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The five enterprise architecture components. The enterprise architecture model comprises five architectural components: Organizational Architecture, Business Architecture, Information Architecture, Application Architecture, and Technological Architecture. Each of these sub-architectures is individually represented and organized as a UML package as depicted in Each package owns its model elements and its elements cannot be owned by more than one package. The relationships, depicted as dotted arrows, represent the dependencies of each package. The following subsections detail each of the architecture components.
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Organizations make extensive use of information systems to support planning, decision making, controlling and to leverage competitive advantage. Organizations are also complex entities that integrate contrasting concepts such as strategy, people, processes, technology and information. These concepts must be aligned towards the same purpose to ensur...
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Context 1
... 9 shows a UML activity diagram depicting a process by making explicit the control flow between the activities and the data flow between the data objects. The structural part of the role models is depicted in Figure 10. For instance, Beat Eggs is an activity where a Person acts as a Beater Operator while using a Beater and a Vessel to change the state of a Resource to beaten. ...
Context 3
... goals that this strategic process achieves are called organizational goals. This is depicted in Figure 17. As seen earlier in sections 4.1.3 ...
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Purpose
Enterprise architecture (EA) is a means of a high level of abstraction of a business’ levels which helps organise planning and taking better decisions. Evidence has shown that the scope of EA is not restricted to technology planning, but the lack of business strategy and processes is the most common problem of EA frameworks. Consequently,...
Organizations make extensive use of information systems to support planning, decision making, controlling and to leverage competitive advantage. Organizations are also complex entities that integrate contrasting concepts such as strategy, people, processes, technology and information. These concepts must be aligned towards the same purpose to ensur...
Citations
... The resources are participating in the activities according to a specific role that requires qualifications and competencies. Similar models are existing in the literature that proposes a classification of organizational concepts such for example the enterprise ontology proposed in (Uschold et al. 1998) and the Enterprise Architecture Model developed with UML formalism in (Sousa et al. 2007). ...
Product-service systems (PSS) result from the integration of heterogeneous components covering both tangible and intangible aspects(mechanical, electrical, software, process, organization, etc.). The process of developing PSS is highly collaborative involving a wide variety of stakeholders. This interdisciplinary nature requires standardized semantic repositories to handle the multitude of business views and facilitate the integration of all heterogeneous components into a single system. This is even more complex in the case of customizable PSS in the industrial sector. Despite the many methodologies in literature, the management of the development processes of the PSS is still limited to face this complexity. In this context, Systems Engineering (SE) could bean advantageous solution in terms of its proven qualities for the modeling and management of complex systems. This thesis aims at exploring the potentials of Systems Engineering (SE) as a conceptual foundation to represent various different business perspectives associated with the life cycle of the PSS. In this context, a meta-model for PSS is proposed and verified in industrial cases. An ontological model is also presented as an application of a part of the model to structure the common repository of the ICP4Life platform.
... Dada a velocidade de mudança que os SI instilam nos processos de negócio, devem ser então avaliados à luz da arquitetura de processos (Spewak e Hill, 1992), e mais amplamente da arquitetura empresarial. Isso consiste em definir e compreender os diferentes elementos que constituem a organização, seu modelo de negócio e processos, bem como estes se relacionam dentro e fora dela (Sousa et al., 2006). A gestão de portefólio dos atuais SI/TI requer uma crescente necessidade de modelizar os fluxos de dados e processos, para melhor discernir sua seleção e alinhamento com as perspetivas de negócio. ...
Business models and services have been challenged by new cyber-physical systems that combine physical and digital environments. These have led to rethink information systems (IS) and process architecture. Companies should organize their IS portfolio to design intelligent processes that respond quickly and creatively to new job and market challenges. An open, agile, active, context-permeable architecture will be very useful. By allowing well-designed services and interfaces, it will be possible to continuously match users' expectations and activities resulting in greater integration and customization.
... A AE e tem como pilar os processos, o seu conceito já surge a bastante tempo, mas tem ganhado maiorênfase com as contribuições deáreas como BPM, BPR, SOA e Total Quality Management, para citar alguns, lançam luz sobre a relação entre gestão orientada a processos e negócios suportado pelos processo através da TI isto segundo [20]. Outra solução que tem levado ao sucesso das empresasé a BPR, saída de estudos Hammer e outros, definiram BPR como o pensamento, otimização e o redesenho radical do processo para alcançar melhorias significativas e críticas de desempenho no custo, no serviço para obter qualidade e a rapidez isto tendo em conta as TI [21]. ...
No cenário atual, focado na disponibilidade de informação tem sido um dos fenómenos mais importantes para a sobrevivência das empresas. Esta sobrevivência está relacionada
com a capacidade que as mesmas têm de captar, absorver e responder as demandas requeridas pelo ambiente em que estão inseridas. Neste cenário, a concepção e adaptação das estratégias organizacionais são inevitáveis, e este processo pode levar a organização adquirir vantagens competitivas. Para tal é fundamental que as mesmas implementem SI, capazes de responder a todos os processos da empresa. Desta forma é importante que está implementação seja feita baseada no alinhamento do negocio e a tecnologia, foi com este propósito que o presente trabalho aborda a criar um guia de implementação de SI paras as PMEs e que se adepta ao contexto realidade angolana.
... New computing paradigms, given the speed of change they cause in business processes, should be increasingly addressed using the enterprise architecture approach (Spewak and Hill, 1992). Enterprise architecture (EA) consists of defining and understanding the different elements that shape an organization and how those elements are inter-related (Sousa et al., 2006). In particular, EA provides a strategic context for the evolution of the IT system in response to the constantly changing needs of the business environment (Palli and Behara, 2014). ...
We are witnessing the need for a quick and intelligent reaction from organizations to the level and speed of change in business processes. This is often associated with the emerging of new information systems and technologies, bursting problems like the persistence of wrong information, systems not fully used and slow response. This requires two main actions: synchronizing people’s visions and strategies within the organization and selecting the information which is relevant for the strategic goals. The main challenge of the proposed approach is to choose the information systems’ portfolio management aligned with the enterprise architecture. This integration leads to modelling the process architecture of the company, which in turn serves as a reference for knowledge-base management to cope with business prospects. This kind of flexible framework can contribute to managing the potential adherence to new systems such as the mobile, cloud, big-data or IoT-based services that tend to proliferate especially in such areas as tourism and health.
... In addition, the as-is BP can be used to match software reference models. The primary objectives of developing the as-is BP include: a) improving or redesigning the enterprise [24] [25] [26], b) enhancing the enterprise integration [27] [28] [29], c) providing the starting point for development of the architecture of necessary information systems [30], d) use in the requirements enumeration phase in the development of the information systems [31] , and e) deployment as a knowledge repository of the enter- prise [22]. ...
In recent years, the process orientation requirements engineering field has received significant interest. However, dealing with ordinary users within an enterprise for developing as-is business process is very complex because this requires skills, responsibility, knowledge, and expertise of business processes. This research answers the following questions: 1) how to systematically gather information regarding as-is business process requirements in an informal environment and by non-expert users? and 2) how can an enterprise refine the identified business process with a semantic process model? The primary purpose of this research is to develop a supporting framework that is suitable for the definition of an as-is business process to be deployed within the enterprise environment. Hence, the focus is on gathering requirements to define the as-is business process. This framework concentrates on three significant aspects of this process: development, refinement, and serialization the semantics of the process model. To accomplish this objective, the LORS framework has been proposed, which consists of four phases (List, Order, Refinement, and Serialization). The framework presents a new unique technique to identify the business process, refine the process, and generate the model semantics. This study assumes that a simple and complete framework will help non-expert users define a high-quality as-is process, such that enhance and facilitate the matching process with existing reference models. We present a case study, evaluate the case study relative to specified criteria, and research the limitations and implications discovered from our research. This research concludes that the LORS framework is simple, flexible, visible, interactive, dynamic, and effective.
... More empirical studies are also required to verify the claimed benefits. Role-based software engineering [87] and program- ming [27], [33], [41]–[44], [83] are innovative and promising methodologies that have much potential to improve the productivity of software development teams and the quality of a software product. More work in these areas is required. ...
... Compared with other role-based approaches [6], [10], [11], [18], [25]–[33], [41]–[44], [50], RBC possesses the following properties that are considered advantages. ◆ RBC has a specific and formalized model, E-CARGO. ...
Adaptability is a common and typical property for natural systems in the real world. It is also an important and desirable property for computer supported artificial systems. An adaptive collaboration system (ACS) can be viewed as a set of interacting intelligent agents, real or abstract, forming an integrated system that can respond to internal and environmental changes. Feedback is a key feature of such systems because it enables appropriate responses to change. Artificial systems can be made adaptive by using feedback to sense new conditions in the environment and then adjusting accordingly. ACSs can find applications in almost all industrial sectors, particularly in aerospace, automotive, manufacturing, and management. Adaptive collaboration (AC) can be realized through the promising architecture and process of role-based collaboration (RBC) [21]. RBC is a computational methodology that uses roles [21] as primary underlying mechanisms to facilitate collaboration. RBC has been developed into a methodology of discovery in the research of collaboration systems, because it takes advantage of formalizations and abstractions of system components through mathematical expressions. Problem instances of such abstractions are easily found in real-world scenarios.
... Role-based software engineering [87] and role-based programming [27,33,[41][42][43][44]83] are innovative and promising methodologies that have much potential to improve the productivity of software development teams and the quality of a software product. More efforts are required. ...
??????Role-based collaboration (RBC) is an emerging computational methodology that uses roles as the primary underlying mechanism to facilitate collaboration activities. It consists of a set of concepts, principles, models, and algorithms. RBC offers benefits and challenges that may not be revealed with the traditional methodologies and systems. Related research continues the process of improvement to the development, evaluation, management, and performance of computer-based systems. This article provides a concise introduction to RBC and its model, the Environments-Classes, Agents, Roles, Groups, and Objects (E-CARGO) model; reviews the related research achievements in RBC over the past decade; discusses the challenges requiring future research; presents fundamental methods for conducting related research; and analyzes the connections between RBC and other fields.
... Agile EA is result oriented and mostly concentrated on people's gumption. The most important vantage of agile EA is that it is faster, cheaper and better in people's relationships [3]. ...
... The importance of processes influences management and choosing tools directly. Also it covers controlling aspects (business process's model) [3]. ...
Due to software production dominance development among all structures and information exchange growth among systems, Utilizing a suitable method for correct connection among information systems is important and worth to consider. At first look, work dependence to technology was more than business because of production variety. As business processes have their own shares in Project purposes' implementation growth, it could not be considered as less important component. In another view, technology architecture had reached equitable level and become more and more important. This article peruses the current EA and also its atmosphere at subsequent years and introduces new EA structure based on a balance between technology and business. The most important advantages of this structure are paying attention to stakeholders' concerns, discovering the securest solution for business and accomplishing works repetitive with adjustment in order to make it dynamic. Reducing work's risks by means of patterns and agility are other advantages of this.
... Enterprise Architecture is a holistic approach to systems architecture with the purpose of modeling the role of information systems and technology in the organization, aligning enterprise-wide concepts and information systems with business processes and information. It supports planning for sustainable change and provides self-awareness to the organization [21]. The Zachman framework is a "way of defining an enterprise's systems architecture" with the purpose of "giving a holistic view of the enterprise which is being modeled" [22]. ...
The goal of Risk Management activities is to define prevention and control mechanisms to address the risks attached to specify activities and valuable assets. Many Risk Management efforts operate in silos with narrowly focused, functionally driven, and disjointed activities. That fact leads to a fragmented view of risks, where each activity uses its own language, customs and metrics. The lack of interconnection and holistic view of risks limits an organization-wide perception of risks, where interdependent risks are not anticipated, controlled or managed. In order to address the Risk Management interoperability and standardization issues, this paper proposes an alignment between Risk Management, Governance and Enterprise Architecture activities, providing a systematic support to map and trace identified risks to enterprise artifacts modeled within the Enterprise Architecture, supporting the overall strategy of any organization. We discuss the main relationships between Risk Management and Enterprise Architecture and propose an architecture to integrate risks concerns into the overall organization environment.
... The 'as-is' business process model represents current organisational processes, in contrast with the 'to-be' model, which reflects future changes to processes resulting from business process oriented management practices such as BPR, TQM and BPM. The general goals of as-is business process models construction are: redesigning or improve the organisation (Davenport, 1993; Hammer and Champy, 1993), improve enterprise integration (Goul and Corral, 2007), act as a starting point to information systems architecture (Sousa et al., 2005) and to requirements gathering in information systems development (Loucopoulos and Kavakli, 1995), control running processes (Bernus, 2003; Vinturella, 2005) and act as knowledge repository of organisations. Enterprise models, with the contribution of individual knowledge of all who work in organisations, can help to gather and make organisational knowledge explicit, transforming organisations in learning organisations (Boudreau and Robey, 1996; Magalhães, 2005). ...
Enterprise modelling helps improving individual and organisational self-awareness by allowing sharing knowledge about the organisation among its human actors through graphical representations. In order to achieve this goal, enterprise models must not only offer a trustworthy and reliable representation of different enterprise concerns, but such representation must be up-to-date. The work presented in this paper defines a collaborative ‘as-is’ business process model updating process that uses the annotation mechanism to create interaction contexts and enable business actors to communicate their knowledge about organisational processes turning it explicit and to discuss
existing process representations in order to update them. The proposed approach allows actors to act as active updaters and modellers of the as-is business process model by comparing modelled with actually executed activities. The benefits of this approach have been gathered through several case studies in real organisational environment where a collaborative enterprise modelling tool was deployed to support the defined process.
