"Software is eating the world"

Marc Andreeson, Co-founder of Netscape

In those competitive business scenarios where most of the value is delivered by software, the value chains of established players are disrupted. The impact of this force will grow, with a voracious appetite for competition.

The software driven dynamic has been referred to as “unscaled” by Harvard Business Review and it makes incumbent industry players look listless.  Immediate instances are Uber who have left the taxi industry stalled in their wake and agile AirBnB who have stolen a march on the sleeping accommodation sector.

Unscaling is neither upscaling or downscaling, it is small becoming the new big and it occurs when the global audience of the inexpensive Internet becomes exploited and a wide choice of modular services is accessed. It is nimble and quick and it is an innovator nirvana.

Print Media

The newspaper and magazine industries have recently seen significant disruption as print circulation continues a global freefall, while the number of readers getting their news via smart phone or tablet rises rapidly. According to a report “US Smartphone Use in 2015”, published by the Pew Research  Center, 64% of American adults now own a smartphone of some kind, up from 35% in the spring of 2011.  A majority of these use their phone to follow along with breaking news, and to share and be informed about happenings in their local community.

This disruption is patently evident in many different industries over recent years. The disruption is not simply the move away from traditional media, but reflects a change in reader empowerment.  Ordinary people now have the capability to be journalists and contribute to online conversations.  All of this is facilitated by software that simplifies publishing, video production and live updates as global events happen.

Manufacturing

Take one of the more recent developments in the manufacturing industry, that of 3D printers which are software controlled. This technology enables the rapid development and revision of products while bypassing costly traditional manufacturing processes.

However as the 3D printing revolution is gathers pace the technology is finding deployments in core manufacturing.

In 2013 a South African aircraft manufacturer Aerosud, an established supplier to major aircraft manufacturers Airbus and Boeing, started building a 3D printer capable of manufacturing aircraft components an order of magnitude faster and close to fifty times larger than any previous printer capable of making metal parts.

Automotive

The average high end modern car has 100 million lines of code, creating a lower-cost entry point for non-automotive companies with fresh approaches. The trend toward hybrid and electric vehicles such as the Tesla, which is completely computer controlled will only accelerate the software shift. Software runs engines, controls safety features, entertains passengers, guides drivers to destinations and connects each car to mobile, satellite and GPS networks. The automobile is shifting from mechanical to electrical and software controls. 

The degree of software control and complexity in cars and is growing and according to the Economist in January 2016, technology firms may be better placed than car makers to develop and profit from the software that will underpin both automated driving and vehicle-sharing.

Some of these firms may even manufacture cars of their own. Local Motors has produced the first of a range of road-ready, 3D printed vehicles. The Low Speed Electric Vehicles (LSEV) will debut in Q1 2016.  A highway-ready version will be released in late 2016.

Taxi Services

Uber is innovating at the intersection of lifestyle and logistics, connecting riders with safe, reliable, convenient transportation providers at a variety of price-points in cities around the world.  The company owns no cars and is disrupting the global taxi industry while focusing on new logistics sectors. Just before the recent consumer electronics show in Las Vegas, GM announced a $500m investment in Lyft, US based nationwide ride-sharing service. Lyft started in 2012 and is currently valued at US$2.5B

Retail

According to research from the Global Center for Digital Business Transformation (DBT Center), 47 percent of retail executives believe that disruption could put them out of business.  The combination of on-line, in-store, call center and mobile is creating a new retail customer experience called omnichannel that is managed to ensure that it is seamless, integrated and consistent across all channels.  The decision as to how service will be delivered is becoming the prerogative of the digitally empowered customer rather than that of the retailer.

Managing the Crisis

While digital disruption of traditional business value chains is a fact, the disruption itself can be seen as a positive, not only because competition sparks innovation, but because it delivers greater value, particularly for the customer and those other actors who drive the success of the business, by consistently realising the resulting digital value.

Mission Critical

In a McKinsey article, on the perils of ignoring software development, the article includes a statement that “Despite the mission-critical nature of software, it gets surprisingly little attention in the C-suite.”  Further to this they add that as digital technologies continue reshaping markets, the keys to success for a growing number of companies are, embracing the rising strategic importance of software, and viewing software development as a crucial competitive battlefield.

In many instances it is not a single technology, but different technologies that merge which cause digital disruption in the value chain. Once again, change agility needs technology support.  These new process demands are growing in many business sectors and because successful transition to the maximum utilisation of strategic information technology is a priority for many organisations, enterprise-class BPM principles are being hard wired into operations. Tools such as Sparx Systems Enterprise Architect and standards including Business Process Modeling are essential. 

Innovative Technology

Approximately 2.3 million lines of code run the International Space Station and it is imperative that it continues to function as expected.  The development of software that is mission critical or essential to the survival of business today, necessitates the use of fit for purpose, industrial strength technology.

Sparx Systems Enterprise Architect delivers revolutionary architecture to meet the challenges of the digital revolution, separating exploratory areas of the business, from those that are well established, while supporting collaborative agile development, based on the business direction, strategy and vision. It allows the organisation to revise existing enterprise architecture to support the ongoing process of business transformation.

Inherited Value

To accept risk and get comfortable with a pace of change that is very different from the current IT operational models, it is essential to leverage technologies that have been designed to mitigate risk and that are built to support industry best practice and standards for industry.

This agile enterprise architecture platform fosters innovation, by enabling continuous building and refactoring, to facilitate the emerging and vanguard technologies.  Simultaneously in a disruptive business environment where continuity is the highest priority, Enterprise Architect supports the consolidation of legacy capabilities.

Enterprise Architect

Sparx Systems Enterprise Architect is the popular, powerful and affordable visual modeling platform, capable of meeting the exacting demands of enterprise IT and Business. 

To manage change in a hyper changing world, organisational leaders are now selecting reliable, scalable solutions that have been extensively road tested, by many hundred of thousands of users. 

In a period of global industry disruption such as is currently being experienced, it is essential to choose the right, standards based platform with the lowest maintenance overhead, to meet the challenges of predictive change management, collaboration and  interoperability.

In this third instalment of exploring EA through video Phil is looking at Creating a Repository:

https://youtu.be/7SC9-UCVYFc

If you can't wait to view all of our videos from this series please visit our YouTube channel ... and don't forget to subscribe!

Sparx Systems partner OMNILINK was awarded the Victorian Spatial Excellence Award (VSEA) for Export in September 2015.

OMNILINK has also been nominated for the Asia Pacific Spatial Excellence Award (APSEA) at Locate 16 during 12-14^th of April at the Melbourne Convention Centre.

The AssetWhere™ product which allows organisations to visualise underground services, room and building details and key asset information in a map-based system, was recognised for improving the Management of Property Records in Schools in the UK.

The Sparx Systems visual modeling platform, Enterprise Architect, the tool of choice for the global geospatial community was used to design and build the AssetWhere™ solution.

This is the second of a 2 part series - Read Part 1 here.

Internal Coherence:

The link between processes and value creation is the point of focus for business.  Processes are often the heart of how many organizations look to deliver value both inside and outside of the organization and the overarching organisational process is the value chain.

The BPMN standard developed by the Object Management Group (OMG), provides the ability to communicate both internal and external business procedures, in a graphical, standardised manner.  This core enabler of business process management supports both Business and IT, in that it allows the modeling of business processes and services, in a notation that is both intuitively understood by the Business Analysts, who draft the processes, while including the complex semantics - comprehended by Software Developers, who implement the technology - to execute these processes.

Complexity and Risk:

An equally important aim of the BPMN is to ensure that XML, designed for business process execution - and BPML - can also be visually expressed in a common notation. The value of modeling is the capacity to assist the management of complexity and associated risk and to facilitate communication. The models produced, reflect the activities between businesses and their customers and provide explicit records of the agreed requirements for successful business processes.

Change Readiness:

To manage inter-organizational business processes, concepts for business process management (BPM) need to be adopted and extended. Formerly siloed key industries are being forced to collaborate, rethink their fundamental business purpose, envision the business they are in and will be in.  They are rapidly adapting from exclusive, to inclusive and from “me” to “we.”  In the “we” future of collaboration, success lies in how organisations use technology to improve their own internal processes, while tapping into exo-organisational ecosystems.

Mobile and automotive industries are collaborating, as are health, retail, and aviation. This requires the propagation of data between different organisations where sharing of standards based process models has a mutual benefit.

New cross-organizational processes need close coordination among networking partners and in this area the Schema Composer in Enterprise Architect 12.1 represents a key enabling technology.

Business Language:

Just as the value of a model, is the standards-based common view of a complex system that it presents to a variety of stakeholders, so being able to successfully construct messages from within the model is very valuable because the format or style of messages to be exchanged, can be designed and communicated in a standards-based way- between machine to machine or business to business.  

The Schema Composer provides all entities with mutual assurance via interoperability standards, as to how each entity will react, read and connect with respect to the message exchange and removes the concern to ensure that messages will be successfully exchanged - i.e received and understood - on key levels such as business, information, software etc.  

New business opportunities are realised through collaboration and interoperability. At the heart of any change, whatever it may be is a common standards-based reference frame that allows individuals and business to understand their industry goal, and their contribution and role in achieving the goal.

Collaboration:

Collaboration is becoming a new enterprise standard. In the face of the disruptive challenges, successful transition to optimised utilisation of strategic information technology is a priority for many organisations.  Collaboration supports group synthesis, enabling the enterprise to leverage the strengths of all its parts to increase the chances of success while reducing or eliminating process overlap and resource redundancy. The shared awareness of issues promoted through collaboration, encourages trust and builds confidence in group stakeholders, synergising the collective response to problem resolution.

Betsy Burton, a vice president and distinguished analyst at Gartner said in a 2011 press release “Organizations that do not focus EA on their business strategy and on collaborating with business leaders will be greatly limited in their ability to deliver substantial business value. To achieve business outcomes and to drive business change, EA value must be collaboratively developed and supported within the context of the business direction, strategy and future vision."

The organization's enterprise architecture plays a key role in this transition. It is no surprise that in the current atmosphere of technology change collaboration in the enterprise architecture work space is growing.  A recent article in SD Times, reports from the 2014 Collaborative Development trends report by the Linux Foundation that collaborative development is on the rise. Nearly half of business managers surveyed said they got involved in collaborative development because it allows them to innovate and/or help transform their industry.  

A common reference frame that allows individuals to understand what the goal is, and their contribution and role in achieving the goal, is at the heart of any change, whatever it may be.

Viewing the Future:

BPSim is directly linked to (and extends) the Business Process Modelling Notation (BPMN) standard to enable easy exchange of models and analysis data required for simulation between platforms.

Business transformation projects are frequently initiated by enterprises in order to capitalise on market opportunities and boost profitability and a critical task is to create an accurate picture of exactly which business processes and resources are needed to deliver against future demand.  Furthermore, they must be sure that any business changes support optimised efficiency and a clear understanding developed around  the crucial timing of key asset investments.

Simulating business processes offers a view of future performance of new processes and the opportunity to validate changes to existing processes without disturbing current business operations.

Additional Resources:

Page: MDG Technology for Business Process Modeling Notation (BPMN)

Brochure: MDG Technology for BPMN

Platforms Page: Tools for Business Process Modeling using the BPMN

Resources: The Business Process Model

News Item: Sparx Systems - 20 Most Promising BPM Solution Providers 2015

For information about how Enterprise Architect provides essential support for all of the critical business change issues mentioned above, please visit Sparx Systems website at www.sparxsystems.com, where you can download a 30 day evaluation licence and test for yourself.

Schumpeters Gale:

Creative destruction or “Schumpeters Gale” describes the persistent process of change that internally renews the economic status quo, destroying the old and creating the new. Schumpeter’s description of the process of change - while describing economic forces - could aptly be applied to technology, specifically, information technology. Just like a gale, the disruption maelstrom can suddenly destroy markets, industries and businesses and their operations and processes.  The aftermath is the new “normal”.

Value Chain:

Michael Porter first used the term “Value Chain” three decades ago, to describe how an organisational unit, can manage its business while gaining competitive advantage. Within that period, Business Process Management (BPM) has become a critical success factor.  While the cyclone of digital disruption grows in intensity, the time to adapt business processes to the tempest shrinks. This adaption is business process re-engineering, necessitated by the forces of change - cloud, social media, mobility, Internet of Things and data. See “Growing Business Agility to Create Competitive Advantage - Digital Transformation”.

Business Language:

BPM Notation, (BPMN) a core enabler of Business Process Management (BPM), is a  notation readily  understood by business users, from the business analysts that create the initial drafts of processes, to the technical developers responsible for systems implementation, that will execute those processes and finally to the business people, who will manage and monitor those processes.

The value of BPMN is that it simplifies the creation of business process models while addressing the inherent complexity of business processes. Enterprise Architect provides a full-featured implementation of the Business Process Modeling Notation (BPMN) allowing business processes to be expressed in a standard graphical notation and traced throughout enterprise and system models. It can also be used, to automatically generate Business Process Execution Language (BPEL).

Mobile:

The Mobile revolution is providing equity of access to education, health, government, banking, environment and business, for much of the global community. However, it is also challenging enterprise business models in every sector. It is here to stay and represents a disruptive influence on business that cannot be ignored.

Cloud:

The transformative power of Cloud is presenting opportunities to efficiently facilitate new revenue, services and business, as companies harness. It is collapsing the supply chain, creating more effective and timely interaction between clients and suppliers while delivering speed, agility and cost reduction to IT and other functional areas within the enterprise, such as HR and CRM.

Internet of Things:

The Internet of Things (IoT) will require organizations to master new business models, architectures, operating systems, tools, methodologies, databases, networks, middleware, and sourcing partners.  The explosion of the IOT will contribute to the generation of exponential data growth which threatens our current ability to cope. Without support from collaborative technologies that support highly automated processes, the time required to make this data re-usable is impractical. Meanwhile new data silos are spawned. Sparx Systems has provided a trinity of powerful tools to address this issue, - Cloud Service, Reusable Asset Service and OSLC.

Measured Success and Business Governance:

Meanwhile, systems integration is being challenged because legacy systems cannot integrate with the new force-driven technologies, as system documentation is often inadequate.  The inability to meet this challenge prevents many sectors from seizing the new opportunities created by change.  The success of this critical adaption and reinvention of core business processes is measured in the resulting digital value, consistently realised by customers, suppliers, partners and other stakeholders alike.

Essential Tools:

 Across different business sectors, an awareness of this “new business norm” necessitates the basic requirement that enterprise-class BPM principles are hard wired into operations.  To fulfil this fundamental governance requirement, Enterprise Architect and standards, including Business Process Modeling and Notation (BPMN), are essential tools. They can improve agility and flexibility and create leaner organisations, by assisting to integrate the business elements of the value chain.

 
While applying UML as the base, these techniques enable the enterprise to better understand and design its enterprise architecture and allow the organisation to react rapidly, with greater control over outcomes and governance obligations.  Enterprise Architect supports the direct mapping of these obligations to the enterprise architecture.

Additional Resources:

Page: MDG Technology for Business Process Modeling Notation (BPMN)

Brochure: MDG Technology for BPMN

Platforms Page: Tools for Business Process Modeling using the BPMN

Resources: The Business Process Model

News Item: Sparx Systems - 20 Most Promising BPM Solution Providers 2015

For information about how Enterprise Architect provides essential support for all of the critical business change issues mentioned above, please visit Sparx Systems website at www.sparxsystems.com, where you can download a 30 day evaluation licence and test for yourself.

BPMN and the Digital Enterprise Part 2: Read More Here

This one day Enterprise Architect User Group will be held on 14th April 2016.

Featuring three tracks, the meeting will focus on a “hands on approach to Enterprise Architect” that will be supported, with 30 minute presentations and associated workshops.

For full details of the event, please visit the Biner website here.

For future User Group events in your area, please visit the EAUG website.

Enterprise Architect’s Database Builder provides interactive connectivity to a DBMS,  supporting both the initial creation of a database and the ongoing update of tables, views, triggers and procedures – all from within the design model.

This tutorial paper works through a simple database example (attached in .ZIP file) using the Database Builder to create tables within a new Database, then make modifications in both the model and the Database and use the compare functionality to update the Database and the model respectively.

On 15 December 2015, ISO 19160-1 was released.  This standard was developed by ISO/TC 211- a standard technical committee within the International Standards Organisation (ISO), to cover the areas of digital geographic information and geomatics.

The ISO 19160-1 standard defines a conceptual model for address information, together with the terms and definitions that describe the concepts in the model. The model was developed in Enterprise Architect and is presented in the Unified Modeling Language (UML).

For almost a decade Sparx Systems has supported the global geospatial community through provision of Enterprise Architect licences for standards development and inclusion of
Esri ArcGIS and GML profiles within Enterprise Architect.  

Additional Information:

• Press Release: Sparx Systems modeling tools adopted by ISO Geospatial Community
• Product Infrormation: Spatial Information Modeling with GML and ArcGIS
• Product Information: ArcGIS Geodatabase Design with UML
• Enterprise Architect User Guide: Geodatabase Design for ArcGIS
• Enterprise Architect User Guide: MDG Technology For GML
• Webinar Recording YouTube Playlist: ArcGIS Geodatabase Modeling

Exploring Enterprise Architect through video...part 2

In this second instalment of exploring EA through video Phil is looking at the visual style and workspace configuration options in Enterprise Architect.

https://youtu.be/Bfg_1h4rews

If you can't wait to view all of our videos from this series please visit our YouTube channel ... and don't forget to subscribe!

“It's not the technology that's scary; it's what it does to the relations between people that's scary”

- Robert M. Pirsig, Zen and the Art of Motorcycle Maintenance

Everything Changing:

We are all aware that we are living in a period of unprecedented disruption where everything that we thought as being the status quo, business as usual, is changing rapidly.  Technology ‘disrupts existing markets and value networks, displacing established market leaders and alliances’.  Popular examples are Uber which is challenging the taxi industry model. Then there is AirBnB challenging the accommodation industry model and 3D printing which is challenging the manufacturing model.  

However, in a recent interview Jay Scanlan and Paul Wilmot from McKinsey, posit that unlike a pure play disrupter such as Uber, “our incumbent organizations and our incumbent clients have a broader range of concerns that they need to address. And they have a broader range of customer needs and consumer demands that they want to fulfill.”

Unlike start ups, incumbent organizations hold valuable assets like people, finance and data, etc. Scanlan and Wilmot pose the question as to how incumbents will strategically use these assets to defend themselves against aggressive competition, as digital disrupts their industry.

Agile... The New Norm:

In the face of this change, the adoption of Agile approaches to project management is growing.  It is expected that in 2016 the US Federal Government General Services Administration will solicit bids for a number of major agile projects.  This follows the piloting of agile projects last year by 18F, an agile development consulting arm, within General Services Administration.

A recent survey of development and IT professionals, shows that Agile is now the norm. The majority of development teams and projects now embrace the methodology, while pure waterfall approaches are in the minority. The study conducted by HP in 2014 consisted of an online survey of 601 software developers and IT professionals  representing over 600 organisations,  where 400 + described themselves as “pure agile”.

According to Gartner “Digital business will require application leaders to explore development outside of traditional IT and to ensure fast-paced incremental releases in order to be competitive.”  Just as digital transformation is changing role of application leaders such as the CIO, so too it is impacting the role of the Business Analyst (BA) in the private and public sectors.

The Agile Business Analyst:

The BA has traditionally embraced the rapids of change much like a canoeist. Using the IIBA Body of Knowledge (BABOK) as both their map and compass, they engage the volatility and uncertainty of change. With an innate capability they navigate successful transits, piloting by their experience and understanding of the different currents and hazards.  

Agile presents great opportunity for the BA.  In the process of connecting people and engendering understanding, improving product quality and increasing customer satisfaction, they have the potential to play many roles, to become the consultant.

A key finding of the HP survey was that the majority of participants agreed that “the primary motivators for Agile adoption are associated with improving team collaboration and increasing software quality and customer satisfaction.”

Becoming increasingly involved in Agile projects and addressing the growth in the variety of concerns of the stakeholder (the Customer) will require that the BA leverage the use of Agile tools.  This technology will enable the BA to help their clients find ways to make Agile work for them.

BABOK  3.0 Reference Model - an Agile Approach:

Recently, through a collaboration agreement between International Institute of Business Analysis (IIBA) and Sparx Systems, a BABOK 3.0 Reference Model has been developed in Enterprise Architect.

This Reference Model provides case studies covering every knowledge area, task and technique in the BABOK Guide. Each case study contains hundreds of examples utilizing diagrams, matrices, charts, documents, and a plethora of tools.  This functionality with many others is combined with the power of Enterprise Architect.

The Reference Model links the BABOK 3.0 to a rich and complete User Guide that provides help and guidance with every aspect of using Enterprise Architect.  Sparx Systems Enterprise Architect is the control center supporting real time collaborative Enterprise Architecture planning, building, testing, deployment and communication across all domains and stakeholders.

Enterprise Agile Adoption:

As the constraints of the traditional enterprise architecture approach are replaced by the force of digital convergence and transformation, executives seek agile enterprise architecture approaches and technologies that are fit for purpose.  The tools deployed to manage that architecture are critical to the success of digital transformation.

Detailed descriptions in the Reference Model will teach the Business Analysts how to use the tool to complete tasks and perform techniques including process modeling and requirements management. Videos, slideshows and white papers add to the rich set of guidance that will help BA's become an Agile Business Analyst assisting organizations to become more purposeful in how they choose to adopt Agile.

Seeking customer feedback and quickly improving the product, fuels the success of many disruptive technologies.  This is the approach of Sparx Systems to the ongoing development of Enterprise Architect. As Sparx Systems CEO, Geoff Sparks notes, “Agile development provides a shared and flexible team experience through complete transparency, iterative development and constant feedback - it has been the essential design goal of Enterprise Architect for over a decade and it will remain just as valid today.”

Additional Information:

• Product Feature Page: Tools & Techniques for BABOK Guide v3
  
• Company Announcement: IIBA Announces Strategic Partnership with Sparx Systems
• Enterprise Architect User Guide: Business Analysis Body of Knowledge (BABOK)