Mohammad R Rasouli
email: m.rasouli@tue.nl

Rik Eshuis
email: h.eshuis@tue.nl

Jos J M Trienekens
email: jos.trienekens@ou.nl

Rob J Kusters
email: rob.kusters@ou.nl

Paul W P J Grefen

Information Governance as a Dynamic Capability in Service Oriented Business Networking

Keywords: Information governance, service orientation, business network, information quality, dynamic capability

The need for co-creating integrated solutions with customers through deep collaborations with globally distributed suppliers in the current business environment increasingly highlights the importance of service orientation in business networks (BNs). Service orientation in BNs stresses the need for composing and enacting dynamic networked business processes to support rapid responses to market opportunities. Well-established decisions for composing dynamic networked business processes and their constant enactment require high quality information exchanges among collaborating parties. Information governance (IG) is a holistic approach comprising different mechanisms that supports high quality information exchanges. In this paper the IG functionalities are identified that support ensuring high quality information exchanges among collaborating parties in service-oriented BNs. The practical relevance of the identified IG functionalities is discussed in a BN that intends to provide integrated mobility solutions. In this way, from a governance point of view, the paper intends to close the gap between information and process aspects of inter-organizational interactions among parties collaborating in dynamic value networks.

Introduction

In the current business environment, organizations focusing on their core competencies collaborate with globally distributed business parties to provide products and services for customers [START_REF] Coe | Global production networks: realizing the potential[END_REF]. This highlights the importance of business networking for achieving competitive advantages [START_REF] Gereffi | The governance of global value chains[END_REF]. In this environment, competition is between business networks (BNs) rather than single organizations [START_REF] Zhang | A network economic model for supply chain versus supply chain competition[END_REF]. At the same time, emerging service-dominant logic of marketing [START_REF] Vargo | Evolving to a new dominant logic for marketing[END_REF] forces BNs towards service orientation through providing integrated solutions that are co-created with customers [START_REF] Camarinha-Matos | Collaborative business services provision[END_REF]. A service-oriented BN can be described as a collaborative network of independent parties within a market that co-create mass-customized packages of products and services in the form of integrated solutions [START_REF] Rasouli | Service Orientation in Demand-Supply Chains: Towards an Integrated Framework[END_REF]. Service orientation in BNs requires sensing environmental changes (e.g. customer needs) and responding to these needs rapidly through agile orchestration of resources distributed among parties. The orchestration of distributed resources is handled by networked business processes. Well-established collaborative decisions for composing dynamic networked business processes and constant interoperations through enacting composed networked business processes requires high quality information exchanges among collaborating parties. On the basis of IQ definition by [START_REF] Wang | A product perspective on total data quality management[END_REF], high quality information exchange in a BN points out providing information (by a collaborating party) that can be used properly by consumers (other collaborating parties).

Information governance (IG) is a holistic approach comprising different mechanisms that support providing high quality information [START_REF] Kooper | On the governance of information: Introducing a new concept of governance to support the management of information[END_REF]. In the context of service-oriented BNs, from an operational point of view, high quality information is required for decisions that support composing networked business processes. Also high quality information needs to be exchanged through networked business processes in order to prevent disruptions in operations. Although IG has been increasingly considered in recent research, it has been mainly regarded within boundaries of single organizations (see e.g. [START_REF] Khatri | Designing data governance[END_REF][START_REF] Young | Data governance and data quality: Is it on your agenda[END_REF]). On the other hand, research studies on IG in the context of BNs have been concentrated on stable BNs like conventional supply chains (e.g. [START_REF] Hüner | Product data quality in supply chains: the case of Beiersdorf[END_REF]), and consequently emerging IG issues in dynamic BNs have not been sufficiently addressed. In order to close the described gap among the research in the context of IG and dynamic BNs, in this paper we address this research question "how IG can ensure providing high quality information for decision making and operations in service-oriented BNs?"

In this paper, to answer this research question, we characterize the functionalities of IG to enhance IQ in service-oriented BNs. To do so, we use a viewpoint based framework that enables analyzing the required functionalities within the relevant set of viewpoints. This framework is described in Section 2. The identified IG functionalities are explained -at a highly aggregated level-in Section 3.The practical relevance of the characterized IG functionalities is discussed based on a case study in Section 4. We discuss about the implications of the research in Section 5. The paper is concluded in Section 6.

A Viewpoint based Framework for Identifying the IG Functionalities in Service-Oriented BNs

For the identification of the IG functionalities in service-oriented BNs in a structured way, we use a framework that is developed based on a viewpoint based approach (see [START_REF] Kotonya | Requirements engineering with viewpoints[END_REF]). To do so, we distinguish among two types of viewpoints, respectively, viewpoints relating to what needs to be governed, and viewpoints relating to how it can be governed. The relevant viewpoints within these two types are described in the following paragraphs.

The research question in this paper addresses governing information that is exchanged within dynamic networked business processes management. In that basis, within viewpoints relating what needs to be governed, we distinguish among the two relevant aspects; respectively, the information aspect and the process aspect. Differences between information and process aspects has been clearly described in the context of enterprise architecture (see e.g. [START_REF] Dietz | The Enterprise Engineering Series[END_REF]). The relevance of the information aspect for the identification of IG functionalities is clear. The process aspect is also relevant, because based on the research question in this paper we intend to govern information within networked business processes. In other words, governing information can require different functionalities within different steps of networked business process management (this is discussed in more detail further).

For the identification of the relevant viewpoints on how information can be governed, we point out two relevant views, respectively, a direction-oriented view, and a mechanism-oriented view. The direction-oriented view addresses different topdown and bottom-up approaches that can be used for governing information. Within this view, in line with governance directions proposed in related theories (see e.g. [START_REF] Hoogervorst | Enterprise governance and enterprise engineering[END_REF][START_REF] Van Grembergen | Enterprise governance of information technology: achieving strategic alignment and value[END_REF][START_REF] Henderson | Strategic alignment: Leveraging information technology for transforming organizations[END_REF]) we consider the two main directions as an alignment direction (i.e. top-down) and an enablement direction (i.e. bottom-up). The mechanism-oriented view addresses different routines that can be used for governing information. Based on [START_REF] Van Grembergen | Enterprise governance of information technology: achieving strategic alignment and value[END_REF][START_REF] Tallon | The information artifact in IT governance: toward a theory of information governance[END_REF] the three main mechanisms that can be used for governing information are characterized within structural (e.g. centralization or decentralization of roles), procedural (governance tasks), and relational mechanisms (e.g. mutual involvement practices). In this paper, based on the research question that addresses IG functionalities, we concentrate on procedural mechanisms. In this way, the four relevant views are considered for the identification of the IG functionalities in the context of service-oriented BNs. These four views are illustrated in the following.

Information aspect

This aspect points out information assets that are produced, stored and provided by collaborating parties in service-oriented BNs. Regarding the described research question and based on [START_REF] Khatri | Designing data governance[END_REF], the relevant domains that are considered within this aspect are specified as information product quality, information service quality, and metadata. Information product quality points of the quality attributes like completeness, accuracy, and timeliness for the information that are stored in databases. Information products are converted to information services (by software systems or manually) to be used by consumers. Information service quality addresses usefulness and usability (e.g. understandability and interpretability) of information services. Metadata, which reflects information about information, enhances semantics of information services that are exchanged among parties.

Business process aspect

Regarding the research question in this paper, this aspect points out networked business processes in service oriented BNs. Information services that are provided by collaborating parties are exchanged within networked business processes. Within this aspect we concentrate on managing networked business processes in the context of service-oriented BNs that embraces the two main phases, respectively, the formation and enactment of networked business processes (see [START_REF] Grefen | Internet-based support for process-oriented instant virtual enterprises[END_REF][START_REF] Norta | A reference architecture for managing dynamic interorganizational business processes[END_REF]). The formation phase reflects design-time decisions in order to set a shared objective (i.e. an expected integrated solution by a customer in service-oriented BNs), select parties that can collaborate to achieve the targeted objective, and compose networked business processes that should be executed. These decisions are supported by knowledge systems that enable to share and use accumulated knowledge and expertise within BNs (see design-time architecture in [START_REF] Grefen | Internet-based support for process-oriented instant virtual enterprises[END_REF]). The enactment phase addresses run-time executions of networked business processes that have been composed. The enactment is supported by process systems that enable to execute intra and inter-organizational business processes.

The consideration of the process aspect is relevant in the context of the described research question, because IG functionalities differ in the design-time and the runtime phases for managing networked business processes. More precisely, the distinction of design-time and run time phases within this aspect is relevant due to the two reasons as states in the following.

Firstly, this distinction enables to distinguish between information within knowledge and process systems. The difference between these two systems has been deeply described in previous work (see e.g. [START_REF] Alavi | Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues[END_REF]) and has been regarded in relevant architectures (e.g. [START_REF] Grefen | Internet-based support for process-oriented instant virtual enterprises[END_REF]). Information in knowledge systems is shared, integrated and analyzed (e.g. within data warehouse systems) to support decision making. But, in process systems information is exchanged (e.g. among services in service oriented computing paradigm) in order to fulfil a work process (like supply chain processes). According to the CrossWork architecture (see [START_REF] Grefen | Internet-based support for process-oriented instant virtual enterprises[END_REF]), in design-time phases knowledge systems are used to make decisions for composing networked business processes (by using agent-based technologies). Within the run-time phase process-oriented systems are applied in order to enact composed networked business processes (by using service oriented computing technologies).

Secondly, the distinction between design-time and run-time phases within the business process aspect enables distinguishing between vertical and horizontal alignment between parties and also their assets (particularly information assets). According the alignment based perspective on IG (as described above), both of the vertical and horizontal alignments need to be considered in the context of BNs [START_REF] Gong | An interoperable architecture and principles for implementing strategy and policy in operational processes[END_REF]. Design-time alignment of information assets implies coordination within a value network for the production of required information and also representing these information assets in way that can be used for collaborative decision making. Runtime alignment of information assets implies syntactic and semantic interoperability of information objects that are exchanged among parties.

Governance directions view

As described, enterprise governance theories address two main directions for governance, respectively, an alignment direction and an enablement direction. In the context of this research, an alignment direction implies the adaption of information assets in order to support formed networked business processes (i.e. top-down direction. An enablement direction, on the other hand, points out the enhancement of networked business processes regarding the possibilities that are recognized within information assets (i.e. bottom-up direction). In the context of this paper, which considers dynamic interactions within service-oriented BNs, both of the mentioned directions need to be considered for governing information assets. Indeed, the alignment direction is necessary to adapt information production processes, information integration schemas, and information exchange protocols regarding emerging expectations in service-oriented BNs. The enablement direction also needs to be consider, because of the increasingly consideration of information as the driver of networked business processes in dynamic business situation (i.e. informationintensive business processes) (see e.g. [START_REF] Aarikka-Stenroos | Value co-creation in knowledge intensive business services: A dyadic perspective on the joint problem solving process[END_REF]).

Governance mechanisms view

As aforementioned, in this paper we rely on procedural mechanisms that can be used for governing information. According the research question in this paper, within different procedural mechanisms that can be considered, we concentrate on required functionalities that need to be realized for governing information (like [START_REF] Weber | One Size Does Not Fit All---A Contingency Approach to Data Governance[END_REF] that proposes a set of tasks as procedural mechanisms for IG in the context of single organizations). Regarding [START_REF] Sambamurthy | Arrangements for information technology governance: A theory of multiple contingencies[END_REF], IG can be seen as higher-order abilities that direct lower-order activities for information integration and exchange. In this way, in line with [START_REF] Kooper | On the governance of information: Introducing a new concept of governance to support the management of information[END_REF][START_REF] Sambamurthy | Arrangements for information technology governance: A theory of multiple contingencies[END_REF][START_REF] Otto | On the Evolution of Data Governance in Firms: The Case of Johnson & Johnson Consumer Products North America[END_REF] we use a dynamic capabilities perspective as a basis for the characterization of IG abilities. A dynamic capability perspective points out abilities in systems in order to govern internal resources in accordance with environmental changes [START_REF] Winter | Understanding dynamic capabilities[END_REF]. It addresses the three main abilities, respectively, sensing, responding, and improving (or reconfiguring) [START_REF] Teece | Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance[END_REF]. In this way, considering the alignment and the enablement views on IG (as described above), IG abilities based on a dynamic capability perspective can be described as the ability to sense IQ related issues and possibilities, respond to these issues and possibilities in order to undergird IQ, and improve IQ based on the sensed and responded issues and possibilities.

The described views are summarized in Table 1. In order to identify IG functionalities based on these determined relevant views, firstly the information and the process aspects are integrated. The reason for this integration is that we aim to identify IG functionalities that govern information that is exchanged within networked business processes. Also, as described before, governing information in different phases of the networked business process management requires different functionalities. The integration of these two aspects results in the 6 (i.e. 3*2) subaspects that need to be considered for the identification of the IG functionalities.

On the other hand, the governance direction and the governance mechanisms views are also inter-related. This means that the described dynamic capabilities perspective based governance abilities can support both of the alignment and the enablement directions. In this way, regarding the characterization of the governance directions and mechanisms, we need to consider the 6 (i.e. 2*3) routines for governing information assets within networked business processes. The combination of the "what" and the "how" related views results in 36 (i.e. 6*6) functionalities that support governing information in service-oriented BNs. These identified IG functionalities are reported in http://is.ieis.tue.nl/research/bpm/raso15/?page_id=77. In the next section an aggregated set of the identified IG functionalities are described.

Aggregated IG Functionalities to Enhance IQ in Service-Oriented BNs

In this section the identified IG functionalities are briefly described within six aggregated IG functionalities. For aggregating the identified IG functionalities, we focus on the three IG mechanisms (i.e. the governance mechanisms view) that need to be applied within design-time and run-time networked business process management (i.e. the process aspect). Therefore we aggregate the remaining information aspect and the governance direction view. This leads to three design-time and three run-time IG functionalities. The design-time IG functionalities refer to the quality of information that is stored and used by knowledge systems for the detection of market opportunity, the formation of a service-oriented BN (e.g. in the form of instant virtual enterprise) and the composition of networked business processes to respond to detected market opportunities. The run-time IG functionalities pertain to the quality of information that is exchanged among process systems (e.g. global workflow management systems or e-sourcing middlewares) to enact a networked business process. The first three IG functionalities that are elaborated in the sequel of this section address IQ in designtime. The second three IG functionalities point out IQ in run-time.

Sensing IQ issues and possibilities in design-time knowledge systems: according to [START_REF] Rasouli | Information governance requirements in dynamic business networking[END_REF] examples of conventional IQ issues that can arise in knowledge systems due to the dynamism of service-oriented BNs are inaccuracy of information on a customer experience stored in a knowledge base (resulting from the change of customer expectations) or incompleteness of information due to the disappearance of a relevant information product (resulting from dynamic partnering). An information governor should be able to sense these issues to prevent low quality decisions.

Responding IQ issues and possibilities in design-time knowledge systems: sensed IQ issues and possibilities need to be respectively encountered and exploited. Encountering sensed IQ issues requires adapting information integration approaches including evolving collaborative metadata, updating integration schemas, or updating quality requirements of information services that are provided by collaborating parties. Exploiting sensed IQ issues points out redesigning composed networked business processes based on higher quality information on environment (e.g. parties or customers).

Improving design-time knowledge systems to support quality decisions: knowledge systems (including knowledge bases and decision making agents) that are used for the composition of a networked business processes require to be improved based on the sensed IQ issues. This improvement need to be conducted in used knowledge bases, e.g. by information refreshment, and also in decision support systems that are used, e.g. the decision making logic that is used for adaptive partnering.

Detecting IQ issues and possibilities in run-time process systems: run-time quality issues are usually arisen due to the violating the design-time quality agreements, but it also can result from run-time changes in environment (like changes of customer expectations during the usage of services). IQ possibilities also can arise due to the provision of higher quality information by a collaborating party (e.g. fresher information on customer expectations in run-time).These quality issues and possibilities need to be detected during the enactment of networked business processes.

Reacting on detected IQ issues and possibilities in run-time process systems: this reaction can imply reconfiguring running networked business process (e.g. through run-time switching parties), but also can be handled through interaction protocol adaptions (e.g. to handle syntactic and semantic inconsistencies among information services) or by adjusting run-time information services that are exchanged.

Enhancing process systems to handle quality networked business processes: based on the sensed IQ issues and possibilities, this functionality addresses the enhancement of the networked business process patterns repositories and also the refreshment of business rules that are regarded during run-time process systems.

Evaluation of Practical Relevance of the Identified IG Functionalities

In this section the practical relevance of the described IG functionalities in serviceoriented BNs is evaluated. Indeed, we investigate "why service-oriented BNs need to fulfil the described IG functionalities in order to make-quality decisions and access quality information within networked business processes?" In other words, we probe if the described IG functionalities address recognized IQ issues resulting from service-orientation in real-life BNs. This means that, for the evaluation of the practical relevance of the IG functionalities we need to investigate the recognition of according IQ issues in real-life service-oriented BNs. To do so, we conduct a case study research in a service-oriented BN that has been formed by a car leasing organization in order to provide customer-centric mobility solutions. Within this BN that is orchestrated by the car leasing organization different mobility experience related parties like car dealer, car rental organizations, car manufacturers, car insurers, public transportation service providers, and car maintainers collaborate. The objective is to provide a mass-customize mobility solution for a customer (i.e. service-oriented value) rather than providing a car.

According to the distinction between design-time and run-time IG functionalities in Section 3, we select the two units of analysis within the described BN. The first unit, which is related to design-time phase, addresses a collaborative decision making for offering a mobility solution for a customer. In this collaborative decision making, the car leasing organization uses information that are gathered and shared by all collaborating parties to shape the most attractive mobility proposition for a customer. The second unit, which is related to run-time phase, points out the enactment of customer invoicing process. This process is executed in order to issue an invoice for a customer including all services that have been provided by all collaborating parties during a specific time period.

Regarding the case study objective, we intend to identify IQ issues resulting from the dynamism that is required for service-orientation in the BN. To do so, we conduct three in-depth interviews with the IT-manager, the enterprise architect and the mobility business model developer of the car leasing organization. These three indepth interviews are based on a semi-structured questionnaire. According to the IQ domains, questions are classified within information product quality, information service quality, and metadata. Within each of these domains we investigate the practical relevance of the theoretically explored IQ issues resulting from serviceorientation that are reflected in the citations [START_REF] Rasouli | Information governance requirements in dynamic business networking[END_REF][START_REF] Rasouli | Information quality in dynamic networked business process management[END_REF].

For the investigation of the practical relevance of the IG functionalities, we discuss how these functionalities enable to deal with the practically recognized IQ issues resulting from service-orientation in the BN. According the run-time and the designtime phases, the next two paragraphs respectively discuss the relevance of the IG functionalities to counter IQ issues within the decision making for proposing a mobility solution for a customer and also the networked business process for customers invoicing.

As mentioned above, the car leasing organization requires to integrate information relating customers' mobility experience to be able propose tailored mobility solutions. Since a customer interacts with different parties within the mobility BN, information on customer experience is distributed among parties (e.g. in CRM systems that are used by car rental organizations or by car dealers). Because of the dynamism in the BN, collaborating parties within this BN are loosely coupled. In this way the car leasing organization is not able to use a shared database for gathering and integrating all information relating customers' experiences. Due to this nature of the BN different IQ issues are recognized like inaccuracy of information on customer experience (usually is recognized though mobility propositions those are not exciting for customers) and incompleteness of information (usually is recognized when a customer has more mobility requirements than what have been reflected by existing information). Sensing these IQ issues resulting from changes in the BN enables the car leasing organization to deploy a relevant reaction. For instance, when a customer reflects dissatisfaction about a proposed mobility solution, the sensing functionality enables the identification of IQ issues within the knowledge base that supports proposing the mobility solution. Also, the sensing functionality supports tracing changes on customer experience that are recognized by other parties. The car leasing organization uses an integration schema for integrating information on customer experience that has been based on the conceptualization of mobility solutions (see examples in [START_REF] Lüftenegger | Service-dominant business design[END_REF]). Responding sensed IQ issues addresses updating these integration schemas in logical and physical views. The improvement functionality implies refreshing the knowledge base that is used by the car leasing organization in order to avoid occurrence of the same low-quality decision (e.g. proposing the same mobility solution for the customer that previously has reflected his/her dissatisfaction).

The customer invoice networked process is enacted by the car leasing organization. In doing so, according to different mobility solutions that are proposed, there is a different composed networked process (because collaborating parties and engaged services are different within each proposed mobility solution). However, due to service-orientation, customers can change the proposed and agreed mobility solution during the usage of solution (i.e. run-time customer dynamism). Also, it happens that some parties (especially car rental organizations) cannot provide the planned facilities or services on time, which necessitates switching parties in run-time. These changes necessitate run-time adaption of the customer invoice process. However, this adaption results in IQ issues like inconsistency of financial information formats that are used by switching parties, or untimeliness of financial information due to the lack of synchronization with new collaborating parties. These IQ issues can lead to invoices that are objected by customers or omit provided services. The run-time IQ detection functionality enables to discern emerging IQ issues resulting from run-time changes of the enacted customer invoice process. The detected run-time IQ issues can be reacted by the adaption of the enactment of the customer invoice process. This adaption can be handled by event-driven process control approaches or by updating business rules that are considered. The detected and reacted IQ issues enable to improve customer invoice networked process composition in design-time, which enhances customer invoice patterns that are defined in the process repository.

The findings from the conducted case study clearly shows that countering the IQ issues resulting from the dynamisms in the service-oriented mobility BN requires applying the identified IG functionalities. However, our findings mostly concentrate on the alignment view of the IG functionalities, which implies countering with the IQ issues resulting from the service-orientation. The enablement view on the IG functionalities is not considered in this case study, because data-driven approaches for decision making, e.g. BI solutions for offering mobility solutions or data-driven service composition tools, have not been yet used in this BN.

Discussions

The described IG functionalities enable dealing with emerging IQ issues in dynamic inter-organizational interactions in service-oriented BNs. Indeed, although serviceorientation in BNs raises the ability for offering more competitive value propositions, it causes emerging risks from information exchange point of view (i.e. IQ issues) [START_REF] Tallon | Corporate governance of big data: Perspectives on value, risk, and cost[END_REF]. However, regarding our implications from the case study, since serviceorientation is mainly triggered by innovative business models developed by marketing experts, the relating risks -especially from information exchange point of view-are neglected. This can lead to un-managed emerging risks that can disrupt operations in service-oriented BNs. IG, as described within concrete functionalities in this paper, enables to exploit service-orientation business advantages without damaging from resulting risks arisen by emerging IQ issues. However, the realization of the IG functionalities is tough in real-life BNs. The difficulties of the realization of IG within the boundaries of a single organization, due to its multi-disciplinary nature, have been clearly reported in previous research (see e.g. [START_REF] Weber | One Size Does Not Fit All---A Contingency Approach to Data Governance[END_REF]). These difficulties are intensified in the context of BNs, particularly serviceoriented BNs, because of the independence of parties, lack of a central governance power, and the engagement of collaborating parties from various business contexts. From a structure point of view, the implementation of the IG functionalities directly depends on the structure of networks governance. According to network governance structures, IG can be organized within centralized, decentralized, and hybrid structures. Governing information in centralized structures may be easier, because the authorities and responsibilities to apply relevant mechanisms, like standardization, can be clearly defined. However, service-orientation leads network governance from centralized structures towards distributed structures (i.e. actor to actor relations [START_REF] Vargo | Evolving to a new dominant logic for marketing[END_REF]). Implementing IG in distributed structures with high independence of parties that are loosely coupled seems more difficult. This situation highlights the need for ITenabled distributed solutions that support the realization of IG functionalities. However, IT-enabled solutions supporting dynamic business networking do not clearly address IQ issues [START_REF] Rasouli | Information Governance Requirements for Architectural Solutions Supporting Dynamic Business Networking[END_REF]. On the other hand, IT-enabled solutions for managing IQ do not consider concretely dynamic business networking requirements.

According to the technological basis for managing dynamic networked business processes in CrossWork architecture [START_REF] Norta | A reference architecture for managing dynamic interorganizational business processes[END_REF], the identified IG functionalities can be fulfilled by using a multi-agent system (MAS) platform as the basis for fulfilling design-time functionalities and service-oriented computing (SOC) technology as the basis for realizing run-time IG functionalities. The buildability of the component for networked business process composition (by using a MAS platform) and the component for networked business process enactment (by using SOC through employing technology from the Web service stack) is described elsewhere [START_REF] Norta | A reference architecture for managing dynamic interorganizational business processes[END_REF]. In this way, the identified IG functionalities can be considered as a basis to enrich the described architecture by adding components supporting quality of information for collaborative decision-making for composing networked business processes and global enactment of composed processes.

Conclusions

In this paper, IG functionalities to enhance IQ in service-oriented BNs are identified in a structured way. The practical relevance of the identified IG functionalities is discussed in a BN that intends to provide integrated mobility solutions for customers. The identified IG functionalities enable to handle risks concerning emerging IQ issues in service-oriented BNs. They also enable to exploit business opportunities through quality information sharing within collaborative value networks. These functionalities also provide a well-established basis for in-depth considering IG as a critical necessity within architectural solutions supporting dynamic business networking.

The findings from the mobility BN sufficiently support the practical relevance of the identified IG functionalities. However, since this BN is in transition from productcentered business model towards completely service-centered business model, we deal with limitations for the evaluation of the identified IG issues based on the observed facts. In this way, more empirical research, especially in BNs that are more service-centered, can enhance the confidence of the practical relevance of the identified IG functionalities. The future research can concentrate on the development of architectural solutions that enhance IG in service-oriented BNs based on the identified functionalities.

Table 1 -

 1 The views for identifying the IG functionalities

								How it can be governed
								Governance mechanisms
	governed	What needs to be	aspect	Information	Process Aspect Design-time Information product quality 3*2=6 views Run-time Information service quality metadata	directions	Governance	Sensing 6 *6 = 36 IG functionalities Responding Alignment 3*2=6 views Enablement	Improving


Sobah Abbas Petersen

Rimmert Van Der Kooij
email: rimmert.vanderkooij@sintef.no

Primoz Puhar
email: primoz.puhar@hella.com

Connecting Business Processes and Sensor Data in Proactive Manufacturing Enterprises

Keywords: Proactive maintenance, Enterprise Model, Real-time sensor data, Sensing Enterprise, Proactive Enterprise

Real time sensor data is used often to monitor and control industrial applications. Such data is used to detect unexpected events and to take timely action to prevent industrial accidents or breakdowns. We introduce the concept of proactive sensing enterprises. The EU ProaSense project explores the use of real time sensor data and historical data to detect the likelihood of undesired events and to take proactive action to avoid undesired events and improve the resilience of the business. In this paper, we describe how enterprise modelling and process models may be used to connect the key performance indicators and business processes to data from sensors on technical components on the shop floor. We describe the benefits of connecting the business processes to sensor data and how modelling could contribute to reducing maintenance costs, improving proactive decision making and resilience in industry. An example from the manufacturing industry will be described.

Introduction

Enterprises face high demands to keep production and operations costs low while delivering high quality products and services. The need to deal with unexpected situations and resilience while complying with strict rules on safety aspects are a part of daily operations. The need for enterprises to anticipate what may happen in the future and proactively ensure smooth operations has become a necessity. The decisions that enterprises have to make are often influenced by the situation such as their production targets or their relationship with customers, requiring a careful analysis of the situation and making trade-offs. The need for technological solutions to support such decisions are a necessity for enterprises to meet their current needs. Among these, data and sensors are seen as revolutionary technologies for businesses [START_REF] Iansiti | Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business[END_REF].

Collaborative Networks [START_REF] Camarinha-Matos | Collaborative networks: a new scientific discipline[END_REF] have been considered as a means of supporting a network of enterprises where enterprises can maintain their competiveness and share knowledge, resources and sometimes risks among each other. Due to the changing nature of business situations, (e.g. the recent decline in the oil industry), enterprises have begun to focus on dealing with disruptions and increasing their resilience to such changes [START_REF] Benaben | Risks and Resilience of Collaborative Networks[END_REF]. Enterprises have examined several approaches to maintaining their operations and dealing with disruptions and Collaborative Networks have been proposed as a means of effectively dealing with disruptions in enterprises and proposed as a proactive strategy [START_REF] Andres | Collaborative Strategies Alignment to Enhance the Collaborative Network Agility and Resilience, in Risks and Resilience of Collaborative Networks[END_REF]. Collaborative productivity, which can be interpreted as increasing the productivity by collaboration among the cyber (e.g. computing power) and physical (e.g. sensors and hardware) and the networks the enterprise operates within has been identified as important for Industry 4.0 [START_REF] Schuh | Collaboration Mechanisms to increase Productivity in the Context of Industrie 4.0[END_REF]. In addition to maintaining their networks, enterprises also have a need to look within themselves and proactively work to ensure their operations. An important process in manufacturing companies is their maintenance process and the maintenance of their production equipment, as that affects their goals, such as keeping running costs low. Traditionally, maintenance was done at regular intervals or when something happens; reactive maintenance. More recently, predictive maintenance and condition-based maintenance has been practiced by careful inspection of equipment and specific parts. Proactive maintenance goes beyond these methods by taking a systematic approach and examining more than the equipment, but identifying the root cause of a problem and thus avoiding that in a timely manner [START_REF]The 4 Basic Maintenance Modes[END_REF]. Proactive maintenance models have been studied in engineering disciplines [START_REF] Muller | Formalisation of a new prognosis model for supporting proactive maintenance implementation on industrial system[END_REF]. In this paper, we examine the proactive maintenance model of an enterprise, and how proactive decision-making could be supported in enterprises. An overview of proactive decision making models for maintenance is provided in [START_REF] Bousdekis | A proactive decision making framework for condition-based maintenance[END_REF].

In the EU ProaSense project, real time sensor data has been used to support proactive maintenance in industry. In this paper, we present ideas from Enterprise Models and how they could support proactivity in enterprises. We describe the maintenance process at HELLA and how real time sensor data on their production line could support proactive maintenance, which could lead to lower running costs and scrap rate. The main aim of the paper is to illustrate the benefits of enterprise models.

This paper is structured as follows: Section 2 describes the EU ProaSense project; Section 3 describes an example case; Section 4 describes the enterprise model and discusses the benefits of modelling and Section 5 summarizes the paper.

ProaSense Project

The work presented in this paper is a part of the European ICT research project ProaSense (The Proactive Sensing Enterprise) [START_REF] Proasense | Proasence -The Proactive Sensing Enterprise[END_REF]. With the current demands on enterprises such as low production and maintenance costs and higher quality and safety, a new class of enterprise systems, proactive enterprises, that will be continuously aware of what "might happen" in the relevant business context and optimize their behaviour accordingly is essential. ProaSense aims to pave the way for an efficient transmission from Sensing into Proactive enterprises.

The central ideas of the project are focussed on the OODA loop for decision making which consists of Observing a situation, Orienting or making sense of a situation, Deciding on an action to take and Acting [START_REF] Boyd | The Essence of Winning and Losing, 28[END_REF]. The action taken should also include feedback that is given to the observe phase. The Observe phase is supported by a system consisting of sensors in the environment to access the large amounts of data that are relevant to obtain a good overview of the situation. The Orient phase processes the large amounts of real time data as well as the historical data that is available using machine learning techniques. Complex Event Processing is applied to detect events that may indicate the need to act. The Decide phase anticipates events and recommends possible actions that could be appropriate and the Act phase keeps track of the business goals and Key Performance Indicators (KPIs) of the organisation. A software architecture has been designed and implemented (see [START_REF] Magoutas | Anticipation-driven Architecture for Proactive Enterprise Decision Making[END_REF] and [START_REF] Bousdekis | A Real-Time Architecture for Proactive Decision Making in Manufacturing Enterprises[END_REF]) and is currently evaluated by two industrial companies in the oil and gas and manufacturing sectors. The aim is to support proactive maintenance of equipment in the enterprise using real time sensor data.

Manufacturing Industry -An Example Case

HELLA is a manufacturing company that produces large quantities of lighting technology, such as headlamps, in batches and delivers to the automotive industry. HELLA is interested in the proactive maintenance of their production equipment to support their KPIs, e.g. reduce the amount of downtime of equipment, maintain running stock and improve the quality of their products. The sensor data relevant for HELLA is from their manufacturing equipment on the production line such as the moulds, lacquering stations and ovens. HELLA's aim is to optimize production by reducing the downtime of their production equipment, securing delivery and reducing scrapped products, by detecting early warnings or indications and acting on them in a timely manner. There are several parts of equipment on the production line that could lead to a damaged product leading to scrap; e.g. incorrect parameters on moulding machines. The moulding machine are considered as controlled units as they could automatically correct values that are 'out of line' with the input given via a 'pre-set of golden parameters'.

To achieve proactivity in the maintenance of the equipment, there is a need to anticipate which parameters need to be adapted and when a parameter may deviate from the "golden set" by analysing the data that is available from the sensors and other sources and the trends and patterns to detect potential undesirable situations or events. A simple overview of HELLA's production and maintenance processes and how they relate is shown in Figure 1. One of the sub activities in the maintenance process is to detect an anomaly or a deviation from the normal state, which is detected through the visual inspection of the product that is produced.

Proactive maintenance using sensors placed on the moulding machines could provide input to identify the cause of a problem that could help to mitigate scrapped parts; e.g. the pressure and temperature of the mould or oil, or injection speed. Some of the relevant values could be obtained via real time sensors (hardware) placed on the equipment, while others could be processed or calculated by combining different data sources and through human observations. The latter two are called soft sensors, which include calculated values, values that are input by the humans and values that are derived from documents such as production plans or running stock. Here, contextual information is required to make a thorough analysis of the cause of the measured deviation. One of the defects in the products is the appearance of black dots on headlamp lenses. There could be at least three root causes; a jammed cooling line in the moulding machine, high dust level combined with high humidity, or a dirty mould. Sensor data, historical data and contextual information are used to determine the cause. Similarly, in the Decision layer, a set of actions are recommended based on the context such as the production plan, running stock, the product and the customer. For example, there is an upper limit of the scrap rate, which is determined by several factors such as the complexity of the product vs. the production cost, the customer and the status of the production schedule. The decision to take an action and which action to take often depends on the business context.

The enterprise model provides the contextual information that is relevant for the analysis. The model gives an overview of the nearest humidity sensor, the latest maintenance information available for the mould and how long it has been since the last time it was changed. As shown in Figure 1, currently, the detection of defaults in the lenses take place at a later point in time in the production line when a visual inspection is done at the end of the production.

The main roles in the maintenance of HELLA's production line are, Operational Technologist and Setter who adjust and clean the moulds and other equipment, Engineer who fixes the equipment and Maintenance Engineer who is contacted if the problem is too complicated for the Engineer to fix. Depending on the severity of the problem, the level of skill and the number of engineers that are required and the time that will take to solve the problem could increase, leading to increased costs in maintenance and delays in production.

Enterprise Model

An information model has been developed to describe the case for HELLA to provide a quick overview of the use case and to provide the overview of the relevant contextual information. We have selected Archimate as our modelling language [START_REF] Lankhorst | Enterprise Architecture at Work -Modelling[END_REF] As it provides comprehensive modelling support for all the perspectives of the proactive sensing enterprise: Business perspective (KPIs, Goals and Actors) and the sensing needs (technical equipment, applications and data).

One of the main business goals of HELLA that is relevant for proactivity is to maintain their running stock, see Figure 2. Two of the KPIs that influence this business goal are the scrap rate of the products and the throughput according to plan (if the planned amount of products are produced during a shift). The scrap rate and the throughput are also related to the overall equipment efficiency such as minimising the downtime of equipment. These values are affected by the running stock for the products; e.g. if the running stock is low, then the tolerance for scrap rate can be higher. The model shows how the link between the business goal to maintain the running stock and how it can link to a particular product (e.g. head lamp and cover lens) and the customer (e.g. customer 1). This information is required to make decision such as to stop a machine and correct the sub-optimal parameters, which would reduce the scrap rate.

Figure 2 Business Goals and KPIs

An undesirable situation or an anomaly is detected by real time sensor data and other contextual information, see Figure 3. The real time data from sensors is then analysed together with historical data, which can lead to new information and better understanding of the situation; e.g. through detecting patterns that could lead to an undesired event. The data is then used along with historical data (big data analysis) to diagnose the possible root cause and eventually to decide on the action to be taken. When this happens, e.g. as a non-optimal parameter value on a mould which may affect the scrap rate, decisions have to be made to either continue producing or to stop the production and attend to diagnose and correct the condition(s) that may lead to faulty products. This decision is based on the target for the production rate for that shift, the current running stock and the percentage of products that are scrapped. For example, the upper limit for the scrap rate is 20% if the production plan's targets are met and if the production is under achieving (i.e. the production plan targets are not met), the upper limit for the scrap rate can be increased to 30%. This approach takes the maintenance process beyond monitoring to anticipation of an undesired situation. The context of the anomaly detected in the Orient phase as shown in Figure 3 is also a part of the contextual information that is relevant for the Decision phase. In addition to the sensor data, information about the sensors, such as their locations, and production related information, the actors that will be involved also influence the set of actions that will be recommended. For example, the Operational Technologist could fix adjustments on the mould while problems on the cylinder will require a Department technologist and their availability may vary.

The enterprise model served the purpose of establishing the relationships between business goals and the sensors and the relevant contextual information as described above. In addition, an Ontology model based on the WWW SSN Ontology [14] was developed for the sensors (physical, human and software) and their contexts, in Protégé. The WWW SSN Ontology was extended by modelling the sensors that are used at HELLA (e.g. sensors to measure humidity, mould temperature, etc.), the locations of sensors which were both on the production equipment (e.g. on moulding machines) and in the surrounding, the products and customers. Other relevant contextual information was modelled as "soft" sensors; e.g. production plan or running stock. To illustrate this, a small part of the Ontology Class structure is shown in Figure 4.

Discussion and Summary

The benefits of enterprise modelling is not new and has been the subject of several articles over the years, e.g. [START_REF] Leger | Integration of maintenance in the enterprise: Towards an enterprise modelling-based framework compliant with proactive maintenance strategy[END_REF]. Modelling increases an enterprise's ability to make complex decisions for a number of reasons. It provides a better information and communications base; a property of an enterprise recognised as essential for agility. In the ProaSense project, this property of the enterprise is enhanced in the model by including detailed technical components such as sensors on equipment and how they relate to the business aspects such as the KPIs and business goals. As we saw from the HELLA case, when a potential undesirable event is detected, the decision to stop a machine to fix the anomaly is not always straightforward. It requires the careful consideration of many factors (the context) such as the running stock, the production plan for the shift, the availability of the technician to fix and the customer of the product. In addition, the actions taken must align with the business goals of the company. One of the challenges with data logs alone is to conceptualise them and to relate them to the other business and strategic aspects of an enterprise. The model can facilitate this to support the human in their understanding as well as to provide the relevant and contextualised information for supporting and automating the decision making process and providing recommendations wherever possible.

Proactivity, supported by modelling, can help enterprises improve their level of preparedness and minimise unexpected maintenance costs by avoiding failures and breakdowns. This can affect the Return on Investment (ROI). Proactivity, based on a number of contextual factors, can support better production planning and maintenance of equipment, which contributes to ROI, and return on production. The ability to obtain a better overview and understanding of the total enterprise and the connection within it and other relevant aspects support better decision and proactive maintenance.

The future work will involve the enhancement of the enterprise and ontology (OWL) models and developing the interface between the models and to the rest of the ProaSense software architecture to use the contextual information available from the models in the real time data processing.

Figure 1

 1 Figure 1 HELLA's production and maintenance processesIn the Observe layer of the OODA conceptual architecture, sensors monitor and gather data on the relevant parameters of the machines which could be used in the Orient layer. The Orient layer detects anomalies based on Complex Event Processing. Here, contextual information is required to make a thorough analysis of the cause of the measured deviation. One of the defects in the products is the appearance of black dots on headlamp lenses. There could be at least three root causes; a jammed cooling line in the moulding machine, high dust level combined with high humidity, or a dirty mould. Sensor data, historical data and contextual information are used to determine the cause. Similarly, in the Decision layer, a set of actions are recommended based on the context such as the production plan, running stock, the product and the customer. For example, there is an upper limit of the scrap rate, which is determined by several factors such as the complexity of the product vs. the production cost, the customer and the status of the production schedule. The decision to take an action and which action to take often depends on the business context.The enterprise model provides the contextual information that is relevant for the analysis. The model gives an overview of the nearest humidity sensor, the latest maintenance information available for the mould and how long it has been since the last time it was changed. As shown in Figure1, currently, the detection of defaults in the lenses take place at a later point in time in the production line when a visual inspection is done at the end of the production.The main roles in the maintenance of HELLA's production line are, Operational Technologist and Setter who adjust and clean the moulds and other equipment, Engineer who fixes the equipment and Maintenance Engineer who is contacted if the problem is too complicated for the Engineer to fix. Depending on the severity of the problem, the level of skill and the number of engineers that are required and the time that will take to solve the problem could increase, leading to increased costs in maintenance and delays in production.

Figure 3

 3 Figure 3 Sensors and Contextual Information for detecting anomalies

Figure 4

 4 Figure 4 Ontology to include Contextual Information

Acknowledgements

The work was conducted in the EU FP7 project ProaSense. The authors wish to thank the project participants and HELLA for sharing their knowledge and example case.


A Luis Osório
email: lo@isel.ipl.pt

Towards Vendor-agnostic IT-system of IT-systems with the CEDE Platform

Keywords: Collaborative Networks, System of Systems, Modularity framework, and Collaborative development

The increasing capabilities and quality of information technology has thrown integration endeavour to a top priority (total integration trend). However, the lack of time to mature consensus and the market dynamics, has led to technological dependencies (vendor lock-in). Over the past few years, a variety of new concepts, paradigms, methodologies and technologies have contributed to unique information technology (IT) solutions. One main research question is how to establish an open development landscape for the emergent complex integrated IT system of systems under vendor agnostic models (openness). The Collaborative Enterprise Development Environment (CEDE) is a research effort towards a unified development culture (based on conformity certifications). The strategy is complementary to existing standardizations processes and is based on promoting an open (unified) collaborative development environment. Three research and development and application projects (SINCRO/SIGET, ECoNet and Horus) are supporting the validation and evaluation of the adherence from end-users and IT companies.

Introduction

As end-users of information and technology systems (IT-systems) public and private organizations, are facing a crescent problem on how to govern their IT assets under a sustainable model, i.e., how can they ensure that the life cycle management of their assets is under a market competition model? This establishes the vendor-agnostic goal, making a technology landscape potentially sourced from competing suppliers without substitution constraints, answering to a change for a more competitive alternative (a better answer to the organization's innovation strategy). At present such substitution is not, in most of the cases, easy or even possible. The IT-systems, potentially needed customizations/configuration efforts after acquisition, in most of the cases, involving considerable costs. These efforts strongly depend on the specific culture of the supplier of the acquired IT-System. IT-systems like enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), are based on different development strategies (architecture and technologies, and parametrization issues) depending on its supplier. Important standardization efforts, like the business process model and notation (BPMN) from Object Management Group (OMG) are not an answer to avoid the need for specificities associated to technology bindings, as one of the problems that makes a substitution of a system a complex and costly process. No standards (complete) approaches are known as addressing the current handcrafted configuration efforts, by establishing specific bindings between models and implementation structures. This problem has been addressed by both the research community and the industry in a number of projects and standardization efforts targeted to (re)think the IT landscape. The FIWARE European initiative is an example of such an effort to promote the substitutability of the (computational) responsibility of IT-systems by assuring that the substitute completely replaces the existing system without the need for any additional configuration/adaptation effort. The FIWARE initiative establishes the Generic Enabler and the reference implementation (GEri) concepts as an external modularity strategy. The GE abstracts a specialized computational responsibility through a set of interfaces for the cooperation with other IT-systems. This means that a FIWARE enabled product shall be conform a GEri used in the validation process (conformity certification) [START_REF] Zahariadis | Fiware lab: Managing resources and services in a cloud federation supporting future internet applications[END_REF]. This initiative assumes however that the approach needs further efforts on defining the complete standards suite able to make the vision an effective contribution for a multi-supplier framework. The IT4IT is another effort from the well-recognized normalization body OpenGroup aiming at establishing "A Reference Architecture for Managing the Business of IT" under a main motivation of working across the recognized silos and the need for novel value chain where the substitutability is facilitated [START_REF] Opengroup | The IT4IT Reference Architecture, Version 2.0. Number C115 in Open Group Standard[END_REF]. However, even if vendor-agnostic is declared as an important concern, in IT4IT reference architecture it is assumed that beyond the level 3 (levels 4 and 5) the approaches are vendor specific, Fig. 1.

Fig. 1 -IT4IT Reference Architecture Levels [START_REF] Opengroup | The IT4IT Reference Architecture, Version 2.0. Number C115 in Open Group Standard[END_REF] This and other efforts demonstrate a crescent concern about the lock-in problem. They represent strategies to reduce cross border silos and the related risks, and added costs difficult to moderate (coordinate). At least for critical systems, there is a trend to adopt monolithic solutions under a unique responsibility from a single supplier, as a strategy to guarantee minimal risks.

This paper discusses the CEDE research as a contribution for the vendor-agnostic of IT-system of IT-systems, under an open research challenge, considering both open modularity, and a unified development culture. Both approaches are related to previous research work and productized IT solutions, adopted by the industry.

Open Complex System of Systems Research

The development of complex systems is a long discussed research and industry community concern. In 1972 Liskov [START_REF] Liskov | A design methodology for reliable software systems[END_REF] discussed reliability and complexity associated to the software developments. The concern was not at that time the vendor-agnostic but rather the complexity of developing reliable software systems. The introduction of the term complexity refers to, in the one hand "…there are many system states in such a system, and it is difficult to organize the program logic to handle all states correctly" and on the other hand "… the efforts of many individuals must be coordinated in order to build the system". It is quite interesting that more than four decades later we are discussing more or less the same problem. While nowadays the complexity might have increased, and the state of the knowledge about computer science and engineering and the available resources have evolved under paramount dimensions, we still are on difficulties to offer reliability for the new integrated and distributed system of systems. Or at least, such reliability is difficult to guarantee in a multi-supplier environment where suppliers holding different process and technology culture, collaborate to the life cycle of integrated IT-system of IT-systems (SoS). The panoply of languages, development frameworks and paradigms are one main reason for the need for common methodologies, tools and resources able to cope with the required holistic (systemic) approaches. In fact, if considering the two technology specific main lines, the leaded by Microsoft (.NET, WCF, C#, etc.) and the Java and open source world (RMI, OSGi, Java, etc.) there is a consensus about the advantage (less risks) to adopt the unified Microsoft culture. There are a number of potential suppliers offering development services certified under this development and execution environments culture (proprietary). For what is mentioned as the open source java world (involving a diversity of many other paradigms), the situation is different; it is of high risk the adoption of a single (unique) development and process cultures. For the open source world such diversity of paradigms induce high risks when there is a need to change the supplier. There is a high probability that the new subcontracted company needs extra time to understand the assets and the potential founded need to move parts to its own development culture. This has led to situations where reutilization of existing assets is not possible or at least, is not of the interests of the new subcontracted development culture.

This situation can be in a large extent reduced if adopting certified competencies on proprietary technology landscapes (Microsoft, SAP, TIBCO, Oracle, Cisco, and many other proprietary cultures). When the strategy is to adopt open source and open specifications not leaded by a unique technology supplier it is more difficult to find competing companies able to support and evolve assets in such open worlds.

There are a number of integrated development environments (Eclipse, NetBeans, IntelliJ, among other), code generation and dependencies management (Maven, Ivy, Grape, Gradle, Buildr, STB, Leiningen, and more will appears with some justified advantage), issues and project management tools (Redmine, Bugzilla, Mantis, Trac, ProjectLibre, LibrePlan, OpenProject, MyCollab, Odoo, from many other), and well known proprietary tools like the suite offered by Atlassian. This diversity makes the potential advantages from adopting open crowdsourcing dynamics a risk to generate vendor dependencies, potentially worst that those associated to proprietary cultures. Furthermore, for large end-users the contracting of innovative start-ups is associated to a potential risk of adopting fashion technologies, development paradigms and methodologies. Such diversity makes difficult to construct consistent integration strategies for complex IT-systems, considering that these start-up, as potential competing suppliers, tend to adopt their own development culture.

Therefore, as standards are not complete to establish such a required open common culture for the development and life cycle management of complex integrated system of systems, there is a need to establish a common informatics engineering culture. One informatics engineering culture, means the establishment of standard technology, procedures, methodologies, tools, and a modularity framework, making specific development easily managed by competing suppliers. Such a convergence is expected to be accelerated and pulled by the end-users, driven by their need for competitive IT supplying markets, in particular governments. Wherever possible, the convergence shall be based on standard products, at least for the specialized IT-system infrastructure level systems (Radars, Road Side Units, things, controllers, etc.). However for higher level back-office and enterprise IT department systems, the efforts to converge to standards are commonly not enough to completely answer to evolving requirements. This has been motivating the development of common platforms like the COMPASS project that challenged a Collaborative Development Environment as an alternative to the existing Integrated Development Environments (IDE) [START_REF] Coleman | Compass tool vision for a system of systems collaborative development environment[END_REF]. The proposed COMPASS tool set is based on a triangular approach based on the Systems Modelling Language (SysML) a dialect of the Unified Modelling Language (UML) generating a COMPASS Modelling Language (CML) based on the Artisan product, the Java based COMPASS Overture toll [START_REF] Peter Gorm Larsen | The overture initiative integrating tools for vdm[END_REF] and the runtime tester (RT-Tester) for tests automation tasks. While arguing that is a formal contribution to open SoS, the adoption of the proprietary Artisan Studio from Atego raises the question about the openness of the approach. The modular open systems approach (MOSA) for the military industry, a program of the US department of defence (DoD), is grounded on five principles i) establishment of an enabling environment, ii) employ modular design, iii) designate key interfaces, iv) use open standards, and v) certify conformance, as a strategy for a unified contractual framework for an open life cycle management of system of systems (complex warfighting systems) [START_REF] Rendon | Using a modular open systems approach in defense acquisitions: Implications for the contracting process[END_REF].

More recent theoretical works about component substitutability considers a dynamic reconfigurations of components evolving dynamically by adjusting capabilities on answering requirements changes. The adjustments are based on software component's level and structured on primitive operations like, instantiation, destruction, addition, removal, binding, unbinding, starting, stopping, and parameter's adaptation [6]. Nevertheless, while important for a scientific foundation of system of systems (or at a lower level, component of components or composites), a practical application is only viable if a unified culture is developed to accommodate such diversity of contributions for the development of reliable complex IT-system of IT-systems.

The System of systems and in particular IT-system of IT-systems concept, has been adopted along the last two or three decades as an idea of structuring the growing complexity. The Greek origin for system means a whole composed of many parts and is adopted for social, mathematical, healthcare, transport, logistics and other systems [START_REF] Karcanias | Complexity and the notion of system of systems: part (i): general systems and complexity[END_REF]. It is related to a strategy to get some form or cohesion through the composition of a diversity of parts (subsystems) coordinated for some value production.

The CEDE Strategy as Part of the MDEOS Program

The research to achieve a vendor-agnostic approach leads to the definition of Open System of systems, in a slightly different form but similar in objectives to the wellknown Open System Interconnection (OSI) to the network/communication level. In fact, the most challenging goal is to achieve a systemic IT approach, based on a composite of IT-systems where for each subsystem the principle of substitutability shall apply. To better clarify the concept lets define IT-system of IT-system as a set S of ITsystems S = {S1, S2, …, Sn} where for each Si there exist at least two potential suppliers guaranteeing a plug-and-play substitution. The definition of open IT-system of ITsystems (for simplicity SoS) diverge from what industry usually presents as open systems, which is centred on its promptness to integrate with any existing or legated system. In fact, any IT-system is (or should be) developed under architectural concerns on how to decompose the system into subsystems, guided by an internal reutilization strategy. A complex IT-system product is organized following such a modularity strategy under the culture of the developer company. This application of engineering best practice is classified as internal modularity, considering that such division of responsibilities is internal to the developer company. Two system architects will arrive, for sure, to different division of responsibilities (modularity framework) unless a same reference architecture is followed. In the open IT-system of IT-system formulation, each subsystem should be considered under an external modularity, meaning that it implements open (standard/public domain) interfaces. The design of such a SoS under external modularity requires the architecture derives from a reference architecture and is conform to the open specifications. The research challenge is in fact to establish an equivalent open IT-system where the end-user is more "owner", and has the governance control of the It-system of IT-systems, Fig. 2. The approach to this endeavour starts from a more general strategic vision to address the upcoming complex IT-systems where the today dependencies are not acceptable, considering the dependencies they impose to the innovation processes (lock to unique suppliers). The Model Driven Engineering Open Systems (MDEOS) initiative frames the CEDE platform and a previous research, the Cooperation Enabled System (CES) [START_REF] Osorio | Cooperation enabled systems for collaborative networks[END_REF]. The CES modularity framework, aiming at establish an external modularity framework for SoS, was strategically postponed by the difficulties to operationalize the proposed model. The reference implementation started to get too complex and the number and diversity of adopted open source contributions has generated a complex implementation difficult to validate and to be accepted by the market as an open reference modularity framework. The MDEOS program, Fig. 3, was established on the assumption there exists a gap between processes and technology that needs to be shortened and, if possible, removed through the establishment of a suite of coordinated model driven tools.

Fig. 3 -Open IT-system of IT-systems

The gap between processes and technology has long been recognized as a major challenge for information intensive companies [START_REF] Martin | Exploring the gap between business and it: an information culture approach[END_REF]. The model driven engineering (MDE) and model driven development (MDD) research, motivated in part from the Model Driven architecture (MDA) principles as formulated by OMG [START_REF] Omg-Mda | Model driven architecture (mda), mda guide rev. 2.0[END_REF], have been contributing to reduce the gap by helping to automate the bridge between de platform independent models (PIM) and the platform specific ones (PIM). However, in spite of the number of contributions related to the MDA challenge, the dependencies from specific organization's models and meta-models and technology approaches, remains as a main obstacle for the establishment of open system of systems and this way contribute to reduce the gap between processes and IT technology.

Among the research towards the establishment of accurate models, a valuable contribution to reduce the gap between models and implementations is proposed by the Object-Process Methodology (OPM) [START_REF] Soffer | On the Move to Meaningful Internet Systems[END_REF]. Considering its simplicity and the mechanisms provided to describe complex system of systems, it is planned to include this modelling tool into the CEDE paradigms portfolio.

Both CEDE and CES are research contributions, as convergence efforts for the reduction of such a gap, by promoting, in the one hand, a unified development environment (CEDE) and, on the other hand, by establishing a high abstraction level to encapsulate computational responsibilities. This CES research aims at establish a complete and consistent vendor-agnostic suite of capabilities able to commit to the substitutability principle (open modularity framework).

The CEDE implementation is under development and validation, and in this phase it is focused on the selection of methodologies, technologies and tools by establishing this way a common standard development framework for the technology perspective. A more long term objective is to extend the CEDE platform to contribute for the other line of the gap with an enhanced version offering a common design framework and tools for the processes domain (as a strategy to reduce it). The idea is to offer two main groups of specialized tools, one for technology developments and the other for accessing process experts to perform the required agile adaptation to requirements change.

CEDE Framework Development and Validation

The initial version of the CEDE platform considers the following mandatory options: i) the projects are structured based on the Apache Maven framework supported by Git version control and Nexus repository management; ii) the Eclipse integrated development environment unifies the tools, namely a tight coordination with the Maven mechanisms (through M2E plugin); iii) The java language and the OSGi specification were selected as mandatory approaches; iv) the Redmine1 issues and project management tool was selected as a main contributor to establish a development collaborative environment, eventually enhanced with specialized plug-ins; and v) a federated authentication and authoring infrastructure based on LDAP directory unifies access control. The selection of technology paradigms and tools were guided by openness and a founded recognition by both the industry and research community. For the potential question, about why adopting OSGi and not other modularity framework, the reason is associated to its intrinsic potential and recognition based on a crescent adoption by the industry. Even if the OSGi specification is focused on Java, there are research works evaluating the possibility to bind this framework to other programming languages, e.g. C#/.NET as discussed in [START_REF] Escoffier | Developing an osgi-like service platform for .net[END_REF]. Following similar founded decisions, the construction of the CEDE platform is based on a Linux server (Ubuntu), and it is planned to be deployed from a reference implementation able to speed-up its adoption.

The CEDE servers might be running on premises or on the cloud, as a resource dedicated to manage and coordinate collaborative developments for complex large scale IT-systems, Fig. 4.

The selection of specific frameworks or computing paradigms is difficult to decide when there are more than one, with strong valuable arguments. One extreme example about such decision difficulties is the adoption by the OSGi standardization of two competing paradigms: i) the Blueprint Container (osgi.121, BC) and the Declarative Services (osgi.112, DS) as frameworks realizing the dependency injection and inversion of control patterns (DI/IoC). While being argued for the structuration of large scale object-oriented applications [START_REF] Alshara | Migrating large object-oriented applications into component-based ones: Instantiation and inheritance transformation[END_REF], the OSGi standard seems however to be conditioned by industry investments and even if the Declarative Services (DS) paradigm is getting momentum, any product that is developed on Blueprint Container is also conform to the standard. This is an example of the extreme difficulties to converge to consensus on deciding for single approaches when many options have their own arguments to be the selection one. The CEDE platform is therefore a strategy for the development of open complex large scale IT-system of IT-systems grounded on an enhanced collaborative ecosystem. It is grounded on simple basic principles: i) an open unified culture established by the suite of adopted concepts, implementations, technologies, methodologies, tools, and techniques; ii) a concretization through a CEDE server with a reference implementation from where platform instances can be derived; and iii) a competencies certification process both for developers and for companies. One main objective is to establish a vender-neutral IT-system development culture and this way reduce the tacit knowledge common to software development processes. As a knowledge intensive activity, many strategies have been researched namely the adoption of a robust transitive memory systems (TMS) to support the knowledge sharing among software development teams [START_REF] Ryan | Acquiring and sharing tacit knowledge in software development teams: An empirical study[END_REF].

Furthermore, the tacit knowledge associated to the software development process is not only a problem for IT product development companies but also for the end-users. The lack of standard off-the-shelf IT-systems results on the need for specific developments, as the current and most usual strategy to make capabilities to fully match the requirements. The end-user companies, public organizations and authorities have many difficulties to establish competitive tenders for IT capabilities, based on the discussed risks of dependencies they might induce. The public tenders usually specify what is required but not how the capabilities should be organized, making this way budgeting very difficult and the resulting system dependent from the culture of the winning supplier. These aspects are main reasons to pretermit start-ups and small and medium companies (SME) in favour of less risky large well known IT suppliers with their own culture.

Therefore, beyond the pragmatic suite of principles the CEDE platform establishes an open IT development culture. It aims at contribute to an enhanced open competitive market, making this way easier for start-ups to prove about the capabilities of their products. The risks are reduced based on the substitutability principle resulting from the adoption of the CEDE IT development unified culture. A first approach to the CEDE platform is being validated by the migration of the ECoNet [START_REF] Osorio | Econet platform for collaborative logistics and transport[END_REF] and Horus projects. The Horus project developed the Petrol Distributed Open Service Bus (PDOSBus) as a suite of cooperative services to manage post-payments in a gas-station forecourt. The Horus IT-system obtains the vehicle identification through automatic licence plate recognition (ALPR) and registers and manage payment incidents when the vehicles leave the forecourt without paying. When a vehicle with a payment incident is positioned to feel the gas-tank and a person removes the nozzle, the point-of-sale subsystem (POS) asks a specialized Horus service for any payment incident for that vehicle. If there is a pending payment the POS operator is presented with a special warning symbol making him to initiate the suggestion for a pre-payment procedure to that vehicle. While not a too complex IT-system of IT-systems the participation of two start-ups (Exploitsys and Makewise), a large IT supplier for the POS subsystem (Gasodata/Dresser Wayne) and two large end-users companies (Galp and BP) makes the case well suited for an initial validation.

The CEDE platform while based on a suite of well-known tools, as above discussed, is planned to have a main entrance portal from where collaborating companies and individual developers can access to perform their contributions. The main modules of CEDE platform include: i) a single sign-on and authorization module, based on LDAP and a federated identity management); ii) project and issues management (based on Redmine); iii) a repository management (based on Nexus) and Git versioning system; and other governance, documentation, and management tools, Fig. 5. As a turnaround approach to answer the lack of an effective multi-supplier (open) modularity framework, the CEDE platform aims at establish an open collaborative space. Such unified collaborative development space aims to establish a unified development environment based on a pre-established suite of standards mechanisms, technologies, patterns, and theories able to promote an enhanced competitive ecosystem for the life cycle management of open large scale complex IT-system of ITsystems. The CEDE research is aligned to the Software Engineering Method And Technology (SEMAT) concerns about the lack of solid scientific foundations for the new complex IT-system (of systems) development [START_REF] Ivar | The semat-software engineering method and theory-vision satement[END_REF], [START_REF] Myburgh | Situational software engineering complex adaptive responses of software development teams[END_REF]. While the SEMAT concerns are focused on software development, and the challenged program is of paramount importance, the CEDE in particular and the MDEOS program in general advocates for an IT system thinking at a different level, complementary to the software engineering layer. It is difficult to maintain a robust modularity bases when process requirements are mapping directly to software development decisions.

The CEDE platform was motivated by the difficulty large IT development companies have to manage the subcontracted partners to answer specific development projects. It is not easy for the development manager to establish reutilization strategies when the subcontracted companies hold different process and development cultures. While large companies impose their own development culture to networked partners, the model while common, has the drawback to establish proprietary solutions. Like it happened in other industries, e.g. the automotive industry, it is expected a convergence for a hierarchical market structure where larger companies positioned themselves as integrators responsible for IT-system of IT-systems based on a network of smaller specialized companies as suppliers of IT-systems to incorporate composites under the responsibility of the larger IT integrator company. The CEDE research aims at contribute for an open approach equivalent to the already existing based on proprietary cultures.

While partial contributions were identified (FIWARE, MDA, SEMAT, from other), no other known approach was found to answer similar objectives. A huge number of open source initiatives are following partial approaches to get visibility and the credibility from the market (e.g. the case of the openHAB -a vendor and technology agnostic open source automation software for your home). While many are getting success, most of them are not able to get momentum, a risk that might be reduced if adopting an open IT-systems development culture.

Conclusions and Further Research

The develop open multi-supplier IT-system of Systems able to cope to the crescent complexity associated to total integration of intra and inter organization (collaborative) processes was partially answered by the proposal of the CEDE strategy. The concept of internal and external modularity were defined, being that external modularity plays a key role on the development of open SoS. By committing to external modularity principles, it means an IT-system is able to be substituted by a competitor, i.e., it is prepared for the cooperation and to be dynamically plugged to a composite making a system of systems (SoS). The unification of the development culture is also a key approach as a contribution for an ecosystem made of pluggable IT-systems and developments under specific requirements.

One main open research question is how the collaborative networks can contribute to the structuration of the underlying complex interactions among companies participating in the development of complex large scale integrated IT-systems. The collaborative developments are expected to play a major role by promoting value creation networks where companies of different sizes, from start-up to large suppliers collaborate on the development of complex critical IT-systems.

Fig. 2 -

 2 Fig. 2 -Open IT-system of IT-systems

Fig. 4 -

 4 Fig. 4 -The new PCS IT-system wraps the legated PSW/JUP

Fig. 5 -

 5 Fig. 5 -A first approach to the CEDE unified collaborative development environment

  Collaborative Enterprise Development Environment (CEDE) research, while part of the more ambitious Model Driven Open Systems (MDEOS) program is being founded on the experiences and drawback from previous research (CES, ECoNet, Horus, ITSIBus, and PDOSBus) sponsored by large public and private companies (Brisa, Galp, BP, APL and APDL -Administrations of Port of Lisbon and of Leixões) and governmental agencies (INIR/SIEV, ANSR). It is founded on the need for an open development culture, at both IT systems and software development levels and also at business process application domain (functional areas). The research question, how to

Redmine -http://www.redmine.org/

Acknowledgements. This work has been partially supported by Administration of the Port of Lisbon and Leixões through the MIELE project, Brisa Innovation and Technology, through a yearly research grant, Galpgest and BP through the Horus project and ANSR (National Road Security Authority) through the SINCRO project. The reference implementations has been supported by a group of fellowships, Paula Graça, Inês Guilherme, Paulo Borges, Victor Camargo, and Calmenelias Freitas. The participation of Exploitsys and Makewise IT companies is of paramount importance.