite object model

• Object boundaries must be maintained in message model

• XML messages required that are truly self


• XML messages required that are truly self describing

• Do not propagate deficient data models into message model design

• Respect information domain boundaries

Message Design Process


Future of Integration

• Value Management Office to reflect embedded and realised value

• Value cases for transformational integration projects

• Increased requirement for BAM capability

• Shorter business process update cycles

• IT & OT Convergence


• IT & OT Convergence

–AMR strategies

–Substation automation

–Mobile Computing

• EA Process enriched by TOGAF’s ADM becomes the process of performing integration

END


Documents

Building & Executing an EAI Strategy ffoorr Eskom Distributionarchive.opengroup.org/johannesburg2008/presentations/Shannon Naidoo.pdf · EAI Strategy ffoorr Eskom Distribution Shannon