Benefits and Risks Related to the S

Benefits and Risks Related to the Software Vendor Vendor related benefits and risks include: Business and operational advantages related to enterprise software vendors providing iMOM solutions  Trustworthy integration – the best integration between enterprise level systems and iMOM level systems  Best interoperability between enterprise level systems and iMOM level systems  Greater resource pool for multi-site rollouts Challenges associated with enterprise software vendors providing iMOM solutions  Lower end user adoption for industries, which have less vendor experience and intellectual property, often oil and gas, petrochemicals, power etc.  Potential higher cost of ownership in the integration between the enterprise level systems and the iMOM systems  Higher cost of ownership of iMOM functions, if significant customization and programming is required Business and operational advantages of automation vendors providing iMOM solutions  Higher end user adoption for industries in which the vendor has more experience and intellectual property, often oil and gas, petrochemicals, power etc.  Lower cost of ownership of the iMOM functions Challenges associated with automation vendors providing iMOM solutions  Lower end user adoption for industries, which have less vendor experience and intellectual property  Higher cost of ownership of the enterprise iMOM integration  Higher cost of ownership of iMOM functions if significant customization and programming is required Success Factors in iMOM Implementation Approach Future MESA guidebooks will cover details on iMOM implementation strategies and approaches. In this book, included are a few basic success factors in the form of “dos” and “don’ts” for organizations to consider, which are in the process of building an iMOM implementation strategy. “Dos”  Align the iMOM strategy with the business vision, goals and objectives and coordinate with the IT strategy  Define a clear roadmap for the iMOM strategy, which should coordinate with the business strategy roadmap  Design robust and flexible iMOM solution architecture and integration strategy, considering the enterprise and manufacturing systems (levels 2 and 4 per ISA-95), which can accommodate future requirements  Consider starting small, evaluate the roadmap frequently and have a clear proof of value of the first stages  Adopt agile methodologies for efficient iMOM design and implementation, which can accelerate benefits delivery and reduce implementation costs  Perform a business process analysis and reengineering at project onset and use this to drive the required software and architecture design  Select iMOM software, proven for the specific industry segment  Select iMOM software with enough rich features to drive business improvements but also to enable enterprise data management. This will facilitate iMOM data integration with the rest of the existing systems and identify existing systems, which don’t readily support the use of a common data model  Select iMOM platforms, which should enable end-to-end business processes, supporting sound decision-making across the enterprise  Select iMOM solutions with standard integration, analytics and reporting solutions  Evaluate total cost of ownership, considering the skill and effort required for the complete iMOM implementation, integration, deployment, training, enhancements, maintenance and support  Use vendor certified hardware “Don’ts”  iMOM decisions should not be made without considering the requirements of the overall business. It is important to understand critical interface points to other business processes, and consult with those stakeholders and even involve them in the development process  Do not design architectures with an initial software focus, whether from the enterprise, automation or point solution provider. This approach tends to sub optimize the business process improvement, which often leads to low user adoption – in extreme cases, the solution is abandoned within six months As there is no clear dominant software for an end-to-end iMOM solution, companies should mitigate their strategic relationship with software companies providing enterprise software, iMOM software, automation software and/or system integrators. Operating companies need to find a partner in the iMOM space to solidify the iMOM project, including strategy business transformation and data management.

Benefits and Risks Related to the Software Vendor Vendor related benefits and risks include: Business and operational advantages related to enterprise software vendors providing iMOM solutions  Trustworthy integration – the best integration between enterprise level systems and iMOM level systems  Best interoperability between enterprise level systems and iMOM level systems  Greater resource pool for multi-site rollouts Challenges associated with enterprise software vendors providing iMOM solutions  Lower end user adoption for industries, which have less vendor experience and intellectual property, often oil and gas, petrochemicals, power etc.  Potential higher cost of ownership in the integration between the enterprise level systems and the iMOM systems  Higher cost of ownership of iMOM functions, if significant customization and programming is required Business and operational advantages of automation vendors providing iMOM solutions  Higher end user adoption for industries in which the vendor has more experience and intellectual property, often oil and gas, petrochemicals, power etc.  Lower cost of ownership of the iMOM functions Challenges associated with automation vendors providing iMOM solutions  Lower end user adoption for industries, which have less vendor experience and intellectual property  Higher cost of ownership of the enterprise iMOM integration  Higher cost of ownership of iMOM functions if significant customization and programming is required  Success Factors in iMOM Implementation Approach Future MESA guidebooks will cover details on iMOM implementation strategies and approaches. In this book, included are a few basic success factors in the form of “dos” and “don’ts” for organizations to consider, which are in the process of building an iMOM implementation strategy. “Dos”  Align the iMOM strategy with the business vision, goals and objectives and coordinate with the IT strategy  Define a clear roadmap for the iMOM strategy, which should coordinate with the business strategy roadmap  Design robust and flexible iMOM solution architecture and integration strategy, considering the enterprise and manufacturing systems (levels 2 and 4 per ISA-95), which can accommodate future requirements  Consider starting small, evaluate the roadmap frequently and have a clear proof of value of the first stages  Adopt agile methodologies for efficient iMOM design and implementation, which can accelerate benefits delivery and reduce implementation costs  Perform a business process analysis and reengineering at project onset and use this to drive the required software and architecture design  Select iMOM software, proven for the specific industry segment  Select iMOM software with enough rich features to drive business improvements but also to enable enterprise data management. This will facilitate iMOM data integration with the rest of the existing systems and identify existing systems, which don’t readily support the use of a common data model  Select iMOM platforms, which should enable end-to-end business processes, supporting sound decision-making across the enterprise  Select iMOM solutions with standard integration, analytics and reporting solutions  Evaluate total cost of ownership, considering the skill and effort required for the complete iMOM implementation, integration, deployment, training, enhancements, maintenance and support  Use vendor certified hardware “Don’ts”  iMOM decisions should not be made without considering the requirements of the overall business. It is important to understand critical interface points to other business processes, and consult with those stakeholders and even involve them in the development process  Do not design architectures with an initial software focus, whether from the enterprise, automation or point solution provider. This approach tends to sub optimize the business process improvement, which often leads to low user adoption – in extreme cases, the solution is abandoned within six months As there is no clear dominant software for an end-to-end iMOM solution, companies should mitigate their strategic relationship with software companies providing enterprise software, iMOM software, automation software and/or system integrators. Operating companies need to find a partner in the iMOM space to solidify the iMOM project, including strategy business transformation and data management.

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收益和风险相关的软件供应商 的供应商相关的利益和风险包括： 商业及相关的企业软件供应商提供iMOM解决方案业务优势 信得过的集成-企业级系统和iMOM级系统之间的最佳结合 企业级系统之间最佳的互操作性iMOM级系统 多站点的推出更多的资源池 的挑战是企业软件供应商所提供的解决方案iMOM 下最终用户采用在各行业中，其中有较少的供应商的经验和知识产权，往往石油和天然气，石化，电力等。 在企业级系统和iMOM系统之间的集成所有权的潜在成本较高 的iMOM功能所有权的成本较高，如果显著定制和编程所需的 业务和自动化的运营优势供应商所提供iMOM解决方案 更高端用户采用的在供应商有更多的经验和知识产权，往往石油和天然气，石化，电力等行业 的iMOM功能降低拥有成本 的挑战与自动化相关的供应商所提供iMOM解决方案 在各行业中，其中有少下最终用户采用供应商的经验和知识产权 企业iMOM整合的所有权成本较高 的iMOM功能所有权成本较高，如果显著定制和编程所需的 成功因素iMOM实现方法 将来MESA指导手册将涵盖iMOM实施战略的细节和方法。在这本书中，包括在“DOS”和“注意事项”的组织考虑，这是在建设iMOM执行战略的过程的形式几个基本的成功因素。 “DOS” 与企业界的愿景，目标和目的以及iMOM战略与IT战略协调 定义为iMOM战略的清晰路线图，这应该与业务战略路线图的坐标 设计强大和灵活的iMOM解决方案架构和一体化战略，考虑到企业和生产（按ISA-95水平2和4），可满足未来需求的系统 考虑入手小，经常评估路线图和具有价值的明证第一阶段 采用高效iMOM设计和实施敏捷方法，它可以加速交付收益和降低实施成本 执行业务流程的分析，并在项目开始流程再造，并以此来推动所需的软件和架构设计 选择iMOM软件，证明对具体行业板块 选择iMOM软件有足够丰富的功能，推动业务改进，但也使企业数据管理。这将有利于与现有系统的其余部分iMOM数据集成和确定现有系统，不容易支持使用通用数据模型的 选择iMOM平台，应使终端到终端的业务流程，配套完善的决策整个企业-making 与标准的集成，分析选择iMOM解决方案和报告评估总拥有成本的解决方案，考虑完整的iMOM实施，集成，部署，培训，增强维护和支持所需的技能和努力 使用供应商认证硬件 “注意事项” iMOM决定不应在不考虑整体业务的要求进行。了解关键接口点到其他的业务流程，并与利益相关方协商，甚至在发展过程中让他们参与进来是很重要的 不要与初始软件重点的设计架构，无论是从企业，自动化或点解决方案提供商。这种做法往往会子优化业务流程改进，这往往会导致低的用户采用-在极端情况下，该解决方案在六个月内被遗弃 由于没有一个终端到端到端解决方案iMOM没有明确的主导软件，企业应该减少他们与软件公司提供企业软件，iMOM软件，自动化软件和/或系统集成商的战略合作关系。经营公司需要找到在iMOM空间的合作伙伴，以巩固iMOM项目，包括战略业务转型和数据管理。

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结果 (简体中文) 2:[复制]

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与软件供应商相关的权益和风险 供应商相关的利益和风险包括： 与提供 iMOM 解决方案的企业软件供应商相关的业务和运营优势 • 值得信赖的集成 – 企业级系统和 iMOM 级系统之间的最佳集成 • 企业级系统和 iMOM 级系统之间的最佳互操作性 • 用于多站点部署的更大资源池 与提供 iMOM 解决方案的企业软件供应商相关的挑战 • 低端用户采用的行业，这些行业具有较少的供应商经验和知识产权，通常是石油和天然气、石化、电力等。 • 企业级系统与 iMOM 系统之间的集成中潜在的更高拥有成本 • 如果需要重大定制和编程，iMOM 功能的拥有成本更高 提供 iMOM 解决方案的自动化供应商的业务和运营优势 • 供应商拥有更多经验和知识产权的行业（通常是石油和天然气、石化、电力等）采用更高的最终用户。 • 降低 iMOM 功能的所有权成本 与提供 iMOM 解决方案的自动化供应商相关的挑战 • 低端用户采用较少的行业，这些行业具有较少的供应商经验和知识产权 • 更高的企业 iMOM 集成拥有成本 • 如果需要重大定制和编程，iMOM 功能的拥有成本更高 iMOM 实施方法中的成功因素 未来的 MESA 指南将介绍有关 iMOM 实施策略和方法的详细信息。在本书中，包括一些基本的成功因素，以"做"和"不做"的形式供组织考虑，这是在构建iMOM实施战略的过程中。 "做" • 将 iMOM 战略与业务愿景、目标、目标保持一致，并与 IT 战略协调 • 为 iMOM 战略定义清晰的路线图，该路线图应与业务战略路线图相协调 • 设计强大而灵活的 iMOM 解决方案架构和集成策略，考虑企业和制造系统（每个 ISA-95 级别 2 和 4），以满足未来需求 • 考虑从小做起，经常评估路线图，并明确证明第一阶段的价值 • 采用敏捷方法实现高效的 iMOM 设计和实施，从而加快收益交付并降低实施成本 • 在项目开始阶段执行业务流程分析和重新设计，并用它来驱动所需的软件和架构设计 • 选择 iMOM 软件，针对特定行业领域进行验证 • 选择具有足够丰富功能的 iMOM 软件，以推动业务改进，同时支持企业数据管理。这将促进 iMOM 数据与其他现有系统的集成，并识别现有系统，这些系统不会轻易支持使用通用数据模型 • 选择 iMOM 平台，该平台应支持端到端业务流程，支持整个企业的决策 • 选择具有标准集成、分析和报告解决方案的 iMOM 解决方案 • 评估总拥有成本，考虑完成 iMOM 实施、集成、部署、培训、增强、维护和支持所需的技能和工作量 • 使用供应商认证的硬件 "不要" • iMOM 决策不应不考虑整个业务的要求。了解其他业务流程的关键接口点，并与这些利益相关者协商，甚至让他们参与开发过程，这一点非常重要 • 无论是企业、自动化还是点式解决方案提供商，都不要以初始软件为重点设计架构。此方法倾向于对业务流程改进进行细分优化，这通常会导致用户采用率较低 - 在极端情况下，解决方案将在六个月内被放弃 由于端到端 iMOM 解决方案没有明确的主导软件，公司应减轻与提供企业软件、iMOM 软件、自动化软件和/或系统集成商的软件公司的战略关系。运营公司需要在 iMOM 领域找到合作伙伴来巩固 iMOM 项目，包括战略业务转型和数据管理。

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结果 (简体中文) 3:[复制]

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与软件供应商相关的利益和风险 与供应商相关的利益和风险包括： 与提供iMOM解决方案的企业软件供应商相关的业务和运营优势 可信集成——企业级系统和iMOM级系统之间的最佳集成 企业级系统和iMOM级系统之间的最佳互操作性 为多站点推出提供更大的资源池 提供iMOM解决方案的企业软件供应商面临的挑战 对供应商经验和知识产权较少的行业（通常是石油和天然气、石化、电力等）采用低端用户。 企业级系统和iMOM系统之间集成的潜在较高拥有成本 ·如果需要大量定制和编程，则iMOM功能的拥有成本更高 提供iMOM解决方案的自动化供应商的业务和运营优势 供应商拥有更多经验和知识产权的行业（通常是石油和天然气、石化、电力等）采用更高端的用户。 降低iMOM功能的拥有成本 提供iMOM解决方案的自动化供应商面临的挑战 对供应商经验和知识产权较少的行业采用低端用户 企业iMOM集成的拥有成本更高 如果需要大量定制和编程，则需要更高的iMOM功能拥有成本 iMOM实施方法的成功因素 未来的MESA指南将详细介绍iMOM的实施策略和方法。在这本书中，包括了一些基本的成功因素，以“应做”和“不应做”的形式供组织考虑，这些因素正在建立一个iMOM实施战略。 “待办事项” ·使iMOM战略与业务愿景、目标和目的相一致，并与IT战略相协调 为iMOM战略定义一个清晰的路线图，该路线图应与业务战略路线图相协调 考虑到企业和制造系统（ISA95标准2级和4级），设计健壮灵活的IMOM解决方案架构和集成策略，以适应未来的需求。 考虑从小处着手，经常评估路线图，并清楚地证明第一阶段的价值 采用敏捷方法进行有效的iMOM设计和实施，这可以加快效益交付并降低实施成本 在项目开始时执行业务流程分析和重新设计，并使用此来驱动所需的软件和架构设计 选择iMOM软件，经验证适用于特定行业 ·选择具有足够丰富功能的iMOM软件，以推动业务改进，同时也使企业数据管理成为可能。这将有助于与现有系统的其余部分进行数据集成，并标识现有系统，这些系统不容易支持使用公共数据模型。 选择iMOM平台，该平台应支持端到端业务流程，支持整个企业的合理决策 选择具有标准集成、分析和报告解决方案的iMOM解决方案评估总体拥有成本，考虑完成iMOM实施、集成、部署、培训、增强、维护和支持所需的技能和努力 使用供应商认证的硬件 “不要” 不应在不考虑整体业务要求的情况下做出iMOM决策。理解到其他业务流程的关键接口点，并与这些涉众协商，甚至让他们参与到开发过程中，这一点非常重要 ·无论是从企业、自动化或点解决方案提供商那里，都不要以最初的软件为中心来设计架构。这种方法倾向于对业务流程的改进进行次优化，这通常会导致用户采用率低——在极端情况下，解决方案会在六个月内被放弃 由于没有明确的主导软件用于端到端的iMOM解决方案，公司应减轻与提供企业软件、iMOM软件、自动化软件和/或系统集成商的软件公司的战略关系。运营公司需要在iMOM领域找到合作伙伴来巩固iMOM项目，包括战略业务转型和数据管理。

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