How to integrate operational and information technologies

How to integrate operational and information technologies

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  OVERCOMING INTEGRATION CHALLENGESIN ORGANISATIONS WITH OPERATIONAL TECHNOLOGY Anastasia Kuusk, Andy Koronios & Jing Gao ADVANCED COMPUTING RESEARCH CENTRE, UNIVERSITY OF SOUTH AUSTRALIA
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  Presentation overview TOPIC OVERVIEW: 1.TRANSFORMING THE FUTURE - OPERATIONAL TECHNOLOGY CONTEXT 2. PEOPLE, PROCESS & TECHNOLOGY INTEGRATION CHALLENGES RESEARCHING TRANSFORMATION: 1. LITERATURE REVIEW – GAPS IN BODY OF KNOWLEDGE 2. RESEARCH METHOD – SURVEYS & CASE STUDIES FINDINGS: THEORY BUILDING – A FRAMEWORK FOR INTEGRATING OPERATIONAL AND INFORMATION TECHNOLOGY RESEARCH OUTPUTS: PUBLICATIONS DELPHI STUDY LIMITATIONS NEXT STEPS: FRAMEWORK VALIDATION – CASE STUDY
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  Transforming the future– operational technology integration Developed by researcher
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  Operational Technology integration challenges Differentpeople, processes, technology and information functions/architectures Element (Pe=People, Pr=Process, Te=Technology) Information Technology Operational Technology Budget (Pr) Dedicated for Branch Embedded within another branches budget Staff (Pe) Dedicated IT focus – network analyst, engineer, systems administrator Dual role – Engineering and IT maintenance focus Staff focus (Pe) Security Reliability Objective (Pr) Strategy/decision making Control information Asset performance Control asset Systems (Pr) standards focusCOBIT/ITIL NIST CIP, PAS55, ISA-95 Examples (Te) Customer information, asset management and billing SCADA or real time data tracking systems systems Information type Information non real time Data real time Networks (Te) Consolidated Own network beyond firewall Uptime (Pr) Down for patching/backups 100% Developed from Roberts, J & Steenstrup, K. (2009). The Value of IT and OT Integration. Gartner
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  Literature review -existing frameworks FULL RECIPROCAL SEQUENTIAL Teo and King (1997) Metagroup Information Maturity model (2007) CONVERGED COMPLIMENTARY PARALLEL Zimmerman (2007) MEANS WAYS AND ENDS Gartner model Steenstrup 2008) Peppard and Ward
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  Literature review -existing success factors CSF LITERATURE Management support - For information value - For convergence Evans, 2010; Rockart, 1979; Nfuka & Rusu, 2011; Trkman, 2010 and Huang & Hen, 2006; Yeoh, Gao and Koronios, 2009 Interoperability -IT platforms -Standards Torchia, 2011; Office of the National Coordinator for Smart Grid Interoperability, 2010; Steenstrup, 2012; McDonnell Group, 2012 Holistic/Enterprise wide -Asset care -Information governance Parekh, 2007; White, 2007; Debois, 2012; Caldwell, 2011; Nicolett & Proctor, 2011, Logan, 2012 Cross sharing of skill -Engineering strengths -IT strengths Steenstrup, 2008; Boone, & Ganeshan, 2008; Haider, 2011; Newman, 2011
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  Literature gaps WHY INTEGRATE WHENINTEGRATE HOW INTEGRATE WHO RESPONBILE SUCCESS FACTORS Applicability to Operational Technology context
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  Research method Adapted fromGartner ,2010 WHY, WHEN, HOW AND WHO SHOULD INTEGRATE CAN INFORMATION GOVERNANCE OVERCOME THE CHALLENGES
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  Research method 1. Delphisurvey rounds – – – – Oct 2012 – March 2013 Respondents from 27 organisations Round 1 thematic analysis – 6 open ended questions Round 2 and 3– 8 Likert scale questions statistically analysed Legend of statistics used to identify respondent consensus Mean/Median   Strong consensus = above 8 Standard Deviation Σ Strong consensus = less than 2 Interquartile Range IQR Strong consensus = less than 1 Number of responses n More than half responding Likert scale 1 = Never 3=Someti mes 5=Always
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  Delphi findings –Contributions to integration theory WHY - INTEGRATION GOVERANANCE FACTORS SUCCESS FACTORS •People, •Process •Technology WHEN PT 1 •Business needs accounted for •Hardware consistent but applications disparate •One size not fit all •Costs WHEN PT 2 •Business needs accounted for •Hardware consistent but applications disparate •One size not fit all •Costs •Not clear where line is (no IQR consensus amongst •Not clear where line is (no IQR consensus amongst practitioners) practitioners) HOW •Business analysis •Joint business effort •Standardised platforms •Efficient exchange of data and management of information •Efficient management of information OPERATIONAL FACTORS •Increased reliability •Decreased cost •Single platform WHO COMBINED ENGINEERING AND IT RESPONSIBILITY
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  Delphi findings –Contributions to organisational theory – Relationships Integration is characterised by efficient exchange of data and management of information Must have – causal relationship •Business analysis •Input from all Correlational relationship •Ease of use on efficient management of information •Business analysis and systems thinking •Input from all and mutual collaboration •Systems thinking and Robust framework •Acceptance of open source solutions and combined IT & Engineering responsibility •Systems thinking and and combined IT & Engineering responsibility
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  Delphi findings –Contributions to organisational theory – OT applicability New asset infrastructure OT and IT consolidation taxonomy Existing IT and OT consolidation taxonomies Hoque (2005) Corporate technology academic focus Teo and King (1997) Corporate technology academic focus Pre convergence (Business analysis, Elements not identified convergence strategy, open and communication standards, mutual IT & engineering collaboration) Elements not identified Elements not identified Convergence (Consistent hardware provided by vendor; IT & engineering consensus and input into application development) Converge (OT and IT share same client, server, network tiers IT and IP based activities often undertaken by vendor) Alignment (technology supports, enables and not constrains business strategies) Sequential integration (business goals considered, formulate IS strategy to perform business strategy) Alignment (Architecture aligned by IT and Engineering; Hardware in place but applications disparate) Align (occuring after convergence has been accepted by the organisation, leading to synchronized standards and architecture plans between the IT and OT systems) Synchronisation (IS expert resources, support business strategy) Reciprocal integration (IS expert resources, support business strategy) Convergence (business and technology activities intertwining and leadership teams interchangeable) Full integration (joint development of strategies, senior management involvement, critical to success of business) Kuusk - See Johnson and Steenstrup (2013) Operational and corporate technology, industry and academic focus Steenstrup (2010) Operational technology industry focus Integration (Efficient exchange of Integrate (an outcome of the information and data; driven by market alignment pending the impact of competition and cost savings) communications such as bandwidth reduction and firewall conflicts on performance, integrity and reliability of the two technologies)
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  Research limitations &next steps Construct correlations? What is efficient exchange of data and management of information – IG frameworks use What does combined engineering and IT effort look like? Role of vendor? FAST TRACK TO INTEGRATION OT VERSUS IT/DATA VERSUS INFO/XML V SOAP/NETWORKS SECURITY VERSUS RELIABILITY CULTURES WHICH OPEN & COMMS STANDARDS?
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  Research outputs Delphi survey Researchoutputs/application Johnston, G and Steenstup, K. (2013). IT and OT Practitioner Survey Indicates Best Practices for IT/OT Integration. 23rd July. Gartner G00250497. Referencing the following whitepaper.. Koronios, A, Gao, J and Kuusk, A. (2013). Delphi study findings: Convergence, alignment and integration of Operational and Information Technologies in organisations with Engineering Asset Management functions. University of South Australia, http://sim.unisa.edu.au/OTandIT.pdf. Kuusk, A and Gao, J. (2013). Consolidating people, process and technology to bridge the great wall of Operational and Information Technologies. World Congress Engineering Asset Management, Hong Kong , 30th October – 2nd November 2013, Hong Kong Convention Centre. Case studies – 80+ interviews in 16+ organisations – currently coding
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  Anastasia Govan Kuusk Phone+ 61 0428836405 University of South Australia, Adelaide, Australia anastasia.kuusk@unisa.edu.au