VOSTER Project Virtual Organisation Modelling

1. VOSTER Project Virtual Organisation Modelling Bernhard Katzy and Hermann Löh CeTIM München Werner-Heisenberg-Weg 39 85577 Neubiberg, Deutschland Tel +49 177 858 5544 Fax +49 (179) 6956878 Email Bernhard.Katzy@Cetim.org Hermann.Loeh@Cetim.org

2. PRESENTATION OUTLINE • Objectives • Approach • Results • Conclusion & Recommendation

3. Key Objective of this presentation is to report the findings of the VOSTER VE-Modelling • To present and discuss the state-of-the-art of the VE modelling research across key EU VE research projects, and with the specific focus on the following issues: • VO Engineering Approaches • Networks and Projects • VO Processes • Management Roles • Provide more detail on the paper presentation here at ICE 2003 Katzy B.R., Löh, H., Virtual Enterprise Research – State of the Art and Ways Forward PRESENTATION OBJECTIVES

4. Identify research framework (literature review & Input WP 1) Survey Case sites identification (Phase I: ~30 EU VO projects; Phase II: ~15 external projects) & Questionnaire preparation/distribution Phase I Phase II Data analysis/Synthesis & Conclusion making A survey apporach was used for the review VOSTER WP 2 RESEARCH METHOD ~ 30EU Contracted‚clustering‘ projects Additional European & Internationalprojects

5. Rosettanet GERAM and related modelling approaches (e.g. CIMOSA) Enacted Models(e.g. AKM) Management-orientedprocess modelling(e.g. VSD) St. Gallen Management Model Distinct modelling purposes lead to distinct VE Models VE MODELLING PURPOSES

6. IT System E-College ICSS-BMBF MASSYVE GLOBEMEN VL GNOSIS E-MMEDIATE ELEGAL E-COGNOS UEML FETISH-ETF ProDAEC VDA OSMOS BIDSAVE PRODNET EXTERNAL Targetuser PRODCHAIN BAP SYMPHONY GENESIS ALIVE HumanActor Understanding System Definition Enactment Model usage Research Issue:Overcome Fragmentation of VO Modelling

7. Word/ power points are the most widely used modelling tools, while UML , IDEF0 are also quite common VO OPERATIONAL AND GOVERNMENT MODELS

8. Analysis structure first common understanding in the team ANALYSIS STRUCTURE: MODELLING PURPOSE & MODELS • Business rationale for the virtual organisation • Structure of the virtual organisation • Operational VO structure • VO Governance structure • Source Network for the VO • Business Processes • Processes for the source network • VO Management Processes • VO Operational Processes • VO Support Processes • Change in the VO and its source network • Change Patterns • Preparedness for change • Business Model • Risk and Reward Sharing • Liability and Aftersales Responsibility • Management Roles for the VO and source network

9. The Virtual Enterprise Project Network create - Order Processing - Co-operation Management of dynamic Co-operations platform - Dynamic - stable destroy VE modelling is distinct for distinct network topologies THREE KEY TOPOLOGIES Topology Peer-to-Peer Topology Supply Chain Topology Star Topology

10. Networks are important but were largely not modelled FOCUS OF NETWORK MODELS • 70% of projects assume underlying network • Especially star and peer-to-peer topologies assume networks • However, <20% actually model the network • The duration of the individual VO is usually related to the life-cycle of a specific project • Companies can participate in several VOs • Most projects assume membership in only one network • New tools are required to capture and formally model networks

11. Processes covered both creation and operation phases MANAGEMENT PROCESSES FOR SOURCE NETWORK AND VO • Source Network, typical processes: • Participation Management • Contract/rules definition management • Management of IT Platform • VO, typical processes • Creation and set-up of VO • Project management (~40%) • Very limited: Process design for VO, performance measurement

12. There are diverse processes according to project requirements OPERATION AND SUPPORT PROCESSES FOR VO • Diverse range of operational processes, e.g. • Order management • Task scheduling/management • Product development • Knowledge management • Collaboration methods • Support processes, e.g. • Platform configuration • Legal services • Human resources • Help desk • Operation observance

13. VE coordinator and broker are the dominant roles being modelled VMANAGEMENT ROLES • Dominant roles • VE Coordinator or Broker • VE Company Representative • Some projects do not define any roles • Further VO specific Management functions need more research, especially those supporting innovation, flexibility and agility

14. Several limitations have been raised concerning modelling methodology CONCLUSION AND RECOMMENDATION MODELLING METHODOLOGY • Important aspects of virtual organisations and their working can not be modelled through enterprise engineering • There are limitations to the extend reference models from external sources can replace modelling in a specific project • There are limitations to the extend reference models can support interoperability between different systems • Models have a fundamental trade-off between detail/accuracy (e.g. for system design or even model enactment) and flexibility • Modelling is a skill which requires training and expertise • Industrial users should get more involved into the modelling to ensure full capturing of business understanding and requirements

15. Varies conclusions have been drawn concerning the reference model content CONCLUSION REFERENCE MODEL CONTENT • Development of concepts to understand VO has to continue provide a basis for better modelling approaches of virtual enterprises. • VE Modelling focuses so far mostly on systems engineering with future research needed to cover the business context, organisational reference models, and human behaviour understanding of VO. • Modelling the structure, size, evolution and growth of collaborative networks are continuous challenges • VE Models need to be complemented by modelling and change management approaches adapted to projects in collaborative networks.