Enterprise Modeling and Computing with UML Peter Rittgen University College of Borås, Sweden IdEa GroUp pUbLIshInG Hershey • London • Melbourne • Singapore Acquisition Editor: Michelle Potter Senior Managing Editor: Jennifer Neidig Managing Editor: Sara Reed Development Editor: Kristin Roth Copy Editor: Angela Thor Typesetter: Marko Primorac Cover Design: Lisa Tosheff Printed at: Integrated Book Technology Published in the United States of America by Idea Group Publishing (an imprint of Idea Group Inc.) 701 E. Chocolate Avenue Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533-8661 E-mail: [email protected] Web site: http://www.idea-group.com and in the United Kingdom by Idea Group Publishing (an imprint of Idea Group Inc.) 3 Henrietta Street Covent Garden London WC2E 8LU Tel: 44 20 7240 0856 Fax: 44 20 7379 3313 Web site: http://www.eurospan.co.uk Copyright © 2007 by Idea Group Inc. All rights reserved. No part of this book may be reproduced in any form or by any means, electronic or mechanical, including photocopying, without written permission from the publisher. Product or company names used in this book are for identification purposes only. Inclusion of the names of the products or companies does not indicate a claim of ownership by IGI of the trademark or registered trademark. Library of Congress Cataloging-in-Publication Data eISBN British Cataloguing in Publication Data A Cataloguing in Publication record for this book is available from the British Library. All work contributed to this book is new, previously-unpublished material. The views expressed in this book are those of the authors, but not necessarily of the publisher. Enterprise Modeling and Computing with UML Table of Contents Foreword........................................................................................................................vi Preface............................................................................................................................ix Section.I:.UML.Extensions.for.Enterprise.Modeling Chapter.I Extending.UML.to.Support.Business.Activity.Modeling...........................................1 Lars Bækgaard, Aalborg University, Denmark Chapter.II Modeling and Specification of Collaborative Business Processes with an MDA Approach and a UML Profile..............................................................13 Pablo David Villarreal, CDIDI - Universidad Technológica Nacional, Argentina Enrique Salomone, INGAR-CONICET, Argentina Omar Chiotti, Universidad Technológica Nacional & INGAR-CONICET, Argentina Chapter.III Enterprise.Modeling.with.the.Joint.Use.of.User.Requirements. Notation.and.UML.......................................................................................................46 Anna Medve, Pannon University, Hungary Section.II:.UML.as.Meta-Language.for.Enterprise.Modeling Chapter.IV Enterprise Architecture Modeling with the Unified Modeling Language.......................................................................................................................69 Pedro Sousa, Technical University of Lisbon, Portugal Artur Caetano, Technical University of Lisbon, Portugal André Vasconcelos, Technical University of Lisbon, Portugal Carla Pereira, Link Consulting, S.A., Portugal José Tribolet, Technical University of Lisbon, Portugal Chapter.V Adaption.of.the.UML.to.Formalized.Software.Development.Process.Assessment. and.Modeling:.Dedicated.Metamodel.and.Case.Study............................................97 Stefan Dietze, Fraunhofer Institute for Software and Systems Engineering ISST, Germany Chapter.VI Enterprise.Modeling.with.ODP.and.UML...............................................................115 Sandy Tyndale-Biscoe, Open-IT Limited, UK Antonio Vallecillo, University of Málaga, Spain Bryan Wood, Open-IT Limited, UK Section.III:.Enterprise.Modeling.Frontends.for.UML Chapter.VII A.Language-Action.Approach.to.the.Design.of.UML.Models...............................138 Peter Rittgen, University College of Borås, Sweden Chapter.VIII Using.UML.Notation.for.Modeling.Business.Interaction.......................................156 Sandra Haraldson, University College of Borås, Sweden Mikael Lind, University College of Borås, Sweden Jan Olausson, University College of Borås, Sweden Section.IV:.Applying.UML.in.Enterprise.Modeling Chapter.IX Using.UML.for.Reference.Modeling........................................................................174 Peter Fettke, Institute for Information Systems (IWi) at the German Research Center for Artificial Intelligence (DFKI), Germany Peter Loos, Institute for Information Systems (IWi) at the German Research Center for Artificial Intelligence (DFKI), Germany Jörg Zwicker, Institute for Information Systems (IWi) at the German Research Center for Artificial Intelligence (DFKI), Germany Chapter.X Modeling the Resource Perspective of Business Processes by UML Activity Diagram and Object Petri Net..........................................................206 Kamyar Sarshar, Institute for Information Systems (IWi) at the German Research Center for Artificial Intelligence (DFKI), Germany Peter Loos, Institute for Information Systems (IWi) at the German Research Center for Artificial Intelligence (DFKI), Germany Section.V:.Quality.and.Consistency.in.Enterprise.Modeling Chapter.XI Merging.and.Outsourcing.Information.Systems.with.UML..................................234 Herman Balsters, University of Groningen, The Netherlands Chapter.XII Verification and Validation of Nonfunctional Aspects in Enterprise Modeling.....................................................................................................................261 András Pataricza, Budapest University of Technology and Economics, Hungary András Balogh, Budapest University of Technology and Economics, Hungary Lázló Gönczy, Budapest University of Technology and Economics, Hungary About the Authors......................................................................................................304 Index............................................................................................................................311 vi Foreword This book is important: I will tell you why. I will also say a few words about me so that you get an idea of this person advising you on how to spend your time. Finally, I will outline my wishes about the direction I would like the future research on enterprise model- ing to take. In general terms, this book is focused on tools for the management and change of enterprises. The basis for this is the systems approach: viewing the enterprise itself as the main enterprise system, with the information system as a subsystem. The general idea is that we have to be able to grasp both the enterprise system and the information system in a thorough and comprehensive way to be able to manage change. If we do not know anything about the “enterprise boat,” it sure is risky to try and steer it. This book outlines some indi- vidual tools and methods on how to get optimum ideas about the “enterprise boat” with all its information systems. To be able to grasp both the enterprise system and the information system, we have to apply modeling languages. These modeling languages are used to pro- duce models of the modeled systems. These models, in turn, can be employed as tools both for integration, that is, making it easier to merge different parts of systems together, and for comprehension, making it easier to gather relevant aspects of the modeled systems. This is of major importance simply because if we cannot coordinate the different parts of the enterprise boat, it will be almost impossible to steer it. More seriously, if we do not have a good comprehensive view of the boat, we do not know what it is exactly that we are steering. And moreover, we do not know how to steer and how to improve the steering information systems. Today many enterprises are more or less blind, and they survive more by pure luck than by using rational thinking and tools. More than that, communication between the people building and maintaining information systems and the people building and maintaining the enterprise is often poor. New tools and a new way of thinking are needed. This is why this book is so important. Then, who am I that you should trust such bold statements? First, from a more theo- retical point of view, you might know that I have been a coworker with C. West Churchman who, for many people, is the main designer of the systems approach to enterprise manage- ment. When he was invited as the keynote speaker of a major conference, he wrote to me and asked if I could go there in his place, since as he said “You can say this as well as I can vii do.” So I have taken that as proof that I am a systems thinker. From a practitioner’s point of view, I have been working with big companies, banks, and cities in Europe for the last 15 years. I have been very much involved in the new type of IT applications where customers and other stakeholders are directly involved in what we nowadays call communities and e-power infrastructure. Against this background, I can see a desperate need to develop better languages able to overcome the barriers between the more technically oriented IT system builders and the more economically oriented enterprise management builders. The book accepts this chal- lenge and presents state-of-the-art ideas and solutions. What I foresee as becoming increasingly important in the future is the modeling of customer requirements and their integration into the language. Successful companies of today are well into the thinking that their customers are coproducers of value that becomes manifest in services and products. What I also observe is that the general direction of the work presented in this book goes towards trying to develop and design a more common modeling language that can be used by more people more easily. In my opinion, this aspect is of growing importance. Maybe someone will oppose, putting forward the argument that it is important to have many languages because they all contribute by emphasizing a special view of reality, and only in their entirety can they provided a comprehensive picture. According to the systems approach developed by Churchman and others (Ackoff, 1981; Checkland, 1988; Churchman, 1968; Mitroff & Mason, 1981), this is not enough. Every view also relates to possible actions and solutions, and these are of different values for different stakeholders. In order to act or steer the enterprise boat, someone will have to select or codesign (Albinsson & Forsgren, 2005; Forsgren, 1991) the acting model and the modeling language behind, though. Without this creative and ethical step, the enterprise will be hard to steer, as this book shows. Following this line of thinking, we have to try to codesign better modeling languages, always keeping in mind that acting models have to be challenged. For that reason, we also have to design better arenas for the codesign of new acting models. This book can be regarded as such an arena, and the aim is to codesign better acting- modeling languages. The reflective reader will ask how we can judge whether one model- ing language is better than another. A crucial question, indeed, and I look forward to more discussions about that. Olov Forsgren Sjuhärad Swedbank Distinguished Professor University College of Borås, Sweden REFERENCES Ackoff, R. L. (1981). Creating the corporate future. New York: Wiley. Albinsson L. & Forsgren, O. (2005). Codesign metaphors and scenarios — two elements in a design language for codesign. In Proceedings of the 10th International Conference on the Language Action Perspective, Kiruna, Sweden (pp. 131-1380). Checkland, P. B. (1988). Soft systems methodology: An overview. Journal of Applied Sys- tems Analysis, 15, 27-30. Churchman, C. W. (1968). The systems approach. New York: Dell Publishing. viii Forsgren, O. (1991) Coconstructive computer applications: Core ideas and some complemen- tary strategies in the development of a humanistic computer science. In M. Bazewicz (Ed.), Information systems architecture and technologies — ISAT’91 (pp. 45-53). Politechnika Wroclawska, Wroclaw. Mitroff, I. I., & Mason, R. O. (1981). Creating a dialectical social science. Dordrecht, The Netherlands: Reidel. ix preface Although enterprise modeling as a discipline is relatively young, enterprises have been using models to describe their business for quite some time. A business plan, for example, can be seen as a first-draft model of a business yet to be founded. And already at this early stage, we need something tangible to go upon: Potential investors and banks want to know about the chances and the risks of this new endeavor. Government agencies require some information in this model for deciding on approval. Likewise, business associates and top-level managers are interested in such a model. During a company’s life, many more models come into play, very often in the context of planning situations: Production plans, marketing plans, project plans, personnel schedules, organizational charts, and so on. En- terprise modeling adds to those only two new aspects: comprehensiveness and integration. Comprehensiveness means that the set of all enterprise models covers the whole enterprise, that is, allows us to see the business from all relevant perspectives. Integration forces us to make sure that the models form a network of tightly coupled units that support each other. For example, if two models represent different views on an enterprise but overlap partially, that is, they contain descriptions of the same part of reality, then the overlapping parts should be consistent with each other, that is, the two descriptions must coincide. Achieving comprehensiveness and integration in modeling is an ambitious task, and for many companies enterprise modeling is therefore rather a vision than reality. But the development towards that vision is driven by real forces. These forces have their origin in a changing economic environment that requires companies to respond at such a pace that change has become a constant process rather than an occasional endeavor. Among these changes is the increasing complexity of products and services that leads to value networks that mirror this complexity. Increased product complexity is in turn the result of any of the following factors (or a combination thereof): • Technological advancement • Additional product features • New combinations of services • Additional product-related services • New or improved services • Aggregated products x In other words, in order to provide an “attractive” package of complementing products and services to the market, enterprises often have to join forces because they cannot manage the inherent complexity of that task themselves. They do so by forming value networks, that is, by collaborating closely in a way that goes beyond the traditional value chain. These networks are relatively instable. They are formed, restructured, and abandoned to adapt to the changing needs of the market. For each organization in such a network, this has, naturally, a substantial impact on almost all aspects of their business. Changing supplier relations af- fect procurement processes; changing customer relations affect sales and marketing. In the same way, changing characteristics of products and services affect production and service provision. Managing organizational changes of that magnitude requires a new form of knowl- edge. This knowledge is organized in a discipline called enterprise engineering (Davenport & Short, 1990; Fox, Gruninger, & Zhan, 1994; Gustas & Gustiene, 2004; Jochem, 2002). It provides the methods and tools to align the business processes with the strategic goals of the organization and the requirements posed by network partners. Like in other engineering disciplines, blueprints of the system to be engineered are at the heart of enterprise engineer- ing. These blueprints, called models, are a prerequisite of any engineering activity such as the design of a new organization or the redesign of an existing one. They are provided by a discipline called enterprise modeling (Barrios & Nurcan, 2004; Fox, 1994; Fox, Bar- buceanu, & Gruninger, 1996; Fox, Barbuceanu, Gruninger, & Lin, 1998; Fox & Gruninger, 1998; Gruninger & Fox, 1996; Jureta & Faulkner, 2005; Liles & Presley, 1996; Shinkawa & Matsumoto, 2001). Enterprise modeling provides a number of potential benefits such as better understanding of the enterprise, support for information systems development, more flexibility in organizational design, and a solid foundation for reorganizing the business. According to ATHENA (2004), enterprise modeling can be structured in three parts: • Enterprise frameworks and architectures • Enterprise modeling languages • Other approaches by industrial initiatives, standardization bodies, and organizations working on enterprise modeling concepts An enterprise framework is “a fundamental structure which allows defining the main sets of concepts to model and to build an enterprise” (ATHENA, 2004). Some frameworks are used for integrating enterprise modeling, others for integrating enterprise applications. Among the frameworks that address integrated enterprise modeling are • The Zachman Framework (Sowa & Zachman, 1992; Zachman, 1987) • The GERAM (generalised enterprise reference architecture and methodology) Frame- work (Bernus & Nemes, 1996) • The GRAI.(graphs with results and activities interrelated) Framework (Chen & Dou- meingts, 1996; Doumeingts, Vallespir, & Chen, 1998) • The ARIS (achitecture of integrated information systems) Framework (Scheer, 1999a, 1999b) • The CIMOSA (computer integrated manufacturing open systems architecture) Frame- work (ESPRIT Consortium AMICE, 1993; Zelm, 1995) • The DoDAF (Department of Defense architecture framework) Architecture Methodol- ogy (DoD, 2003a, 2003b)