Expert answer:define these term with following the instruction b
Answer & Explanation:CH1: Chapter1-EnterpriseEngineering.ppt Enterprise
Enterprise
Architect
System
Architect
System
Designer
Enterprise engineering
CH2: Chapter2-SystemsTheory.ppt
Complexity
Dynamic
Equifinality
System
Dynamics
Emergent
Properties
–
Provide a formal definition with a Source / Reference for each term
–
Simplistically
define in layman terms in order for the term or theory/Concept that
demonstrates you understand as it relates to the powepoint
chapter1_enterpriseengineering.ppt
chapter2_systemstheory.ppt
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Chapter 1
Enterprise Engineering
Ronald E. Giachetti, Ph.D.
Associate Professor
Industrial and Systems Engineering, FIU
May 4, 2019
Florida International University
1
Overview
Define enterprise engineering
Describe types of enterprises
Describe the enterprise design methodology
Describe the intellectual developed that
have contributed to modern thought on
enterprise engineering
▪ Describe the requisite knowledge and skills
for enterprise engineering
▪ Describe the dynamic environment
enterprise operate in
▪
▪
▪
▪
Ronald E. Giachetti
May 4, 2019
Slide 2
Enterprise Systems
▪ We use the term ‘enterprise’ because
is encompasses all types of enterprises;
moreover, we later use the term
organization to discuss a single view of
the enterprise
Ronald E. Giachetti
May 4, 2019
Slide 3
Enterprise Definition
An enterprise is a complex, socio-technical
system that comprises interdependent resources
of people, information, and technology that must
interact with each other and their environment in
support of a common mission.
Interactions important to behavior – include such activities
as coordination of functions, sharing of information, and
allocation of resources.
socio-technical system – it involves people and technology.
open system – it interacts with its environment.
purposeful – it has goals that it works towards
accomplishing.
Ronald E. Giachetti
May 4, 2019
Slide 4
Common Characteristics
▪ All enterprises are systems, where a system is an
integrated collection of components (people and
technology).
▪ All enterprises use resources, an important resource
class is the people employed by the enterprise.
▪ All enterprises produce a product, provide a
service, or do both.
▪ All enterprises have customers who receive the
benefits of the product or service.
Ronald E. Giachetti
May 4, 2019
Slide 5
Enterprise Engineering
The body of knowledge, principles,
and practices to design an enterprise
▪ Enterprises are not designed just once –
they are continuously being designed
Ronald E. Giachetti
May 4, 2019
Slide 6
How Enterprise are designed
▪ Enterprises have existed for millennium
▪ To a large extent the enterprise was
not viewed as a whole system that
could be designed
▪ Ad hoc, short-term, local design
▪ Ernst & Young study found that many
companies have processes that were
designed long before the advent of IT
Ronald E. Giachetti
May 4, 2019
Slide 7
Enterprise Engineer
▪ Business Systems Analyst (Business Analyst,
System Analyst, and Process Analyst)
▪ Enterprise Architect
▪ System Architect
▪ Project Manager
▪ System Designer
▪ Change Manager
▪ System Engineer
▪ Application Developer (web application
developer, Java developer, ERP developer,
etc.)
Ronald E. Giachetti
May 4, 2019
Slide 8
Enterprise Life-cycle
1.
System identification – The system
boundaries, purpose, and project
scope are defined. The system
strategy is identified.
2.
Analysis – The system problems
are analyzed, requirements are
generated.
3.
Design – The system design is
generated.
4.
Construction – The system is built.
5.
Implementation – The system is
implemented and deployed into
its environment.
6.
Operation and Maintenance –
The system is operated and
maintained.
7.
Decommission – The system is
retired.
Ronald E. Giachetti
May 4, 2019
Slide 9
Enterprise Design Method
▪ Problem Solving consists of
three activities
Scope Problem
Generate Solution
Test Solution
Scope
Problem
Generate
Solution
Test
Solution
Scope
Problem
Scope
Problem
Generate
Solution
Generate
Solution
Test
Solution
Test
Solution
Ronald E. Giachetti
May 4, 2019
▪ Not necessarily
iterative; as you scope
you’re thinking about
solutions, etc.
▪ Related to Plan, Do,
Check, Act.
Slide 10
Enterprise Architecture
▪ An architecture
provides a holistic
design of the
enterprise with which
all enterprise projects
must conform
▪ Guarantee’s design
consistency towards
the enterprise goals
Ronald E. Giachetti
May 4, 2019
Slide 11
Enterprise Engineering Projects
▪ Strategy-initiated Project
▪ Subsystem Design
▪ Reengineering or other large-scale
transformation projects
▪ Enterprise Information System
▪ Continuous improvement
▪ Supply chain project
Ronald E. Giachetti
May 4, 2019
Slide 12
Enterprise Environment
Understanding the rapidly changing
environment enterprises operate in
Ronald E. Giachetti, Ph.D.
Associate Professor
Industrial and Systems Engineering, FIU
May 4, 2019
Florida International University
13
Enterprise Environment
▪ Enterprises are open systems, which
means they interact with their
environment
Must understand enterprise in the context
of its environment
▪ Competitive, dynamic, and global
environmental
Ronald E. Giachetti
May 4, 2019
Slide 14
Closed versus Open Perspective
Enterprise
(components interacting)
Too often we think
about, analyze, and
design enterprises as if
they stand alone
ENTERPRISE
ENVIRONMENT
When in fact, we need
to consider the external
environment (labor,
capital, competitors,
regulatory, natural)
Ronald E. Giachetti
May 4, 2019
Competitor
Enterprise
(components interacting)
Slide 15
Trends towards Globalization
▪ trends are:
Fast, easy movement of people,
knowledge, and technology
Cheap, ubiquitous telecommunications,
mobile devices, and pervasive computing
Global competition
Demanding customers requiring
competition on price, quality,
features/performance, and speed
Increasing cost of natural resources and
their greater scarcity
Ronald E. Giachetti
May 4, 2019
Slide 16
Globalization
▪ The removal of barriers to the worldwide flow of materials, information,
people, and knowledge
▪ Products & Services are
no longer confined by
geography or culture
Ronald E. Giachetti
May 4, 2019
Slide 17
Globalization Affects Design
Ford in UK
Ronald E. Giachetti
May 4, 2019
Ford in US
Slide 19
Fast, Easy Movement of People
▪ First cross-country trip made by auto
was in 1903 by Dr. Horatio Nelson
Jackson – 63 days and $8,000.
No gas stations in
1903
Only 150 miles of
paved roads
Dr. Nelson driving cross country in 1903.
Ronald E. Giachetti
May 4, 2019
Slide 20
Fast, Easy Movement of People
▪ Transatlantic travel (or
across any ocean)
was done by ship –
about 1 week
Ronald E. Giachetti
May 4, 2019
▪ In 1927 Charles
Lindbergh succeeds in
NY to Paris flight (33
hrs)
Slide 21
Fast, Easy Movement of People
▪ Commercial jet air-travel started with
the Boeing 707 in 1959
Nowadays, a business
traveler can go from NY to
Tokyo in a day on a Boeing
777
Ronald E. Giachetti
May 4, 2019
Slide 22
Cheap, ubiquitous communication
▪ No longer are phone stuck to the wall
▪ In third-world countries, cell
phones are found
everywhere
▪ Price has
decreased,
features have
increased
Fisherman in India using mobile
Ronald E. Giachetti
May 4, 2019
Slide 23
Global competition
▪ Products compete globally
Few trade barriers (free trade)
Rapid, cheap, efficient logistics
▪ Telecom & Internet
have made it possible
to outsource services
too
Indian call center
Ronald E. Giachetti
May 4, 2019
Call centers
IT & Software
development
Slide 24
World Population
▪ Growth has been
exponential & is
uneven (dropping
in Europe – Growing
in Africa)
Ronald E. Giachetti
May 4, 2019
Tokyo metro
▪ In a world of
limited resources
there will be
scarcity and
higher prices
Slide 25
Scarce & Expensive Resources
▪ Resources are
limited (metals,
land, water, fuel)
▪ As demand
increases then
prices increase
▪ Greater consumption of
meat, use of biofuel
exaggerate the increase
demand
Ronald E. Giachetti
May 4, 2019
Slide 26
Summary
▪ The world environment is changing rapidly
▪ Globalization is affecting all phases of life
▪ A problem in one part of the world now
affects other parts of the world
▪ Enterprises must
Be designed to efficiently use resources
(sustainability is growth area)
Be agile to quickly respond to environmental
changes
• Monitor their environment
Constantly improve
Ronald E. Giachetti
May 4, 2019
Slide 27
History of Enterprise
Engineering
Ronald E. Giachetti, Ph.D.
Associate Professor
Industrial and Systems Engineering, FIU
May 4, 2019
Florida International University
28
Scientific Management
▪ Application of the scientific
method to management
▪ Primary goal efficiency of
resources
▪ The work is systematically
analyzed (time studies) it is
broken down into its miniscule
operations, each operate is
assigned to a separate worker,
and an elaborate set of
procedures is generated to
regulate each operation
Ronald E. Giachetti
May 4, 2019
Frederick Taylor
Slide 29
Scientific Management Principles
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Division of labor
Time studies
Functional supervision
Standardization of tools
Standardization of work methods
Separate planning the work from doing the work
Management by exception principle
Instruction cards for workmen
Differential rate or pay for performance
A routing system
Modern costing system
Ronald E. Giachetti
May 4, 2019
Slide 30
Humanist School of Management
▪ Shifts focus from processes to the people -A reaction to Scientific Management that views
man mechanistically (as a machine)
Ronald E. Giachetti
May 4, 2019
Slide 31
General Systems Theory
▪ Argues that all systems share common
properties
▪ Systems must be
studied holistically
▪ You cannot break
system into its
constituent parts, study
the parts, and then
understand the
behavior of the system
Bertanaffly
Ronald E. Giachetti
May 4, 2019
Slide 32
Summary
▪ Brief overview of three intellectual
developments that contributed strongly to
enterprise engineering.
▪ The concepts of the human relations school
did not replace the earlier scientific
management school, nor has the more
recent systems thinking school replaced the
human relations school.
▪ The older ideas are not abandoned by
incorporated into the new ideas.
Ronald E. Giachetti
May 4, 2019
Slide 33
System Theory
Ronald E. Giachetti, Ph.D.
Associate Professor
Industrial and Systems Engineering, FIU
May 4, 2019
Florida International University
1
Overview
▪ Describe how an enterprise fits the
definition of a system
▪ Contrast reductionist thinking with
systems thinking
▪ Apply systems thinking to understand
and solve problems
▪ Create a causal loop diagram
▪ Create a stock & flow diagram
Ronald E. Giachetti
May 4, 2019
Slide 2
System Definition
Interacting
Parts
GOAL or
PURPOSE
Open =
interacts with
environment
Goal or
Purpose
Boundary
Ronald E. Giachetti
May 4, 2019
Slide 3
Emergent Properties
Properties associated with the
system as a whole that cannot
be attributed to a single
subsystem
Ronald E. Giachetti
May 4, 2019
Slide 4
Feedback & Control
Ronald E. Giachetti
May 4, 2019
Slide 5
Complexity
▪ Is complexity simply
the large number of
pieces a system has?
▪ What about emergent
behavior that cannot be
predicted from system
components?
▪ Ability to understand?
Ronald E. Giachetti
May 4, 2019
Slide 6
Complexity
▪ Complex Adaptive Systems – a system
composed of independent agents,
each with separate goals, that interact
and exhibit emergent group behavior
Ronald E. Giachetti
May 4, 2019
Slide 7
Dynamic
Ronald E. Giachetti
May 4, 2019
Slide 8
Dynamic
▪ System changes over time
▪ Open systems are self-regulating, they adjust
to changes in their environment (human
body maintains constant internal
temperature regardless of outside
temperature).
Ronald E. Giachetti
May 4, 2019
Slide 9
Equifinality
There are many combinations of inputs,
outputs, transformation processes, and
decisions that all lead to the same
outcome
Ronald E. Giachetti
May 4, 2019
Slide 10
System Dynamics
▪ A theory and a set of tools to study
systems
▪ Developed at MIT by Forrester
▪ Combines computer simulation, control
theory, and decision-making with
systems theory
▪ Two tools to support thinking:
Causal Loop Diagrams
Stock & Flow Diagrams with simulation
Ronald E. Giachetti
May 4, 2019
Slide 11
Causal Loop Diagrams
▪ Depicts system as interrelated system of
variables
Ronald E. Giachetti
May 4, 2019
Slide 12
Feedback Loops
See Chapter 2 for how
to identify the polarity
of the loop
Ronald E. Giachetti
May 4, 2019
Slide 13
Example Causal Loop
Ronald E. Giachetti
May 4, 2019
Slide 14
Ronald E. Giachetti
May 4, 2019
Slide 15
Ronald E. Giachetti
May 4, 2019
Slide 16
Ronald E. Giachetti
May 4, 2019
Slide 17
Ronald E. Giachetti
May 4, 2019
Slide 18
Causal Loop Adv/Dis
▪ In a group, facilitates ▪ No analytical
brainstorming and
capabilities
system
(qualitative)
understanding
▪ Diagrams may not
▪ Uncover all possible
be valid – difficult to
relationships
check
▪ Uncover complexity
Ronald E. Giachetti
May 4, 2019
Slide 19
Stock & Flow Diagrams
▪ The short-comings of causal loop
diagrams is the inability to analyze the
diagram
▪ Stock & Flow are continuous simulation
(think water flow through pipes)
Ronald E. Giachetti
May 4, 2019
Slide 20
Stock & Flow illustrated
auxiliary
relationship
Flow
Variable
Stock
Variable
Ronald E. Giachetti
May 4, 2019
Slide 21
Stock & Flow Illustrated
t
t
0
0
Booked Appointments = 300 + Appointment Request (t )dt − Service Rate(t ) dt
See Chapter 2 for equations for flow rates
Ronald E. Giachetti
May 4, 2019
Slide 22
Simulation Results
Ronald E. Giachetti
May 4, 2019
Slide 23
Reductionist Thinking
▪ The idea that by
decomposing a system
we can understand how
it works
▪ Dominate form of
thinking in engineering
Ronald E. Giachetti
May 4, 2019
Duck of Vaucanson
Slide 24
Systems Thinking
▪ A way of thinking about
enterprises that stresses
the importance of
relationships
▪ A paradigm for thinking
about the world
▪ A language and set of
definitions
▪ A set of tools to
understand systems
Ronald E. Giachetti
May 4, 2019
Slide 25
Summary
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Define the enterprise boundaries that help best solve the problem.
Understand the system structure, identify its subsystems & parts.
Determine the stakeholders, their perspectives and their goals.
Remember there are many ways to achieve the goals (equifinality).
Understand the interaction with the environment (enterprises are open
systems).
The enterprise has behavior that can be observed only at the
enterprise level and cannot be deduced by analyzing subsystems of
the enterprise in isolation.
To maintain stability in a changing environment the enterprise must
adapt, which requires feedback loops from the environment.
Enterprises are purposeful systems because it can both choose its goals
and its means to attain those goals. Additionally, the people in the
enterprise are purposeful.
The enterprise is hierarchical, it is composed of lower-level subsystems,
and the enterprise is part of higher-level systems (e.g., supply chains).
There are multiple ways to define the subsystems depending on the
observers views (e.g., organizational subsystems, process subsystems,
etc.).
Ronald E. Giachetti
May 4, 2019
Slide 26
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