Modeling Strategy Maps & Balanced Scorecards using i*

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  • [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • Strategy Maps and Balanced Scorecards (why?) A mediator between Mission, core values, Vision and Strategy to concrete operational actions using a a visual representation (template) [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • [Title of the course] Nov 16, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.
  • Modeling Strategy Maps & Balanced Scorecards using i*

    1. 1. Modeling Strategy Maps & Balanced Scorecards using i* Constantinos Giannoulis Jelena Zdravkovic
    2. 2. Overview <ul><li>Scope of Work & Motivation </li></ul><ul><li>Background </li></ul><ul><li>Mappings </li></ul><ul><li>Case Scenario </li></ul><ul><li>Discussion </li></ul><ul><li>Future work </li></ul>
    3. 3. Scope of Work & Motivation <ul><li>Business-IT alignment: Understanding gap </li></ul><ul><ul><li>Business Strategy unknown to IT </li></ul></ul><ul><ul><li>Traceability of strategy to IT; changes? </li></ul></ul><ul><li>Unified Business Strategy Meta-model (UBSMM) </li></ul><ul><ul><li>Formalize and Unify business strategy formulations </li></ul></ul><ul><ul><ul><li>Complement existing alignment methods on the strategy side </li></ul></ul></ul><ul><ul><ul><li>Allow mappings between Strategy and Enteprise models </li></ul></ul></ul>
    4. 4. Background <ul><li>Strategy Maps & Balanced Scorecards (SMBSC) </li></ul><ul><li>Models business strategy </li></ul><ul><li>Addresses goals across one organization </li></ul><ul><li>i* </li></ul><ul><li>Primarily used within RE </li></ul><ul><li>Addresses goals of actors </li></ul>
    5. 5. Background: SMBSC
    6. 6. <ul><li>Strategy Maps </li></ul><ul><li>Four organizational perspectives of Balanced Scorecards (BSC): financial, customer, internal, learning and growth </li></ul><ul><li>Both external & internal (all business activities) </li></ul><ul><li>Structure: Cause-effect links/assumptions </li></ul><ul><li>Build top-down (causality is bottom-up) </li></ul><ul><li>Communicate direction and priorities </li></ul><ul><li>Balanced Scorecards </li></ul><ul><li>Objectives </li></ul><ul><li>Measures, </li></ul><ul><li>Targets, </li></ul><ul><li>Actions/Action Plan, budget, etc. </li></ul>Background: SMBSC
    7. 7. Background: The SMBSC Meta-model (Giannoulis et al., 2011)
    8. 8. <ul><li>Includes all elements of Strategy Maps and BSC </li></ul><ul><li>Generalizes some elements for applicability (Groups) </li></ul><ul><li>Introduces explicitely user defined groups and perspetives </li></ul><ul><li>Separates classes and instances (application) </li></ul><ul><li>Constraints expressed in a structured manner </li></ul>Background: The SMBSC Meta-model
    9. 9. Background: The i* unified Meta-model (Lucena et al., 2008)
    10. 10. <ul><li>Includes all elements of i* </li></ul><ul><li>Captures two variants of i* </li></ul><ul><ul><li>i*/Trento </li></ul></ul><ul><ul><li>i*/Yu </li></ul></ul>Background: The i* unified Meta-model (Lucena et al., 2008)
    11. 11. Mappings SMBSC i* Strategy Map SD, SR Group Perspective Group Type Actor Goal Goal Soft-goal Objective Goal Measure - Milestone Goal Target Goal Initiative Task Plan Resource Theme Critical Dependencies
    12. 12. Case Scenario: ABB Industrie, PF Unit (Ahn, 2001)
    13. 13. Case Scenario: The SD model
    14. 14. Case Scenario: The SR model
    15. 15. Case Scenario: ABB Industrie, PF Unit
    16. 16. <ul><li>i* used for early RE can benefit from strategical input via our mappings, </li></ul><ul><li>Supports the identification of sets of goals need to be met by particular IT project that influence strategy as inititiatives in SMBSC. Then refined into IT project goals, </li></ul><ul><li>Both variants of the i’ meta-model are supported </li></ul>Discussion: on the mappings
    17. 17. <ul><li>Measures have not been mapped to i*, though implicitely used when expressing goals in i* originating from SMBSC milestones and targets (e.g. End of 1st year: 1 realized process optimization , etc.), </li></ul><ul><li>Sequences; objectives, milestones, targets in SMBSC are not supported in i*; Precedence links could facilitate and not result the multiple mean-end links, </li></ul><ul><li>Means-end links: some variants of i* allow them between goals (i* meta-model), whereas i* wiki does not, </li></ul><ul><li>Using i* for SMBSC provides orDecompositions (i* meta-model), allowing to express possible alternatives for initiatives, </li></ul><ul><li>i*’s contribution links could be used in SMBSC to identify possible conflicts, synergies, etc. </li></ul>Discussion: overall
    18. 18. <ul><li>Evaluate the mappings with cases including both strategy and RE </li></ul><ul><li>Provide Mappings towards other formalized business strategy formulations, such as the Value Configuration. </li></ul>Future Work
    19. 19. <ul><li>Constantinos Giannoulis </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>http://constantinos.blogs.dsv.su.se / </li></ul></ul><ul><li>Jelena Zdravkovic </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>http://jelena.blogs.dsv.su.se/ </li></ul></ul>Questions?
    20. 20. <ul><li>(Giannoulis et al., 2011) Giannoulis, C., Petit, M., Zdravkovic, J.: Modeling Business Strategy: A Meta-model of Strategy Maps and Balance Scorecards. In: 5th IEEE International Conference on Research Challenges in Information Science (RCIS2011) (2011) </li></ul><ul><li>(Lucena et al., 2008) Lucena, M., Santos, E., Silva, C., Alencar, F., Silva, M.J., Castro, J.: Towards a unified metamodel for i*. In: 2nd International Conference on Research Challenges in Information Science (RCIS 2008), pp.237–246 (2008) </li></ul><ul><li>(Ahn, 2001) Ahn, H.: Applying the Balanced Scorecard Concept: An Experience Report. Long Range Planning, vol. 34, pp. 441-461 (2001) </li></ul>References

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