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Towards a Unified Business Strategy Language: a Meta-model of Strategy Maps

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paper presented at PoEM 2010

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Towards a Unified Business Strategy Language: a Meta-model of Strategy Maps

  1. 1. Towards a Unified Business Strategy Language: A Meta-model of Strategy Maps Constantinos Giannoulis Michael Petit Jelena Zdravkovic
  2. 2. Agenda  Research scope  Strategy maps  The Strategy Map Meta-model  Future work
  3. 3. Research Scope  Goal modeling: linking stakeholders with artifacts  The holy grail?: An artifact should serve the purpose envisioned by stakeholders!  System Development: GORE [1], BMM [2]  IT alignment, IT Strategy  Enterprise’s strategic alignment , Business Strategy?
  4. 4. Research Scope Current efforts  Combinations of languages to align strategy and value proposition to related operational processes  Examples: INSTAL, business modeling with UML, CREWS- L’Ecritoire, e3-value, 3g framework, i* & RAD, goal modeling and value modeling ontology, i* and strategy maps [3][4][5][6][7][8][9][10] Shortcomings  Operationally focused  Lack goal traceability  No clear link between value creation and system goals  No support on different stakeholder view integration and evaluation  Lack of requirement to strategy traceability  Method specific
  5. 5. Research Scope
  6. 6. Background Goal modeling languages  In RE [11]:  various levels of applicability (e.g. the RE process)  semi-formal vs formal  In business  business model & business plan expressiveness (BMM)  goal oriented enterprise (Popova & Sharpanskykh) [12] Business Strategy [13]  The resource-based view  The industrial organization perspective  The Schumpeterian view of competition
  7. 7. Background  Inspired by the Unified Enterprise Modeling Language, UEML[14]:  We aim at a core language for modeling business strategy aligning business strategy to system requirements  We intend to analyze and evaluate goal-oriented languages against a well defined ontological base  Our ontological base: a unified business strategy meta-model (business strategy concepts and frameworks)
  8. 8. Strategy Maps
  9. 9. Strategy Maps  Strategy Maps (what?)  Four organizational perspectives of the Balance Scorecard framework (BSC): financial, customer, internal, learning and growth  Both external & internal (all business activities)  Structure: Cause-effect links/assumptions  Build top-down (causality is bottom-up)  Communicate direction and priorities  Strategy Maps (why?) [15]  A mediator between Mission, core values, Vision and Strategy to the concrete operational actions  Provides a visual representation
  10. 10. Strategy Maps  The template [15]
  11. 11. The Strategy Map Meta-model  Modeling Strategy Maps  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
  12. 12. The Strategy Map Meta-model  The Strategy Map Meta-model
  13. 13. The Strategy Map Meta-model  Includes all elements of Strategy Maps  Supports utilization scenarios:  As-is  To-be  Generalizes some elements for applicability (Groups)  Introduces explicitely user defined groups and perspetives  Separates classes and instances (application)
  14. 14. Future Work  Extend the meta-model using BSC  Provide a richer semantic basis and enrich it with concepts from other approaches representing busines strategies  Start evaluating how goal modeling languages (i*, KAOS, BMM, etc.) can express business strategy using this meta-model
  15. 15. References  [1] van Lamsweerde, A.: Goal-oriented requirements engineering: a guided tour. In: 5th IEEE International Symposium on Requirements Engineering, pp. 249– 262. IEEE Press, New York (2001)  [2] Business Rules Group (BRG): The Business Motivation Model. Group (2007)  [3] Bleistein, S.J., Cox, K., Verner, J.: Validating strategic alignment of organizational IT requirements using goal modeling and problem diagrams. J. Systems and Software 79, 362–378 (2006)  [4] Thevenet, L.H., Salinesi, C.: Aligning IS to organization’s strategy: the INSTAL method. In: Krogstie, J., Opdahl, A.L., Sindre, G. (eds.) CAiSE 2007 and WES 2007. LNCS, vol. 4495, pp. 203–217. Springer, Heidelberg (2007)  [5] Nurcan, S., Etien, A., Kaabi, R., Zoukar, I., Rolland, C.: A strategy driven business process modelling approach. J. Business Process Management 11, 628– 649 (2005)  [6] Gordijn, J., Petit, M., Wieringa, R.: Understanding business strategies of networked value constellations using goal- and value modeling. In: 14th IEEE International Requirements Engineering Conference (RE 2006), pp. 129–138 (2006)  [7] van der Raadt, B., Gordijn, J., Yu, E.: Exploring web services ideas from a business value perspective. In: 13th IEEE International Conference on Requirements Engineering (RE 2005), pp. 53–62. IEEE CS, Los Alamitos (2005)  [8] Edirisuriya, A.: Design Support for e-Commerce Information Systems using Goal, Business and Process Modelling. PhD Thesis. Department of Computer and Systems Sciences, Stockholm University (2009)  [9] Singh, S.N., Woo, C.: Investigating business-IT alignment through multi-disciplinary goal concepts. J. Requirements Engineering 14, 177–207 (2009)  [10] Babar, A., Zowghi, D., Chew, E.: Using Goals to Model Strategy Map for Business IT Alignment. In: 5th International Workshop on Business/IT Alignment and Interoperability (BUSITAL 2010), pp. 16–30 (2010)  [11] Kavakli, E., Loucopoulos, P.: Goal Driven Requirements Engineering: Evaluation of Current Methods. In: 8th CAiSE/IFIP8.1 Workshop on Evaluation of Modeling Methods in Systems Analysis and Design, EMMSAD (2003)  [12] Popova, V., Sharpanskykh, A.: Formal Modelling of Goals in Organizations. Technical report, VU University faculty of Science (2008)  [13] Barney, J.: Types of Competition and the Theory of Strategy: Toward an Integrative Framework. J. Academy of Management Review 11, 791–800 (1986)  [14] Anaya, V., Berio, G., Harzallah, M., Heymans, P., Matulevicius, R., Opdahl, A., Panetto, H., Verdecho, M.J.: The Unified Enterprise Modelling Language – Overview and further work. J. Computers in Industry 61 (2009)  [15] Kaplan, R.S., Norton, D.P.: Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press, Boston (2004)
  16. 16. Questions?  Constantinos Giannoulis  constantinos@dsv.su.se  http://syslab.dsv.su.se/profile/constantinos  Michael Petit  mpe@info.fundp.ac.be  http://www.fundp.ac.be/universite/personnes/page_view/01 002983/  Jelena Zdravkovic  jelenaz@dsv.su.se  http://syslab.dsv.su.se/profile/jelenaz

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