ISO 15704:2000
(Main)Industrial automation systems — Requirements for enterprise-reference architectures and methodologies
Industrial automation systems — Requirements for enterprise-reference architectures and methodologies
Systèmes d'automatisation industrielle — Prescriptions pour architectures de référence entreprise et méthodologies
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INTERNATIONAL ISO
STANDARD 15704
First edition
2000-06-01
Industrial automation systems —
Requirements for enterprise-reference
architectures and methodologies
Systèmes d'automatisation industrielle — Prescriptions pour
architectures de référence entreprise et méthodologies
Reference number
ISO 15704:2000(E)
©
ISO 2000
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ISO 15704:2000(E)
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ii © ISO 2000 – All rights reserved
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ISO 15704:2000(E)
Contents
Foreword .vi
0 Introduction.vii
0.1 Rationale for enterprise-reference architectures and methodologies.vii
0.2 Key principles of enterprise integration . viii
0.2.1 Applicability to any enterprise. viii
0.2.2 Enterprise identification and mission definition . viii
0.2.3 Separation of mission-fulfilment functions from mission-control functions. viii
0.2.4 Identification of process structures.ix
0.2.5 Identification of process contents.ix
0.2.6 Recognition of life-cycle phases .ix
0.2.7 Evolutionary approach to enterprise integration.ix
0.2.8 Modularity .x
0.3 Aim and benefits of deploying enterprise-reference architecture and methodologies.x
0.4 Benefits of this standard .x
1 Scope.1
2 Normative References.1
3 Terms and definitions .1
4 Requirements for enterprise-reference architectures and methodologies .4
4.1 Applicability and coverage of enterprise-entity types.4
4.1.1 Generality.4
4.1.2 Enterprise design.4
4.1.3 Enterprise operation .4
4.2 Concepts.4
4.2.1 General .4
4.2.2 Human-oriented.4
4.2.3 Process-oriented .5
4.2.4 Technology-oriented.5
4.2.5 Mission-fulfillment oriented.5
4.2.6 Mission-control oriented.5
4.2.7 Framework for enterprise modeling .5
4.2.8 Life cycle.5
4.2.9 Life history.5
4.2.10 Modelling views.6
4.2.11 Genericity.6
4.3 Components of enterprise-reference architectures .6
4.3.1 Engineering methodologies .6
4.3.2 Modelling languages .6
4.3.3 Generic elements.6
4.3.4 Partial models .7
4.3.5 Particular models .7
4.3.6 Tools.7
4.3.7 Modules .7
4.3.8 Enterprise-operational systems.7
4.4 Representation .7
4.5 Glossary .8
5 Completeness and compliance .8
Annex A (informative) GERAM: Generalised enterprise-reference architecture and methodologies.9
A.1 Introduction .9
A.1.1 Background.9
A.1.2 Scope.9
A.2 The framework for enterprise engineering and enterprise integration.10
A.2.1 General.10
A.2.2 Definition of GERAM framework components.11
A.2.2.1 GERA – Generic Enterprise Reference Architecture.11
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ISO 15704:2000(E)
A.2.2.2 EEMs – Enterprise engineering methodologies. 12
A.2.2.3 EMLs – Enterprise modelling languages. 12
A.2.2.4 GEMCs – Generic enterprise modelling concepts. 12
A.2.2.5 PEMs – Partial enterprise models. 12
A.2.2.6 EETs – Enterprise engineering tools. 13
A.2.2.7 EMs – (Particular) enterprise models. 13
A.2.2.8 EMOs – Enterprise modules. 13
A.2.2.9 EOSs – (Particular) enterprise operational systems. 13
A.3 Description of GERAM framework components . 13
A.3.1 GERA – Generalised Enterprise Reference Architecture . 13
A.3.1.1 General . 13
A.3.1.2 Human oriented concepts. 14
A.3.1.3 Process oriented concepts. 16
A.3.1.3.1 General. 16
A.3.1.3.2 Life cycle. 16
A.3.1.3.2.1 General. 16
A.3.1.3.2.2 Entity identification. 16
A.3.1.3.2.3 Entity concept . 17
A.3.1.3.2.4 Entity requirement. 17
A.3.1.3.2.5 Entity design . 17
A.3.1.3.2.6 Entity implementation . 18
A.3.1.3.2.7 Entity operation. 18
A.3.1.3.2.8 Entity decommissioning . 18
A.3.1.3.3 Life history . 18
A.3.1.3.4 Entity types in enterprise integration. 19
A.3.1.3.4.1 General. 19
A.3.1.3.4.2 Operation oriented entity types. 20
A.3.1.3.4.2.1 Project Enterprise Entity (Type A). 20
A.3.1.3.4.2.2 Repetitive Service- and Manufacturing Enterprise Entity (Type B). 20
A.3.1.3.4.2.3 Product Entity (Type C). 21
A.3.1.3.4.3 Recursive enterprise entity types . 21
A.3.1.3.5 Process modelling. 22
A.3.1.4 Technology oriented concepts. 23
A.3.1.4.1 General. 23
A.3.1.4.2 IT support for enterprise engineering and enterprise integration . 23
A.3.1.4.3 Enterprise Model Execution and Integration Services (EMEIS). 24
A.3.1.5 Modelling framework of GERA . 25
A.3.1.5.1 General. 25
A.3.1.5.2 Enterprise modelling . 26
A.3.1.5.3 View concepts. 26
A.3.1.5.3.1 General. 26
A.3.1.5.3.2 Entity model content views. 27
A.3.1.5.3.3 Entity purpose views. 28
A.3.1.5.3.4 Entity implementation views. 28
A.3.1.5.3.5 Entity physical manifestation views. 29
A.3.2 EEMs – Enterprise engineering methodologies. 30
A.3.2.1 General . 30
A.3.2.2 Human factor . 30
A.3.2.3 Project management . 32
A.3.2.4 Economic aspects . 33
A.3.3 EMLs – Enterprise modelling languages. 33
A.3.4 GEMCs – Generic enterprise modelling concepts. 34
A.3.4.1 General . 34
A.3.4.2 Glossary. 35
A.3.4.3 Meta-models . 35
A.3.4.4 Ontological theories. 35
A.3.5 PEMs – Partial enterprise models. 35
A.3.5.1 General . 35
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ISO 15704:2000(E)
A.3.5.2 Partial human role models .36
A.3.5.3 Partial process models.36
A.3.5.4 Partial technology models.36
A.3.5.4.1 General.36
A.3.5.4.2 Partial models of IT systems.36
A.3.6 EETs – Enterprise engineering tools.37
A.3.7 EMOs – Enterprise modules.38
A.3.8 EMs – Enterprise models .38
A.3.9 EOSs – Enterprise operational systems.38
A.4 Glossary of references .39
A.4.1 General references.39
A.4.2 Standards.40
Annex B (informative) Bibliography .41
B.1 CIMOSA references .41
B.2 GRAI-GIM references.41
B.3 PERA references.42
B.4 GERAM references .42
B.5 References on the work of the IFAC/IFIP Task Force .43
B.6 Other important references in the field of enterprise integration.43
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ISO 15704:2000(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO
member bodies). The work of preparing International Standards is normally carried out through ISO technical
committees. Each member body interested in a subject for which a technical committee has been established has
the right to be represented on that committee. International organizations, governmental and non-governmental, in
liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical
Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 3.
Draft International Standards adopted by the technical committees are circulated to the member bodies for voting.
Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote.
Attention is drawn to the possibility that some of the elements of this International Standard ISO 15704 may be the
subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights.
International Standard ISO 15704 was prepared by Technical Committee ISO/TC 184, Industrial automation
systems and integration, Subcommittee SC 5, Architecture, communications and integration frameworks.In
preparing this document, substantive contributions were received from groups involved with enterprise-reference
architectures such as the Purdue Enterprise-Reference Architecture (PERA), the Graphes et Résultats et Activités
Interreliés GRAI Integrated Methodology (GRAI GIM), the Computer Integrated Manufacturing Open System
Architecture (CIMOSA), and the Generalised Enterprise-Reference Architecture and Methodology (GERAM).
Annexes A and B of this International Standard are for information only. Annex A is based on version 1.6.2 of
GERAM developed by the IFIP/IFAC Task Force on Architectures for Enterprise Integration who granted
permission for its inclusion in ISO 15704.
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ISO 15704:2000(E)
0 Introduction
0.1 Rationale for enterprise-reference architectures and methodologies
Industrial enterprises create and modify manufacturing and business operations to improve performance
in local and global markets. In the operational phase, they deploy a variety of resources such as people,
information systems, and automated machinery. Individually and collectively these resources provide the
functional capabilities required to expedite business processes and their constituent activities. The inter-
working of resources needs to be organised and targeted to accomplish the mission. This requires
suitable business rules and organisational structures to enable the enterprise to provide products and
services to its customers in conformance with agreed upon criteria.
Enterprises operate under uncertain market and environmental conditions so that enterprise engineering
may need to be ongoing. It follows that enterprise personnel have a variety of roles to play in the
conception and ongoing development of the mission, business rules, business processes, organisational
structures, and supporting resources and services. Because of the high levels of complexity involved in
enterprise engineering, invariably it is necessary to deploy means of assessing, structuring, coordinating
and supporting these engineering activities.
Enterprise-reference architectures underpinned by reference methodologies provide generally applicable
means of organising and coordinating engineering projects. By adopting, and as required adapting, a
reference methodology and architecture, enterprise personnel can cooperate in progressing enterprise-
engineering projects, improving the enterprise and utilisation of resources. By adopting a reference
methodology, architecture, and a supporting tool set, it becomes practical for personnel to reuse explicit
enterprise designs and models to achieve enterprise engineering on an ongoing basis to realise further
improvements in enterprise operation.
Therefore, a vital need is an enterprise engineering and integration reference base providing
methodologies and supporting technologies that can realistically treat the problem of enterprise
integration.
The work of the IFAC/IFIP (International Federation of Automatic Control/ International Federation for
Information Processing) Task Force on Architectures for Enterprise Integration and of many other similar
organisations around the world have recently focused their work on this problem in hopes of achieving
the generic solution needed. Their work has shown that such a reference base can be devised, and must
be underpinned by an enterprise-reference architecture that:
a) can model the whole life history of an enterprise-integration project from its initial concept through
definition, functional design or specification, detailed design, physical implementation or construction,
operation to decommissioning or obsolescence;
b) encompasses the people, processes, and equipment involved in performing, managing, and
controlling the enterprise mission.
It is important to note that enterprise-reference architectures deal with the structural arrangement
(organisation) of the development and implementation of a project or programme such as an enterprise-
integration or other enterprise-development programme. In contrast to these enterprise-reference
architectures, system architectures deal with the structural arrangement (design) of a system; for
example, the computer-control-system part of an overall enterprise-integration system.
The IFAC/IFIP Task Force on Architectures for Enterprise Integration has developed the definition of a
complete, generalised enterprise-reference architecture and methodology and has called it GERAM,
described in annex A. GERAM will be used as the example reference for the requirements set forth in
this document.
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ISO 15704:2000(E)
0.2 Key principles of enterprise integration
Several concepts that describe the nature of enterprise-reference architectures and methodologies have
emerged from the studies of the IFAC/IFIP Task Force on Architectures for Enterprise Integration that
can greatly simplify, integrate, and extend the work of enterprise engineering. This work has led to the
development of GERAM, which is capable of supporting those who plan, design, and implement complex
enterprise-integration projects.
Key principles of an enterprise-reference architecture are described below to provide a basis for the
requirements of clause 4.
0.2.1 Applicability to any enterprise
The early work in CIM (computer-integrated manufacturing) and enterprise integration was confined
largely to the field of discrete-parts manufacturing, and to computers and information handling. However,
the basic principles involved in enterprise integration apply to any enterprise, regardless of its size and
mission or any other such attributes involved and to all aspects of the enterprise. In addition, it has been
a mistake to confine the integration discussions to information and control systems alone. Often there are
problems within the mission system, manufacturing or other customer product and service operations, or
in the associated human and organisational area whose solution would greatly ease the overall system
problem, that is, a total solution must involve information, culture, and mission.
The reference architecture can be extended to cover all possible types of enterprise by considering
manufacturing as a type of customer service, providing concept, development, design, modification,
production, and supply of goods to the customer. Thus the mission-execution area of the architecture
would represent the customer service rendered by any enterprise even if that service involved the supply
of information-type products to the customer.
0.2.2 Enterprise identification and mission definition
No enterprise can exist in the long term without a business or mission, that is, it must produce products or
services desired by its customers. It usually produces these products or services in competition with other
enterprises. Therefore the enterprise identification and mission definition are essential parts of any
enterprise-integration project.
0.2.3 Separation of mission-fulfillment functions from mission-control functions
There are only two basic classes of functions involved in operating any enterprise. These are described
below.
a) One class comprises functions involved in fulfilling the mission, i.e. operating the processes that
produce the product or service. In the manufacturing plant these would include all material and
energy transformation tasks and the movement and storage of materials, energy, goods-in-process,
and products; and services.
b) The other class comprises functions involved that manage and control the mission-fulfillment to
achieve the desired economic or other gains that assure the viability or continued successful
existence of the enterprise. These include the collection, storage, and use (transformations) of
information to control the business processes, that is, to develop and apply necessary changes to the
business processes to achieve and maintain their desired operation. Control includes all planning,
scheduling, control, data management, and related functions.
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ISO 15704:2000(E)
0.2.4 Identification of process structures
Enterprise operation consists of many transformations of material, energy, and information that can be
categorised into two distinct classes: one for information transformations and the other for material and
energy transformations. These transformations will be carried out by many separate activities that can be
executed both concurrently and sequentially to constitute processes of an equivalent class. Processes of
both classes interface with each other in those activities that request and report status, and in those
activities that deliver operational commands. In combination these transformations define the total
functionality of the enterprise being considered.
0.2.5 Identification of process contents
For many technical, economic, and social reasons, humans are involved in the implementation and
execution of many business processes of all types in both classes mentioned in 0.2.4. Other processes
may be automated or mechanised. There are only three classes of implemented tasks or business
processes, which are as follows:
a) information and control activities that can be automated by computers or other control devices;
b) mission activities that can be automated by the mission-fulfillment equipment;
c) activities carried out by humans, whether of the information and control or mission-fulfillment class.
It is desirable to have a simple way of showing where and how the human fits in the enterprise and how
the distribution of functions between humans and machines is accomplished.
0.2.6 Recognition of enterprise life-cycle phases
All enterprises, of whatever type, follow a life cycle from their initial concept in the mind of an
entrepreneur through a series of stages comprising their development, design, construction, operation
and maintenance, re
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