The AIDA methodology aimed to help and support the transformation of company’s information systems and modernization of their business processes by integration of decision-making tools based on artificial intelligence. The methodology has been built to help company to define targets for the evolution of the Information System. The development of these functional, application and technical targets makes it possible, on the one hand, to ensure that the realization of new projects fits well within the framework of these targets. Allows you to constantly ensure that these targets stay consistent with the company's strategy. Master an Information System construction for the whole company. To reach these targets, it is necessary to define and implement a migration plan or road map, to develop and disseminate town planning rules applicable by the project teams (project managers and project managers).
When it plans to improve the organization of a company and key business process and software which support this organization, the main difficulties are to identify the most critical improvements need to be made. Know the existing Information System is also a prerequisite to carry out a business architecture transformation project. This knowledge, which is essential to modernize the information system, relates to both business processes and Information System applications. Apply a methodology to guide the users of the AIDA solution, whose implementation in a company, necessarily involves consultancy interventions. The great diversity of techniques to be used (BPM, AI, Modeling, ...) indeed reveals an important difficulty of implementation highlighted by the following issues:
What is the profile of the consultant? what skills are needed?
What are the steps required to implement the Solution?
How to manage the interaction between the consultant and the company's stakeholders?
What representations are necessary for the different types of interlocutors (from managers to operators)?
How should the company organize itself afterwards? What deliverables should we provide to stakeholders: documentation and models?
How to explain and justify AIDA recommendations, predictions, explanations and other feedback to the interlocutors?
How to provide relevant traceability between business data and AIDA returns?
How can we justify compliance with the GDPRof transversal decision support?
How to put the company in autonomy after the implementation of AIDA?
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The transformation methodology is a set of interrelated actions and activities performed to achieve the modernization of the information system of the company and integrate AI based decision agents in business process. The process resulting from this methodology is divided into six process group which is divided into six phases, the sequence of which covers the entire life cycle of the transformation project. Each process group is characterized by its inputs, the tool and techniques that can be applied and the resulting output.
The present methodology is based on an "As-is/To-be" approach which makes it possible to ensure that the project is completed which consists in clarifying the existing state to progressively define and reach a targeted state. Once you already know how the current organisation is, you can analyse it and propose certain improvements. The approach starts by defining the current organization, the “As-is” state. Next, specify the to-be state and identify gaps between these two stages. In other words, identify the trajectories from "As-is" to "To-be".
The As-Is -To-Be modernisation approach can be summarised in tree steps: capture of the current situation, re-design to enhance the current organisation and identification of improvement trajectories by comparing changes between the As-is situation and To-be situation.
Capture the current situation: The as-is state of an organisation is the “now” state. He documents how the process operates before you make any changes or improvements. The to-be situation, on the other hand, is the future state. To conduct an improvement initiative work, it’s needed to document and map both states. The “as-is” allows to get an accurate view of how the process work, this part is essential for understanding how to make any sort of improvements.
Re-design to enhance the current organisation: The analyse organisation is redesigned in collaboration with functional manager to arrive to the new solution. the new organizational model is the To-Be model, the target to be reached. The use of graphic models based on a simple standard shared and understood by the different participants takes all its importance at this stage.
Identify improvements goals and trajectories: The redesigned organisation is compared to the actual organisation in order to plan the implementation tasks required for the transformation of the existing information system. To ensure that the transformations implemented are in line with the objectives of the company, the comparison between the As-is and To-be models allow to define evolution trajectories. Properly assessing this difference will thus facilitate the definition the action plan to be implemented to set up the improvement organization's processes.
This methodology is therefore intended primarily for executives interested in integrating automatic decision systems based on artificial intelligence into their business processes. It provides the latter with an overview of the investments and organizations required to carry out this kind of information system transformation project. The current methodology will help sponsor to plan and administrate the project and to identify key stakeholders which must be involved. Then, the implementation of this approach can only be successful if it is orchestrated by a trained team. One of the key actors of the improvement initiative work is the Transformation Project Manager, a consultant or someone from the company who will have been specifically trained in the management of information system modernization projects. Familiar with business architecture methods and trained in the field of artificial intelligence, this consultant would use the methodology presented in this document to carry out the projects for which it is responsible.
The Initiation process group is performed to define a new transformation project or a new phase of an existing project by obtaining authorization to start the project or phase, identifying key actors and fixing main goals of the project, enriches elements resulting from the transformation project preparation and providing a general repre-sentation of the baseline and target architectures.
Create Initial Situation Map
The Initial situation map creation process group allow to capture and document how the organisation operates before making any changes or improvements. It is therefore a question of capturing the present situation of company organisation. Doc-umentation of requirements and business rules of the current organisation, modeling of the existing enterprise architecture, business process and data sources will be the key output of the process group.
Model Targeted Solution
The Model Targeted Organisation process group aimed at redesign the company information system based on organisation’s goals and requirements the for the new system. This series of task will lead to define enterprise architecture, business pro-cess and data mode of the targeted information system.
Transformation Trajectory Identification
The Transformation Trajectory Identification process group aims to identify trans-formation of the information system that must be performed by defining a migration trajectory for enterprise architectures, business process and data models. This trans-formation trajectory is built by comparing the initial situation map and the targeted situation.
Implementation and Deployment
The Implementation and Deployment process group brings together all tasks deal-ing with the implementation of the new organization of the company defined during the previous phase based on the identified transformation trajectory. This translates into project management aimed at adapting software applications and services to the new organization.
Monitoring and Improvement
Finally, the Monitoring and Improvement process group brings together all the tasks relate to de monitoring and collection of runtime data of deployed software compo-nents and executes business process. This data will then allow to assess needs and opportunities for improvements of monitored process.