The document provides an overview of business architecture principles and concepts. It discusses modeling business systems using a "business fractal" pattern that represents transformation of inputs to outputs through resources under constraints. It describes how business architecture introduces abstraction, hierarchy, and time dimensions to the analysis and design of business systems. The document also outlines the key components of a business process model, including strategic, tactical, supply chain, and support processes.
This document proposes a new theory for business process management (BPM) based on Petri nets and transaction patterns. It introduces a "BPM triangle" with three elements: roles, data, and methods. The triangle represents the interplay between people, processes, and technology in an organization. The document then discusses how this triangle can be used to model business DNA, security, and dynamic process networks. It argues that current BPM approaches are not well-suited for complexity, changes, or measuring business characteristics over time. A new approach is needed that leverages transaction patterns and models the organization as a living system using a repetitive business DNA structure.
The Many Faces Of Architectural Descriptionsxavblai
This document summarizes and compares various architecture frameworks. It finds that frameworks can be divided into enterprise-class frameworks that describe large organizations and application-class frameworks that describe specific applications. The document describes the Zachman framework as an example of an enterprise-class framework and the 4+1 model as an application-class framework. It then provides an overview table that lists several frameworks and their dimensions and values.
Did Toyota fool the lean community for decades?EmielVanEst
Taiichi Ohno, the creator of the Toyota Production System, intentionally misled visitors from other companies about key aspects of Toyota's approach in order to prevent them from fully understanding and copying it. Ohno directed visitors to focus on eliminating waste and using tools like kanban, quality circles, and preventative maintenance, while hiding the underlying thinking and management system that drove continuous improvement. Even after his death, Ohno's strategy of focusing on individual elements rather than the complete system was still effective at preventing others from truly comprehending Toyota's approach.
A New World of Work - Join the ConversationEd Koch
The document discusses how automation is impacting industrial work and shaping the future of work. It begins by providing historical context on how muscles have been replaced by machines over the last 200 years through various industrial revolutions. Most recently, minds are also starting to be replaced through advances in artificial intelligence. While machines are replacing both blue and white collar jobs, the human side of change is often missing from discussions. The document aims to examine these challenges and explore ideas to define the future of industrial work.
Service automation and organisational structure an application example based ...febo leondini
This paper, which is the English translation of the previous one in Italian, is ideally divided into two parties. the first one analyzes the organizational consequences that the platforms based on AI protocols generate in the corporate structures. the second shows the first AI platform, Cognitive Operation Assistant, designed for the distribution of FMCG assets and dedicated to the improvement of back-end process.
This document discusses the differentiation and reconciliation between business architecture and business process management (BPM). While business architecture focuses on the business model and how an organization creates and delivers value, BPM focuses on the operating model and how an organization operates across processes, organization, and technology. There have been inconsistencies in how terms like "business process" are used between these domains. The document argues that reconciling business architecture and BPM provides benefits like better alignment of BPM efforts with business strategy and greater effectiveness of business architecture with insights from process management. It provides definitions of key terms and an overview of business architecture to lay the foundation for achieving this important reconciliation.
A Method To Define An Enterprise Architecture Using The Zachman FrameworkKim Daniels
This summarizes a document that proposes a method for defining an enterprise architecture using the Zachman Framework. It begins by introducing the Zachman Framework, which provides a structured way for organizations to understand themselves through classifying and organizing descriptive representations of the enterprise across different dimensions and perspectives.
The document then proposes a method for developing an enterprise architecture based on the Zachman Framework's business and information system perspectives. It defines artifacts for each cell and a process for populating each cell in a top-down, incremental approach. Finally, it presents a tool developed to support the Zachman Framework concepts by acting as a repository for framework information, producing proposed artifacts, and allowing multi-dimensional analysis of cell elements.
This document proposes a new theory for business process management (BPM) based on Petri nets and transaction patterns. It introduces a "BPM triangle" with three elements: roles, data, and methods. The triangle represents the interplay between people, processes, and technology in an organization. The document then discusses how this triangle can be used to model business DNA, security, and dynamic process networks. It argues that current BPM approaches are not well-suited for complexity, changes, or measuring business characteristics over time. A new approach is needed that leverages transaction patterns and models the organization as a living system using a repetitive business DNA structure.
The Many Faces Of Architectural Descriptionsxavblai
This document summarizes and compares various architecture frameworks. It finds that frameworks can be divided into enterprise-class frameworks that describe large organizations and application-class frameworks that describe specific applications. The document describes the Zachman framework as an example of an enterprise-class framework and the 4+1 model as an application-class framework. It then provides an overview table that lists several frameworks and their dimensions and values.
Did Toyota fool the lean community for decades?EmielVanEst
Taiichi Ohno, the creator of the Toyota Production System, intentionally misled visitors from other companies about key aspects of Toyota's approach in order to prevent them from fully understanding and copying it. Ohno directed visitors to focus on eliminating waste and using tools like kanban, quality circles, and preventative maintenance, while hiding the underlying thinking and management system that drove continuous improvement. Even after his death, Ohno's strategy of focusing on individual elements rather than the complete system was still effective at preventing others from truly comprehending Toyota's approach.
A New World of Work - Join the ConversationEd Koch
The document discusses how automation is impacting industrial work and shaping the future of work. It begins by providing historical context on how muscles have been replaced by machines over the last 200 years through various industrial revolutions. Most recently, minds are also starting to be replaced through advances in artificial intelligence. While machines are replacing both blue and white collar jobs, the human side of change is often missing from discussions. The document aims to examine these challenges and explore ideas to define the future of industrial work.
Service automation and organisational structure an application example based ...febo leondini
This paper, which is the English translation of the previous one in Italian, is ideally divided into two parties. the first one analyzes the organizational consequences that the platforms based on AI protocols generate in the corporate structures. the second shows the first AI platform, Cognitive Operation Assistant, designed for the distribution of FMCG assets and dedicated to the improvement of back-end process.
This document discusses the differentiation and reconciliation between business architecture and business process management (BPM). While business architecture focuses on the business model and how an organization creates and delivers value, BPM focuses on the operating model and how an organization operates across processes, organization, and technology. There have been inconsistencies in how terms like "business process" are used between these domains. The document argues that reconciling business architecture and BPM provides benefits like better alignment of BPM efforts with business strategy and greater effectiveness of business architecture with insights from process management. It provides definitions of key terms and an overview of business architecture to lay the foundation for achieving this important reconciliation.
A Method To Define An Enterprise Architecture Using The Zachman FrameworkKim Daniels
This summarizes a document that proposes a method for defining an enterprise architecture using the Zachman Framework. It begins by introducing the Zachman Framework, which provides a structured way for organizations to understand themselves through classifying and organizing descriptive representations of the enterprise across different dimensions and perspectives.
The document then proposes a method for developing an enterprise architecture based on the Zachman Framework's business and information system perspectives. It defines artifacts for each cell and a process for populating each cell in a top-down, incremental approach. Finally, it presents a tool developed to support the Zachman Framework concepts by acting as a repository for framework information, producing proposed artifacts, and allowing multi-dimensional analysis of cell elements.
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
The document presents a new model called the MIOS (Model Innovation and Organization Structure) that was developed to address gaps in the existing Dutch STS-Design approach. The MIOS contains 12 functions that can be used to systematically describe organizational structures and diagnose them. It was tested on 5 Dutch companies and was found to effectively describe and compare their structures. The MIOS fills an important need for both organizational consultants and researchers.
New England CollegeFI6315 Managerial FinanceSummer I 2019P.docxvannagoforth
New England College
FI6315 Managerial Finance
Summer I 2019
Problem Set 2/Exam 2
Name:
Date:
Part 1 (19 points) ________
Part 2 (15 points) ________
Part 3 (19 points) ________
Part 4 (19 points) ________
Part 5 (14 points) ________
Part 6 (14 points) ________
Total
=======
Part 1:
Calculate the NPV for the following capital budgeting proposal: $100,000 initial cost for equipment, straight-line depreciation over 5 years to a zero book value, $5,000 pre-tax salvage value of equipment, 35% tax rate, $45,000 additional annual revenues, $15,000 additional annual cash expenses, $8,000 initial investment in working capital to be recouped at project end, and a cost of capital of 11%. Should the project be accepted or rejected? (Show your work computing the NPV.)
Part 2: Essay
Explain why bond prices fluctuate in response to changing interest rates. What adverse effect might occur if bond prices remain fixed prior to their maturity?
Part 3:
A stock offers an expected dividend of $3.50, has a required return of 14%, and has historically exhibited a growth rate of 6%. Its current price is $35.00 and shows no tendency to change. How can you explain this price based on the constant-growth dividend discount model?
Part 4:
Calculate the expected rate of return for the following portfolio, based on a Treasury bill yield of 4% and an expected market return of 13%: (Show your work)
Part 5: Essay
Discuss the capital asset pricing model in general, the CAPM method of determining expected returns, and how the SML can be used to help predict the movement of a stock's price.
Part 6: Essay
Contrast the Dow Jones Industrial Average and the Standard and Poor's Composite Index.
fi6315 exam 2 spring ii 2019 (3).doc
There’s steps on the literature and methodology section in the report structure guide file on canvas, my part is separate from the intro, process model etc
(literature and methodlogy) Use the references at the end of the lecture slides for week 1-3 to help you explain functional and social and then relate it back to how we’ve reccommended it for the mining company. I don’t have to do anything else but this part is about 1000-1500 words
Just these parts
And for lit review there’s articles listed in the learning materials section in weeks 1-3
My group recommended this format as:
One person
intro - which involves answering the interview questions and indentifying the problem
One person
-Literature review - 6 references on the topic, can include the articles that are on the lectures from week 1-3
And methodology
Two people +the help of ...
Wilbert Kraan introduces Archimate and Enterprise Architecture modelling.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
This document discusses the importance of taking a people-oriented approach to business analysis and design. It argues that purely analytical models that do not account for human behaviors and contexts are unlikely to result in effective solutions. A people-oriented approach involves early and ongoing engagement with stakeholders through activities like observation, prototyping and testing theories about users' work. This helps ensure solutions fit with how people and organizations actually operate. The document also stresses the importance of considering how a change may impact all stakeholders, not just primary users or the organization.
Proceedings of the 32nd Hawaii International Conference on SysDaliaCulbertson719
Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999
Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999
Five Reasons for Scenario-Based Design
John M. Carroll
Department of Computer Science and
Center for Human-Computer Interaction
Virginia Tech
Blacksburg, VA 24061-0106
Tel: 1-540-231-8453
E-mail: [email protected]
Abstract
Scenarios of human-computer interaction help us to
understand and to create computer systems and
applications as artifacts of human activity Ñas things to
learn from, as tools to use in one's work, as media for
interacting with other people. Scenario-based design of
information technology addresses five technical
challenges: Scenarios evoke reflection in the content of
design work, helping developers coordinate design action
and reflection. Scenarios are at once concrete and flexible,
helping developers manage the fluidy of design situations.
Scenarios afford multiple views of an interaction, diverse
kinds and amounts of detailing, helping developers
manage the many consequences entailed by any given
design move. Scenarios can also be abstracted and
categorized, helping designers to recognize, capture, and
reuse generalizations, and to address the challenge that
technical knowledge often lags the needs of technical
design. Finally, scenarios promote work-oriented
communication among stakeholders, helping to make
design activities more accessible to the great variety of
expertise that can contribute to design, and addressing the
challenge that external constraints designers and clients
often distract attention from the needs and concerns of the
people who will use the technology.
1. Introduction
Designers of information systems and applications face
a disturbing reality. While there is plenty of opportunity
to do things that make a difference, it is never unequivocal
just what should be done, or even just what the real
problems are. The problems can only be definitively
analyzed by being solved; the appropriate solution
methods must typically be executed in order to be
identified; the solutions must be implemented in order to
be specified. All the while, the designer faces convoluted
networks of tradeoff and interdependency, the potential of
0-7695-0001-3/99 $10
untoward impacts on people and their social institutions,
and the likelihood that changing cultural and technological
circumstances will obviate any solution before it can be
deployed.
Most software engineering methods belong to a
methodological tradition that seeks to control the
complexity and fluidity of design through techniques that
filter the information considered and decompose the
problems to be solved. A complementary tradition seeks
to exploit the complexity and fluidity of design by trying
to learn more about the structure and dynamics of the
problem domain, by trying to see the situation in many
different ways, and by interacting intimately with the
concrete elements of the situ ...
An E-Business Model Ontology For Modeling E-BusinessKarla Adamson
The document proposes an ontology for e-business models consisting of four pillars: product innovation, infrastructure management, customer relationships, and financial aspects. It describes each pillar in detail. Product innovation covers the value proposition and capabilities needed to deliver value to customers. Infrastructure management refers to the network of partners required to create and deliver value. Customer relationships focus on maintaining relationships to generate sustainable revenue. Financial aspects consider the cost and revenue structures throughout the other three pillars. The ontology provides a framework to define concepts and relationships for rigorously analyzing e-business models.
The document discusses the role and structure of enterprise architecture. Enterprise architecture provides a conceptual blueprint that defines an organization's structure and operations, with the goal of helping an organization effectively achieve its current and future goals. It examines the current state, helps develop and evaluate designs, and creates a vision for the future. Popular enterprise architecture frameworks include the Zachman Framework and TOGAF, which provide standardized approaches to understanding an organization holistically.
1. The document discusses the Zachman Framework for Enterprise Architecture, which provides a standardized schema for describing an enterprise. It uses a two-dimensional classification with six perspectives across the top and six abstractions down the left side to form a comprehensive yet normalized representation.
2. Each cell in the framework addresses a different interrogative (what, how, where, who, when, why) about the enterprise from the point of view of a different stakeholder (scope, owner, designer, builder, out-of-context, functioning system). Taking this holistic, multi-perspective approach allows for better integration, reusability, and management of complexity and change over time.
3. By using the framework
Hk yeditepe university-systemsengg-seminar-102012Hakan KIRAN
The document discusses enterprise architecture (EA) and business process modeling frameworks. It provides definitions of EA and business process modeling. EA is described as a master plan that integrates business strategy, operations, systems, and technology. Frameworks help capture the entire organization and address complexity. Common frameworks discussed include the Zachman Framework and The Open Group Architecture Framework (TOGAF).
The document proposes a body of knowledge (BOK) for business engineering (BE). It begins by discussing the need for a common BOK for BE due to the changing responsibilities of managers. It then reviews literature on business engineering and identifies four related but distinct engineering approaches: industrial engineering, engineering management, enterprise engineering, and business engineering. The proposed BE BOK contains eight domains: strategy, organization, people, product/service development, technology, capability maturity, project management, and professional responsibility. It concludes by synthesizing the engineering approaches and emphasizing BE's focus on adopting systems approaches to design effective processes combining people, organization structure, and technology.
The mythical man month was first published in 1975, and I am amazed how relevant it is today even after so many advanced in technology. The book and my course at MIT encouraged me to define the principles of architecture for my reference.
Architectural Thinking - What Is Architecture?ingo
The document discusses the concept of architecture in the context of company information systems. It defines architecture as comprising processes, function points and applications, data structures and containers, and technological infrastructure. The role of the architect is to arrange these components to establish and maintain the system based on the business models and requirements, though the specific technologies may change over time. Good architecture balances the needs of various stakeholders and follows recognized architectural styles. Architecture is concerned with high-level structural decisions that impact a system's long-term evolution and quality attributes.
This book is not finished. We’ve been developing it over the past few years. It began as a manilla folder with copies of different process models. We completed the first “book” version as part of a project undertaken for Elaine Coleman and Sun’s Virtual Center for Innovation. We present this version for educational purposes only. We have obtained no permissions to reproduce any of the models. Copyrights remain with their owners.
If you know of any models which are not featured in this book, please feel free to share them with us.
Everyone designs. The teacher arranging desks for a discussion. The entrepreneur planning a business. The team building a rocket.
Their results differ. So do their goals. So do the scales of their projects and the media they use. Even their actions appear quite different. What’s similar is that they are designing. What’s similar are the processes they follow.
Our processes determine the quality of our products. If we wish to improve our products, we must improve our processes; we must continually redesign not just our products but also the way we design. That’s why we study the design process. To know what we do and how we do it. To understand it and improve it. To become better designers.
Thought Leadership Session: Enterprise Semantics & Ontology, The Power of Und...Wim Laurier
Learn the 1-on-1 of Semantics & Ontology by international authorities. Explore how semantics and ontology is used as the underlying conceptual structure of an enterprise by transforming interoperability beyond existing boundaries. Understand the complex interdependencies of enterprise operations through semantics and ontology. Discover how the Global University Alliance researches, compares, analyzes and develops Best and LEADing Practices around Enterprise Semantics & Ontology.
Professor Simon Polovina
International authority and thought leader in Enterprise Semantics Sheffield Hallam University, United Kingdom
Head of Enterprise Semantics research and development at the Global University Alliance
Professor Wim Laurier
International authority and thought leader in Enterprise Ontology Université Saint-Louis, Bruxelles and Ghent University
Head of Enterprise Ontology research and development at the Global University Alliance
Thought Leadership Session: Enterprise Semantics & Ontology, The Power of Und...Wim Laurier
Learn the 1-on-1 of Semantics & Ontology by international authorities. Explore how semantics and ontology is used as the underlying conceptual structure of an enterprise by transforming interoperability beyond existing boundaries. Understand the complex interdependencies of enterprise operations through semantics and ontology. Discover how the Global University Alliance researches, compares, analyzes and develops Best and LEADing Practices around Enterprise Semantics & Ontology.
Professor Simon Polovina
International authority and thought leader in Enterprise Semantics Sheffield Hallam University, United Kingdom
Head of Enterprise Semantics research and development at the Global University Alliance
Professor Wim Laurier
International authority and thought leader in Enterprise Ontology Université Saint-Louis, Bruxelles and Ghent University
Head of Enterprise Ontology research and development at the Global University Alliance
1. Information architecture is the organization, labeling, and navigation of information on websites, intranets, and software to support users and business goals.
2. The TOGAF framework provides a standard process for developing an enterprise architecture, including information architecture. It includes the Architecture Development Method (ADM) and models for technical and information infrastructure.
3. Applying information architecture and frameworks like TOGAF can help businesses reduce costs, increase customer satisfaction and support innovation by providing a systematic approach to organizing online information.
More Related Content
Similar to Art and Science of Business Architectures
Enterprise Architecture – A Tool for Business Innovation Realization in the E...theijes
Enterprises globally are undergoing business transformation. Organisations and corporate world have been
searching for ways to enhance their businesses in order to be agile and how development in information
technology (IT) can help them achieve this in today’s unstable economic climate. Large-scale changes in the
business affect operations, which in turn impact business systems. Changes in the underlying technology
infrastructure are often needed to enable business transformation. The study carried out shows that architecture
is the key to managing complexity and scale of change in the business. The method used is the integration of the
processes for strategic, business, operations, systems and technology planning in a way that also integrates with
other business and technology governance processes. Enterprise Architecture provides a framework to
describe, manage and align the various elements of an organisation such as business processes, information,
applications and technology and enables to understand the relationships between these elements and their
environment to better facilitate change. This article proposes enterprise architecture (EA) as an effective Tool
to Business Innovation Realization in the Enterprise.
The document presents a new model called the MIOS (Model Innovation and Organization Structure) that was developed to address gaps in the existing Dutch STS-Design approach. The MIOS contains 12 functions that can be used to systematically describe organizational structures and diagnose them. It was tested on 5 Dutch companies and was found to effectively describe and compare their structures. The MIOS fills an important need for both organizational consultants and researchers.
New England CollegeFI6315 Managerial FinanceSummer I 2019P.docxvannagoforth
New England College
FI6315 Managerial Finance
Summer I 2019
Problem Set 2/Exam 2
Name:
Date:
Part 1 (19 points) ________
Part 2 (15 points) ________
Part 3 (19 points) ________
Part 4 (19 points) ________
Part 5 (14 points) ________
Part 6 (14 points) ________
Total
=======
Part 1:
Calculate the NPV for the following capital budgeting proposal: $100,000 initial cost for equipment, straight-line depreciation over 5 years to a zero book value, $5,000 pre-tax salvage value of equipment, 35% tax rate, $45,000 additional annual revenues, $15,000 additional annual cash expenses, $8,000 initial investment in working capital to be recouped at project end, and a cost of capital of 11%. Should the project be accepted or rejected? (Show your work computing the NPV.)
Part 2: Essay
Explain why bond prices fluctuate in response to changing interest rates. What adverse effect might occur if bond prices remain fixed prior to their maturity?
Part 3:
A stock offers an expected dividend of $3.50, has a required return of 14%, and has historically exhibited a growth rate of 6%. Its current price is $35.00 and shows no tendency to change. How can you explain this price based on the constant-growth dividend discount model?
Part 4:
Calculate the expected rate of return for the following portfolio, based on a Treasury bill yield of 4% and an expected market return of 13%: (Show your work)
Part 5: Essay
Discuss the capital asset pricing model in general, the CAPM method of determining expected returns, and how the SML can be used to help predict the movement of a stock's price.
Part 6: Essay
Contrast the Dow Jones Industrial Average and the Standard and Poor's Composite Index.
fi6315 exam 2 spring ii 2019 (3).doc
There’s steps on the literature and methodology section in the report structure guide file on canvas, my part is separate from the intro, process model etc
(literature and methodlogy) Use the references at the end of the lecture slides for week 1-3 to help you explain functional and social and then relate it back to how we’ve reccommended it for the mining company. I don’t have to do anything else but this part is about 1000-1500 words
Just these parts
And for lit review there’s articles listed in the learning materials section in weeks 1-3
My group recommended this format as:
One person
intro - which involves answering the interview questions and indentifying the problem
One person
-Literature review - 6 references on the topic, can include the articles that are on the lectures from week 1-3
And methodology
Two people +the help of ...
Wilbert Kraan introduces Archimate and Enterprise Architecture modelling.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
This document discusses the importance of taking a people-oriented approach to business analysis and design. It argues that purely analytical models that do not account for human behaviors and contexts are unlikely to result in effective solutions. A people-oriented approach involves early and ongoing engagement with stakeholders through activities like observation, prototyping and testing theories about users' work. This helps ensure solutions fit with how people and organizations actually operate. The document also stresses the importance of considering how a change may impact all stakeholders, not just primary users or the organization.
Proceedings of the 32nd Hawaii International Conference on SysDaliaCulbertson719
Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999
Proceedings of the 32nd Hawaii International Conference on System Sciences - 1999
Five Reasons for Scenario-Based Design
John M. Carroll
Department of Computer Science and
Center for Human-Computer Interaction
Virginia Tech
Blacksburg, VA 24061-0106
Tel: 1-540-231-8453
E-mail: [email protected]
Abstract
Scenarios of human-computer interaction help us to
understand and to create computer systems and
applications as artifacts of human activity Ñas things to
learn from, as tools to use in one's work, as media for
interacting with other people. Scenario-based design of
information technology addresses five technical
challenges: Scenarios evoke reflection in the content of
design work, helping developers coordinate design action
and reflection. Scenarios are at once concrete and flexible,
helping developers manage the fluidy of design situations.
Scenarios afford multiple views of an interaction, diverse
kinds and amounts of detailing, helping developers
manage the many consequences entailed by any given
design move. Scenarios can also be abstracted and
categorized, helping designers to recognize, capture, and
reuse generalizations, and to address the challenge that
technical knowledge often lags the needs of technical
design. Finally, scenarios promote work-oriented
communication among stakeholders, helping to make
design activities more accessible to the great variety of
expertise that can contribute to design, and addressing the
challenge that external constraints designers and clients
often distract attention from the needs and concerns of the
people who will use the technology.
1. Introduction
Designers of information systems and applications face
a disturbing reality. While there is plenty of opportunity
to do things that make a difference, it is never unequivocal
just what should be done, or even just what the real
problems are. The problems can only be definitively
analyzed by being solved; the appropriate solution
methods must typically be executed in order to be
identified; the solutions must be implemented in order to
be specified. All the while, the designer faces convoluted
networks of tradeoff and interdependency, the potential of
0-7695-0001-3/99 $10
untoward impacts on people and their social institutions,
and the likelihood that changing cultural and technological
circumstances will obviate any solution before it can be
deployed.
Most software engineering methods belong to a
methodological tradition that seeks to control the
complexity and fluidity of design through techniques that
filter the information considered and decompose the
problems to be solved. A complementary tradition seeks
to exploit the complexity and fluidity of design by trying
to learn more about the structure and dynamics of the
problem domain, by trying to see the situation in many
different ways, and by interacting intimately with the
concrete elements of the situ ...
An E-Business Model Ontology For Modeling E-BusinessKarla Adamson
The document proposes an ontology for e-business models consisting of four pillars: product innovation, infrastructure management, customer relationships, and financial aspects. It describes each pillar in detail. Product innovation covers the value proposition and capabilities needed to deliver value to customers. Infrastructure management refers to the network of partners required to create and deliver value. Customer relationships focus on maintaining relationships to generate sustainable revenue. Financial aspects consider the cost and revenue structures throughout the other three pillars. The ontology provides a framework to define concepts and relationships for rigorously analyzing e-business models.
The document discusses the role and structure of enterprise architecture. Enterprise architecture provides a conceptual blueprint that defines an organization's structure and operations, with the goal of helping an organization effectively achieve its current and future goals. It examines the current state, helps develop and evaluate designs, and creates a vision for the future. Popular enterprise architecture frameworks include the Zachman Framework and TOGAF, which provide standardized approaches to understanding an organization holistically.
1. The document discusses the Zachman Framework for Enterprise Architecture, which provides a standardized schema for describing an enterprise. It uses a two-dimensional classification with six perspectives across the top and six abstractions down the left side to form a comprehensive yet normalized representation.
2. Each cell in the framework addresses a different interrogative (what, how, where, who, when, why) about the enterprise from the point of view of a different stakeholder (scope, owner, designer, builder, out-of-context, functioning system). Taking this holistic, multi-perspective approach allows for better integration, reusability, and management of complexity and change over time.
3. By using the framework
Hk yeditepe university-systemsengg-seminar-102012Hakan KIRAN
The document discusses enterprise architecture (EA) and business process modeling frameworks. It provides definitions of EA and business process modeling. EA is described as a master plan that integrates business strategy, operations, systems, and technology. Frameworks help capture the entire organization and address complexity. Common frameworks discussed include the Zachman Framework and The Open Group Architecture Framework (TOGAF).
The document proposes a body of knowledge (BOK) for business engineering (BE). It begins by discussing the need for a common BOK for BE due to the changing responsibilities of managers. It then reviews literature on business engineering and identifies four related but distinct engineering approaches: industrial engineering, engineering management, enterprise engineering, and business engineering. The proposed BE BOK contains eight domains: strategy, organization, people, product/service development, technology, capability maturity, project management, and professional responsibility. It concludes by synthesizing the engineering approaches and emphasizing BE's focus on adopting systems approaches to design effective processes combining people, organization structure, and technology.
The mythical man month was first published in 1975, and I am amazed how relevant it is today even after so many advanced in technology. The book and my course at MIT encouraged me to define the principles of architecture for my reference.
Architectural Thinking - What Is Architecture?ingo
The document discusses the concept of architecture in the context of company information systems. It defines architecture as comprising processes, function points and applications, data structures and containers, and technological infrastructure. The role of the architect is to arrange these components to establish and maintain the system based on the business models and requirements, though the specific technologies may change over time. Good architecture balances the needs of various stakeholders and follows recognized architectural styles. Architecture is concerned with high-level structural decisions that impact a system's long-term evolution and quality attributes.
This book is not finished. We’ve been developing it over the past few years. It began as a manilla folder with copies of different process models. We completed the first “book” version as part of a project undertaken for Elaine Coleman and Sun’s Virtual Center for Innovation. We present this version for educational purposes only. We have obtained no permissions to reproduce any of the models. Copyrights remain with their owners.
If you know of any models which are not featured in this book, please feel free to share them with us.
Everyone designs. The teacher arranging desks for a discussion. The entrepreneur planning a business. The team building a rocket.
Their results differ. So do their goals. So do the scales of their projects and the media they use. Even their actions appear quite different. What’s similar is that they are designing. What’s similar are the processes they follow.
Our processes determine the quality of our products. If we wish to improve our products, we must improve our processes; we must continually redesign not just our products but also the way we design. That’s why we study the design process. To know what we do and how we do it. To understand it and improve it. To become better designers.
Thought Leadership Session: Enterprise Semantics & Ontology, The Power of Und...Wim Laurier
Learn the 1-on-1 of Semantics & Ontology by international authorities. Explore how semantics and ontology is used as the underlying conceptual structure of an enterprise by transforming interoperability beyond existing boundaries. Understand the complex interdependencies of enterprise operations through semantics and ontology. Discover how the Global University Alliance researches, compares, analyzes and develops Best and LEADing Practices around Enterprise Semantics & Ontology.
Professor Simon Polovina
International authority and thought leader in Enterprise Semantics Sheffield Hallam University, United Kingdom
Head of Enterprise Semantics research and development at the Global University Alliance
Professor Wim Laurier
International authority and thought leader in Enterprise Ontology Université Saint-Louis, Bruxelles and Ghent University
Head of Enterprise Ontology research and development at the Global University Alliance
Thought Leadership Session: Enterprise Semantics & Ontology, The Power of Und...Wim Laurier
Learn the 1-on-1 of Semantics & Ontology by international authorities. Explore how semantics and ontology is used as the underlying conceptual structure of an enterprise by transforming interoperability beyond existing boundaries. Understand the complex interdependencies of enterprise operations through semantics and ontology. Discover how the Global University Alliance researches, compares, analyzes and develops Best and LEADing Practices around Enterprise Semantics & Ontology.
Professor Simon Polovina
International authority and thought leader in Enterprise Semantics Sheffield Hallam University, United Kingdom
Head of Enterprise Semantics research and development at the Global University Alliance
Professor Wim Laurier
International authority and thought leader in Enterprise Ontology Université Saint-Louis, Bruxelles and Ghent University
Head of Enterprise Ontology research and development at the Global University Alliance
1. Information architecture is the organization, labeling, and navigation of information on websites, intranets, and software to support users and business goals.
2. The TOGAF framework provides a standard process for developing an enterprise architecture, including information architecture. It includes the Architecture Development Method (ADM) and models for technical and information infrastructure.
3. Applying information architecture and frameworks like TOGAF can help businesses reduce costs, increase customer satisfaction and support innovation by providing a systematic approach to organizing online information.
Similar to Art and Science of Business Architectures (20)
5. I N T R O D U C T I O N
The first task I faced in my industrial engineering career was to develop a computer simulation model of a newly planned mining plant. After many
frustrating hours spent on this model, I asked the fundamental question: “How can one model real-world systems effectively in order to understand them
better?” Nearly twenty years later I am still pursuing the answer to this elusive problem.
During my PhD research, I started to form an opinion on the modeling of systems. Though it was not complicated, I came up with the idea that what
seems to be complex in our eyes might in fact be constructed from order. This order would then be based on small components which at their ‘atomic’ level
are structured according to well-defined patterns. From an engineering perspective, this fuzzy opinion doesn’t fly very well in the established academic
world; yet this hasn’t stopped me from working on the creation of holistic, abstract models of business systems.
The art and science of business architectures is about the analysis and design of business systems. Beautiful structures – like Notre Dame cathedral, the
Chrysler Building, or the Eiffel Tower – were designed by their architects. In the same way, I believe, business systems should be designed and created
through business architecture.
To support this quest, one needs to work from a fundamental framework of understanding. I have created the concept of the business fractal as the basis
for my work. My model uses the concepts of patterns, content, time, and feedback loops to model complex business systems. To explain some of this, in
the following pages I discuss the principles involved in creating these models. And instead of using calculus, I do so with the help of visual notes.
Enjoy it – and remember: simplexity! Greater understanding lies in the simplification of complex matters.
Antonie van Rensburg - February 2009
6.
7. If I had a problem on which my life depended, and
I had one hour in which to solve it,
I would spend 40 minutes examining it
15 minutes reviewing it
5 minutes solving it.
ALBERT EINSTEIN
8.
9. C O N S T R U C T I O N
A BUSINESS FRACTAL
The secret of understanding the complex is the ability to understand the basic principles of its con-
struction. Forty years ago, Benoit Mandelbrot started to study the behaviour of cotton markets. This
led to his discovery of the fractal – a shape that can be broken down into smaller parts, each echoing
the whole. Using this analogy, I created the concept of a business fractal – a pattern that shows busi-
ness activities at their most basic, most granular level.
The simplest shape to help us understand business complexity is the transformation model of input
to output, originally developed as part of the Structured Analysis Design Technique.
A basic operations research principle teaches us that any system striving towards optimal perfor-
mance does so by using resources to achieve this. Unfortunately, virtually no resource in this world
has infinite capacity – and so we need to recognise that our transformation model faces constraints.
This bring us to the understanding of the pattern in a business fractal – a pattern that represents the
transformation of input into output through the use of resources under a set of constraints.
10.
11. T R A N S F O R M A T I O N
Any business system does three things in the transformation process: it consumes, creates, and
produces.
In the transformation process, a series of events deals with material, information, and customers’
activities. For a particular business system, the consumption, creation, and production process will
require certain business rules, or logical relationships. These rules define the relationships between
the system objects, and create the content understanding of the business fractal.
As we use available resources (such as people, land, and capital) over time, the business system
starts to exhibit its own behaviour. Capturing this behaviour through stochastic data allows us to cre-
ate memory within the business fractal.
Neither complex nor simple systems behave in a linear fashion over time. Adding resources such as
innovation, technology, knowledge, or policy to the transformation process can cause it to react in a
non-linear, power-law fashion.
The typical non-linear, hidden relationships in the transformation process bring volatility to the busi-
ness fractal, enabling it to provide the means of modelling complexity through a simple pattern.
Combing the pattern with content, memory, and volatility brings about the definition and under-
standing of a business fractal.
12.
13. The conventional dichotomy between business and software engineering
inevitably creates frustrating incompatibilities between the business
and its software, with the two systems working in different ways towards
different ends. The complexity that results from combining the two
discrepant systems may actually lead to chaotic organizational behavior,
in the scientific sense of being inherently unpredictable and
uncontrollable.
D AV I D TAY L O R , P H D
14.
15. S Y S T E M A T I C
BUSINESS ARCHITECTURE
Traditionally, architecture is the art and science of designing physical structures, and integrating them
into the landscape. By analogy, business architecture is the art and science of the analysis and design
of business systems, and their integration into surrounding business system landscapes. As opposed
to architecture – which has been practised for thousands of years – business architecture has only
come to light in the past twenty years, making it a very young science.
Just as traditional architecture has its tools and devices for the task of designing, so business archi-
tecture has its own key concepts. These are: modelling methods, visualisation, and business refer-
ence models.
In practice this means that the business architect needs to start with some basic principles for the
design of the business system. As a start, reference models provide the architect with the means
to create a generic construction of the business system. There are various modelling methods that
enable the architect to mould and enrich this generic construction into a specific model of the busi-
ness system. And finally, visualisation allows the business architect to relay the analysis and design
of the business system to its stakeholders – just as the traditional architect will use blueprints and
scale models of the planned structure.
16.
17. D I M E N S I O N A L
Good business architecture introduces three dimensions to the analysis and design of business sys-
tems: abstraction, hierarchy, and time. Let me explain these.
The first dimension, abstraction, allows the analyst to describe complexity while choosing to filter out
any content that is not strictly relevant at that point. From an analysis perspective, the architect can
show or hide the richness of the business system blueprint. So the architect can show you the ‘plumb-
ing’ of the business system, or hide it from view and concentrate only on the ‘electrical wiring’.
The second dimension, hierarchy, segments the architecture into horizontal views that represent
different levels of complexity in the business system – like departments on different floors of a multi-
storey building. The architect can add or remove content as it relates to a particular level in the hier-
archy.
Which brings us to the third dimension of analysis and design: time. The architecture descriptions
relating to abstraction and hierarchy are static: the architecture does not show what happens to the
business system as it operates through time. By time-stamping events in the business architecture,
the business architect gains valuable insight into the behaviour and characteristics of the business
system.
18.
19. Just as shovels themselves do not dig holes, but rather provide
leverage for a human to dig, methods provide leverage for the human mind
to accomplish a job more effectively. The method may assist and
motivate the intellectual activities of the human, but it does not make
the decisions, create the insights, nor discover the problems.
KNOWLEDGE BASED SYSTEMS, INC.
20.
21. E X P E R I E N C E
SELLING BENEFIT
The raison d’être of any business is to sell benefit to the customer. To create a good busi-
ness architecture that will support this basic aim, we need to understand what this benefit
is, and how it is created. This in turn drives the business processes that are required to
deliver these benefits and experiences to the customer. Using a similar concept to that
of a Bill of Material (BOM), the Bill of Events (BOE) models customer experience and
customer touch points within the business system.
22.
23. F U N D A M E N T A L
‘Selling benefit’ takes place when the organisation offers a product and service to its customers. This can be driven by the profit motive,
or by a purely social benefit. Thus we can cover either a capitalist system (profit-driven) or a socialist system (benefit-driven), or a mix of
both. To understand what is being sold to the customer, the business also needs to define how it is created, and the mechanisms or chan-
nels that deliver the benefit to the customer.
To formalise this approach, the business creates a Bill of Events. ‘Events’ can be information, clients, or material. Specifying the benefit
that the customer requires defines which events are required, how many of each, and the order in which they should be delivered.
The complexity of the Bill of Events is delivered via routings. Routings, or value-added processes, define how products and services are
created and delivered as a series of events to the customer. A routing takes shape through the actions that need to be executed, their
timing, and their sequence. These value-added processes form part of the ‘supply chain network’ of the business, which will be discussed
at a later stage.
To serve different customers in different markets, the business must design its products and processes accordingly. Classical operations
management principles tell us that customer choice across the volume of customers can be managed in one of three ways. In the first,
Make-To-Stock (MTS) processes, business must produce an inventory of products in the supply chain network. In this scenario, cus-
tomer expectations are managed by balancing all supply and demand through these inventory or stock levels. The second way is to use
Assemble-To-Order (ATO) processes. Here, the business balances customer expectations by using standard sub-components that are
assembled as a final product. Assembly and delivery time shapes the customer experience in this case. The third way is the Make-To-
Order (MTO) process. MTO delivers the customer’s order by taking raw materials and manufacturing a unique final product.
In each of the three processes, measuring customer experience is significantly different. A proper business architecture helps the busi-
ness to understand the differences, plan for them, and deliver them.
24.
25. The scientist takes off from the manifold observations of predecessors,
and shows his intelligence, if any, by his ability to discriminate
between the important and the negligible, by selecting here and there
the significant steppingstones that will lead across the difficulties to
new understanding. The one who places the last stone and steps across to
the terra firma of accomplished discovery gets all the credit. Only the
initiated know and honor those whose patient integrity and devotion to
exact observation have made the last step possible.
HANS ZINSSER (1878-1940)
26.
27. F U N C T I O N A L
THE BUSINESS PROCESS MODEL
The business process model is at the heart of business architecture. It contains the meta-
structure for all business processes in the business system. It groups processes into one
of four categories: strategic processes, tactical processes, supply chain processes,
and support processes. The logic behind this structure is that each process type enables
the business system to create benefit for the customer.
28.
29. I N T E G R A T I O N
I have just said that the business process model deals with four main groups of process-
es. Let’s look at these in more detail. The main task of strategy processes is to create
and deliver a business plan, and to budget with functional targets and objectives that lead
into the tactical processes. Tactical processes ensure that the business has the re-
quired capacity to manage all events in the business system. They do this by planning and
controlling capacity and events in the supply chain network. The supply chain network
processes include all the processes that move raw material towards the final product,
and deliver service to the customer. The fourth group, support processes, undergirds the
other three process groups in the business system.
30.
31. If building applications to solve problems no longer work, what should
the new strategy be? There is now a clear and compelling answer to this
question: model-based development. The goal of this approach is to
construct software models that represent the structure and operations of
a business as simply and directly as possible. Because these models are
not tied to any particular problem, they can be used to address a wide
range of problems, including problems that weren’t even imagined when
the models were constructed.
D AV I D TAY L O R , P H D
32.
33. S T R A T E G I C
STRATEGY PROCESSES
Strategy processes facilitate organisational purpose for the business system. Once this purpose has been
created, strategy defines the alignment of organisational resources to achieve this purpose. One of these
processes is the ‘strategy formulation process’, which delivers a mission, vision, value, and objective state-
ment. Another, the ‘balanced scorecard process’, takes the objective statement and translates it into a series
of measurable objectives and targets to be achieved over the planned strategy horizon. The ‘business plan
process’ takes this and expands it into an action plan with allocated responsibilities. Finally, operational data is
turned into structured information so that the business can create ‘what-if’ scenarios and make performance
measurement decisions.
34.
35.
36.
37. Formulation and construction of the abstract model of the system is
perhaps the most unstructured, expensive and ill-supported task.
D O U K I D I S A N D PA U L
38.
39. C O N T R O L L A B L E
TACTICAL PROCESSES
Tactical processes link the business’ strategy process and the supply chain processes.
Although they are very important in the business architecture, they are also the least
understood.
A number of key processes link strategy with operations. First, the business strategy
needs to be translated so that we can define the business policies and business configu-
rations for the supply chain network, product, and customer. Second, the processes for
the design and delivery (or routings) of the product need to be developed. Moving into
operations, we need to ensure that the business system’s resource capacity and event
flow are properly planned and controlled. And finally, there must be a process to im-
prove the current operations. These four groups of processes form the tactical processes
required to translate strategy into operations.
40.
41. M E A S U R A B L E
To deal effectively with tactical processes, we need an organisation-wide focus and
effort. In the design process, a product and process need to be formally designed to
deliver benefit to the customer. The type of industry we’re dealing with – for example,
manufacturing or services – determines the actual content of these processes.
Improving processes after they have been put into production through the planning
and control processes also requires a method or approach. Good practices – such as
change management – should ensure that the business can still deliver to its customers
even while its current process and product are being improved.
47. Those who think the purpose of their work is to please the boss, or to
perform the same task over and over again, have little in common with
those whose first concern is creating value for the customer and taking
responsibility for the performance of an entire process.
KNOWLEDGE BASED SYSTEMS, INC.
48.
49. P R A C T I C A L
SUPPLY CHAIN NETWORK PROCESSES
The supply chain network covers all the processes that convert raw material into the
final product or service for the end-customer. This network of processes has three main
groups: the inbound supply chain process, the value chain process, and the outbound
supply chain process.
The inbound supply chain process deals with moving raw material from the supplier to
the business. The tactical decisions on vertical integration and supplier partnerships play
important roles in the configuration and execution of these processes in the value chain
of the business. The value chain process starts with receiving output from the inbound
supply chain, and covers all value-adding steps to the business’ final product or service.
The outbound supply chain process includes all product and service delivery to the final
customer after receiving the value chain output.
50.
51. D E L I V E R A B L E
The supply chain network process flow starts with the suppliers and ends with the customer. A
number of factors create complexity in the supply chain network process. These are: customer
segmentation, the product and service BOE, delivery mechanisms, channel logistics, delivery chan-
nels, and the suppliers of the raw materials for production and distribution.
The inbound supply chain process forms an NXM matrix. This matrix is created from the complex-
ity of the number of suppliers (N) used in the transformation processes, as well as the impact of
vertical integration, collaboration, and general supplier sourcing (M).
The outbound supply chain process also forms an NXM matrix, created from N channel distribu-
tion layers to M customer segmentation layers. This matrix is influenced by the complexity of the
product and service BOE, as well as the types of distribution channels that are used in delivering
the product or service.
The value chain in a supply chain network consists of the value-added processes on the premises
and within the control of the business. There are many ways to describe these, but in essence the
business needs to perform a number of generic business processes in order to create benefit for
the customer.
52.
53. M A N A G E A B L E
The business needs to research and develop a product or service for its
customers. Once the business understands the market (customers), it
can brand the offering. In the process of building the product or service,
the business will acquire or procure raw materials or services from its
supplier network. On completion, the sales force sells the benefit to
customers. When it receives customer orders, the business will fulfil
these orders. Beyond that point, the business supports its products and
services in the market.
54.
55. We are an intelligent species and the use of our intelligence quite
properly gives us pleasure. In this respect the brain is like a muscle.
When it is in use we feel very good. Understanding is joyous.
CARL SAGAN (1934 -1996)
56.
57. A C H I E V I N G
SUPPORT PROCESSES
In the business architecture, support processes support the supply chain network and
the tactical and strategy processes. To recap: the supply chain network processes fo-
cus on delivering the required levels of customer experience, while tactical and strategic
processes aim to align the supply chain network with the business strategy. Support pro-
cesses do what the name implies: they support the supply chain network and the tactical
and strategic processes in achieving their purpose and execution.
Support processes are determined by the type of industry in which the business system
works. For example, a company’s human resource function is typically a support process;
but a human resource business providing services to customers will have human re-
source processes as value chain processes at its heart.
58.
59.
60.
61. Some people will never learn anything; for this reason, because they
understand everything too soon.
ALEXANDER POPE (1688-1744)
62.
63. I N N O V A T I V E
CONCLUSION
To analyse, design, implement, and manage a business system, we need guidance from con-
ceptual models. Business architecture provides a powerful framework for such purposes. The
effectiveness of business architecture is based on the principles of system thinking and fractal
geometry. A complex system can be simplified through a basic fractal model. This enables the
user to comprehend and link simple business processes within a complex business system, and
to produce a powerful descriptive model of the whole system in context.
In this presentation I have used a number of principles to show how we can construct a busi-
ness architecture through visual notes. These visual notes contain design principles. And these
design principles can be used to comprehend the processes found in most types of business
systems.
I hope that, through this presentation, I have shown you that business architecture is both an
engaging art and an exact science.
64. I N S P I R E D
Antonie van Rensburg obtained his B.Eng (Industrial) (Cum Laude), M.Eng (Industrial)
(Cum Laude) and Ph.D (Industrial Engineering) from the University of Pretoria, where he
was a lecturer from 1991 to 2000. He left as an Associate Professor in 2000 to pursue
start-up investments in the Information Technology, Business Consulting and Financial
Services industries.
As the operational side of these activities became overly onerous,
he balanced them with his professional interests, research and
teaching, and after a brief stint at the Wits Business School, re-
turned to his alma mater, the Department of Industrial and Systems
Engineering at the University of Pretoria.
Over the years Antonie has consulted to more than 50 local and
international companies across various industries. In addition to
consulting, he has a passion for business, technology and invest-
ment, which has led to the funding and incubation of a number of
enterprises over recent years.
Antonie has presented and published numerous conference papers and articles in his
research field, both locally and internationally. Returning to his roots in the Business
Process Management domain, he pursues various key challenges – one of them being
that of Business Architecture.