Businesses need a way to efficiently adapt not only their services but also the IT infrastructure for delivering them.
One of the key features is to explicitly capture the delivery context of customer services and to provide mechanisms for configuring or generating its delivery
Authors: Sergio España, Janis Grabis, Martin Henkel, Hasan Koç, Kurt Sandkuhl, Janis Stirna, Jelena Zdravkovic
These slides present a full tuorial of Capability driven development presented in the CLEI 2014 conference. Contents:
Introduction
Enterprise modelling with 4EM
Capability design
Capabilities in runtime
Case studies
Conclusion
Authors: Sergio España & Tania González
Brief Overview of the CaaS Project for Invited Members of the Project’s Exploitation Advisory Boad (EAB). Highlights the explotation lines of the project
Author: Jan-Christian Kuhr
Capability Patterns as the Enablers for Model-based Development of Business C...CaaS EU FP7 Project
Lately the notion of capability has emerged in information system engineering as the means to support development of context dependent organizational solutions and supporting IT applications. To this end a Capability Driven Development (CDD) approach has been proposed. As key part of CDD is the concept of patterns that is used to support the capability design from existing solutions as well as the adjustment of the capability delivery at run-time. A pattern template and meta-model is presented together with the CDD lifecycle that incorporates pattern development and use. The initial experiences of use of the patterns as part of CDD at three industrial use cases are also presented.
Authors: Janis Stirna, Jelena Zdravkovic, Martin Henkel and Janis Kampars.
Business Capability-centric Management of Services and Business Process ModelsWassim Derguech
With the advent of Industry 4.0, more and more companies are actively working on digitising their assets (i.e., services, processes, etc.) for better control, collaboration, modularity, analysis, etc. By 2020 more than 80% of companies will have digitised their business processes and value chains. This creates more services and processes, making their indexing, discovery, configuration, etc. more challenging. Thus, digitising assets needs a data model to describe them together with algorithms for indexing, discovery and configuration.
This thesis details a concept model for describing the business capability of services and business processes from a functional perspective in terms of what do they achieve together with related business properties. Furthermore, this work proposes the aggregation, indexing, discovery and configuration of services and business processes using the concept of business capability.
These slides present a full tuorial of Capability driven development presented in the CLEI 2014 conference. Contents:
Introduction
Enterprise modelling with 4EM
Capability design
Capabilities in runtime
Case studies
Conclusion
Authors: Sergio España & Tania González
Brief Overview of the CaaS Project for Invited Members of the Project’s Exploitation Advisory Boad (EAB). Highlights the explotation lines of the project
Author: Jan-Christian Kuhr
Capability Patterns as the Enablers for Model-based Development of Business C...CaaS EU FP7 Project
Lately the notion of capability has emerged in information system engineering as the means to support development of context dependent organizational solutions and supporting IT applications. To this end a Capability Driven Development (CDD) approach has been proposed. As key part of CDD is the concept of patterns that is used to support the capability design from existing solutions as well as the adjustment of the capability delivery at run-time. A pattern template and meta-model is presented together with the CDD lifecycle that incorporates pattern development and use. The initial experiences of use of the patterns as part of CDD at three industrial use cases are also presented.
Authors: Janis Stirna, Jelena Zdravkovic, Martin Henkel and Janis Kampars.
Business Capability-centric Management of Services and Business Process ModelsWassim Derguech
With the advent of Industry 4.0, more and more companies are actively working on digitising their assets (i.e., services, processes, etc.) for better control, collaboration, modularity, analysis, etc. By 2020 more than 80% of companies will have digitised their business processes and value chains. This creates more services and processes, making their indexing, discovery, configuration, etc. more challenging. Thus, digitising assets needs a data model to describe them together with algorithms for indexing, discovery and configuration.
This thesis details a concept model for describing the business capability of services and business processes from a functional perspective in terms of what do they achieve together with related business properties. Furthermore, this work proposes the aggregation, indexing, discovery and configuration of services and business processes using the concept of business capability.
Certified Management profession with experience in Management, Services, Operations, Development and Implementation of commercial applications (Banking, Retail, and Insurance).
Cloud Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Talent Supply and Demand: Saba as the Gold Source for Skills at DXCSilviu Nedea
Presented: Saba Insight 2018
Author: Silviu Nedea
Company: DXC technology
Learn how DXC Technology integrates Saba Cloud with its portfolio and project management system, mitigates cost and location challenges, and how to reduce and/or eliminate expensive external hires.
Business process management center of excellence 2010Robert Levy
A suggested best practice guide for creating a business process management center of excellence - the principles could apply to many other opportunities as well. If anyone uses this outside of BPM let me know.
Certified Management profession with experience in Management, Services, Operations, Development and Implementation of commercial applications (Banking, Retail, and Insurance).
Cloud Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Talent Supply and Demand: Saba as the Gold Source for Skills at DXCSilviu Nedea
Presented: Saba Insight 2018
Author: Silviu Nedea
Company: DXC technology
Learn how DXC Technology integrates Saba Cloud with its portfolio and project management system, mitigates cost and location challenges, and how to reduce and/or eliminate expensive external hires.
Business process management center of excellence 2010Robert Levy
A suggested best practice guide for creating a business process management center of excellence - the principles could apply to many other opportunities as well. If anyone uses this outside of BPM let me know.
Research has shown that the Saville Consulting Wave™ Types are powerful predictors of performance in a range of key areas. Saville Consulting Wave™ Types have implications for behavior in leadership roles, team/peer interaction, change management and synergies with various organizational cultures.
How and Why the Direct-to-Consumer Model Works in eCommerceDemac Media
Why choose a direct-to-consumer model than the traditional in-store model? This is what Rajen of RJR Venture Group and Mike from Endy Sleep helped to explain at our eCommerce Toronto Meetup this month. Raj and Mike shared the behind the scenes operational components that make direct-to-consumer fully functional. The discussion was focused on two parts: sales and operations. From a sales perspective, what are the benefits of direct-to-consumer and eCommerce? How does this model positively impact business growth and sales? From an operational perspective, how can you turn a traditional sales model into a successful direct-to-consumer / vertical one? They touched on the methods to sourcing materials, finding the right manufacturer, considering currency and shipping options. Lastly, they discussed the challenges of marketing and PR faced along the way.
How to build customers’ trust in the digital world?
Trust is of utmost importance in the rapidly changing insurance world.
The entire insurance industry is founded on trust. But gone are the good old days when a trusted insurance agent showed up at your parents’ house and sat down at mum’s kitchen table to discuss your family’s insurance needs. Insurance is now mostly sold online: an increasingly automated and impersonal form of self-service.
But the industrialisation and increased professionalism of the industry has lead to greater distance and lack of personal knowledge between the insurer and insured, which has caused a lack of trust. So the question is: How can insurers take advantage of the changing consumer behaviour and technology in order to restore trust?
Our team has joined forces with industry experts – Michael Herold Eschenburg and Susanne Møllegaard – to answer some of the insurance industry’s most complex questions.
In this ebook you will find:
• Conflict issues that exist between insurers and customers
• Our look into the future of insurance sales with expert advice
• How these predictions are the beginning of restoring trust
Evolving customer expectations, new technological capacities and nascent platforms for service delivery have created an unprecedented need for innovative customer-centered service strategies, while helping organizations build new capabilities for differentiation in Direct-to-Consumer services.
As the leader in designing and delivering programs for people and strategy development, WDHB has had the privilege to witness both sides of the coin: on one hand, our clients, which include some of the world’s best-known companies in the consumer sphere, are increasingly on the lookout for new ways to improve the quality, variety and adaptability of the services they offer to customers. On the other hand, through our Learning Expeditions that facilitate the immersion of executive teams into unfamiliar environments and cultures to explore disruptive business perspectives, we have gathered insights into a wealth of trends in consumer-facing landscapes, helping us identify weak signals and detect upcoming evolutions of direct-to-consumer services.
With the following document, we are happy to share some of our learnings, dive into powerful examples of innovation in Direct-to-Consumer services, and suggest a new model for increased customer value.
Building Digital Capability - Service Modelling Workshop and Institutional Di...James Clay
We will use this workshop to discuss the proposed service models for digital capability, as well as discussing the concept of institutional digital capability, and are looking for input from the user group.
Platforms for Growth:Technology Innovations in the Insurance IndustryState Street
On behalf of State Street, the Economist Intelligence Unit conducted a global survey of 321 senior executives at insurance companies (June and July 2014), to examine the technology challenges facing the sector.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
Lean Six Sigma Black Belt - ASQ Materials
the content of six sigma black belt certification program
and it is main topics and modules with overview of improvement approaches
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Lessons learned about multiple model appraisals - How to get costs reduction Inigo Garro
Companies that had an appraisal experience in the past using CMMI-DEV as reference model, may have left out of the scope an important part of the company, related with services delivery. During a multiple model appraisal, additional business areas such as consultancy services, software maintenance or IT management services may also be included in the organizational scope, thus reducing the effort and cost of multiple appraisals.
This presentation, delivered by Caelum in the recent CMMI Portugal Conference, gives us some insight into issues to consider in a multimodel appraisal and how to save up to 42% of effort if we perform a multiple model SCAMPI appraisal instead of two separate single model appraisals.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Capability-as-a-Service: Investigating the Innovation Potential from a Busine...CaaS EU FP7 Project
Capability-as-a-Service: Investigating the Innovation Potential from a Business Model Perspective.
By Kurt Sandkuhl (Rostock University), Janis Stirna (Stockholm University)
DIFENSE workshop @ CAISE'2015 in Stockholm
Context-oriented Knowledge Management in Production Networks @Gsom Emerging m...CaaS EU FP7 Project
Context-oriented Knowledge Management in Production Networks
By Kurt Sandkuhl
Invited lecture on October 8 at the GSOM Emerging Markets conference in St. Petersburg
Selection and Evolutionary Development of Software-Service Bundles: a Capabil...CaaS EU FP7 Project
Presentation of the paper "Selection and Evolutionary Development of Software-Service Bundles: a Capability Based Method" at ASDENCA 2016 Workshop. Authors: Janis Grabis and Kurt Sandkuhl
A Reference Model Based Design of Supply Chain Management CapabilitiesCaaS EU FP7 Project
Capabilities define competitive advantages an organization possesses, and attaining desired capabilities is a challenging task. This paper proposes to use reference models as a basis for the capability design, and it focuses on usage of the SCOR model for designing supply chain management capabilities. The paper outlines a method for the reference model based capability design. The method relies on the correspondence among concepts used in capability modeling and concepts used in the SCOR model. The capability is designed by selecting and combining appropriate process categories and metrics from the reference model. Best practices defined in the referenced model are packaged as capability delivery patterns and are also used in capability design as reusable process fragments. The reference model provides sound foundations for the capability design while capability-oriented view of the reference model enriches it with contextual information.
Authors: Jānis Grabis and Solvita Bērziša
Applying Capability Modelling in the Genomics Diagnosis Domain: Lessons Learned CaaS EU FP7 Project
Because of the evolution of sequencing technologies, tailored software is a must in the genetic diagnosis domain. Bioinformatics Workflow Management Systems (BWMS) are a popular software for geneticists to describe workflows for analysing genomic data. Although these systems improve development productivity, they are far from being widely accepted by this community. The lack of rigorous conceptual modelling-practices explains the complexity to adapt this genetic analysis software to context changes. In order to face this adaptation issue, we propose using the capability notion as a modelling primi-tive for providing a sound conceptual background. This paper analyses, from a capability-driven perspective, how daily practices in a bioinformatics SME could be represented as capabilities. From this real scenario, we state current capabilities and explain how they can be supported using current BWMS. As a lessons learned, we discuss how the introductions of capability-driven de-velopment could improve their daily work.
Authors: Francisco Valverde & Maria José Villanueva
COBI 2014 - Designing a Meta Model as the Foundation for Compliance CapabilityCaaS EU FP7 Project
The goal of this paper lead by FR, which was presented at the Cobi 2014 workshop as full paper, is to depict compliance concepts and the relations between them, as a conceptual meta-model. It aims to assist business analysts to extract compliance rules from compliance documents and to enable compliance enforcement in all the phases of business process lifecycle.
2014 Asdenca - Capability-based business model transformationCaaS EU FP7 Project
These slides present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. Also the approach is illustrated by using several examples taken from the industry.
2014 Asdenca - Capability-driven development of a soa platform, a case studyCaaS EU FP7 Project
These slides describe the EVR case study that focuses on capability modelling within a service-oriented architecture development project. The paper discusses the lessons learned, as well as open challenges to feedback the improvement of the CDD methodology.
2014 Asdenca - On the applicability of concepts from variability modelling in...CaaS EU FP7 Project
The paper focus on the aspect of variability in the context of capabilities. Starting from the SIV industrial case from business process outsourcing, concepts from variability modelling are introduced, i.e. variation points and variation aspects, into modelling and representation of capabilities
2014 asdenca - An outlook on patterns as an aid for business and it alignment...CaaS EU FP7 Project
This work discusses the future outlook on how pattern based approaches should be developed to support business and IT alignment and the concept of capability, as means to deliver context dependent organizational solutions
The main goal of the CaaS project is to bring about a shift from the service-oriented paradigm to a capability delivery paradigm. This puts particular focus on the context in which digital enterprises make their business, requiring customisation of the business offerings as the context of delivery changes. The CaaS project aims to facilitate configuration of business services and development of executable software to monitor the fitness of purpose of these services to evolving business contexts and where necessary to adjust these services according to the context. To this end, the CaaS project will deliver the Capability Driven Development (CDD) approach that will allow digital enterprises to exploit the notion of ‘capability’ as a means of both designing for services and operating with services.
COBI 2014 - An Empirical Evaluation of Capability Modelling using Design Rati...CaaS EU FP7 Project
The purpose of this paper, which was presented at the Cobi 2014 workshop as full paper, is to report on the utility of a specific meta-model in terms of the design and process for defining capabilities. This investigation was carried out through the FR use case that involved capability modelling on the same application, by different designers. Each approach was documented using design rationale techniques.
These slides presents a brief overview of the context platform developed by Portugal Telecom Innovaçao. This platform will support the context-awareness features of the CDD environment of the CaaS project.
These slides presents a brief overview of the CDD Methodology developed in the CaaS FP7 Project. This state-of-the-art methodology will enable the develoment of Information Systems from a digital business perspective. It presents a method overview and an initial version of the metamodel that supports this method
Cyaniclab : Software Development Agency Portfolio.pdfCyanic lab
CyanicLab, an offshore custom software development company based in Sweden,India, Finland, is your go-to partner for startup development and innovative web design solutions. Our expert team specializes in crafting cutting-edge software tailored to meet the unique needs of startups and established enterprises alike. From conceptualization to execution, we offer comprehensive services including web and mobile app development, UI/UX design, and ongoing software maintenance. Ready to elevate your business? Contact CyanicLab today and let us propel your vision to success with our top-notch IT solutions.
In software engineering, the right architecture is essential for robust, scalable platforms. Wix has undergone a pivotal shift from event sourcing to a CRUD-based model for its microservices. This talk will chart the course of this pivotal journey.
Event sourcing, which records state changes as immutable events, provided robust auditing and "time travel" debugging for Wix Stores' microservices. Despite its benefits, the complexity it introduced in state management slowed development. Wix responded by adopting a simpler, unified CRUD model. This talk will explore the challenges of event sourcing and the advantages of Wix's new "CRUD on steroids" approach, which streamlines API integration and domain event management while preserving data integrity and system resilience.
Participants will gain valuable insights into Wix's strategies for ensuring atomicity in database updates and event production, as well as caching, materialization, and performance optimization techniques within a distributed system.
Join us to discover how Wix has mastered the art of balancing simplicity and extensibility, and learn how the re-adoption of the modest CRUD has turbocharged their development velocity, resilience, and scalability in a high-growth environment.
OpenFOAM solver for Helmholtz equation, helmholtzFoam / helmholtzBubbleFoamtakuyayamamoto1800
In this slide, we show the simulation example and the way to compile this solver.
In this solver, the Helmholtz equation can be solved by helmholtzFoam. Also, the Helmholtz equation with uniformly dispersed bubbles can be simulated by helmholtzBubbleFoam.
Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
First Steps with Globus Compute Multi-User EndpointsGlobus
In this presentation we will share our experiences around getting started with the Globus Compute multi-user endpoint. Working with the Pharmacology group at the University of Auckland, we have previously written an application using Globus Compute that can offload computationally expensive steps in the researcher's workflows, which they wish to manage from their familiar Windows environments, onto the NeSI (New Zealand eScience Infrastructure) cluster. Some of the challenges we have encountered were that each researcher had to set up and manage their own single-user globus compute endpoint and that the workloads had varying resource requirements (CPUs, memory and wall time) between different runs. We hope that the multi-user endpoint will help to address these challenges and share an update on our progress here.
Navigating the Metaverse: A Journey into Virtual Evolution"Donna Lenk
Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
Enterprise Resource Planning System includes various modules that reduce any business's workload. Additionally, it organizes the workflows, which drives towards enhancing productivity. Here are a detailed explanation of the ERP modules. Going through the points will help you understand how the software is changing the work dynamics.
To know more details here: https://blogs.nyggs.com/nyggs/enterprise-resource-planning-erp-system-modules/
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
Providing Globus Services to Users of JASMIN for Environmental Data AnalysisGlobus
JASMIN is the UK’s high-performance data analysis platform for environmental science, operated by STFC on behalf of the UK Natural Environment Research Council (NERC). In addition to its role in hosting the CEDA Archive (NERC’s long-term repository for climate, atmospheric science & Earth observation data in the UK), JASMIN provides a collaborative platform to a community of around 2,000 scientists in the UK and beyond, providing nearly 400 environmental science projects with working space, compute resources and tools to facilitate their work. High-performance data transfer into and out of JASMIN has always been a key feature, with many scientists bringing model outputs from supercomputers elsewhere in the UK, to analyse against observational or other model data in the CEDA Archive. A growing number of JASMIN users are now realising the benefits of using the Globus service to provide reliable and efficient data movement and other tasks in this and other contexts. Further use cases involve long-distance (intercontinental) transfers to and from JASMIN, and collecting results from a mobile atmospheric radar system, pushing data to JASMIN via a lightweight Globus deployment. We provide details of how Globus fits into our current infrastructure, our experience of the recent migration to GCSv5.4, and of our interest in developing use of the wider ecosystem of Globus services for the benefit of our user community.
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
The European Union Agency for Law Enforcement Cooperation (Europol) has suffered an alleged data breach after a notorious threat actor claimed to have exfiltrated data from its systems. Infamous data leaker IntelBroker posted on the even more infamous BreachForums hacking forum, saying that Europol suffered a data breach this month.
The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
How Recreation Management Software Can Streamline Your Operations.pptxwottaspaceseo
Recreation management software streamlines operations by automating key tasks such as scheduling, registration, and payment processing, reducing manual workload and errors. It provides centralized management of facilities, classes, and events, ensuring efficient resource allocation and facility usage. The software offers user-friendly online portals for easy access to bookings and program information, enhancing customer experience. Real-time reporting and data analytics deliver insights into attendance and preferences, aiding in strategic decision-making. Additionally, effective communication tools keep participants and staff informed with timely updates. Overall, recreation management software enhances efficiency, improves service delivery, and boosts customer satisfaction.
Gamify Your Mind; The Secret Sauce to Delivering Success, Continuously Improv...Shahin Sheidaei
Games are powerful teaching tools, fostering hands-on engagement and fun. But they require careful consideration to succeed. Join me to explore factors in running and selecting games, ensuring they serve as effective teaching tools. Learn to maintain focus on learning objectives while playing, and how to measure the ROI of gaming in education. Discover strategies for pitching gaming to leadership. This session offers insights, tips, and examples for coaches, team leads, and enterprise leaders seeking to teach from simple to complex concepts.
Enhancing Research Orchestration Capabilities at ORNL.pdfGlobus
Cross-facility research orchestration comes with ever-changing constraints regarding the availability and suitability of various compute and data resources. In short, a flexible data and processing fabric is needed to enable the dynamic redirection of data and compute tasks throughout the lifecycle of an experiment. In this talk, we illustrate how we easily leveraged Globus services to instrument the ACE research testbed at the Oak Ridge Leadership Computing Facility with flexible data and task orchestration capabilities.
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
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https://sumonreview.com/ai-pilot-review/
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Strategies for capability modelling: analysis based on initial experiences
1. Strategies for capability
modelling: analysis based on
initial experiences
Sergio España, Janis Grabis, Martin Henkel, Hasan
Koç, Kurt Sandkuhl, Janis Stirna, Jelena Zdravkovic
Authors are ordered alphabetically to reflect equal contributions to this work
2. Agenda
1. Introduction
2. The three strategies
3. Comparative analysis
4. Conclusion
Strategies for capability
modelling: analysis based on
initial experiences
3. Capability management tackles business adaptation
Strategies for capability modelling Introduction
Businesses need a way to efficiently adapt not only their services
but also the IT infrastructure for delivering them.
One of the key features is to explicitly capture the delivery
context of customer services and to provide mechanisms for
configuring or generating its delivery.
Capability-driven design and delivery (CDD) is an approach
developed in the EU-FP7 project CaaS.
FP 7 ICT Programme Collaborative Project no: 611351, http://caas-project.eu 3
4. Background on Capability-driven design and delivery (CDD)
4
Strategies for capability modelling Introduction
A vision of the CDD methodology.
Berzisa, Bravos, González, Czubayko, España et al. Capability Driven Development: An
approach to designing digital enterprises. Business & Information Systems Engineering
A capability is the ability and capacity that enable an enterprise
to achieve a business goal in a certain context.
Method components:
Capability design
Enterprise modelling
Context modelling
Reuse of capability design
Run-time delivery adjustment
5. The research problem
5
Strategies for capability modelling Introduction
Recently, work on CDD has focused on strategies for capability
management that so far have been designed and applied
independently of each other.
6. The research problem
6
Strategies for capability modelling Introduction
Recently, work on CDD has focused on strategies for capability
management that so far have been designed and applied
independently of each other.
There is not enough knowledge about the differences among the
strategies and their suitability for different enterprise contexts.
What strategies for capability modelling have emerged during the
industrial use cases?
What are the differences between these strategies?
What are the preconditions of each strategy and the organisational
situation under which they are most convenient?
8. Overview of the strategies
8
Strategies for capability modelling The three strategies
The strategies are mainly related to the Design phase.
Three strategies have emerged.
9. Overview of the strategies
9
Strategies for capability modelling The three strategies
The strategies are mainly related to the Design phase.
Three strategies have emerged.
Each strategy consists of three steps (only step 1 is different):
Step 1. Capability design
Step 2. Capability evaluation
Step 3. Development of capability delivery application
10. Overview of the strategies
10
Strategies for capability modelling The three strategies
Berzisa, Bravos, González, Czubayko, España et al. Capability Driven Development: An
approach to designing digital enterprises. Business & Information Systems Engineering
The three strategies are based on the CaaS metamodel (i.e. they
share the same conceptual basis).class Capability metamodel
Capability
Goal
Indicator
Context
Indicator
KPI
Context Set
ProcessProcess VariantCapability
Delivery
Pattern
Context
Element Range
Measurable
Property
Context
Element
Context
Type
ResourceContext
Situation
Context
Element Value
0..*
↑ supports
1..*
0..*
↑ measured by
0..1
1..*
← measured by
0..1
1 1..*
1..*
↓ influences
0..*
*
→ fulfills
1
0..*
↑ supports
1
1..*
↓ used for
1..*
1 *
1
↓ has
0..*
1..*
↓ motivates
1..*
1..*
↑ consists of
1
1
← designed for
0..*
1
↑ used for
0..1
11..*
1
↑ consists of
1..*
11..*
1
↓ has
1..*
1..*
→ measures
0..1
11.
12.
13. Goals-first capability design
13
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
14. Goals-first capability design
14
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Goal model
Experience:
The starting point can either be
goals / visions or existing
issues.
15. Goals-first capability design
15
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Goal model
KPI definition
Goal KPI How it is measured Expected value
G-RS-1 To optimize
SOA platform
Aggregation of all
goals that support
Adding the value of all
the goals
4 out of 5 sub goals
achieved
G-RS-2 To improve
users satisfaction
Percentage of
customers who rate
their experience
with SOA platform
as “Very good” or
“Good”
Percentage of customers
who rates their
experience with SOA
platform as “Very good”
or “Good”/ Number of
customers who rates.
Percentage of customers
who rates their experience
with SOA platform as “Very
good” or “Good”/ Number
of customers who rates >
75%
G-RS-9 To be able to
provide the service
registration
Registration service
availability
To be able to provide the
service(Yes/No) ,
available time service
and received requests
Yes and time service
available > 99% of time and
to be able to handle > 95%
of received requests
G-RS-13 To provide a
fair treatment with
waiting lists
People in waiting
list
Measuring the time
people join the waiting
list compared to the
order of it. The early the
citizen registers, the
higher in the waiting list
Number of people in waiting
list < 20
16. Goals-first capability design
16
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Goal model
KPI definition
Goal KPI How it is measured Expected value
G-RS-1 To optimize
SOA platform
Aggregation of all
goals that support
Adding the value of all
the goals
4 out of 5 sub goals
achieved
G-RS-2 To improve
users satisfaction
Percentage of
customers who rate
their experience
with SOA platform
as “Very good” or
“Good”
Percentage of customers
who rates their
experience with SOA
platform as “Very good”
or “Good”/ Number of
customers who rates.
Percentage of customers
who rates their experience
with SOA platform as “Very
good” or “Good”/ Number
of customers who rates >
75%
G-RS-9 To be able to
provide the service
registration
Registration service
availability
To be able to provide the
service(Yes/No) ,
available time service
and received requests
Yes and time service
available > 99% of time and
to be able to handle > 95%
of received requests
G-RS-13 To provide a
fair treatment with
waiting lists
People in waiting
list
Measuring the time
people join the waiting
list compared to the
order of it. The early the
citizen registers, the
higher in the waiting list
Number of people in waiting
list < 20
Experience:
Guidance needed!
E.g. “What would be a lead
indicator to show when there is
a high risk that my capabilities
will not fulfill the goals?”
17. Goals-first capability design
17
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Capability identification
Capability id Capability name Goal id
CP1 Dynamic Service Registration G-RS-9
CP1.1 Dynamic Marriage Registration G-RS-10
CP1.2 Dynamic Swimming Pool Registration G-RS-11
CP2 Safe Payment Provision G-RS-16
Simple view of the capability model
18. Goals-first capability design
18
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
19. Goals-first capability design
19
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
20. Goals-first capability design
20
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Context model (graphical)
21. Goals-first capability design
21
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Context model (graphical)
Context model (tabular)
Context Element C.E. Ranges Meas. property Value determination Capability
Online payment
availability
[Available; Not
available]
Online payment
availability
Nagios report
CP1 – Dynamic Service
Registration
CP2 – Safe Payment
Provision
Type of the day
[Working day;
Weekend;
National
holiday]
Type of the day
isWorkingDayDBQue
ry(Day, Municipality)
CP1 – Dynamic Service
Registration
Temperature
[Cold; warm]
Degree
Centigrade
If DegreeCentigrade
(date, location) >
20º
Then value = warm
Else value = cold
C1.2 – Dynamic
Swimming Pool
Registration
Municipality size
(Citizens)
[Numeric]
Number of
citizens
numberOfCitizens(M
unicipality)
CP1 – Dynamic Service
Registration
Geo location [Numeric] Geo location SOA report
CP1 – Dynamic Service
Registration
22. Goals-first capability design
22
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
23. Goals-first capability design
23
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Context model
24. Goals-first capability design
24
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Context model
Context-aware business process model
25. Goals-first capability design
25
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
26. Goals-first capability design
26
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
27. Goals-first capability design
27
Strategies for capability modelling The three strategies
G1. Analyse the
overall business
vision and goals
G2. Identify specific
capabilities
required by goals
G3. Analyse the
existing business
processes
G4. Identify and model
the context affecting the
identified capabilities
G5. Analyse and
define process
variants
G6. Model delivery
adjustments
G7. Review and/or
incorporate
relevant patterns
Pattern specification
Name Payment process
Problem
If there is few payment options available, the risk is that the
payment cannot be done, and the service will not be used.
Context Online payment availability
Solution
Usage
guidelines
The process offers two options to provide a payment method, if
the online method is not available, then a bill is printed.
Keywords Payment methods.
28.
29. Process-first capability design
29
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
30. Process-first capability design
30
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
Experience:
Select the business service with
a high quality of process
description
31. Process-first capability design
31
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
32. Process-first capability design
32
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
33. Process-first capability design
33
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
34. Process-first capability design
34
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
Goals Model
35. Process-first capability design
35
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
Simplified view of
capability-goal-
process relation
36. Process-first capability design
36
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
P3. Identify
processes/
activities/ tasks
Experience:
Guidance needed!
Distinguish variability from
standard decisions
Experience:
Guidance needed!
Differentiate between process
variables and context elements:
Both originate during process
execution
Context Model (Tabular)
Context Model (Graphical)
37. Process-first capability design
37
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
38. Process-first capability design
38
Strategies for capability modelling The three strategies
P1. Define scope
P2. Define level of
granularity
P3. Identify
processes/
activities/ tasks
P4. Analyse exiting BPM
and refine if necessary
P5. Identify/ name
capability to be
delivered
(P6) Update or (P7)
develop goal
models and KPI
P8. Relate goals,
capabilities,
processes
P9. Identify
and model
context
P10. Model
delivery
adjustments
P11. Link
components
39.
40. Concept-first capability design
40
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
41. Concept-first capability design
41
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
42. Concept-first capability design
42
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
Experience:
Capability definition slightly
more complex, since both
process and goal models have
an inherent level of hierarchy
43. Concept-first capability design
43
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
Experience:
Complexity of mapping
capabilities to goals and
processes: One identified
capability was mapped to
several goals.
44. Concept-first capability design
44
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
Context
Model
(Graphical)
45. Concept-first capability design
45
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
46. Concept-first capability design
46
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
47. Concept-first capability design
47
Strategies for capability modelling The three strategies
C1. Analyse the
existing
concepts
C2. Elicit
candidate
capabilities
C3. Analyse dependencies between
identified capabilities and existing
business processes & goals
C4. Identify the context
affecting the identified
capabilities
C5. Analyse and
define process
variants
C6. Model delivery
adjustments
C7. Review and/or
incorporate
relevant patterns
49. Strategies for capability modelling Comparative analysis
Aspect of comparison
Strategy
Goal-first Process-first Concept-first
Primary view on
capabilities
A capability fulfils
key organisational
goals
A capability are
operationalised as
set of processes
A capability encompass
the management of key
concepts
Preconditions with
respect to models
Ideally, top-level
organisational goals
should be defined.
Pre-existing
business process
specifications or
process-oriented
culture.
Pre-defined management
structures, product
structures or other
conceptual models.
Stakeholders
required
Different levels of
management
personnel
Domain experts,
product owners,
strategic
management.
Product
managers/owners
Effects on the
succeeding steps
Provides a
comprehensive base
for capability
monitoring by the
use of KPIs.
Provides a detailed
specification for
context-aware
variability
management.
Provides a base for having
the concept of
capabilities as the main
subject for organisational
analysis and change
management.
49
50. Strategies for capability modelling Comparative analysis
Aspect of comparison
Strategy
Goal-first Process-first Concept-first
Characteristics of
enterprise
Organisations with a
high degree of
adaptable/non-routine
work.
Mature organisations
with well-established
processes.
Organisations with a well-
defined and stable
organisational or product
structure.
Degree of flexibility of
the strategy
Can also start with
visions or existing
issues. Highly iterative
and incremental
modelling process.
The strategy can cope
with ill specified goal
or concept models.
Process reengineering
requires thorough
revision of capability
designs.
Can cope with different
levels of concept granularity.
The drivers for capability
definition are slightly more
complex. Is flexible with
regard to the degree of
specification of business
processes.
Impact on the
organisational culture
Reinforces strategic
vision and clarifies the
IT-business alignment.
Improves the
perspective of the
enterprise (or service)
context.
It brings perspective over
the organisational concepts
by identifying (highly-
cohesive and
lowly-coupled) groups of
concepts.
50
52. Conclusion
52
Strategies for capability modelling Conclusion
Capability Management tackles business adaptation
Capability-driven design and delivery (CDD) is an approach for
capability management developed in the EU-FP7 project CaaS
CDD approach is supported by a set of method components
Recently, work on CDD has focused on strategies for capability
management
Each strategy consists of three steps, capability design, capability
evaluation and development of capability delivery application.
They share the same conceptual basis, namely the CaaS-meta model
There is not enough knowledge about the differences among the
strategies and their suitability for different enterprise contexts
53. Conclusion
53
Strategies for capability modelling Conclusion
Proposal and comparison of three different strategies for capability
modelling.
Goals-first strategy: Capabilities exist as a way to fulfil long-term business
objectives. Suits organisations with a high degree of adaptable/non-routine
work.
Process-first strategy: Capabilities delivered through enacting business
processes. Suits organisations with well-conceived and stable business processes
Concept-first strategy: Capability identification via a group of concepts and their
relation to other groups. Suits organisations with well-defined products or
organisational structures
Future work
Goals-first strategy: Guidelines for the identification of KPIs that can be used for
the monitoring of capability delivery
Process-first strategy: Guidelines to identify context elements, to distinguish
variation points from decision logic and to model process variability efficiently
Concept-first strategy: Guidelines to identify capabilities and relate them with
goals/ processes
Editor's Notes
Competitiveness and growth on an international market is for many businesses tightly coupled to their ability to quickly implement new company strategies, business services and products or market entries. For businesses offering products and services based on information technology (IT) this means that they need a way to efficiently adapt not only their services but also the IT infrastructure for delivering them. Capability management is among the approaches that have been proposed to tackle these challenges. One of the key features is to explicitly capture the delivery context of customer services and to provide mechanisms for configuring or generating its delivery (see section 2).
Among the approaches to capability management the capability-driven design and delivery (CDD) approach proposed in the EU-FP7 project CaaS (see section 2.2) has received a lot of attention [14] [15]. Recently, work on CDD has focused on strategies for capability management that so far have been designed and applied independently of each other. There is not enough knowledge about the differences among the strategies and their suitability for different enterprise contexts.
The contributions of this paper are the following: (i) introducing different strategies for capability modelling, (ii) elaborating on the differences between these strategies and (iii) contributing to understanding the preconditions of each strategy and the organisational situation under which they are most convenient. The paper addresses these aspects by describing the strategies and initial experiences gathered with them.
The CDD methodology is structured according to three phases (Figure 1). The enterprise modelling phase represents the traditional approach to business design and development of information systems. The CDD methodology will apply existing Enterprise Modelling techniques to provide starting information for the capability design. In particular, EKD [7][8] and 4EM [9] are to be used. However, definition and updating of these methods is beyond the scope of the CDD methodology. Also, other enterprise modelling methods are potentially applicable, but this needs further assessment. The capability design phase concerns the design of capabilities, this phase is described in the next section. The final phase, delivery, entails the execution and monitoring of the capability.
Recently, work on CDD has focused on strategies for capability management that so far have been designed and applied independently of each other. There is not enough knowledge about the differences among the strategies and their suitability for different enterprise contexts.
The contributions of this paper are the following: (i) introducing different strategies for capability modelling, (ii) elaborating on the differences between these strategies and (iii) contributing to understanding the preconditions of each strategy and the organisational situation under which they are most convenient. The paper addresses these aspects by describing the strategies and initial experiences gathered with them.
Recently, work on CDD has focused on strategies for capability management that so far have been designed and applied independently of each other. There is not enough knowledge about the differences among the strategies and their suitability for different enterprise contexts.
The contributions of this paper are the following: (i) introducing different strategies for capability modelling, (ii) elaborating on the differences between these strategies and (iii) contributing to understanding the preconditions of each strategy and the organisational situation under which they are most convenient. The paper addresses these aspects by describing the strategies and initial experiences gathered with them.
Within the CaaS project, different strategies for capability modelling and design have been explored and elaborated for use by the industrial partners. The strategies are mainly ways to achieve the Design phase of the CDD methodology, but it somehow also covers the Enterprise modelling phase, especially if the enterprise models are not readily available and need to be created.
Three strategies have emerged.
All three strategies consist of three steps. As the different strategies are basically proposing different ways to identify and design capabilities, only step 1 is different for the strategies whereas steps 2 and 3 are the same for all strategies:
Step 1, capability design: there are three alternative pathways of proceeding with capability design – starting with goals, starting with business service processes, or starting with business concepts. Each of the alternatives will be described separately in the sections 3.1 to 3.3.
Step 2, capability evaluation: Capability evaluation checks whether the result of capability design is feasible from the business and technical perspective before committing to capability implementation. The capability feasibility can be assessed using simulation and cost/benefit analysis before actually committing to capability implementation. A failed evaluation may trigger a new cycle of the capability design phase.
Step 3, development of capability delivery application: The capability development activity readies the capability for the deployment. The indicators for monitoring and algorithms for runtime adjustments are packaged as a runtime-support application. The capability design also serves as a basis for modifying or implementing the IT components used for capability delivery.
Furthermore, all three strategies are based on the CaaS meta-model [15], i.e. they share the same conceptual basis. Relevant terms (concepts, modelling primitives)
Capability Capability is the ability and capacity that enable an enterprise to achieve a business goal in a certain context.
KPI Key Performance Indicators (KPIs) are measurable properties that can be seen as targets for achievement of Goals.
Context Element A Context Element is representing any information that can be used to characterise the situation of an entity.
Context Set Context Set describes the set of Context Elements that are relevant for design and delivery of a specific Capability.
Cxt Element Range Context Element Range is used to specify boundaries of permitted values for a specific Context Element and for a specific Context Set.
Goal Goal is a desired state of affairs that needs to be attained. Goals can be refined into sub-goals forming a goal model. Goals should typically be expressed in measurable terms such as KPIs.
Process Process is series of actions that are performed in order to achieve particular result. A Process supports Goals and has input and produces output in terms of information and/or material. When initiated a process is perceived to consume resources.
Process Variant Process variant is a part of the Process, which uses the same input and delivers the same outcome as the process in a different way.
Pattern Patterns are reusable solutions for reaching business Goals under specific situational contexts. The context defined for the Capability (Context Set) should match the context in which the Pattern is applicable.
The three strategies are
Goal-first
Process-first
Concept-first
We start with Goal-first
Goals are used to model the intentional perspective of organisational design. Hence, capability design can start with analysing the existing goal hierarchy and/or setting new goals and then shifting to analysing how they should be reached in terms of capabilities, business processes and which context properties should be considered. The modelling process includes steps as outlined below. It is also worth mentioning that the modelling process is not entirely sequential. Instead it is rather iterative and incremental, i.e. the modeller has to develop all parts of the capability design (e.g goals, capability, context, process) in balance and consistent with each other.
Activity G1: Analyse the overall business vision and goals. The existing business goals need to be analysed with respect to identifying which goals are required to be supported by capabilities. Goals are typically organised in a goal hierarchy with more strategic goals on the top and more operational goals below. The goals that require capability support typically are on a more operational level because capabilities are concerned with explicit business designs and concrete actions. But in principle, some top-level goals could also be supported by capabilities. The goals that are the likely candidates for capability design should have elaborated KPIs for their monitoring. It might happen that the existing goals do not have an explicit design that connects the corporate KPIs and goals, in which case this needs to be established or refined. In particular a goals model is central be used for this activity.
This is the goal model of one use case related to the e-government platform. Note that there is a hierarchy of goals of different strategic level.
EXPERIENCE: The starting point for goal modelling: Either the organisation had top-level goals clearly defined or the organisation had a sense of what changes that were needed (e.g. SOA platform improvement) The starting point could be either goals / visions or existing issues.
Activity G1: Analyse the overall business vision and goals. The existing business goals need to be analysed with respect to identifying which goals are required to be supported by capabilities. Goals are typically organised in a goal hierarchy with more strategic goals on the top and more operational goals below. The goals that require capability support typically are on a more operational level because capabilities are concerned with explicit business designs and concrete actions. But in principle, some top-level goals could also be supported by capabilities. The goals that are the likely candidates for capability design should have elaborated KPIs for their monitoring. It might happen that the existing goals do not have an explicit design that connects the corporate KPIs and goals, in which case this needs to be established or refined. In particular a goals model is central be used for this activity.
For some goals it was easy to define KPIs.
For others (e.g. G-7) it was more complex or not possible at all.
Activity G1: Analyse the overall business vision and goals. The existing business goals need to be analysed with respect to identifying which goals are required to be supported by capabilities. Goals are typically organised in a goal hierarchy with more strategic goals on the top and more operational goals below. The goals that require capability support typically are on a more operational level because capabilities are concerned with explicit business designs and concrete actions. But in principle, some top-level goals could also be supported by capabilities. The goals that are the likely candidates for capability design should have elaborated KPIs for their monitoring. It might happen that the existing goals do not have an explicit design that connects the corporate KPIs and goals, in which case this needs to be established or refined. In particular a goals model is central be used for this activity.
For some goals it was easy to define KPIs.
For others (e.g. G-7) it was more complex or not possible at all.
Activity G2: Identify specific capabilities required by goals. At this activity the goals are analysed, relevant capabilities are defined and relationship between the capabilities and the goals established in order to indicate how the capabilities support the goals. At this stage, the contribution of a capability to a goal should also be analysed with respect to the whole goal hierarchy, e.g. if a capability is deemed to support several sub-goals in the same goal hierarchy, then it might be more appropriate to associate it with their top-goal.
Activity G3: Analyse the existing business processes. Once the capability and goal relationship is established, the relationship to existing business processes needs to be established as well. In an existing business design the business processes are documented. If they are linked to goals, then the capability should be associated with the same business processes that its goals are. Establishing such a general relationship is sufficient at this stage because the process variants will be designed later, once the application context is modelled.
Activity G4: Identify and model the context affecting the identified capabilities. For each capability the context set in which it is applicable should be defined. This entails defining the relevant context element and their ranges within which the capability is applicable.
Activity G4: Identify and model the context affecting the identified capabilities. For each capability the context set in which it is applicable should be defined. This entails defining the relevant context element and their ranges within which the capability is applicable.
Activity G4: Identify and model the context affecting the identified capabilities. For each capability the context set in which it is applicable should be defined. This entails defining the relevant context element and their ranges within which the capability is applicable.
Activity G5: Analyse and define process variants. A capability is realised by a set of business processes. In many cases there are also some adjustments to capability delivery that are needed depending on the changes in the context. In order to produce a more complete capability design, the overall business process is analysed and potential context changes are assessed in order to identify variations in capability delivery. This leads to defining process variants.
Activity G5: Analyse and define process variants. A capability is realised by a set of business processes. In many cases there are also some adjustments to capability delivery that are needed depending on the changes in the context. In order to produce a more complete capability design, the overall business process is analysed and potential context changes are assessed in order to identify variations in capability delivery. This leads to defining process variants.
Activity G5: Analyse and define process variants. A capability is realised by a set of business processes. In many cases there are also some adjustments to capability delivery that are needed depending on the changes in the context. In order to produce a more complete capability design, the overall business process is analysed and potential context changes are assessed in order to identify variations in capability delivery. This leads to defining process variants.
Activity G6: Model delivery adjustments. This step specifies the needed capability delivery adjustments and links them to the overall capability design. In general, the needed adjustments can be defined by analysing the context changes and associated process variants.
Activity G7: Review and/or incorporate relevant patterns. Capability design is based on the existing best practices. Hence we foresee that at any stage of this process the capability designer should be able to review the existing patterns that present relevant best practices in the form of process variants, concept models, algorithms and include them in the capability design.
Activity G7: Review and/or incorporate relevant patterns. Capability design is based on the existing best practices. Hence we foresee that at any stage of this process the capability designer should be able to review the existing patterns that present relevant best practices in the form of process variants, concept models, algorithms and include them in the capability design.
Second possibility is the Process-first strategy
Our initial experiences with the process-first strategy to capability design are based on two cases within the CaaS project. The first case is from a software vendor in the utilities industry, which owns a business service provider (BSP) executing a complete business process for a business function outside of an organisation. The second case is from a public organisation providing electronic services to municipalities, which are then used by citizens. The gathered experience concerns the eliciting of context elements, modelling of process variants, identification of patterns, and goals modelling.
The process-first capability modelling pathway proposes that the starting point of the capability design is a process underlying a business service. The business service is further refined and extended by adding context awareness and adaptability, so as to establish a capability that can deliver this service in varying circumstances.
Assumes that the digital enterprise has services modelled and implemented as business process models
Starting point is a process model underlying a business service, which is further refined and extended by adding context awareness.
Activity P1: Define scope. The organisation offers services based on business processes that are already modelled. In order to design the capabilities by means of business processes the capability designer first selects the service and sets the scope of the capability design. The selection can depend on various factors, such as optimising the services with high process costs or managing services that frequently change and require the adjustment of business processes.
Activity P2: Define level of granularity. This step defines the abstraction level, at which the processes supporting the business service to be improved are identified and analysed. An option to describe different levels of granularity could be applying the decomposition method proposed by [12]. This method differentiates between a main process, which does not belong to a larger process and is decomposed into sub- processes. Regarding the business goals and offered capabilities needed to reach them, the method user most probably models at main process level. Nevertheless, the main processes might be refined by sub-processes in Activity P.3.
Activity P3: Identify processes/ activities/ tasks. After setting an abstraction level on the prior step, this activity identifies the processes modelled and used by the enterprise that are relevant for capability delivery. For this purpose 5-policies approach proposed by [11] can be applied, which describes a general strategy for identifying processes. The approach can be adjusted for the chosen granularity level in the activity before.
It should be emphasised that capturing possible variations of the processes are not included in these activities.
Activity P4: Analyse existing BPM and refine if necessary. The activity assures that selected business process models are up-to-date and applies changes if required.
Activity P5: Identify or name the capability to be delivered. The capability designer has a view on selected business service and supported processes. The information that the capability designer acquired during the execution of prior steps can be used as an input to establish a capability definition.
The level of granularity is an important issue when identifying capabilities since overly refined capabilities could lead to complex models. If the capabilities are unclearly defined or cannot be established at this level yet, then the modeller should execute the upcoming activities to identify the context elements via observing the variations. In that case the capability is refined or established in Activity P9, where the method user has an enhanced view on the goals, processes and context elements as of in Activity P5.
Activity P6: Update goals model and KPIs. The capability designed should be aligned with the goals that an enterprise aims to achieve. To check if business goals are satisfied during the capability delivery, KPIs are used to measure the achievement of goals. This steps analyses and updates the goal models as well as KPIs, if any exist. If no goals model is available, then the designer continues to activity P7.
Activity P7: Develop goals model and KPIs. Goals define the requirements to be fulfilled during the delivery of a capability. If the enterprise has no goals model, then the capability designer formulates and models the goals in alignment with scope of the business service in this step. It means that the designer should rather focus on the capability related goals and should not model the enterprise objectives on a general basis. Detailed information about developing goals model can be found in (Sandkuhl et al., 2014). In order to check if business goals are satisfied during the capability delivery, KPIs are used to measure the achievement of goals. In this activity modeller develops KPIs required by the goals developed in this activity or updated in the aforementioned activity.
Activity P8: Relate goals, capabilities and processes. This activity establishes the connection between the developed/ identified/ analysed components. The behaviour of the components under varying situations should be studied in the following step.
Activity P9: Identify and model context. A capability is defined by specific business services, a defined application context for these business services and goals of the enterprise to be reached. In this activity the capability designer models the context of the capability delivery, i.e. the potential application context where the offering is supposed to be deployed. For this purpose the designer uses four method components subsequently, namely find variations, capture context element, design context and prepare for operational use.
Activity P10: Model delivery adjustments. This activity outlines the components needed to adjust capability adjustment at runtime and refers to the method component.
Activity P11: Link components. This activity finalises the capability model with interlinking the outputs that have been previously developed.
Second possibility is the Process-first strategy
In organisational design, concepts are used for modelling the static aspects of the business, such as product structures, organisational structures, customer profiles, material, as well as information used and produced by the business processes. All in all, these concept models can be seen as knowledge models of the organisation. Capabilities may be designed by starting with analysing the existing knowledge structures and their relationships with the application context. The following activities illustrate such a way of working:
In organisational design, concepts are used for modelling the static aspects of the business, such as product structures, organisational structures, customer profiles, material, as well as information used and produced by the business processes. All in all, these concept models can be seen as knowledge models of the organisation. Capabilities may be designed by starting with analysing the existing knowledge structures and their relationships with the application context. The following activities illustrate such a way of working:
Our experiences with the concepts-first approach come from one case in the CaaS project. The case is within an organisation operating in the maritime business. The scope of the case was to apply the CDD approach to analyse the capabilities of the organisation, with a focus on its compliance with maritime regulations. The organisation already had a well-defined organisational structure, with well-defined areas of responsibilities, thus the concept-first strategy was deemed suitable. Our initial experiences with the concept-first strategy concerns the drivers for capability definition and the complexity of mapping capabilities to goals and processes.
Activity C1: Analyse the existing concepts. This step aims to identify concepts describing relevant products and/or services that are realised in the company. They may be modelled as a whole or as aggregate concepts; in some cases the concepts associated with the supporting information structure is also modelled.
Activity C2: Elicit candidate capabilities. The purpose of this step is to identify products or services (modelled as concepts) that need to be realised by capabilities taking into account the findings from analysing the dependencies in the previous step.
Activity C3: Analyse dependencies between the identified capabilities and existing business processes and business goals. This activity aims to identify which business goals are relevant and what are the KPIs that monitor their achievement, as well as what business processes are being uses to realise the concepts. For example, products have development, production, sales and support processes. In some cases these processes might not be fully defined and/or modelled and if so, the necessary models may need to be defined later if they are found to be influenced by the context and to be subjects to variability. New or additional business goals and KPIs might also be defined at this step.
Activity C4: Identify the context affecting the identified capabilities. For each capability the context set in which it is applicable should be defined. Note that this activity is the same as G4 in the goal-first strategy.
Activity C.5: Analyse and define process variants. A capability is realised by a set of business processes, there might be different process variants needed for different product versions, or some variations of the manufacturing process need to be introduced because of different material or customer requirements. This activity corresponds to G5 in the goal-first strategy.
Activity C.6: Model delivery adjustments. This step specifies the needed capability delivery adjustments and links them to the overall capability design. This activity corresponds to G6 in the goal-first strategy.
Activity C.7: Review and/or incorporate relevant patterns. This activity corresponds to G7 in the goal-first strategy.
Primary view on capabilities. What are the bases for capability identification?
Preconditions with respect to models. What kind of preconditions with respect
to existing models or specification is needed for using the strategy?
Stakeholders required. Besides the actual capability “modeller”, the strategies have different requirements regarding what stakeholders (domain experts,
capability owners, product owners, etc.) need to be involved during the strategy.
Effects on the succeeding steps. What are the next modelling or development
steps followed by the strategy?
Primary view on capabilities. What are the bases for capability identification?
Preconditions with respect to models. What kind of preconditions with respect
to existing models or specification is needed for using the strategy?
Stakeholders required. Besides the actual capability “modeller”, the strategies have different requirements regarding what stakeholders (domain experts,
capability owners, product owners, etc.) need to be involved during the strategy.
Effects on the succeeding steps. What are the next modelling or development
steps followed by the strategy?