Your SlideShare is downloading. ×
Modeling Competition-driven Business Strategy for Business IT Alignment
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Modeling Competition-driven Business Strategy for Business IT Alignment

1,008

Published on

Business strategy aims at supporting the vision of an enterprise, …

Business strategy aims at supporting the vision of an enterprise,
by paving the way to achieve it through goals that direct the
strategy’s execution. Aligning business strategy to system requirements
requires explicit models from both business strategy and requirements
engineering. However, existing business strategy definition approaches
are informal and their syntax is based on natural language, therefore,
they cannot be used in model-driven alignment. An objective of our
research is to define a well-structured business strategy modeling language.
In this paper, we propose a business strategy meta-model based
on Porter’s work on competition driven strategy and its extension by
Stabell and Fjeldstad. Our UML meta-model is formalized in Telos and
OWL. An initial validation is performed by instantiating the meta-model
using a case scenario.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,008
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
63
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • Purpose: Facilitate modeling of strategies providing formal artifacts that currently are not existing Req. Analysts (less ambiguity, V&V) Enable mapping of business strategies to enterprise models (e.g. goal models, value models, process models) Req. Analysts and all involved in development (less ambiguity, method and notation independence, V&V) Improve IT alignment by linking business strategies to evolving system models Make strategy more concrete for alignment purposes Provide means of business strategy dissemination from top management across the enterprise and the opposite Supports Alignment Provide traceability that supports the identification of discrepancies between business strategy and everyday operations down to task level Also supports the dynamic needs of alignment Provide insight information to top management of the business performance Decision Makers (improved capability understanding [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • the Strategy Map template provides the main concepts Applications from literature provide conceptual variations emboddied through constrains Cardinality restrictions between classes both from the template and literature
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Jun 23, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • Transcript

    • 1. Modeling Competition-Driven Business Strategy for Business IT Alignment Busital 2011 Constantinos Giannoulis Michael Petit Jelena Zdravkovic
    • 2. Overview
      • Business-IT alignment; links to RE
      • Problem?
      • Our Goal & Purpose; towards a Unified Business Strategy Meta-Model (UBSMM)
      • Where we are today: Value Configuration
      • Future work
    • 3. Business-IT Alignment
      • Business-IT Alignment
      • Business strategy & IT strategy
      • Fit between business needs and IS priorities
      • Long time commitment & planning with impact on IT planning
      • focused use of IT: improved performance
      • Strategy links to RE
      • Context
      • Rationale for decisions
      • Resources
      • Decision making
    • 4. Problem System Development RE (Early/Late) Enterprise Models Business Strategy Goal Models Business-IT Alignment INSTAL B-SCP GQM
      • Alignment methods are rooted in IT and not Strategic Management
        • Critisized of being unrealistic and mechanistic
        • Dynamic business vs static IT
      • No use of distinct business strategy methods but only liberal use
      • In RE a few informal mappings exist
      • Business strategy is unknown or unclear/ambiguous (understanding gap)
    • 5. Our Goal
      • Build a unified meta-model for business strategy models (UBSM M ) to support existing business strategy approaches towards Business-IT alignment;
      • Analyz e the capabilities for linking UBSM M with languages for modeling system requirements to support alignment
    • 6. Our Goal
      • UBSMM: A meta-model with a pivot function that allows business strategy to be linked to enterprise models
      • Formalized with defined Semantics
      • Mapping between Business Strategy approaches & Goal Modeling techniques
      System Development RE (Early/Late) Enterprise Models Business Strategy Goal Models Business-IT Alignment INSTAL SMBSC B-SCP GQM Value Configuration Blue Ocean UBSMM
    • 7. Towards UBSMM
      • Business Strategy Meta-Models (Strategy Maps & Balance Scorecards, Value Configurations, Blue Ocean, etc.)
      • Formalization (OWL & Telos)
      • Concept Unification: UBSMM
      • Support alignment methods
      • Mappings to goal modeling notations (i*, KAOS, Tropos, etc.)
      • Validation via test cases
        • How does UBSM support/improve alignments methods?)
        • Mapping between strategy and development
    • 8. Where we are today
      • Business Strategy formalization
      • Strategy Maps and Balanced Scorecards
        • To UML meta-model
        • To OWL & Telos
      • Value Configuration
        • To UML meta-model
        • To OWL & Telos
      • provides:
      • consistency
      • correct instantiation
      • the process of formalizing raises unseen questions
      • properties & constraints are discovered
      • clear & unambiguous abstract syntax of our meta-model(s)
      • additional operations (model integration)
      • difusion and reusability
    • 9. Value Configuration The Value Chain The Value Shop The Value Network
    • 10. The Value Configuration Meta-model
    • 11. The Value Configuration Meta-model
      • Includes all main elements of the Value Chain, the Value Shop, the Value Network
        • Introduces explicitely fuzzy concepts such as fit, linkages, etc.
        • Limitation: other fuzzy elements are yet to be included such as trade-offs
      • Separates classes and instances (application)
      • Constraints expressed in a structured manner
    • 12. Formalization
      • Telos
      • Expressiveness of advanced constraints
      • Model checking supported by tools (conceptbase)
      • BUT cannot reason about the model and integrate others
      • OWL
      • Supports integration
      • Establish rules for mappings (OMG)
      • Advanced reasoning
      • Widely accepted and used
      • BUT derivation is not supported
    • 13. The Value Configuration meta-model in Telos
    • 14. The Value Configuration meta-model in OWL
    • 15. Value Configuration (Norwegian Police)
      • Captures the Strategic intent of the Police Investigation Unit
      • How does it create value
      • Aims at evaluating the intent
    • 16. Value Configuration in OWL (Norwegian Police)
    • 17. Value Configuration in Telos (Norwegian Police)
    • 18. Future Work
      • Conceptualize & Formalize more business strategy approaches
      • Unify the existing models for UBSMM
      • Integrate more business strategy methods
      • Validate UBSMM with cases
      • Map and evaluate how UBSMM can support/complement alignement methods
      • Map and evaluate how goal modeling languages (i*, KAOS, BMM, etc.) can express business strategy using UBSMM
    • 19. Questions?
      • Constantinos Giannoulis
        • [email_address]
        • http://constantinos.blogs.dsv.su.se /
      • Jelena Zdravkovic
        • [email_address]
        • http://jelena.blogs.dsv.su.se/
      • Micha ë l Petit
        • [email_address]
        • http://www.fundp.ac.be/universite/personnes/page_view/01002983/

    ×