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by Mederic Morel, Pirmin P. Lemberger
Managing Complexity of Information Systems: The Value of Simplicity
Cover
Title Page
Copyright
Foreword
Preface
Chapter 1: Why Simplicity?
1.1. Solving conflicting requirements
1.2. Three periods in IS management
1.2.1. Management driven by technology
1.2.2. Management through cost reduction
1.2.3. Management through value creation
1.3. And now … simplicity!
1.3.1. Technology, cost reduction, value creation …So whats next?
1.4. Plan of the book
Chapter 2: Complexity, Simplicity, and Abstraction
2.1. What does information theory tell us?
2.1.1. Shannons entropy
2.1.2. Kolmogorov complexity
2.1.2.1. Complexity of objects versus complexity of binary strings
2.1.2.2. Relation to Shannons entropy
2.1.2.3. Can we compute K-complexity?
2.1.3. Bennetts logical depth
2.1.4. Abstraction in light of scale and depth
2.1.5. Harvesting information theory
2.2. What does the design tell us?
2.2.1. Simplicity by reduction
2.2.2. Simplicity by hiding complexity
2.2.2.1. Customers
2.2.2.2. Business analysts
2.2.2.3. IT personnel
2.2.3. Simplicity through organization
2.2.4. Simplicity through learning
2.2.4.1. Learning obviates the need to hide complexity
2.2.4.2. Learning allows complexity transformation
2.2.5. Simplicity implies time saving
2.2.5.1. Lack of time
2.2.5.2. How simplicity saves time
2.2.6. Simplicity needs trust
2.2.7. What does software architecture tell us?
2.2.7.1. The complexity of code and of IS architecture
2.2.7.1.1. Cyclomatic complexity
2.2.7.1.2. Scale-invariant complexity
2.2.7.1.2.1. The spaghetti graph
2.2.7.1.2.2. The hierarchical graph
2.2.8. Abstraction in software engineering
2.2.8.1. Abstraction is everywhere in software 60
2.2.8.2. Depth and scale revisited
2.2.8.2.1. Object-oriented programming
2.2.8.2.2. Good or bad abstraction?
2.2.8.2.3. Good abstraction is a form of simplicity!
2.2.8.2.3.1. MDA and abstraction
Chapter 3: Value or Values?
3.1. Who is concerned?
3.1.1. Internal stakeholders
3.1.2. External stakeholders
3.2. Concepts of value for an IS
3.2.1. Book value
3.2.2. Net worth
3.2.3. Use value
3.2.3.1. Functional criterion
3.2.3.2. Non-functional criteria
3.2.4. Strategic value
3.2.5. Sustainability value
3.3. Are these values sufficient and independent?
3.3.1. IT chaos
3.3.2. Tech academy
3.3.3. Alignment trap
3.3.4. Users are unimportant
3.3.5. Business-user tyranny
3.3.6. Wrong direction
3.3.7. Architecture is a waste of money
3.3.8. IS heaven
Chapter 4: Promoting Value Through Simplicity
4.1. Growing technical heterogeneity
4.1.1. Openness
4.1.1.1. Why complexity increases
4.1.1.2. Implementing simplicity
4.1.2. Rapid obsolescence of IT
4.1.2.1. Why complexity increases
4.1.2.2. Implementing simplicity
4.1.3. Absence of technological vision and leadership
4.1.3.1. Why complexity increases
4.1.3.2. Implementing simplicity
4.2. Changing requirements
4.2.1. Why complexity increases
4.2.2. Implementing simplicity
4.2.2.1. Technical answers
4.2.2.1.1. Reuse in software architecture
4.2.2.1.2. Reuse in functional architecture
4.2.2.1.3. Reuse on the semantic level
4.2.2.2. Organizational answers
4.2.2.2.1. Achieving agility
4.2.2.2.2. Deciding when writing throwaway code is the best option?
4.3. Human factors
4.3.1. Multidisciplinarity
4.3.1.1. Why complexity increases
4.3.1.2. Implementing simplicity
4.3.2. Disempowerment of IT Skills
4.3.2.1. Why complexity increases
4.3.2.2. Implementing simplicity
4.3.3. Local interest is not global interest
4.3.3.1. Why complexity increases
4.3.3.2. Implementing simplicity
Chapter 5: Simplicity Best Practices
5.1. Putting simplicity principles into practice
5.2. Defining a generic IS
5.3. A simplicity framework
5.3.1. Simplicity in hardware
5.3.1.1. Growing technical heterogeneity
5.3.1.1.1. Evaluation
5.3.1.1.2. Simplicity actions
5.3.1.2. Changing requirements
5.3.1.2.1. Evaluation
5.3.1.2.2. Simplicity actions
5.3.1.3. Human factors
5.3.1.3.1. Evaluation
5.3.1.3.2. Simplicity actions
5.3.2. Simplicity in software data access
5.3.2.1. Growing technical heterogeneity
5.3.2.1.1. Evaluation
5.3.2.1.2. Simplicity actions
5.3.2.2. Changing requirements
5.3.2.2.1. Evaluation
5.3.2.2.2. Simplicity actions
5.3.2.3. Human factors
5.3.2.3.1. Evaluation
5.3.2.3.2. Simplicity actions
5.3.3. Simplicity in software services
5.3.3.1. Growing technical heterogeneity
5.3.3.1.1. Evaluation
5.3.3.1.2. Simplicity actions
5.3.3.2. Changing requirements
5.3.3.2.1. Evaluation
5.3.3.2.2. Simplicity actions
5.3.3.3. Human factors
5.3.3.3.1. Evaluation
5.3.3.3.2. Simplicity actions
5.3.4. Simplicity in softwareuser interface
5.3.4.1. Growing technical heterogeneity
5.3.4.1.1. Evaluation
5.3.4.1.2. Simplicity actions
5.3.4.2. Changing requirements
5.3.4.2.1. Evaluation
5.3.4.2.2. Simplicity actions
5.3.4.3. Human factors
5.3.4.3.1. Evaluation
5.3.4.3.2. Simplicity actions
5.3.5. Simplicity in Functional Architecture
5.3.5.1. Growing technical heterogeneity
5.3.5.1.1. Evaluation
5.3.5.1.2. Simplicity actions
5.3.5.2. Changing requirements
5.3.5.2.1. Evaluation
5.3.5.2.2. Simplicity actions
5.3.5.3. Human factors
5.3.5.3.1. Evaluation
5.3.5.3.2. Simplicity actions
Conclusion
Appendices
Appendix 1: Digging into Information Theory
A1.1. Shannon entropy
A1.2. Shannon entropy in short
A1.3. Kolmogorov complexity
A1.4. Choosing a scale of description
A1.5. Relation to Shannon entropy
A1.6. Computing the Kolmogorov complexity
A1.7. Kolmogorov complexity in short
A1.8. Bennetts logical depth
A1.9. Bennetts logical depth in short
Appendix 2: Two Measures of Code Complexity
A2.1. Cyclomatic complexity
A2.2. An example of a scale-invariant complexity measure
A2.3. Conclusion
Appendix 3: Why Has SOA Failed So Often?
A.3.1. The need for flexibility
A.3.2. First issue: no suitable enterprise architecture
A.3.3. Second issue: no data integration
A.3.4. Identifying the operating model
A.3.4.1. Data integration
A.3.4.2. Process standardization
A.3.5. Which models are compatible with SOA?
A.3.5.1. Diversification model
A.3.5.2. Replication model
A.3.5.3. Coordination model
A.3.5.4. Unification model
A.3.6. Conclusion on SOA
Bibliography
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