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CHOOSE: Enterprise Architecture for Small and Medium Sized Enterprises

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A guest lecture given in 2nd Master Commercial Engineering at the University of Ghent about the CHOOSE approach for Enterprise Architecture for Small and Medium Sized Enterprises.

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CHOOSE: Enterprise Architecture for Small and Medium Sized Enterprises

  1. 1. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION Enterprise Architecture for Small and Medium-Sized Enterprises Maxime Bernaert Promoter: Prof. Dr. Geert PoelsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  2. 2. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION Draw your houseGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  3. 3. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  4. 4. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  5. 5. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  6. 6. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  7. 7. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  8. 8. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION Draw your companyGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  9. 9. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  10. 10. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  11. 11. FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  12. 12. Enterprise Architecture FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  13. 13. Enterprise Architecture FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  14. 14. Enterprise Architecture FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATIONGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27/11/2012
  15. 15. Enterprise ArchitectureEnterprise Architecture (EA)1: a holistic approach to keep things aligned in a company (IT - business, operations - strategy)Holistic overview:  Optimization of the company as a whole (essentials are more stable than specific solutions)  Strategy --> Operations  Understood by all those involved1Lankhorst M (2009) Enterprise Architecture at Work: Modelling, Communication and Analysis.Springer-Verlag, New YorkGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 15
  16. 16. Enterprise ArchitectureGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 16
  17. 17. Enterprise ArchitectureGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 17
  18. 18. Enterprise ArchitectureSome advantages:  Common architecture from multiple stakeholders  Overview with different viewpoints  Testing environment  Analysis and optimization  Change impact analysis  Find best-fitted ERP systemGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 18
  19. 19. Enterprise Architecture for SMEsSmall and Medium-Sized Enterprises2  European definition • <= 250 employees • Annual turnover <= 50 million euros or total assets <= 43 million euros2European Commission (2003) Recommendation 2003/361/EC: SME Definition. Official Journal ofthe European Union 46 (L 124) (6)Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 19
  20. 20. Enterprise Architecture for SMEsSmall and Medium-Sized Enterprises  Important for economy3 • 20.8 million SMEs in Europe (99.8% of all companies) • 19.2 million micro enterprises (<= 10 employees, turnover <= 2 million euros or total assets <= 2 million euros) • 70% of European jobs, 58.4% of gross production3European Commission (2010) Are EU SMEs Recovering from the Crisis? Annual Report on EUSmall and Medium Sized Enterprises 2011Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 20
  21. 21. Enterprise Architecture for SMEsEA for SMEs???4,5  Not known in SMEs  Not used in SMEs4De Nil S, Deprost E, Bernaert M, Poels G (2012) Van Strategie tot Procesmodellering in Kleine enMiddelgrote Organisaties: Een Exploratief Onderzoek. University of Ghent, Ghent5Devos J (2011) IT Governance for SMEs. University of Ghent, GhentGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 21
  22. 22. Enterprise Architecture for SMEsProblems faced by SMEs  Lack of structure and overview in the company6 100% Survival Rate 70% 50% 33% 25% 0 2 5 10 15 Year6OGorman C (2001) The Sustainability of Growth in Small- and Medium-Sized Enterprises. Int JEntrep Behav Res 7 (2):60-75Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 22
  23. 23. Enterprise Architecture for SMEsProblems faced by SMEs  ERP adoption (fit with current business)?  Communication (processes, strategy)?  Concrete job description?  Strategy and processes change (alignment?)  Asses impact of changes?  Different stakeholders?  New CEO?  Knowledge as a production factor?Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 23
  24. 24. Enterprise Architecture for SMEsSolutions provided by EA  Easier to find a suitable ERP system  Processes and strategy are explicitly modeled  Job description can be queried  Processes are explicitly linked with strategy  Different domains are interrelated  Stakeholders are linked with their goals  Knowledge of CEO can be made explicit  Entrepreneurial knowledge can be sharedGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 24
  25. 25. Enterprise Architecture for SMEsEA for SMEs???  Not known in SMEs  Not used in SMEs  Adoption modelsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 25
  26. 26. Adoption ModelsTechnology Acceptance Model7  Most referred model for information technology adoption  Perceived usefulness: the degree to which a person believes that using a particular system would enhance his or her job performance  Perceived ease of use: the degree to which a person believes that using a particular system would be free of effort7DavisFD (1989) Perceived Usefulness, Perceived Ease of Use, and User Acceptance of InformationTechnology. MIS Q 13 (3):319-340Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 26
  27. 27. Adoption ModelsTechnology Acceptance ModelGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 27
  28. 28. Adoption ModelsMethod Evaluation Model8  Model for method evaluation of IS design research  TAM and Methodological Pragmatism9: “Regardless of the potential benefits of IS design methods published, unless they are used in practice, these benefits cannot be realized”8Moody DL The Method Evaluation Model: A Theoretical Model for Validating InformationSystems Design Methods. In: Proceedings of the 11th European Conference on InformationSystems, Naples, Italy, 20039Rescher N (1977) Methodological Pragmatism: A Systems-Theoretic Approach to the Theory ofKnowledge. Basil Blackwell, OxfordGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 28
  29. 29. Adoption ModelsMethodological PragmatismGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 29
  30. 30. Adoption ModelsMethod Evaluation ModelGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 30
  31. 31. Enterprise Architecture for SMEsEA for SMEs???  Increase the perceived usefulness • Increase actual effectiveness • Advantages for SMEs in practice  Increase the perceived ease of use • Adapt methods to an SME context (in practice) • Complexity10 (= 1/actual efficiency) must be decreased  From actual to perceived efficacy • Test in SMEs: feedback + EA gets better known10Rogers EM, Shoemaker FF (1971) Communication of Innovations: A Cross-Cultural Approach.The Free Press, New YorkGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 31
  32. 32. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 32
  33. 33. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 33
  34. 34. Enterprise Architecture for SMEsFive criteria for SMEs (derived from characteristics) 1. The approach should enable SMEs to time efficiently work on strategic issues 2. A person with limited IT skills should be able to apply the approach 3. It should be possible to apply the approach with little assistance of external experts 4. The approach should enable making descriptions of how things are done in the company 5. The CEO must be involved in the approachGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 34
  35. 35. Enterprise Architecture for SMEsFive criteria for EA (derived from definition) 1. Control: “Controlling the complexity of the enterprise.” 2. Holistic Overview: “EA has to capture the essentials of the enterprise (more stable).” 3. Objectives: “Translation from corporate strategy to daily operations.” 4. Suitable for its target audience (here: SMEs): “Understood by all those involved.” 5. Enterprise: “Optimization of the company as a whole instead of doing local optimization within individual domains.”Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 35
  36. 36. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 36
  37. 37. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 37
  38. 38. Enterprise Architecture for SMEsFive criteria for EA (derived from definition) 1. Control: “Controlling the complexity of the enterprise.” 2. Holistic Overview: “EA has to capture the essentials of the enterprise (more stable).” 3. Objectives: “Translation from corporate strategy to daily operations.” 4. Suitable for its target audience (here: SMEs): “Understood by all those involved.” 5. Enterprise: “Optimization of the company as a whole instead of doing local optimization within individual domains.”Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 38
  39. 39. Enterprise Architecture for SMEsFive criteria for EA (derived from definition) 1. Control: “Controlling the complexity of the enterprise.” 2. Holistic Overview: “EA has to capture the essentials of the enterprise (more stable).” 3. Objectives: “Translation from corporate strategy to daily operations.” 4. Suitable for its target audience (here: SMEs): “Understood by all those involved.” (Simple) 5. Enterprise: “Optimization of the company as a whole instead of doing local optimization within individual domains.”Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 39
  40. 40. Enterprise Architecture for SMEsExisting EA techniquesGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 40
  41. 41. Enterprise Architecture for SMEsCHOOSE metamodelGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 41
  42. 42. CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 42
  43. 43. CHOOSE basic conceptsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 43
  44. 44. Modeling an SME with CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 44
  45. 45. Know-WhyGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 45
  46. 46. Modeling an SME with CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 46
  47. 47. Know-WhoGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 47
  48. 48. Modeling an SME with CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 48
  49. 49. Know-HowGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 49
  50. 50. Modeling an SME with CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 50
  51. 51. Know-WhatGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 51
  52. 52. Modeling an SME with CHOOSEGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 52
  53. 53. Integrated ModelGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 53
  54. 54. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 54
  55. 55. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 55
  56. 56. Case study researchMy thesis: “Business Architecture Modeling for SMEs: case study research to refine and validate the CHOOSE-method”  Refine Case study research at Small and Medium-Sized Enterprises  ValidateGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 56
  57. 57. Overview CHOOSE- CHOOSE- CHOOSE- CHOOSE- method 1 method 2 method 3 method 4 Action Case Case Case … Research Study 1 Study 2 Study 3 CHOOSE-method: • CHOOSE-metamodel • CHOOSE implementation methodGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 57
  58. 58. Small and Medium-Sized EnterprisesGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 58
  59. 59. Action Research: Profile Tyrecenter (1) Step 1: Goal tree: Balanced Scorecard: Financial, Learning & Growth, Internal Process and Customer Goals Step 2: In order to build a complete goal tree, I complemented Step 1 with the Porter’s Value Chain framework (Primary & Support activities)Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 59
  60. 60. Action Research: Profile Tyrecenter (2)Step 3: Adding the Actors and Objects to the CHOOSE-model based on visual inspection and interviewsStep 4: Based on the Porter’s Value Chain framework and the job description of Actors, the Operations are added to the modelStep 5: ValidationGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 60
  61. 61. Action Research: Profile Tyrecenter (3)Snapshot of the Goal treeGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 61
  62. 62. Action Research: Profile Tyrecenter (4) The CHOOSE-methodGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 62
  63. 63. Case Study 1: Buro Nova Why Buro Nova as case study? • Strong growth • Organizational changes What’s in it for them? • Dynamic overview (tool support) • Impact analysis • Conflicting goals • Facilitates strategic thinking • Strategic and operational analysis Result: As I recommended, they have purchased a new office in order to remove this growth barrierGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 63
  64. 64. Case Study 2: SanicomfortWhy Sanicomfort as a case study?• Dynamic industry• “Big” (fragmented) Small and Medium-Sized EnterpriseWhat’s in it for them?• Facilitates strategic thinking• Strategic and operational analysis• Overview with different viewpoints (different stakeholders)Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 64
  65. 65. Case study research: academics The Method Evaluation Model (D.L. Moody, 2003)  Perceived Ease of Use Evaluated by the case study firm  Perceived Usefulness  Intention to use CHOOSE-method’s 10 criteria Case study research: Design and Methods (Yin, 2003) Evaluating quality of conceptual modelling scripts based on user perceptions (A. Maes, G. Poels, 2007)Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 65
  66. 66. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 66
  67. 67. Enterprise Architecture for SMEsResearch steps Small and medium sized enterprises Enterprise architecture Validation Criteria CHOOSE metamodel Case studies CHOOSE method Criteria for tools Tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 67
  68. 68. Enterprise Architecture for SMEsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 68
  69. 69. Tool supportWhy is tool support necessary?  Case studies  Academic sourcesTool outline  Three main functionalitiesDemoGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 69
  70. 70. Tool support: case studiesCase study evidence of the need for tool supportGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 70
  71. 71. Tool support: case studiesCase study evidence of the need for toolsupport: Input Storage Data retrieval Data adjustments AnalysisGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 71
  72. 72. Tool support: academicsLiterature on enterprise architecture consistently emphasizes thenecessity for tool support: A field of study which we view as not adequately addressable in practice without tool support due to the inherent complexity of this field There are three areas where critical problems arise in the process of enterprise architecting: modeling, managing, and maintaining EAs Enterprise architects and domain architects need tools to support the whole architecture lifecycle EA management should be supported by tools, which support distributed access to consistent data, offer the possibility to structure the information managed, and also aid users in filling out their role in the EA management process …Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 72
  73. 73. Tool outlineInput Easy interface No drawing tool Integration of all concepts and relationshipsAdjust Search functionality Modular overview Easy interfaceGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 73
  74. 74. Tool outline Output (in progress)  Automatic visualisation  As-is/to-be analysis  RACI charts  Data export to MS ExcelThe goal is to minimize effort and maximize valuethrough automation, simplification, visualisation, mistake proofing, …Ghent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 74
  75. 75. DemoGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 75
  76. 76. Tool support Settings  Security  Unknown sourcesGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 76
  77. 77. Tool supportWhy on mobile devices?Why Android?Tool design choicesDemoGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 77
  78. 78. Tool support: Why on mobile devicesGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 78
  79. 79. Tool support: Why AndroidGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 79
  80. 80. Tool support: Design choicesGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 80
  81. 81. Enterprise Architecture for SMEsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 81
  82. 82. Past Work Integrating the semantics of events, processes and tasks across requirements engineering layers Bernaert M, Poels G, PhD Day FEB UGent 2010, May 28th, Ghent A Consolidated Enterprise Reference Model - Integrating McCarthys and Hrubys Resource- Event-Agent Reference Models Laurier W., Bernaert M., Poels G. 2010. ICEIS (3), pp. 159-164 Integrating the semantics of events, processes and tasks across requirements engineering layers Bernaert M, Poels G, 2010. Proceedings of the Doctoral Consortium of the 22nd International Conference on Advanced Information Systems Engineering (CAiSE10), Hammamet, Tunisia, 2010, pp. 11-19. The Quest for Know-How, Know-Why, Know-What and Know-Who: Using KAOS for Enterprise Modelling Bernaert M, Poels G, PhD Day FEB UGent 2011, May 24th, Ghent Het Realiseren van een Globaal Procesoverzicht bij Gedecentraliseerde Procesarchitecturen Vancaeneghem T., Bernaert M., Poels G., 2011, ThesisGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 82
  83. 83. Past Work The quest for know-how, know-why, know-what and know-who: using KAOS for enterprise modeling Bernaert M, Poels G, 2011. 6th International Workshop on Business/IT Alignment and Interoperability (BUSITAL), London, UK, 2011. In: LECTURE NOTES IN BUSINESS INFORMATION PROCESSING 83: 29-40. The Quest for Know-How, Know-Why, Know-What and Know-Who: Using KAOS for Enterprise Modelling Bernaert M, Poels G, 2011, Proceedings of the 6th SIKS Conference on Enterprise Information Systems, pp. 15 - 16, Conference on Enterprise Information Systems (EIS2011) (Delft (The Netherlands)). De zoektocht naar Know-How, Know-Why, Know-What en Know-Who: architectuur voor kleinere bedrijven in vier dimensies Bernaert M, 2011, Informatie, November nummer, 34-41. Review: A How-To Guide to Successful Enterprise Architecture: The Strategic Fit between Business and IT Bentham Science Publishers, 2012 Enterprise architecture for small and medium sized enterprises Bernaert M, Poels G, PhD Day FEB UGent 2012, May 25th, GhentGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 83
  84. 84. Past Work Keuzes Maken binnen Processen: Het Vermijden van een Russische Roulette voor de Organisaties Heyse M., Bernaert M., Poels G. (2012), Thesis Van Strategie tot Procesmodellering in Kleine en Middelgrote Organisaties: Een Exploratief Onderzoek De Nil S., Deprost E., Bernaert M., Poels G. (2012), Thesis Enterprise Architecture for Small and Medium Sized Enterprises Bernaert M, 2012, In: Poels G, Gailly F, De Backer M (eds) Doctoral Consortium of the 6th International Conference on Research and Practical Issues of Enterprise Information Systems (CONFENIS 2012), Ghent, Belgium Enterprise Architecture for Small and Medium-Sized Enterprises Bernaert M, Poels G, 2011, Proceedings of the 7th SIKS Conference on Enterprise Information Systems, Conference on Enterprise Information Systems (EIS2012) (Nieuwegein (The Netherlands)). Enterprise Architecture for Small and Medium-Sized Enterprises Bernaert M, Poels G, 2013, Accepted for Information Systems and Small and Medium-sized Enterprises (SMEs): State of art of IS research in SMEsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 84
  85. 85. Past WorkIn progress Mapping the CHOOSE metamodel on ArchiMate Roose D., Vansteenlandt J., Bernaert M., Poels G. (2012), Thesis Softwareondersteuning voor een business architectuur in Access en Java Ingelbeen D., Bernaert M., Poels G. (2013), Thesis Business architecture modelling in CHOOSE: an internationalized application for Android tablets Maes J., Bernaert M., Poels G. (2013), Thesis Next generation media: a user-friendly Android tablet application for business architecture modelling Dumeez J., Bernaert M., Poels G. (2013), Thesis Business architectuur modellering in CHOOSE: een gebruiksvriendelijke applicatie aangepast aan de user interface van de iPad Verhulst P., Bernaert M., Poels G. (2013), Thesis Business architectuur modellering in KMO’s: case study onderzoek ter verfijning en validatie van de CHOOSE-methode Callaert M., Bernaert M., Poels G. (2013), ThesisGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 85
  86. 86. Past Work Business architectuur modellering in CHOOSE: een gebruiksvriendelijke applicatie voor de iPhone Puylaert O., Bernaert M., Poels G. (2013), Thesis Softwareondersteuning voor een business architectuur in Eclipse Zutterman S., Bernaert M., Poels G. (2013), Thesis Next generation media: a user-friendly iPad application for business architecture modelling Otte M., Bernaert M., Poels G. (2013), Thesis The development of an optimal visualisation for enterprise architecture (ArchiMate) Paesschesoone J., Bernaert M., Poels G. (2014), Thesis Het ontwikkelen van een optimale visualisatie voor business architectuur (CHOOSE) Boone S., Bernaert M., Poels G. (2014), Thesis Het evalueren van enterprise architectuur methoden op basis van de regel van 7 Morina A., Bernaert M., Poels G. (2014), ThesisGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 86
  87. 87. Future Work More case studies (started)  Effective in examining application in real-world scenarios, particularly in emerging research domains11 Formalize metamodel (ConceptBase & OCL) (planned) Develop method (started) Finish tool support (half way) Link with ArchiMate (started) Develop an optimal visualisation (started) Further develop CARP as a domain ontology11YinRK (2003) Case Study Research: Design and Methods, vol 5. Applied Social Research MethodsSeries. Sage Publications, Thousand Oaks, USAGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 87
  88. 88. QuestionsGhent University, Faculty of Economics and Business Administration Maxime Bernaert and Geert PoelsDepartment of Management Information Science and Operations Management 88

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