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Enterprise Modeling

Tackling Business Challenges with the 4EM Method

Authors: Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Publisher: Springer Berlin Heidelberg

Book Series : The Enterprise Engineering Series

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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About this book

Enterprise modeling (EM) methods and techniques are indispensable for understanding the present situation of an enterprise and for preparing for its future – particularly in times of continuous organizational change, an increasing pace of innovation, new market challenges or technology advances.

The authors combine a detailed description of the 4EM methodology with their concrete experience gathered in projects. Their book addresses the modeling procedure, modeling language and modeling practices in a uniquely integrated approach. It provides practical advice on common challenges faced by enterprises and offers a flexible EM method suitable for tackling those challenges. Much of the work presented stems from actual research projects and has been validated with scientific methods. The 4EM methodology has proven its practical value in a large number of successful development and/or change management projects in industry and the public sector.

The book was written for anyone who wants to learn more about EM, with a specific focus on how to do it in practice and/or how to teach it. Its main target audience thus includes instructors in the field of EM or business information systems, students in Information Systems or Business Administration, and practitioners working in enterprise or change management. The authors describe a clear reading path for each of these audiences and complement the work with a set of slides and further teaching material available under www.4em-method.com.

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Table of Contents

Frontmatter

Chapter 1. Introduction

Abstract

Many systems and organizations seem complex and difficult to understand—until one discovers their elements and structures and reveal relations and dependencies. Enterprises are such complex systems with their different organizational units and people working in the enterprise, with workflows and production processes, products and services offered to different customer groups, supplies and business partners, IT systems and production resources, etc. This book is about Enterprise Modeling, a technique that helps to capture the different elements and structures of an enterprise as well as to visualize the inter-dependencies between the elements. Enterprise Modeling can be used for a multitude of different purposes, like visualizing the current situation, analyzing the reasons for shortcomings or problems, developing strategies for business or IT, optimizing processes, or setting up new cooperations with other enterprises.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 2. Business Challenges: And How Enterprise Modeling Helps

Abstract

Enterprises operating in most industrial and service sectors face a number of business challenges that exceed the scope of the daily operations and routine activities. Examples are continuous process improvements for increased efficiency, adjustments of the enterprise strategy to new market demands, changing business models due to new competition, new regulations and bylaws requiring operational changes, or technological innovations leading to changed customer behavior and new processes. In many cases, improving business processes alone is insufficient for addressing problems of this nature. The overall situation of the enterprise has to be taken into account including relations between strategic goals, business rules, work processes, organization structures, products, services, IT infrastructure, etc. This chapter discusses selected business challenges and how enterprise modeling can help.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 3. Terms and Concepts in Enterprise Modeling

Abstract

In Computer Science and Information Systems, models play an important role for different purposes. This chapter will start by defining and explaining general terms used in the context of modeling. The concept of model is introduced in Sect. 3.1. The term “method” and the constituents of methods are discussed in Sect. 3.2 before investigating the term Enterprise Modeling and Enterprise Modeling method and then presenting the components of enterprise models and ways to represent such models in Sect. 3.3.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 4. Elicitation Approaches in Enterprise Modeling

Abstract

One of the key tasks in Enterprise Modeling is to analyze the current situation and existing challenges in the enterprise with the active participation of domain experts and decision makers. In this respect, elicitation approaches such as interviews, observations, participatory modeling workshops, or document analysis are fundamental instruments. Starting with an overview of the most important elicitation approaches in Enterprise Modeling and some advice on preparing for elicitation, the chapter introduces selected elicitation approaches.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 5. Enterprise Modeling Tools

Abstract

This chapter focuses on EM tools for the use in EM projects supporting basic analysis techniques (discussed in Chap. 4) and development of the different modeling perspectives and sub-models of the enterprise model (presented in Chap. 8). The tools used to support EM do not include only IT-based applications for documenting models. Traditional aids, like flip charts, the “plastic wall,” and paper-based modeling, are also used during modeling workshops. Core feature of Enterprise Modeling tools as well as a process for tool acquisition are also discussed in this chapter.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 6. E-Commerce Case Study

Abstract

This chapter discusses different aspects of a small business, which will serve as case study in this book. The case will be used for demonstrating and explaining various aspects of the 4EM method. The case is based on an imaginary company called “Accessories 4 you” (A4Y). A4Y is an e-commerce company specialized in accessories and jewelry with individual engravings. Sales and distribution of the products primarily are based on the company’s e-Shop (“online shop”), but A4Y also runs a conventional shop that offers services such as personal guidance, product demonstrations, and direct sales.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 7. Overview of the 4EM Method

Abstract

This chapter begins the description of the 4EM method by providing an introduction to the essential features and principles that will be examined in greater depth in Chaps. 8 and 9. “4EM” is an abbreviation of “For Enterprise Modeling.” The 4EM method is comprised of three core elements: a defined modeling procedure using a fixed notation, project organization and roles for performing an enterprise modeling project, and a participatory approach to involve enterprise stakeholders.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 8. Sub-models of 4EM

Abstract

This chapter presents the sub-models of the 4EM language as well as the basic principles of using them. The sub-models are the Goals Model, the Business Rules Model, the Concepts Model, the Business Process Model, the Actors and Resources Model, the Technical Components and Requirements Model, as well as the use of inter-model links that connect the sub-models. All sub-models will be presented with their components (notation), a guide for developing them (driving questions) and an example. As a running example we will use A4Y case described in Chap. 6.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 9. Project Organization and Roles

Abstract

The ability to carry out Enterprise Modeling in practice requires not only the basic methodological knowledge covered in Chaps. 7 and 8, but also suitable project organization in the enterprise in question. This chapter describes how a 4EM project should be set up in practice, including both the roles involved in the project team and the organizational prerequisites in the enterprise in question. It also illustrates typical project phases and discusses options for implementing the participatory approach. The principles and recommendations presented here apply to other EM approaches that share the same overlying philosophy of multi-perspective and participatory modeling.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 10. Supplying the Modeling Project with Competent Modeling Experts

Abstract

Human knowledge and competence is a critical resource for achieving the goals of EM. In particular, the competency of the modeling expert is a critical resource in EM application. Modeling experts are responsible for the effective adoption of a chosen method and for the project to reach its goals using the assigned resources. In this chapter, the necessary competency of experts in a modeling project is described. This includes competency related to modeling, competency related to managing EM projects and competency related to the different purposes of EM.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 11. Adoption of Enterprise Modeling

Abstract

Organizations usually begin using EM within the context of a development project of some sort, where an outside vendor and/or consultant provides the method and tool usage competence. If an organization uses EM sufficiently frequent it may be motivated to develop in-house EM competence and to acquire and adopt an EM method. This chapter discusses the process of acquiring an EM approach.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 12. Quality of Enterprise Models

Abstract

EM usually leads to organizational change and/or development. In some cases this change can be implemented without initiating bigger change projects or the introduction of IT support. In these cases the different models developed might be used only for documentation purposes. In the majority of the EM projects, the models created will be continuously refined, improved, and transformed and, hence, they need to be of high quality. This chapter discusses the notion of model quality and introduces selected techniques for model refinement.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 13. Reuse of Enterprise Models

Abstract

Enterprise Modeling projects create a great deal of models. They have various purposes, which have been previously discussed. Some are created only to capture a particular idea or document the discussion of the stakeholders. But the majority of models are created in a design situation and once completed they reflect good solutions and best practices for dealing with a specific business problem or corporate intention. As a result they have a value that extends beyond the boundaries of the project that created them. This value needs to be captured, packaged in a form that facilitates sharing, and then used when appropriate. Individual projects considering only their own goals may not have the need to reuse models or to design reusable models, but the company as a whole has to work efficiently and capitalize on past success by reusing models. This chapter introduces different reuse approaches in the context of enterprise modeling.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 14. Selected Enterprise Modeling Approaches

Abstract

Enterprise modeling approaches have been the subject of discussion and development in industry and academia during at least 30 years. Many approaches with different characteristics have been proposed and published; the 4EM method introduced in Chaps. 7–9 of this book is just one of them. This chapter briefly introduces some of these existing EM methods and compares them with 4EM. The purpose of this chapter neither is to provide an exhaustive list of approaches or methods nor to include all possible details and aspects in the comparison of 4EM with other methods. The intention is rather to show that 4EM in many aspects is a typical or exemplary modeling method, i.e., it is easy to switch from 4EM to another method, since many concepts and perspectives used in 4EM also are available in other methods.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 15. Frameworks and Reference Architectures

Abstract

Within the field of Enterprise Modeling, substantial work has been spent on defining frameworks and architectures. In comparison to EM methods (see Chap. 13), frameworks and architectures do not focus on procedures for the actual modeling process, notations, or modeling languages, but they address the modeling domain or the results of the modeling process. The frameworks and reference architectures introduced in this chapter are Zachman’s Framework, GERAM, and TOGAF.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Chapter 16. Outlook

Abstract

This book focuses on the fundamentals of Enterprise Modeling and has, in the preceding chapters, dealt with such topics as elicitation approaches, tools, quality aspects, and the 4EM method as a practical approach. However, the field of Enterprise Modeling is considerably broader than is possible to cover fully in an introductory book. This chapter is intended to provide an overview of a range of issues and additional content, including further technical aspects, additional ways of using models, and fields of application for Enterprise Modeling.

Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wißotzki

Backmatter

Title: Enterprise Modeling
Authors: Kurt Sandkuhl
Janis Stirna
Anne Persson
Matthias Wißotzki
Copyright Year: 2014
Publisher: Springer Berlin Heidelberg
Electronic ISBN: 978-3-662-43725-4
Print ISBN: 978-3-662-43724-7
DOI: https://doi.org/10.1007/978-3-662-43725-4

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