Information Technology

1
Information Technology Is Your Company On The
Cutting Edge ---- Or In Danger Of Being
Cut John Voeller, CKO, CTO Black Veatch
2
Abstract The focus of delivery of capital
facilities in the 21st century will start with
the basic idea of "multi-gration". This is the
next level beyond collaboration which is still
maturing through vehicles like project websites.
Multi-gration occurs when the customer service
model begins to include the overt inter-weaving
of business processes across multiple
organizations and the opportunities that
provides. For example, we have talked for years
about injecting constructibility into design, but
how about injecting operability into financial
conceptional processes. How about looking at life
cycle costs when looking at siting. And how do we
do these things with the best minds using best
practices with best methods and best models as if
we were one enterprise. This is not teaming of
the past as that never guaranteed best of
anything. It is accessing dynamically as
discerned and as required, the best in all
aspects regardless of enterprise. This includes
the elimination of fixed compensation, a single
"prime", or anything above contracts with
individuals in its farthest evolutionary state.
In this session, we will hear from those who will
demand this, those who will receive its products,
and several who is trying to prepare for it.
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Evolution of Enterprise Interplay
PAF 1970s - Big CAD, No Control, No
Net(work) 0 1980s - Medium CAD, Drawing
Control, e-mail coming 1 1990s - PC CAD,
Document management, e-mail floods 4 The
awts - Project websites real, RFxing, Auction
impacts 6 The onesies - Multi-gration take
root, Decision-centric thinking, 7 Das
Bots The Teens - Floating compensation, Resource
Homing, KM Real, 8 ITs Everywhere.
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Project Websites The Pipe - Passing information
in bulk with limited control The Conduit -
Permission controlled, security conscious,
filtered The Platform - Document management,
issue tracking The Communicator - Posting and
Response, Problem resolution The Coordinator -
Running teams, tracking tasks, infusing
priority The Collaborator - Multi-strain,
intertwined, codependent workflow
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RFxing RFI, RFQ, RFP, and A Wide Variety Of
Other Formal Ways That Multi-enterprise Interplay
Can Take Place In The Future, Many Of These Will
Be Triggered Automatically By Systems Awareness
Of Things Like Incomplete Information About A
Topic Whose Completion Is Nearly Or Has Passed
A Critical Due Date. In The Future, Bots Will
Pursue The Fulfillment Of Such Actions Without
Overt Guidance and With Recognition Of Prior
Similar Effort
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Auction Impact Convenience For Spontaneous
Needs Trouble For Estimating - Loss Of Catalog
Price Sheet Uncertainty In Availability - No
Such Thing As Cycles Will Demand Constant
Tracking Via Agents - Opportunistic Push Will
Require Different Form Of Dynamic Rescheduling
And Priority Adjustment Across Multiple Projects
- Complexity Theory Based Perspectives Similar To
Custom Manufacturing
7
Decision-Centric Thinking
Constraint (D lt 16)
Consequence (Valve decision locked)
N
N
Valve
Input (vendor Haworth)
Decision
Action (Valve bought)
N
0, 1
1
Linkage (Owner Procurement)
Implication (Valve_Ship Date Can Be Set)
Decision Type Buy
N
N
8
Multigration Das Bots - My Goals Multiplied and
Omnipresent Zee Agents - My Tasks Done Without
Asking AL-san - Multiple Consciousness and
Evaluations The Serpentine Layer - The Circuitry
of 3D ICs Applied To Workflow and Business
Process The Hyperbolic Tree - Infinite
Granularity - Big-Picture Zoom Across Entire
Landscape
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Flexible Compensation Sifters Allow Discovery Of
What Is Being Done Agents Allow Supporting
Information To Be Applied Bots Allow Check
Processes To Take Place Assuredly Web Metrics
Concepts Allow Monitoring For Understanding Allow
s Bursty Compensation And Opportunistic
Profitability Will Curtail Conflict Between
Supplier Slow Growth And Buyer Massive Growth In
Face Of Demand For 15 Each Year
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Resource Homing Indigenous Supplants
Wearable Wireless Painful Replaced By Wireless
TFG (taken for granted) We Stop Storing
Anything, Start Accessing Everything IP as a
protocol Replaced By MPP Unicode Stops Being A
Joke, But English Begins To Be Funny Owning
Resources Becomes Passe, Owning
Knowledge Leveraging Skill Is Focus - Not All
Human Focused
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Knowledge Management For Real Experiential
Gathering Must Take Place Continuously, Not As An
Event Distillation Of Knowledge Must Be
Intrinsic, Not A Separate Process Discovery From
Information Must Be As Constant As Usage Of
Information Best Practice Must Become Dynamic
And Undergo Auto-Assessment
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Why.. Time To Market Mantra Continues Grow As
Key Issue Dynamic Product Development In
Existing Production Paths and Processes Becomes
Prominent Understanding Of Implications
Throughout Life Cycle Becomes Visible And
Understood Sufficiently To Be Leveraged Sensory
Technologies Such As New Ways To
Characterize Physical, Chemical, and Human-factor
Impacts Will Drive New Combinations and Concerns.
(Nanobots and nanotubes) Environmental
Understanding Increases Dramatically
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Whats Different In The Put Side Engineers/Constr
uctors/Contractors Blur Into Providers Operators
Become Outsourcers EPCOM Is Major Focus Total
Life Cycle Consequences Factored Into All Stages
In Planning, Economics, Value Analysis, And Risk
Ownership Outsourced Technology Upgrade
Contracts Become Common
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Whats Different In The Get Side Owners Go Past
Militant On What They Receive And How Knowledge
Exchange Passages Become Most Critical In
Contracts Shared Facilities Become Possible
Through Complexity Analysis Of New Tax
Postures E-Commerce and E-nvironment Makes
Production Proximity Key (or put another way, how
does UPS survive without smoking
trucks) Water-based Processes Have To Be
Overhauled Massively By 2010
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And. What Is A Plant Gets Redefined Extrapola
tion of Impacts From E-commerce Accelerated
Approvals And Process Contraction Higher Risks Of
Oversight Greater Opportunity For Secondary
Market Unloading Massive Revisions In Tax
Structure Continuing De-emphasis on Capital
Ownership All Suggest Creation And Ownership Of
Production Will Have Little To Do With Product
Purveyor - So Who Is Our Client??
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Summary Complexity Of Plant Devices Goes Way
Up Complexity Of Plant Economic Optimization Goes
Up Complexity Of Plant Systems and Systems
Integration Goes Up Complexity Of Plant Upgrade
Path Goes Up and Cycle Accelerates Complexity Of
Process Content Goes Up Complexity Of Sensory
Systems And Their Interpretation Goes
Up Complexity Of Design And Constructions View
To Operational And Maintenance Impacts And
Consequences Goes Up And Finally. We May Feel
Immune To The Oft Quoted Idea That Bricks
And Mortar Firms Are Being Clobbered By
Technology, Yet If That Is Real, What Are We
Doing To Change Ourselves To This New Client And
Their Unique Needs Never Before Seen
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Information Technology Is Your Company On The
Cutting Edge ---- Or In Danger Of Being
Cut John Voeller, CKO, CTO Black Veatch