Enterprise Modeling: Facilitating the Process and the People PDF
Preview Enterprise Modeling: Facilitating the Process and the People
Janis Stirna Anne Persson Enterprise Modeling Facilitating the Process and the People Enterprise Modeling (cid:129) Janis Stirna Anne Persson Enterprise Modeling Facilitating the Process and the People JanisStirna AnnePersson DepartmentofComputerand SchoolofInformatics SystemsSciences UniversityofSkövde StockholmUniversity Skövde,Sweden Kista,Sweden ISBN978-3-319-94856-0 ISBN978-3-319-94857-7 (eBook) https://doi.org/10.1007/978-3-319-94857-7 LibraryofCongressControlNumber:2018949605 ©SpringerInternationalPublishingAG,partofSpringerNature2018 Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpartofthe materialisconcerned,specificallytherightsoftranslation,reprinting,reuseofillustrations,recitation, broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmissionorinformation storageandretrieval,electronicadaptation,computersoftware,orbysimilarordissimilarmethodology nowknownorhereafterdeveloped. Theuseofgeneraldescriptivenames,registerednames,trademarks,servicemarks,etc.inthispublication doesnotimply,evenintheabsenceofaspecificstatement,thatsuchnamesareexemptfromtherelevant protectivelawsandregulationsandthereforefreeforgeneraluse. The publisher, the authors and the editors are safe to assume that the advice and information in this bookarebelievedtobetrueandaccurateatthedateofpublication.Neitherthepublishernortheauthorsor theeditorsgiveawarranty,expressorimplied,withrespecttothematerialcontainedhereinorforany errorsoromissionsthatmayhavebeenmade.Thepublisherremainsneutralwithregardtojurisdictional claimsinpublishedmapsandinstitutionalaffiliations. ThisSpringerimprintispublishedbytheregisteredcompanySpringerNatureSwitzerlandAG Theregisteredcompanyaddressis:Gewerbestrasse11,6330Cham,Switzerland Preface For a number of years now, methods, techniques, and practices for Enterprise Modeling (EM) have been a very important part of our professional lives. We strongly believe that modeling is a key technique for understanding, capturing, andcommunicatingorganizationalknowledge,andwealsobelievethatitiscrucial forsuccessfullymasteringchangeandinnovationprocessesinenterprises. WehavealwaystakengreatinterestinthepracticalaspectsofEnterpriseModel- ing,eversincewebothstartedworkingonourdoctoralthesesonthissubjectmore than20yearsago.Sincethen,wehavecollectedsubstantialexperienceandresearch- based knowledge on the dos and don’ts of EM in different contexts and on the conditions necessary for EM to reach its full potential. A large portion of our experiencesandknowledgeiscollectedinthisbook. The idea for this book emerged from our observation that it takes considerable timetobecomeahighlyprofessionalEMpractitionerandthatlearningthedosand don’ts of the practice often is a matter of learning by committing costly mistakes yourselfand/orbeingdependentonhavingahighlyexperiencedmentoravailable,of whichthereisashortage.BooksonthetopicofEMpracticehavenotbeenavailable. Wethereforedecidedtocollectourexperienceandknowledgeinthisbook. Thisbookwouldnothavebecomearealitywithoutthesupportofmanypeoplein ourpersonalandprofessionalenvironments. First of all, we would like to thank all colleagues and friends who actively contributed to the development of the “For Enterprise Modeling” (4EM) method anditspredecessor,EnterpriseKnowledgeDevelopment(EKD),whichincludenot onlyamodelinglanguagebutaprocessforEnterpriseModelingaswell.Experience fromworkingwiththosemethodsisthefoundationthatthisbookrestsupon.Since thelistofpeoplewouldbeverylongwiththeimminentdangerthatwewouldforget someone, we just want to mention Prof. Emeritus Janis Bubenko Jr. at the Royal InstituteofTechnology(Sweden)whohasinspiredusgreatly. When it comes to the process of modeling, and in particular how to facilitate modeling sessions, we want to acknowledge Christer Nellborn, Hans Willars, and v vi Preface Björn Nilsson, who are good examples of truly professional EM practitioners. Thanksforsharingyourknowledgeandideaswithus! Thisbookcomplementsthebookonthe4EMmethodthatwewrotetogetherwith our colleagues Prof. Kurt Sandkuhl at the University of Rostock (Germany) and Dr. Matthias Wißotzki at the University of Wismar (Germany). A special thanks goestoyou. Furthermore,wewouldliketothankourcolleaguesinJönköping,Riga,Rostock, Skövde,Stockholm,andValmierawhoteachEnterpriseModelingandwhocontrib- uted ideas, improvement proposals, and practices in many fruitful discussions and jointmodelingsessions.Youallknowwhoyouare! Moreover,wewouldliketothankfellowresearchersandpractitionersthatwork intheareaofEnterpriseModelingandinrecentyearshavebeenpartofformingan activecommunityundertheauspicesoftheIFIPWorkingGroup8.1onDesignand Evaluation of Information Systems and more specifically the Working Conference onthePracticeofEnterpriseModeling(PoEM).Manyideaspresentedinthisbook havebeenputforwardfordiscussionwithourpeersattheseforums. Kista,Sweden JanisStirna Skövde,Sweden AnnePersson May2018 Contents 1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 BackgroundtoEnterpriseModelingandtoRelatedElicitation Approaches. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 3 TypicalOrganizationalProblemsandHowParticipatory EnterpriseModelingHelps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 4 AnExampleofanEnterpriseModelingMethod:4EM. . . . . . . . . . 51 5 TheProcessofEnterpriseModeling. . . . . . . . . . . . . . . . . . . . . . . . 65 6 RolesandCompetencesinanEnterpriseModelingProject. . . . . . . 93 7 TypesofOrganizationalStakeholderBehaviorsinParticipatory ModelingandHowtoDealwithThem. . . . . . . . . . . . . . . . . . . . . . 113 8 ManagingSituationsandRelatedContingenciesinFacilitated EnterpriseModelingSessions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 9 ToolsforParticipatoryEnterpriseModeling. . . . . . . . . . . . . . . . . . 149 10 ParticipatoryModelinginRelationtoOtherModelingFrameworks andLanguages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 11 HowtoBecomeaProfessionalEnterpriseModelingPractitioner. . 183 12 OutlookonthePracticeandResearchofParticipatoryEM. . . . . . 191 Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201 vii Chapter 1 Introduction Modeling has become a widespread activity in enterprises. Strategy development, business process mapping, requirements engineering, product development, enter- prise architecture management, and information system (IS) design are just a few examplesofactivitiesthatbenefitfromamodel-basedwayofworkingandknowl- edge representation in the form of models. In practice, more and more people in organizationsareinvolvedinmodelingactivitiesthataddressvariousorganizational problems. The models are usually relayed to business and IT development or improvement of the quality of business operations. Such modeling tasks can be addressed from a number of perspectives, such as strategy (goals, challenges, opportunities,capabilities),businessoperations(processes,actors,resources),infor- mation (business concepts, products), information technology (requirements, com- ponents), etc. However, to develop effective solutions and to ensure they fit in the organization,alloftheseperspectivesneedtobeanalyzedinanintegratedway.For example,businessprocessesshouldsupportgoals,managetheinformationobjects, andmotivaterequirementsforsupportinginformationsystems.Thisintegratedand multi-perspectivewayofcapturingandanalyzingenterprisesolutionsisatthecore of Enterprise Modeling (EM). EM offers a practical and flexible set of work pro- cedures,tools,andpractices,whichcanbeadaptedtothesituationathandandtothe purposeinfocus. The growing applicability ofEMwas thereason that we wrote a book on EM with a specific method “For Enterprise Modeling” (4EM) in focus (Sandkuhletal.2014).Accordingtothatbook,EnterpriseModelingisastructured way of working, which captures various aspects of an organization or a problem situation, such as business goals, processes, and actors, in an integrated way. EM contributes to the management of an organization by supporting change manage- ment, decision-making, and planning processes both within the different organiza- tionalfunctionsandforitsITsupport. Inpractice,modelingactivitiesofteninvolvegroupsofpeople,whichmeansthe modelsarecreatedinaparticipatoryway.Itisalsothecasethatnotallparticipants are experienced in modeling. To be efficient, such participatory modeling sessions needthesupportofdedicatedpersonswhoknowhowtoorganizeamodelingproject ©SpringerInternationalPublishingAG,partofSpringerNature2018 1 J.Stirna,A.Persson,EnterpriseModeling, https://doi.org/10.1007/978-3-319-94857-7_1 2 1 Introduction Common picture in a mutually agreed language and model gives effectiveness Fig.1.1 Differencesofstakeholderviewsandperceptions.©JoakimÖrvander(2014).Reprinted withpermission andmodelingsessions,howtomanagediscussionsduringamodelingsession,and what aspects influence the success and efficiency of modeling in practice. Hence, thisbookisabouttheprocessofmanagingmodelingprojectsandthefacilitationof participatorymodelingsessionsaswellastheactivitiesthatarerelatedtofacilitation. Intheparticipatoryapproachtomodeling,thestakeholders—undertheguidance of a facilitator—create models to solve previously defined problems in modeling sessions.Thefacilitatorensuresthatthestakeholdersinvolvedcanfocuscompletely onsolvingtheproblem,withouttheneedtolearnthesyntaxofamodelinglanguage first. The participatory approach also allows the model to consolidate and include various stakeholder views and perspectives on the same modeling problem. For example,Fig.1.1showsthreepeopleperceivingthesamecompanyinthreedifferent waysthatareinfluencedbytheirbackgroundandroleinthecompany,forexample, asanorganizationalhierarchy,ascashflow,orasproductionline.Theparticipatory 1 Introduction 3 approach is based on the assumption that all three (and probably many more) viewpoints need to be investigated and aligned in order to develop well-fitting solutionstothisenterprise. Due to the participatory approach, the outcome of a modeling project not only includes the models that are developed and the decisions or changes made in the enterprisebutalsoresultsinstakeholdershavingabetterandjointunderstandingof theproblemanditssolutionandoftenabetterunderstandingoftheirownenterprise andtheirrolesinit.Incontrast,modelingresultscreatedbyanalystsonthebasisof knowledgediscoveredbythemoretraditionalmethodsofelicitationdonotleadto these positive effects. Even if the models themselves are marvelous, additional efforts need to be spent in convincing decision-makers and other stakeholders to accept the solutions they convey and to commit to the implementation efforts the modelsrequire.Nomatterhow experienced theanalystsareandhow thoroughthe elicitationprocess has been, models created in theanalyst-driven way risk missing important aspects and details of the organization. This might further restrict their usefulnesstotheorganization. Concerningterminology,“enterprise”issometimesusedforprivateorganizations only.Inthisbook’sinterpretationofEnterpriseModeling,thetermisnotlimitedto anyspecifickindoforganization.EMisequallyapplicabletopublicorganizations, industrial enterprises of any domain, privately run businesses, as well as nonprofit organizations. Hence, we will use “enterprise” and “organization” as synonyms whenaspecificformofownershipisunimportanttospecify.Wewilluse“company” incaseswhereitisimportanttospecifythatitisaprivatelyownedcompany. IntermsofhowbroadtheEMeffortshouldbe,theremightbeamisconception thatEnterpriseModelingmeansmodelingthewholeenterprise.Thisdoesnotalways havetobeso—EMmostoftenfocusesonlyoncertainpartsorproblemareasofthe organization.IdentifyingwhatthefocusofanEMprojectshouldbeispartoftheEM process. ThetermBusinessModelingissometimesusedasasynonymtoEM.Inprinci- ple,BusinessModelingcovers abroaderrange ofapproachesoriginating inopera- tionsresearch,economics,managementstudies,andinformationsystems.Enterprise Modeling as addressed in this book and in Sandkuhl et al. (2014) has two main characteristics:(1)itfocusesonaddressingmultipleperspectivesofanenterprisein an integrated way and (2) it offers a set of practical guidelines for knowledge acquisition,modeling,andanalysis. The stance taken in this book concerning the EM process is that the quality of models and the effect of modeling are enhanced if a participatory approach to stakeholder involvement is adopted. By participatory approach we mean a process thathasthefollowingcharacteristics: – Ithasadefinedwayofworking,forexample,intheformofmethodologicalsteps to set up and carry out modeling sessions and report the modeling project, followingexplicitprinciplesofstakeholderinvolvement. – It has a group of stakeholders responsible for the knowledge that goes into the model.
Description:The list of books you might like
