The document discusses the role of IT in business and the challenges of managing complexity in today's digital world. It describes OMG's mission to develop modeling standards to enable interoperability, integration, and portability. OMG focuses on modeling languages, middleware, and specialized systems standards across many industries. Modeling is presented as a way to manage complexity and enable agility through standards.

1. OMG: Modeling the Business
The Real Revolution
Richard
Mark
Soley,
Ph.D.
Chairman
and
CEO
Object
Management
Group,
Inc.
Photo
courtesy
of
NASA
Goddard
Photo
and
Video
©2012
Lundberg
Media
&
Object
Management
Group

2. We live in a complex,
volatile world
Photo
courtesy
of
NASA
Goddard
Photo
and
Video
©2011
Lundberg
Media

3. you are
here
Photo
courtesy
of
NASA
Goddard
Photo
and
Video
©2011
Lundberg
Media

4. ©2011
Lundberg
Media
digital
explosion

5. 2009:
800,000
petabytes
2020:
35
zeKabytes
©2011
Lundberg
Media

6. global
connecLons,
global
complexity
©2011
Lundberg
Media

7. untethered
empowered
©2011
Lundberg
Media

8. ©2011
Lundberg
Media
escalaLng
customer
demand

9. So
What
is
IT s
Mission?
IT-­‐led
teams
have
consistently
found
new
ways
to
streamline
enterprise
business
processes,
vastly
improving
operaLng
efficiency
and
reducing
costs.
Corporate
leaders,
however,
are
raising
the
bar:
they
expect
IT s
core
mission
to
expand
from
cost-­‐cuSng
to
enabling
revenue
generaLon
within
a
short
period
of
Lme.
–
EIU,
December
2006

10. According to recent CIO polls
from research firm Gartner Inc.,
50% of CIOs surveyed said they
now have duties outside of core
technology, such as helping to
craft corporate strategy.
Wall Street Journal, 20 February 2007

11. IT
Knows
the
Enterprise
• Nobody
knows
the
whole
company
like
the
CIO
(André
Mendes,
Special
Olympics)
• Precise
descripQons
of
business
processes
are
a
prerequisite
to
understanding
those
processes.
• We
understand
business
process
opQmizaQon:
streamlining
processes,
leaning
processes,
greening
processes

12. IT
IS
the
Enterprise
«
Business
»
should
be
doing
enterprise
architecture,
but
they
won’t
do
it
–
so
we
have
to
do
it
for
them.
John
Zachman

13. Big
Trends:
GlobalizaQon

14. Big
Trends:
Connectedness

15. Big
Trends:
Digital
Value
Chains

16. Big
Trends:
ConQnuous
InnovaQon

17. Big
Trends:
ConQnuous
Change
"If you don't like change, you're going to like irrelevance even less.
- General Eric Shinseki, Chief of Staff, US Army.

18. Big
Trends:
Big
Problems
=
Complexity

19. The
CIO
Mission
That Embraces: And Manages:
Create an Environment for:

20. Build New Capabilities
Be More Responsive
Customize
Be Open
Make Business Agile
Think Strategically
Business Unit Goals
Cut Costs
Be More Efficient
Standardize
Be Secure
Make IT Predictable
Execute Flawlessly
Enterprise Goals
The CIO s Dilemma
©2011 Lundberg Media

21. "Being highly responsive to our business
partners and customers needs and
creating standardized
processes and technology
platforms can seem like
conflicting goals, but
doing BOTH is key to
maximizing value.
Stuart McGuigan, CIO,
CVS Caremark
©2011 Lundberg Media

22. IT savvy firms are
20% more profitable
than their competitors
-MIT Center for Information Systems Research
©2011 Lundberg Media

23. does IT matter?How
©2011 Lundberg Media

24. informaLon
©2011
Lundberg
Media

25. REAL SIMPLE
COMMON PROCESSES
STANDARD INFORMATION
LEVERAGED PLATFORM OF CORE SYSTEMS
INNOVATION AT THE EDGE
©2011 Lundberg Media

26. Photo by Jack Wolf
limited resources
©2011 Lundberg Media

27. We can do anything you
want; we just can t do
everything you want.
-Healthcare CIO
©2011 Lundberg Media

28. IT
and
business
view
the
world
through
different
lenses,
speak
different
languages
©2011
Lundberg
Media

29. Standards are important:
Example: Great Baltimore Fire

30. IntegraQon
is
Hard
Executive decisions, mergers & acquisitions have a way of surprising us…

31. One
Standard?
And
the
cost
of
adaptaQon
must
be
low.
Never let the engineers bring out solution N+1

32. OMG s
Mission
• Develop
an
architecture,
using
appropriate
technology,
for
modeling
&
distributed
applicaQon
integraQon,
guaranteeing:
– reusability
of
components
– interoperability
&
portability
– basis
in
commercially
available
soaware
• SpecificaQons
freely
available
• ImplementaQons
exist
• Member-­‐controlled
not-­‐for-­‐profit

33. Who
Are
OMG?
Adaptive
Atego
Boeing
BP Trends
CA Technologies
Citigroup
Cordys
CSC
EADS
Energistics
FICO
Firestar Software
Fujitsu
HCL
Hewlett Packard
Hitachi
Honda
IBM
Lockheed Martin
Mentor Graphics
Microsoft
MITRE
National Archives
NEC
NIST
No Magic
Nokia
NTT DoCoMo
Northrop Grumman
OASIS
Oracle
PNA Group
PrismTech
Remedy IT
SAP
THALES
The Open Group
Unisys
WebRatio
W3C

34. OMG
&
Modeling
• Model
Driven
Architecture
starts
with
core
standard
modeling
languages,
including:
– UML
(broad
soaware
&
systems)
– SysML
(systems
engineering)
– SoaML
(service-­‐oriented
architectures)
– BPMN
(business
processes)
– IFML
(interacQon
flow)
– CWM
(data
warehouses)
– MOF
(modeling
languages)
– UPDM
(enterprise
architectures)

35. OMG s
Focus
• Three
key
infrastructure
standards
foci:
– Modeling
– Middleware
– Real-­‐Qme
&
other
specialized
systems
• More
than
20
verQcal
market
foci:
– Healthcare
– Financial
services
– RoboQcs
– Etc.
• Focused
working
groups
– Business
Architecture
– Cloud
CompuQng

36. OMG s
Breadth
of
Standards
• Besides
key
modeling,
distributed
compuQng
&
realQme/embedded
standards,
OMG
develops
standards
in
Healthcare Financial Services Telecommunications
Government Military Logistics Manufacturing
Robotics Systems Engineering Military Comms
Smart Grid Automotive/Consumer Device Safety
…constantly growing based on member demands

37. Some
Examples
• Cloud
compuQng
– Cofounded
cloudstandards.org;
focused
on
portable
deployment
to
support
many
business
models
• Enterprise
Architecture
– DoDAF/MODAF
architecture
frameworks
– Languages
for
interoperability
• Military
systems
– Both
communicaQons
and
C4I
command/control
• Civil
Government
– Electronic
records
management
– Skills
management
• TelecommunicaQons,
RoboQcs,
Healthcare,
Manufacturing,
etc.
• Soaware
Quality

38. Enterprise
IntegraQon?
• Our
job
is
mostly
about
managing
complexity
• Modeling
languages
are
a
powerful
way
to
express
integraQon
in
a
way
both
technical
people
and
business
people
can
understand
• IntegraQon
has
to
be
designed,
and
standard
designs
have
always
worked
in
other
integraQon
fields
(mechanical,
civil,
electrical
engineering
&
construcQon
examples)

39. Photo
courtesy
of
NASA
Goddard
Photo
and
Video
©2011
Lundberg
Media
informaLon
simplicity
speed
convergence
modeling
is
the
key
to
agility
BPM
standards
are
the
key

40. Photo
courtesy
of
NASA
Goddard
Photo
and
Video
©2011
Lundberg
Media
Richard
Mark
Soley,
Ph.D.
soley@omg.org
OMG:
hKp://www.omg.org/
BPMN:
hKp://www.bpmn.org/
Business
Modeling
Task
Force:
hKp://bmi.omg.org/
BA
Working
Group:
hKp://bawg.omg.org/
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