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- ZeitschriftenartikelRules Integration in Business Process Models - A Fuzzy Oriented Approach(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) Thomas, Oliver; Dollmann, Thorsten; Loos, PeterIn business process management, decision situations are often characterized by fuzziness. This means that the decision premises are not available in the form of mathematic models or numeric values, but rather as fuzzy conditions, such as “low processing time” or “high quality”. This article will show how fuzzy conditions and vaguely formulated goals in business process models can be considered using the fuzzy set theory. This fuzzy extension of process modelling is carried out with the event-driven process chain.
- ZeitschriftenartikelEnterprise Architecture Analysis - An Information System Evaluation Approach(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) Vasconcelos, André; Sousa, Pedro; Tribolet, JoséThe definition of an Enterprise Architecture (EA) has a central role in implementing Information Systems (ISs) that proactively contribute to business and Information Technology (IT) alignment. In this paper, using a set of key concepts for the Information System Architecture (ISA) specification (formalized in a UML profile), 16 metrics are proposed for ISA suitability assessment considering a set of required quality characteristics. This paper also proposes an exploratory approach for the ISA definition process. This approach combines EA primitives and metrics in order to support multi-criteria ISA selection. The proposals presented in this research are applied in the definition, evaluation and comparing of different architectural options for the new Portuguese National identification document project (the Citizen Card project).
- ZeitschriftenartikelEnterprise Architecture in Enterprise Engineering(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 1, 2008) Hoogervorst, Jan A.P.; Dietz, Jan L.G.Originating from quite different fields of theory and practice, the terms "Enterprise Ontology" and "Enterprise Architecture" currently belong to the standard vocabulary of those professionals who are concerned with (re)designing and (re)engineering enterprises, thereby exploiting modern information and communication technologies for innovating products and services as well as for optimizing operational performance. Because of the inherent characteristics of modern enterprises, often operating within networks of cooperating enterprises, the task of these professionals can rightly be characterized as having to master unprecedented high complexity. The statement, put forward in the paper, that the current notion of Enterprise Architecture does not offer satisfactory help and thus need to evolve into an effective conceptual tool, is clarified in a historical context. In order to let Enterprise Architecture become a sensible, effective notion, complementary to Enterprise Ontology, it is proposed to define it conceptually as normative restriction of design freedom, and operationally as a coherent and consistent set of design principles. The new, evolved notion of Enterprise Architecture is clarified and illustrated using a case example.
- ZeitschriftenartikelOn the Interplay of Organizational Architecture and Software Architecture(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 1, 2008) Ganczarski, Wojciech; Winter, RobertEnterprise architecture frameworks sometimes provide an additional architectural layer between business-oriented artefact types (e.g., business processes, organizational units) and technical artefact types (e.g., software components, data structures). This "integration" or "alignment" layer is intended to bridge the gap, which results from different life cycles, different ownerships, and other sources of IT/business misalignment. The development of specific models and artefact types on the integration layer is in its early stage. Existing methods for information systems design constitute a first starting point. However, most of them lack a clear differentiation between the integration layer and the software layer and therefore cannot be reused as-is. This paper contributes to the research of design methods, models, and artefact type specifications for the integration layer. The focus lies primarily on the alignment of organizational architecture and structural software architecture, two important components of enterprise architecture. A comparison of organizational and software architecture design methods yields that both types of structures are usually constructed according to different design criteria so that un-aligned architectures result. Traditional integration artefacts, such as "logical" applications, which specify coherent areas of ownership over software artefacts, are too closely linked to actual software system structures and therefore usually fail in aligning with the organizational architecture. It is argued in this paper that instead, integration artefacts should be much more decoupled from actual software structures.
- ZeitschriftenartikelEditorial(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 1, 2008) Proper, Erik; Lankhorst, Marc
- ZeitschriftenartikelBest Practices for Business and Systems Analysis in Projects Conforming to Enterprise Architecture(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 1, 2008) Foorthuis, Ralph; Brinkkemper, SjaakThis paper aims to identify best practices for performing business and systems analysis in projects that are required to comply with Enterprise Architecture. We apply two qualitative research methods to study real-life projects conforming to architecture at Statistics Netherlands. First, a Canonical Action Research approach is applied to participate in two business process redesign projects. Second, we use Focus Group interviews to elicit knowledge about carrying out projects conforming to architecture. Based on this empirical research we present seven observations and ten best practices. The best practices point to the fact that project conformance is not only the responsibility of project members, but also of enterprise architects. Considering four levels of best practices (good idea, good practice, local best practice, industry best practice), we argue that our guidelines are located at the second (good practice) level. More research is required to prove or falsify them in other settings.
- ZeitschriftenartikelA Document-Based Approach to Monitor Business Process Instances(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) AbuSafiya, Majed; Mazumdar, SubhasishKeeping track of business process instances is needed for better management, especially queriability and monitorability, of the enterprise as a whole. The business process instances’ unpredictable behaviour makes this tracking even more necessary. Currently, this information is not completely or explicitly maintained. We propose a model that captures the states of business process instances by keeping track of their informational access operations (within/outside the scope of automated management). This model is based on an information model that views information within the enterprise as a set of documents and keeps an up-to-date capture of this information model. These models can then be the underlying models for an automated system that keeps track of the states of business process instances and makes this information efficiently queriable.
- ZeitschriftenartikelClassification of Enterprise Architecture Scenarios - An Exploratory Analysis(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 1, 2008) Aier, Stephan; Riege, Christian; Winter, RobertEnterprise architecture (EA) provides a powerful basis to transform an organization and to continually align the organization to external and internal demands. The process of transformation can effectively and efficiently be supported by appropriate EA methods. There is however no "one-size-fits-all" method, which is suitable to support all kinds of transformations in all kinds of organizations. Different project types and different context types require different methods – or at least different configurations or adaptations of a method. Based on an exploratory empirical analysis, we classify three different EA scenarios in this article. The identified EA scenarios can provide the basis for situational EA method engineering.
- ZeitschriftenartikelValidating the Process-Modelling Practice Model(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) Eikebrook, Tom R.; Iden, Jon; Olsen, Dag H.; Opdahl, Andreas L.The paper revises an existing model of process-modelling practice and uses it in an explorative survey of Norwegian model-based process-change projects. A central hypothesis is confirmed: there is a positive relationship between modelling processes and project outcome, where modelling process is measured in terms of management support, lack of resistance, in-project training and model types. In particular, management support and in-project training are robust predictors of project outcome. Practical and theoretical implications are presented and discussed. Important paths for further work include improving instrument validity and elaborating the research model by including other organisational and social dimensions of process-modelling behaviour and effects. Cross-national studies are also called for.
- ZeitschriftenartikelEditorial(Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) Rosemann, Michael; Muehlen, Michael zur