World Wide Value Web Automated Design of Real-World Multi-party - - PowerPoint PPT Presentation
World Wide Value Web Automated Design of Real-World Multi-party Services on the Web Dr. Pieter De Leenheer Monday 10 December 12 Ex. 1: High-speed Train Station in Greater London Monday 10 December 12 Ex. 1: High-speed Train Station in Greater
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
from the tunnel
Monday 10 December 12
from the tunnel
water resource
Monday 10 December 12
from the tunnel
water resource
Authority (e.o.) in need of water resources
Monday 10 December 12
from the tunnel
water resource
Authority (e.o.) in need of water resources
Monday 10 December 12
Monday 10 December 12
for a subscription fee
Monday 10 December 12
for a subscription fee
Monday 10 December 12
for a subscription fee
for written assessments via sentence translations
sentence translations
Monday 10 December 12
for a subscription fee
for written assessments via sentence translations
sentence translations
Monday 10 December 12
for a subscription fee
for written assessments via sentence translations
sentence translations
Monday 10 December 12
for a subscription fee
for written assessments via sentence translations
sentence translations
parties.
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
and organisations, emerging from the Web.
Monday 10 December 12
and organisations, emerging from the Web.
to devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
Monday 10 December 12
and organisations, emerging from the Web.
to devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
relationships that would lead them to gravitate towards unanticipated value propositions.
Monday 10 December 12
and organisations, emerging from the Web.
to devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
relationships that would lead them to gravitate towards unanticipated value propositions.
(SVNs) lie at the center of this gravitation; forming the hubs of the Value Web.
Monday 10 December 12
and organisations, emerging from the Web.
to devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
relationships that would lead them to gravitate towards unanticipated value propositions.
(SVNs) lie at the center of this gravitation; forming the hubs of the Value Web.
the success of the Web itself. In other words, Internet-based SVN technologies should allow for unanticipated contribution of value (through service) to the Web by enabling anyone to share and trade their value objects, just like previous generations of the Web did for knowledge and social sharing.
Monday 10 December 12
and organisations, emerging from the Web.
to devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
relationships that would lead them to gravitate towards unanticipated value propositions.
(SVNs) lie at the center of this gravitation; forming the hubs of the Value Web.
the success of the Web itself. In other words, Internet-based SVN technologies should allow for unanticipated contribution of value (through service) to the Web by enabling anyone to share and trade their value objects, just like previous generations of the Web did for knowledge and social sharing.
Monday 10 December 12
Monday 10 December 12
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
Monday 10 December 12
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
Monday 10 December 12
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
“By carefully excluding features that are not universally useful Internet technologies became easily adopted on a massive scale and gave the Web a generative [i.e. self-reproductive] character” (Zittrain, 2009).
Monday 10 December 12
Agent webs That know, Learn & reason As humans do
Increasing Knowledge Connectivity & Reasoning Increasing Social Connectivity The Ubiquitous Web
Connects Intelligence
The Semantic Web
Connects Knowledge
The Social Web
Connects People
The Web
Connects Information
Artificial Intelligence Personal Assistants Intelligent Agents Ontologies Thesauri & Taxonomies Semantic Search Bots Blogjects Semantic Website & UI Semantic Blog Semantic Wiki Autonomic Intellectual Property Spime Semantic Agent Ecosystems Smart Markets Multi-user Gaming Semantic Social networks Semantic Communities Wiki Community Portals Marketplaces & Auctions Blogs RSS Social Networks Email Conferencing Instant Messaging P2P File Sharing PIMS Web Sites Search Engines Knowledge Bases Content Portals Enterprise Portals “Push” Publish & Subscribe Databases File Servers Social Bookmarking Semantic Desktop Semantic Enterprise Desktop Context-Aware Games Mash-ups Semantic Email Natural Language
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
“By carefully excluding features that are not universally useful Internet technologies became easily adopted on a massive scale and gave the Web a generative [i.e. self-reproductive] character” (Zittrain, 2009).
Monday 10 December 12
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
“By carefully excluding features that are not universally useful Internet technologies became easily adopted on a massive scale and gave the Web a generative [i.e. self-reproductive] character” (Zittrain, 2009).
Monday 10 December 12
Sources: Nova Spivack, John Breslin, Mills Davis, www.opte.org
“By carefully excluding features that are not universally useful Internet technologies became easily adopted on a massive scale and gave the Web a generative [i.e. self-reproductive] character” (Zittrain, 2009). Web Science: The Web’s relational patterns exhibit “long tail” distributions: “80% of sales goes to 20% of the offerings”
Monday 10 December 12
(*) for now, we ignore the required changes in enterprise governance and operations management.
Monday 10 December 12
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
➡ clever idea but with lack of appreciation of inherent traits of service co-production: variety, intangibility, and coopetition
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
➡ clever idea but with lack of appreciation of inherent traits of service co-production: variety, intangibility, and coopetition
control flow
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
➡ clever idea but with lack of appreciation of inherent traits of service co-production: variety, intangibility, and coopetition
control flow ➡ completely ignores aspects related to the exchange of value: e.g., strategy, proposition, roles, resourcing, pricing, quality and regulatory compliance
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
➡ clever idea but with lack of appreciation of inherent traits of service co-production: variety, intangibility, and coopetition
control flow ➡ completely ignores aspects related to the exchange of value: e.g., strategy, proposition, roles, resourcing, pricing, quality and regulatory compliance
terms of assets and relationships that allows to reactively adapt its role in changing value propositions.
Norman & Ramirez (1993): “the key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilise the creation of value in new forms and by new players.”
Monday 10 December 12
➡ low tendency towards decentralised and automated approaches ➡ contamination of process-thinking in network-centric approaches ➡ lonely at the top?
Design None Analysis Matching Bundling Composition Dynamic Composition Enterprise-centric: hierarchical process-driven organisation Network-centric: decentralised relationship-driven organisation ICT support:
Value Chain (Porter, 1985) BMO (Oster- walder, 2004)
e3value (Gordijn, 2002)
e3service (de Kinderen, 2009) Servigu- ration (Baida, 2006)
Value Networks (Allee, 2002)
REA (McCarthy, 1982)
GVP (Zlatev, 2007) O-WSP (Omela- yenko, 2006)
(Razo- Zapata et al., BUSITAL, 2010) (Gordijn et al., HICCS, 2011) (Razo- Zapata, BUSITAL 2011)
Wiki- nomics (Tapscott, 2008) Digital Capital (Tapscott, 2000)
VBC (Nakamu ra, 2006 ) (Traverso , 2004) Dynami- CoS (Da Silva, 2011)
u- Service (Lee, 2011) CPC (Letia, 2008)
(Kohl- born, 2010)
(Becker, 2009)
Ontomat (Agarwal, 2004) Service Architectu- res (Booth, 2004) METEOR
SNN (Bitsaki, 2008)
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
Monday 10 December 12
devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
3.One challenge is to articulate the structure and composition of value objects inherent to these relationships that would lead them to gravitate towards unanticipated value propositions.
Monday 10 December 12
devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
3.One challenge is to articulate the structure and composition of value objects inherent to these relationships that would lead them to gravitate towards unanticipated value propositions. 4.Presuming service-centric thinking, and non-linear patterns of the Web, Service Value Networks (SVNs) lie at the center of this gravitation; forming the hubs of the Value Web.
Monday 10 December 12
devise new forms of value co-creation. To this end, enterprises must abandon value-chain thinking.
3.One challenge is to articulate the structure and composition of value objects inherent to these relationships that would lead them to gravitate towards unanticipated value propositions. 4.Presuming service-centric thinking, and non-linear patterns of the Web, Service Value Networks (SVNs) lie at the center of this gravitation; forming the hubs of the Value Web.
the success of the Web itself. In other words, Internet-based SVN technologies should allow for unanticipated contribution of value (through service) to the Web by enabling anyone to share and trade their value objects, just like previous generations of the Web did for knowledge and social sharing.
Monday 10 December 12
term profit) and
consumer sacrifice)
which every peer itself can be an SVN
complex problem
Monday 10 December 12
term profit) and
consumer sacrifice)
which every peer itself can be an SVN
complex problem
An SVN is a complex system of peers that establish the necessary relationships to collectively produce (hence co-produce) value (in terms of a real-world service) for their environment (Razo- Zapata, De Leenheer, & Gordijn, 2011).
Monday 10 December 12
term profit) and
consumer sacrifice)
which every peer itself can be an SVN
complex problem
An SVN is a complex system of peers that establish the necessary relationships to collectively produce (hence co-produce) value (in terms of a real-world service) for their environment (Razo- Zapata, De Leenheer, & Gordijn, 2011). teaching “introduction to databases”
Monday 10 December 12
term profit) and
consumer sacrifice)
which every peer itself can be an SVN
complex problem
An SVN is a complex system of peers that establish the necessary relationships to collectively produce (hence co-produce) value (in terms of a real-world service) for their environment (Razo- Zapata, De Leenheer, & Gordijn, 2011). teaching “introduction to databases” ability to normalise a database
Monday 10 December 12
term profit) and
consumer sacrifice)
which every peer itself can be an SVN
complex problem
An SVN is a complex system of peers that establish the necessary relationships to collectively produce (hence co-produce) value (in terms of a real-world service) for their environment (Razo- Zapata, De Leenheer, & Gordijn, 2011). teaching “introduction to databases” ability to normalise a database
certificate / diploma
Monday 10 December 12
Planning- problem
exchanged rather than how and when
and on environment?
Monday 10 December 12
deployment, problem frames, i*) reveals different functions of product attributes:
inclusion) -> value (sense of beloning) <= need for a happy life
<= need for a long life [note: attribute(minty) not relevant]
perspective ontology:
information, capability (course), experience (museum visit), state change (hair cut, car wash, a flight)
Problem recognition Information search Post- purchase Evaluation Purchase
Monday 10 December 12
Specified by Depends ¡on Core ¡enhancing 1…* 0…* 0…* Functional ¡ consequence Contained ¡in 0…* Scale 0..1 Has 0…* Optional ¡bundling Want Quality ¡ consequence Need 0..* Consists ¡of Has 1…* Has 0...1 Core ¡enhancing 0…* Optional ¡bundling Consequence nominal
interval ratio 0…*
Kinderen, de S.; De Leenheer et al. An ontology for needs-driven service bundling in a multi-supplier setting. In J. of Applied Ontology, 2013 (to appear)
Dagsocieteit Dinnerdelivery I cannot cope anymore, what can help? Meal preparation Diet Sugar free Kosher Flesh as main course Meat as main course Diningtable Contact type: In person Preparation: Hot Meal preparation Social contacts dementia-patient Social contacts informal carer Physical activities for person with dementia Social support for person with dementia Social support informal carer Preparation Frozen Hot …. ….. …. need Want Functional consequence Scales of quality consequences Practical support for person with dementia ….. ….. Loaningservice Possibility to loan eg. an (electrical) wheelchair OB Duration: <= 6 Months > 6 Months
Adjustment: Large, eg. Stairlift Minor, eg. Ramps Adjustments to home Meal delivery ….. OB OB
Transportation Contact type Internet In person …. Recreational activities Social contacts dementia-patient Casemanagement Keeping informed about dementia patient C/E
Monday 10 December 12
Specified by Depends ¡on Core ¡enhancing 1…* 0…* 0…* Functional ¡ consequence Contained ¡in 0…* Scale 0..1 Has 0…* Optional ¡bundling Want Quality ¡ consequence Need 0..* Consists ¡of Has 1…* Has 0...1 Core ¡enhancing 0…* Optional ¡bundling Consequence nominal
interval ratio 0…*
Kinderen, de S.; De Leenheer et al. An ontology for needs-driven service bundling in a multi-supplier setting. In J. of Applied Ontology, 2013 (to appear)
a set of consequences at least one party likes to
Dagsocieteit Dinnerdelivery I cannot cope anymore, what can help? Meal preparation Diet Sugar free Kosher Flesh as main course Meat as main course Diningtable Contact type: In person Preparation: Hot Meal preparation Social contacts dementia-patient Social contacts informal carer Physical activities for person with dementia Social support for person with dementia Social support informal carer Preparation Frozen Hot …. ….. …. need Want Functional consequence Scales of quality consequences Practical support for person with dementia ….. ….. Loaningservice Possibility to loan eg. an (electrical) wheelchair OB Duration: <= 6 Months > 6 Months
Adjustment: Large, eg. Stairlift Minor, eg. Ramps Adjustments to home Meal delivery ….. OB OB
Transportation Contact type Internet In person …. Recreational activities Social contacts dementia-patient Casemanagement Keeping informed about dementia patient C/E
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
value activity
Monday 10 December 12
value activity value object
Monday 10 December 12
value activity value object value interface: reciprocity
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
β Service ID FC1 FC2 FC3 FC4 S17 1 1 1 S16 1 1 1 S15 1 1 1 S14 1 1 1 S13 1 1 S12 1 S11 1 S10 1 1 1 S9 1 1 S8 1 1 S7 1 S6 1 1 S5 1 S4 1 S3 1 S2 1 S1 1 β Service ID FC1 FC2 FC3 FC4 S17 1 1 1 S16 1 1 1 S15 1 1 1 S14 1 1 1 S13 1 1 S12 1 S11 1 S10 1 1 1 S9 1 1 S8 1 1 S7 1 S6 1 1 S5 1 S4 1 S3 1 S2 1 S1 1
Monday 10 December 12
Cluster ID Elements Cluster.β Cluster.msb C14 {S17} [1110] 8 C13 {S16} [1101] 8 C11 {S14, S15} [1011] 8 C9 {S13} [1001] 8 C8 {S11, S12} [1000] 8 C7 {S10} [0111] 4 C5 {S8, S9} [0101] 4 C4 {S7} [0100] 4 C3 {S6} [0011] 2 C2 {S4, S5} [0010] 2 C1 {S1, S2, S3} [0001] 1 Cluster ID Elements Cluster.β Cluster.msb C14 {S17} [1110] 8 C13 {S16} [1101] 8 C11 {S14, S15} [1011] 8 C9 {S13} [1001] 8 C8 {S11, S12} [1000] 8 C7 {S10} [0111] 4 C5 {S8, S9} [0101] 4 C4 {S7} [0100] 4 C3 {S6} [0011] 2 C2 {S4, S5} [0010] 2 C1 {S1, S2, S3} [0001] 1
Monday 10 December 12
Clusters to be combined Merging Cluster C1 ⊕ C2 → C3 C2 ⊕ C4 → C6 C2 ⊕ C5 → C7 C3 ⊕ C4 → C7 C4 ⊕ C8 → C12 C4 ⊕ C9 → C13 C5 ⊕ C8 → C13 C6 ⊕ C8 → C14 C6 ⊕ C9 → C15 C7 ⊕ C8 → C15 Clusters to be combined Merging Cluster C1 ⊕ C2 → C3 C2 ⊕ C4 → C6 C2 ⊕ C5 → C7 C3 ⊕ C4 → C7 C4 ⊕ C8 → C12 C4 ⊕ C9 → C13 C5 ⊕ C8 → C13 C6 ⊕ C8 → C14 C6 ⊕ C9 → C15 C7 ⊕ C8 → C15
Monday 10 December 12
Elements Cluster.β Cluster.msb C15 {C6 ⊕ C9, C7 ⊕ C8} [1111] 8 C14 {S17, C6 ⊕ C8} [1110] 8 C13 {S16, C4 ⊕ C9, C5 ⊕ C8} [1101] 8 C12 {C4 ⊕ C8} [1100] 8 C11 {S14, S15} [1011] 8 C9 {S13} [1001] 8 C8 {S11, S12} [1000] 8 C7 {S10, C2 ⊕ C5, C3 ⊕ C4} [0111] 4 C6 {C2 ⊕ C4} [0110] 4 C5 {S8, S9} [0101] 4 C4 {S7} [0100] 4 C3 {S6, C1 ⊕ C2} [0011] 2 C2 {S4, S5} [0010] 2 C1 {S1, S2, S3} [0001] 1
Elements Cluster.β Cluster.msb C15 {C6 ⊕ C9, C7 ⊕ C8} [1111] 8 C14 {S17, C6 ⊕ C8} [1110] 8 C13 {S16, C4 ⊕ C9, C5 ⊕ C8} [1101] 8 C12 {C4 ⊕ C8} [1100] 8 C11 {S14, S15} [1011] 8 C9 {S13} [1001] 8 C8 {S11, S12} [1000] 8 C7 {S10, C2 ⊕ C5, C3 ⊕ C4} [0111] 4 C6 {C2 ⊕ C4} [0110] 4 C5 {S8, S9} [0101] 4 C4 {S7} [0100] 4 C3 {S6, C1 ⊕ C2} [0011] 2 C2 {S4, S5} [0010] 2 C1 {S1, S2, S3} [0001] 1
Monday 10 December 12
Solution Clusters Solution Bundles C6 ⊕ C9 {C2 ⊕ C4} ⊕ C9 C7 ⊕ C8 {{S10}, {C3 ⊕ C4}, {C2 ⊕ C5}} ⊕ C8 C6 ⊕ C9 {{S4, S7}, {S5, S7}} ⊕ S13 C7 ⊕ C8 {{S10}, {S1, S4, S7}, {S1, S5, S7}, {S2, S4, S7}, {S2, S5, S7}, {S3, S4, S7}, {S3, S5, S7}, {S4, S8}, {S4, S9}, {S5, S8}, {S5, S9}} ⊕ {S11, S12} C6 ⊕ C9 {S4, S7, S13}, {S5, S7, S13} C7 ⊕ C8 {S10, S11}, {S10, S12}, {S1, S4, S7, S11}, {S1, S5, S7, S11}, {S2, S4, S7, S11}, {S2, S5, S7, S11}, {S3, S4, S7, S11}, {S3, S5, S7, S11}, {S4, S8, S11}, {S4, S8, S12}, {S4, S9, S11}, {S4, S9, S12}, {S5, S8, S11}, {S5, S8, S12}, {S5, S9, S11}, {S5, S9, S12} Solution Clusters Solution Bundles C6 ⊕ C9 {C2 ⊕ C4} ⊕ C9 C7 ⊕ C8 {{S10}, {C3 ⊕ C4}, {C2 ⊕ C5}} ⊕ C8 C6 ⊕ C9 {{S4, S7}, {S5, S7}} ⊕ S13 C7 ⊕ C8 {{S10}, {S1, S4, S7}, {S1, S5, S7}, {S2, S4, S7}, {S2, S5, S7}, {S3, S4, S7}, {S3, S5, S7}, {S4, S8}, {S4, S9}, {S5, S8}, {S5, S9}} ⊕ {S11, S12} C6 ⊕ C9 {S4, S7, S13}, {S5, S7, S13} C7 ⊕ C8 {S10, S11}, {S10, S12}, {S1, S4, S7, S11}, {S1, S5, S7, S11}, {S2, S4, S7, S11}, {S2, S5, S7, S11}, {S3, S4, S7, S11}, {S3, S5, S7, S11}, {S4, S8, S11}, {S4, S8, S12}, {S4, S9, S11}, {S4, S9, S12}, {S5, S8, S11}, {S5, S8, S12}, {S5, S9, S11}, {S5, S9, S12}
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
wc : fc → [0, 1], wa : fc → {0.5}
Monday 10 December 12
FP = WP TWC , FM = WM TWC , FN = WN TWSV N
FP = 0.8 + 1.0 0.6 + 0.8 + 1.0 = 1.8 2.4 = 0.75 FM = 0.6 0.6 + 0.8 + 1.0 = 0.6 2.4 = 0.25 FN = 0.5 0.6 + 0.8 + 1.0 + 0.5 = 0.5 2.9 = 0.17
Monday 10 December 12
1: IF P is many AND M is few AND NR is few THEN Perfect 2: IF P is many AND M is few AND NR is some THEN Good 3: IF P is many AND M is some AND NR is few THEN Good 4: IF P is many AND M is some AND NR is some THEN Good 5: IF P is some AND M is few AND NR is few THEN Average 6: IF P is some AND M is few AND NR is some THEN Average 7: IF P is some AND M is some AND NR is few THEN Poor 8: IF P is some AND M is some AND NR is some THEN Poor ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... N: IF P is few AND M is many AND NR is many THEN Bad
FP = 0.8 + 1.0 0.6 + 0.8 + 1.0 = 1.8 2.4 = 0.75 FM = 0.6 0.6 + 0.8 + 1.0 = 0.6 2.4 = 0.25 FN = 0.5 0.6 + 0.8 + 1.0 + 0.5 = 0.5 2.9 = 0.17
Monday 10 December 12
SV N1 SV N2 SV N3 P Many (1.0) Some (0.90), Many (0.10) Some (0.45), Many (0.45) M Few (1.0) Few (0.10), Some (0.90) Few (0.45), Some (0.45) N Few (0.70), Some (0.25) Few (1.0) Few (0.70), Some (0.25) Applied rules 1,2 1,3,5,7 1-8 Aggregation Perfect(0.7),Good(0.25) Perfect (0.1), Good(0.1), Perfect(0.45), Good(0.95) Average(0.1), Poor(0.9) Average(0.7), Poor(0.7) Score 8.69 3.66 5.68
{
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
Monday 10 December 12
accordingly;
the size of the solution space (during matching), and ranking of bundles (during verification);
the effect of global market trends on accuracy;
solution space (during matching)
Monday 10 December 12
Monday 10 December 12
.; Cardoso, J.; Pedrinaci (2013) Ontological Representation and Governance of Business Semantics in Compliant Service Networks. In Proc. of IESS 2012, LNBIP , to appear
., Christiaens, S., Meersman, R. (2010) Business Semantics Management: a Case Study for Competency-centric HRM. In Journal of Computer for Industry 61(8): 760-775, Elsevier
.; Linehan, M.; Hull, R.; Vaculín, R. (2012) Ontology of Dynamic Entities. In Proc. of ER 2012, LNCS, Springer, pp. 345-358
Applied Ontology, 2013 (to appear)
Business Review 71:65-77
.; Gordijn, J.; Akkermans, H. (2012) Fuzzy Verification of Service Value Networks. In
.; Akkermans, H. (2011) Dynamic Cluster-based Service Bundling: a Value-
.; Gordijn, J.; Akkermans, H. (2012) Service Network Approaches. In Barros, A.; Oberle,
download)
Monday 10 December 12