CIMOSA modelling processes

Engineering, integrating and managing complex enterprises requires the understanding, and the ability to partition and simplify their operational complexity. Enterprise modelling supports these requirements by providing means for describing process oriented systems and decomposing those into manageable pieces. However, enterprise modelling requires both a common modelling language and a sufficient modelling methodology. The language provides for common understanding on enterprise models across the industrial community. Modelling methodologies will guide users through the rather complex enterprise modelling tasks. Depending on the skills and the tasks of the modelling person, different methodologies will be implemented in the supporting modelling tool. The paper presents both a methodology for the modelling expert and one for the business user. Whereas the modelling expert will be involved in creating new models, structuring the model contents and developing new modelling components, the business user will use process models for decision support. The latter therefore has a need to modify and adapt enterprise models to represent operational alternatives. A methodology for this type of work has to be based on menus. Menus which are created and maintained by the modelling expert. The business user will mostly work with existing process models. He will evaluate process alternatives and will implement the best solution as the new model of his tasks. This mode of operation will thereby provide for automatic update of the models and will keep the models in sync with the changing reality.     

A method for transforming knowledge discovery metamodel to ArchiMate models

Enterprise architecture has become an important driver to facilitate digital transformation in companies, since it allows to manage IT and business in a holistic and integrated manner by establishing connections among technology concerns and strategical/motivational ones. Enterprise architecture modelling is critical to accurately represent business and their IT assets in combination. This modelling is important when companies start to manage their enterprise architecture, but also when it is remodelled so that the enterprise architecture is realigned in a changing world. Enterprise architecture is commonly modelled by few experts in a manual way, which is error-prone and time-consuming and makes continuous realignment difficult. In contrast, other enterprise architecture modelling proposal automatically analyses some artefacts like source code, databases, services, etc. Previous automated modelling proposals focus on the analysis of individual artefacts with isolated transformations toward ArchiMate or other enterprise architecture notations and/or frameworks. We propose the usage of Knowledge Discovery Metamodel (KDM) to represent all the intermediate information retrieved from information systems’ artefacts, which is then transformed into ArchiMate models. Thus, the core contribution of this paper is the model transformation between KDM and ArchiMate metamodels. The main implication of this proposal is that ArchiMate models are automatically generated from a common knowledge repository. Thereby, the relationships between different-nature artefacts can be exploited to get more complete and accurate enterprise architecture representations.

     

Components of a multi-perspective modeling method for designing and managing IT security systems

Information technology (IT) security design and management are a major concern and substantial challenge for IT management. Today’s highly complex business and technological environments and the need to effectively communicate and justify IT security requirements and controls demand methodical support. The modeling method presented in this paper addresses this demand. The method is based on the assumption that enriched enterprise models integrating technological, business, organizational and strategic aspects provide an effective foundation for developing and managing IT security systems and facilitating communication and understanding between stakeholders. The proposed modeling method for designing and managing IT security in organizations accounts for different perspectives and is based on multi-perspective enterprise modeling. The core components of the method, based on analysis of requirements at different levels of abstraction, are: modeling language concepts specifically designed to address security issues, process models that guide the use of the resulting language, and a modeling environment. The method facilitates elaborate representations of the various aspects of IT security at different levels of abstraction and covers the entire lifecycle of IT security systems. It not only supports multi-perspective requirement analysis and design but also enables monitoring and analysis of IT security at runtime. The presented artifact is evaluated with recourse to a research method that enables the configuration of multi-criteria justification procedures.     

Operational building blocks for business process modelling

The modelling of business processes is a rather complex, difficult and therefore time-consuming process. The efficiency of this process can be significantly enhanced by employing reusable building blocks, rather than to describe business processes from scratch every time a model is being created or modified. The paper describes a reference model which identifies a set of generic building blocks needed for enterprise modelling and identifies their relationships. Further specialisation of these generic building blocks into a profession and/or industry branch oriented set enables business people to model their processes with a minimum requirement on IT know-how. The CIMOSA concepts and language have been selected as the basis for the reference model. Since CIMOSA is one of the basic concepts recognised in the relevant standardisation work, the presented approach also obeys very closely the relevant European and international standards.     

Defining business requirements quickly and accurately

A critical task in an enterprise IT architecture project is to identify and understand key business requirements to ensure that the planned IT systems will fully support and evolve with the business. This article illustrates a more effective approach: leveraging the combined power of value chain, which captures the static business view, and use cases, which animate the business model. In this way, enterprise architects can rapidly define the business's main elements and understand how key systems interact to support business activities.     

面向服务的企业架构*

定义了面向服务的企业架构、业务过程和活动类型,分析了企业架构内涵的演化、概念框架和服务视角,并在传统企业建模、IT规划和企业架构的基础上提出了面向服务企业架构及其规划过程,为分析面向服务环境下企业的业务、IT及其一致性提供了公共的理解和交流基础,有助于企业实时监控IT架构运营状况,进而预测、评估和优化企业业务过程性能,实现企业间的业务过程协作建模与执行.     

Managing for Better Business-IT Alignment

Business-IT alignment is a complex and multidimensional problem that remains among the top-10 issues for many organizations. IT investment decisions usually fall to CIOs, and often the temptation is to base the decision to buy solely on superior technology. Clearly, organizations can gain a competitive advantage by such investments, but basing them only on the bells and whistles of a particular platform is foolhardy. Any competitive advantage would vanish as soon as the next platform enters the market, and the technological edge that the organization had briefly gained would evaporate. There are four themes in securing B-IT alignment: the role of IT, the business case, IT management intensity, and IT metrics, IT's role is important because not all organizations use IT in the same manner. The next three themes are natural intersections for business and IT investment. The business case is important because it determines how business and IT collaborate to justify the IT investment. The degree of IT management intensity both during and after the actual IT investment determines the organization's commitment to continuous process improvement. Finally, IT metrics are critical to demonstrate to business executives IT investment's value-generating potential     

Crafting Information Technology Governance

Information Technology (IT) governance has emerged as a fundamental business imperative, and rightfully so, because it is key to realizing IT business value. IT governance describes the distribution of IT decision-making rights and responsibilities among different stakeholders in the enterprise, and defines the procedures and mechanisms for making and monitoring strategic IT decisions. This article presents a holistic view of IT governance, in which structural, process, and relational capabilities are an integral part of an effective IT governance architecture. the article concludes with an IT Governance Assessment Process (ITGAP) model, with which business and IT executives can assess the effectiveness of their company's current IT governance architecture.