Anastasia Kuusk, Andy Koronios & Jing Gao

ADVANCED COMPUTING RESEARCH CENTRE, UNIVERSITY OF SOUTH

AUSTRALIA

OVERCOMING INTEGRATION CHALLENGES IN ORGANISATIONS WITH OPERATIONAL TECHNOLOGY

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 KNOWLEDGE2. RESEARCH METHOD – SURVEYS & CASE STUDIES

FINDINGS: THEORY BUILDING – A FRAMEWORK FOR INTEGRATING OPERATIONAL AND INFORMATION TECHNOLOGY

RESEARCH OUTPUTS:PUBLICATIONSDELPHI STUDY LIMITATIONS

NEXT STEPS:FRAMEWORK VALIDATION – CASE STUDY

Transforming the future – operational technology integration

Developed by researcher

Operational Technology integration challenges

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 standards focus (Pr)

COBIT/ITIL NIST CIP, PAS55, ISA-95

Examples (Te) Customer information, asset management and billing systems

SCADA or real time data tracking 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

Different people, processes, technology and information functions/architectures

Literature review - existing frameworksFULL

RECIPROCAL

SEQUENTIAL

Teo and King (1997)

Gartner model Steenstrup 2008)

Metagroup Information Maturity model (2007) CONVERGED

COMPLIMENTARY

PARALLELZimmerman (2007)

MEANS WAYS AND ENDS

Peppard and Ward

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

Literature gaps

WHY INTEGRATEWHEN INTEGRATEHOW INTEGRATE

WHO RESPONBILESUCCESS FACTORS

Applicability to Operational Technology context

Research method

Adapted from Gartner ,2010

WHY, WHEN, HOW AND WHO SHOULD INTEGRATE

CAN INFORMATION GOVERNANCE OVERCOME THE CHALLENGES

Research method

1. Delphi survey 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 analysedLegend of statistics used to identify respondent consensus

Mean/Median Standard Deviation Interquartile RangeNumber

of responses

Likert scale

 Strong consensus = above 8

Σ 

Strong consensus =

less than 2

IQRStrong consensus = less than 1

nMore than

half responding

1 = Never3=Someti

mes5=Always

Delphi findings – Contributions to integration theory

WHY - INTEGRATIONGOVERANANCE FACTORS•Efficient exchange of data and management of information•Efficient management of informationOPERATIONAL FACTORS•Increased reliability•Decreased cost•Single platform

HOW•Business analysis•Joint business effort•Standardised platforms

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

practitioners)

WHEN PT 1•Business needs accounted for •Hardware consistent but applications disparate•One size not fit all•Costs•Not clear where line is (no IQR consensus amongst

practitioners)

WHOCOMBINED ENGINEERING AND IT RESPONSIBILITY

SUCCESS FACTORS•People,•Process

•Technology

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

Delphi findings – Contributions to organisational theory – OT applicability

New asset infrastructure OT and IT consolidation taxonomy

Existing IT and OT consolidation taxonomies

Kuusk - See Johnson and Steenstrup (2013)Operational and corporate technology, industry and academic focus

Steenstrup (2010) Operational technology industry focus

Hoque (2005)Corporate technology academic focus

Teo and King (1997)Corporate technology academic focus

Pre convergence (Business analysis, convergence strategy, open and communication standards, mutual IT & engineering collaboration)

Elements not identified 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)

Integration (Efficient exchange of information and data; driven by market competition and cost savings)

Integrate (an outcome of the alignment pending the impact of communications such as bandwidth reduction and firewall conflicts on performance, integrity and reliability of the two technologies)

Convergence (business and technology activities intertwining and leadership teams interchangeable)

Full integration (joint development of strategies, senior management involvement, critical to success of business)

FAST TRACK TO INTEGRATION

What does combined

engineering and IT effort look like?

WHICH OPEN & COMMS

STANDARDS?OT VERSUS IT/DATA VERSUS INFO/XML V SOAP/NETWORKS

SECURITY VERSUS

RELIABILITY CULTURES

What is efficient exchange of data

and management of information – IG frameworks use

Construct correlations?

Research limitations & next steps

Role of vendor?

Research outputs

Delphi survey

Research outputs/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

Anastasia Govan KuuskPhone + 61 0428836405University of South Australia, Adelaide, Australiaanastasia.kuusk@unisa.edu.au