cognitive aspects of practical ontology design

Cognitive Aspects of Practical Ontology Design

Tatiana Gavrilova / Dmitry KudryavtsevSaint-Petersburg State Polytechnical University,

[email protected] Engineering Group, Russia,

[email protected]

mailto:[email protected]

CAOD 2007 Part 2. What and How (as is) Ontologies in organizational design

Kudryavtsev Dmitry

[email protected]

BusinessEngineeringGroup SPb

Cognitive aspects of practical ontology design

3Kudryavtsev D. CAOD, ESTC 2007

Outline

1. Applying ontologies to organizational design

2. Organizational ontologies design

3. Example 1: Business Organization Ontology

4. Example 2: Public administration ontology

Summary

Acknowledgements

References


Ontology-based organizational modeling

Ontology as a conceptual basis of organizational model.

Organizational modeling• Public administration modeling

– Public administration ontology• Business organization modeling

– Business organization ontology• Other organizations modeling

– Other organizations ontologies (Future)


Knowledge Process

Creation and Acquisition

Formalization Distribution Use

Knowledge acquisition forms

Structured Administrative documents Х

Local knowledge acquisition

organizational models

Organizational modeling approach – Viewpoint 1

Internal Representation

Ontology-based organizational

model

Analytical reports

Structured Administrative documents Y

Query answering


Knowledge Process


Formalization Distribution Use

Text X

Tables Y

Text Y

Graphics Y

Internal Representation

Tables X

Graphics X

Pseudo-Graphics



model


Knowledge Process


Формали-зация

Distribution

Ontology Views X

Общая формализованная

модель организации

Ontology Views Y

Use

Formalization


model



Knowledge Process


Формали-зация

Distribution

Ontology Views X

Общая формализованная

модель организации

Ontology Views Y

Use

Formalization


model

Organizational modeling software support

ORG-MASTER(Business version) /

GOV-MASTER(Public Administration version)

Software support

distributeacquire

formalize


WHY organizational modeling ?

Purpose of ontology-based organizational model:

1. consistency of organizational administrative documents

2. support organizational analysis

3. support controlling of business rules in the field of organizational design

4. easy organizational redesign

5. reasonable decisions

6. holistic understanding of organization and interrelations

7. organizational knowledge base

Risks reduction

Agile organization

Efficiency growth


Outline


2. Designing organizational ontologies

3. Example 1: Business Organization Ontology

4. Example 2: Public administration ontology

Summary

Acknowledgements

References


2 approaches for 2 levels of organizational ontology

Different requirements

Different methods of design

Different software support

Application organizational ontology

Leve

l of

abst

ract

ion

Low-level ontology /-ies

Upper-level ontology

Kudryavtsev D. CAOD, ESTC 2007

Knowledge Structuring software support

1. Requirements specification

2. Search for re-use opportunities

3. Glossary development

4. Laddering

5. Defining non-hierarchical relations and attributes

6. Refinement

• Concept mappingsoftware

• ORG-Master / GOV-Master• Excel

• Mind mapping software

• ORG-Master / GOV-Master• Mind mapping software

• Mind mapping software• Concept mapping software

• ORG-Master / GOV-Master

• Mind mapping software

• ORG-Master / GOV-Master• Mind mapping software


Low-level ontology/-ies


Outline


2. Organizational ontologies design

3. Example 1: Business Organization Ontology (BOO)

4. Example 2: Public administration ontology (PAO)

Summary

Acknowledgements

References


Upper-level Business organization ontology

design example


Requirements specification / BOO - Upper-level

Application purposeStrategic designOrganizational re-designBusiness process improvementAdministrative regulationsHolistic improvement of management system

Role of ontologyProvide systematic (holistic) analysisCommunicationExplanation and UnderstandingMeta-model (schema) for organizational model and views

Key requirementsCognitive ergonomicsMeaningful and persuasive (Explicitness of organizing principles)Knowledge model integrityReady for extensions: Reflect current and future prospective scope Correspond to viewpoints / methodsCorrespond to purpose and scopeOrganizational fitness (history, habits, maturity of organization)



Synthesis of ad-hoc conceptual top-level model - Process

Business Concept

Environment

Organization

Organization

Functioning

Control

Input Output

Mechanism

FunctioningFinancial resources

Information resources

Material resources

Human resources

Input

Output Production

Output

InfrastructureOrganizational

Structure

Mechanism

Performance management

Control

play role


Business organization ontology - Upper-level (Overview)


Business organization ontology - Upper-level (Detailed)


Problem Oriented top-level model

Corporate Governance

Strategy development

Improvement and Change

Organizational Design

Business Organization Operations

Internal Resources

Managing Improvement and Change

Managementviewpoint


Operations

Improvement and Change

Problem Oriented Ontology View

Corporate governance

Strategic development

Strategic measures

Internal resources

Organizational design

Managing improvement and change Improvement

Initiatives

Strategic and business goals

Vision

HR-architecture

Technical Architecture

Information Architecture

Financial Architecture

Knowledge architecture

Improvement objectives

Functions and Processes

Processes

Improvement and Change Projects

Organizational Structure

Strategic Objectives Strategic Initiatives

Business RulesFunctional goals Operating measures

Policies

Expectations Codes

Business Organization

Ontology


Defining non-hierarhical relations / BOO – Upper-level


Low-level Business organization ontology

design example


Requirements specification / BOO - Low-level

Application purpose1. Organizational re-design

• Analysis of functions completeness2. Administrative regulations

• Creation and support of documents regulating responsibilities3. Business process improvement

• Designing the process of management of organizational internal projects

• Implementation of the process of management of organizational internal projects

• Check for functions completeness in the field of management of organizational growth projects

Role of ontology1. Search for elements2. Easy-to-use administrative documents3. Comparison with good practice4. Method-oriented reports from organizational model (ontology views)Key requirements1. Easily understood2. Standardization (general, standard templates)3. Transparent conceptual choices4. Correspond to purpose and scope5. Organizational fitness (history, habits, maturity of organization)

Low-level ontology/-ies


Top-down specification / BOO Low-level

List Unstructured ListTree

Classificator: Functions


Template-based generalization - Check for functions completeness / BOO Low-level

List Unstructured ListTree

PMBOK

(Project Management Body of Knowledge)

2004


Check for functions completeness / BOO Low-level

Initiate a project Plan a projectExecute and control a project

Close a project

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

2-dimension template:


Define non-hierarhical relations / BOO – Low-level

Relations as a matrix Relations as a diagramRelations in lists

Relations: Functions – Organizational Roles

Fu

llR

elat

ed


Part 2. Outline

2.1.Applying ontologies to organizational design

2.2 Organizational ontologies design

2.3 Example 1: Business Organization Ontology

2.4 Example 2: Public administration ontology*

Summary

Acknowledgements

References

*This ontology is part of the research project «Federal, regional and local authorities modeling» funded by Ministry for Economic Development and Trade of the Russian Federation within the Federal Budget Program “Electronic Russia”. Project performers:“Business Engineering Group – Saint-Petersburg”State University the Higher School of Economics


Requirements specification / PAO – Upper-level

Application purpose1. Optimization of authorities Structure and Functioning

• Division of jurisdiction between levels of control (federal, regional, municipal)• Structural division of the performers of functions related to the adoption of

regulatory legal acts, the control and supervision, the management of state property and the provision of public services

• Creation and support of responsibilities regulating documents 2. Administrative regulation of authorities’ procedures 3. Performance management implementation in authorities4. Increase transparency of authorities5. Create knowledge base

Role of ontology1. Provide systematic (holistic) analysis2. Communication3. Explanation and Understanding4. Meta-model (schema) for organizational model and views5. Method-oriented reports (views) from organizational model

Key requirements1. Cognitive ergonomics 2. Meaningful and persuasive (Explicitness of organizing principles)3. Knowledge model integrity4. Ready for extensions: Reflect current and future prospective scope 5. Correspond to viewpoints / methods6. Correspond to purpose and scope7. Organizational fitness (history, habits, maturity of organization)8. Strict compliance with country laws



Public administration ontology - Upper-level (Overview)


Public administration ontology - Upper-level (Detailed)


Summary of part 2.

Harmony works as an ideal / vision and a guideline for the analysis in practice.

If you use ontology for communications, explanations, trainings and education then it must be easy to grasp, understand and remember.

Suggested cognitive approach is scalable and adaptable for different levels of complex ontology.


References

1. Kudryavtsev D., Grigoriev L., Kislova V., Zablotsky A. Using org-master for knowledge based organizational change, International Journal “Information Theories & Applications”, 2006, Volume13, Number 2.

2. Kudryavtsev D. From context to knowledge: consecutive mapping ontologies and contexts, 6th International Conference on Knowledge Management, 6-8 September, 2006, Graz, Austria.

3. Grigoriev L. Federal, regional and local authorities modeling, Ministry for Economic Development and Trade of the Russian Federation research project, 2006 (in Russian).

4. Gomez-Perez A. Ontologies: Theory, methods and tools. Tutorial. The Fourth Summer School on Ontological Engineering and the Semantic Web, 2006 (SSSW'06). http://torresq.dia.fi.upm.es/sssw06/frames.jsp

5. Aldo Gangemi Ontology Evaluation and Validation Tutorial. The Fourth Summer School on Ontological Engineering and the Semantic Web, 2006 (SSSW'06). http://torresq.dia.fi.upm.es/sssw06/frames.jsp

6. Rainey Hal G. Understanding and Managing Public Organizations, Jossey-Bass, 2003

7. Schreiber G., Akkermans H., Anjewierden A., R. de Hoog, Shadbolt N., W. van de Velde, Wielinga B. Knowledge Engineering and Management: The CommonKADS Methodology -, The MIT Press, Cambridge, MA, 2000.


References

8. Uschold M., King M., Moralee S. and Zorgios Y. The Enterprise Ontology AIAI, The University of Edinburgh, 1997.

9. Fox, M. S., Barbuceanu, M.; Gruninger, M.; Lin, J. An Organization Ontology for Enterprise Modelling. Simulating Organizations: Computational Models of Institutions and Groups, Menlo Park CA: AAAI/MIT Press, pp. 131-152. 1997.

10. Hepp M., Roman D. An Ontology Framework for Semantic Business Process Management, Proceedings of Wirtschaftsinformatik 2007, February 28 - March 2, 2007, Karlsruhe

11. Report on the State of the Art in Enterprise Modeling, University of Namur, 2002. (Project Unified Enterprise Modelling Language, Deliverable D1.1).

12. Sowa J.F., Zachman J.A. Extending and Formalizing the Framework for Information System Architecture. IBM System Journal, vol. 31, no. 3, 1992.

13. Project Management Body of Knowledge, American National Standard ANSI/PMI 99-001-2004

14. FEA Consolidated Reference Model Document, FY07 Budget Formulation, 2005.


Acknowledgements

Business Engineering Group SPb

• Grigoriev L.• Kislova V.• Yakubovskaya T.• Gorelik S.• Okorokova T.

North-West State Politechnical University

Spiridonov V.

Ministry for Economic Development and Trade of the Russian Federation

Makarevich M.

State University the Higher School of Economics

Zhulin A.

Questions? Comments?

Tatiana Gavrilova / Dmitry KudryavtsevSaint-Petersburg State Polytechnical University,

[email protected] Engineering Group, Russia, [email protected]

mailto:[email protected]

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