Handbook on Enterprise Architecture

1 Introduction.- 1.1 Enterprise Architecture.- 1.2 The Business Process Perspective.- 1.3 Extended, Virtual Enterprises.- 1.4 Enterprise Integration Methods.- 1.5 The Generalised Enterprise Reference Architecture And Methodology (The GERAM Enterprise Architecture Framework).- References.- I Architecture Frameworks — Organising Enterprise Architecture Knowledge.- 2 GERAM — The Generalised Enterprise Reference Architecture and Methodology.- 2.1 Introduction.- 2.2 The Framework for Enterprise Engineering and Enterprise Integration.- 2.3 Description of GERAM Framework Components.- 2.4 Historical Note.- References.- 3 A Mapping of Individual Architecture Frameworks (GRAI, PERA, C4ISR, CIMOSA, ZACHMAN, ARIS) onto GERAM.- 3.1 Introduction.- 3.2 Life Cycle Phases.- 3.3 Life History: The Timeline Aspect in Methodologies.- 3.4 The Modelling Frameworks of Reference Architectures.- 3.5 Modelling Languages.- 3.6 Methodologies.- 3.7 Reference Models.- 3.8 Other Relevant Constructs.- 3.9 Enterprise Engineering Tools.- 3.10 The Big Picture and Conclusions.- 3.11 Glossary of Terms Used in this Chapter.- References.- II Strategy Making and Business Planning.- 4 Strategy as a Creation of Corporate Future.- 4.1 Introduction.- 4.2 What is Strategy and Why it Matters?.- 4.3 Resources and Capabilities.- 4.4 The Strategy Process.- 4.5 Conclusion.- References.- 5 Leadership: Better Relationships through Better Communication.- 5.1 Introduction.- 5.2 Changing People’s Minds.- 5.3 Defending the Cage.- 5.4 Attitudes and Behaviour: Which Causes Which ?.- 5.5 Is It Really People’s ’Minds’ that We Want to Change?.- 5.6 How Do We Change People’s Behaviour?.- 5.7 What is the Role of Communication in all This ?.- 5.8 What if We Can’t Change the Environment?.- 5.9 Consultation: The Key to Managing Change.- References.- 6 Capability Improvement.- 6.1 Introduction.- 6.2 Problems and a New Role for Enterprise Modelling.- 6.3 Agile Virtual Enterprise and Fluid Supply Chains.- 6.4 Dimensions of Capability Improvement.- 6.5 Conclusion.- 7 Developing the Business Model — A Methodology for Virtual Enterprises.- 7.1 Introduction.- 7.2 Introducing the VE Concept.- 7.3 VERAM.- 7.4 Life History Example.- 7.5 VE Methodology (VEM).- 7.6 Conclusion.- References.- 8 Analysing the Present Situation and Refining Strategy.- 8.1 Introduction.- 8.2 The Importance of a Clear Direction: The Identification Phase.- 8.3 Significant Events and Change Initiatives.- 8.4 Organisational Performance Assessment.- 8.5 Determining the Scope of Change in Enterprise Entities Involved in the Company’s Business Model — What Enterprise Entities Will Be Affected ?.- 8.6 Foundations of Change.- 8.7 The Function of the Identification Activity.- 8.8 Assessing the Present Situation and the Feasibility of the Intended Change.- References.- 9 Developing the Enterprise Concept — The Business Plan.- 9.1 Introduction.- 9.2 Strategy Schools Revised.- 9.3 Framework for Enterprise Concept Definition.- 9.4 Methodology for Enterprise Concept Definition.- 9.5 Creation of the Business Concept: Mission, Vision and Intended Set of Cultural Attributes.- 9.6 Development of Strategy: A Decision-making Process.- 9.7 Definition of an Action Plan.- 9.8 Conclusion.- References.- III Defining the Requirements for Enterprise Change.- 10 Enterprise Modelling — The Readiness of the Organisation.- 10.1 Introduction — The Enterprise Problem Space.- 10.2 Perspective Dimensions.- 10.3 Stages of the Enterprise Improvement Life Cycle.- 10.4 Enterprise Dimensions.- 10.5 Structure Dimensions.- 10.6 Behaviour Dimensions.- 10.7 Value Dimensions.- 10.8 Knowledge Dimensions.- 10.9 Assessment of the Capability to Use Enterprise Modelling Technology.- 11 Modelling Function and Information.- 11.1 Introduction.- 11.2 Modelling the Function of the Enterprise Entity.- 11.3 Modelling Information.- 11.4 Reference Models for Function and Data Modelling.- 11.5 Conclusion.- References.- 12 Modelling the Management System — Enterprise Management and Activities.- 12.1 Introduction: The Function of the Managament and Control System of Enterprise Entities.- 12.2 Modelling the Management and Control System — What Decisions and Controls are Needed ?.- 12.3 Models of the Mission Delivery Process as Used in the Design of the Decision System.- 12.4 The Nature of Decision Links — Useful Principles.- 12.5 Enterprise Building Transactions.- 12.6 A Reference Model for Creating and Sustaining Virtual Enterprises.- 12.7 Conclusion.- References.- 13 Resource Requirements of Enterprise Management.- 13.1 Introduction.- 13.2 Languages to Model Processes and Resources.- 13.3 Resource Requirements Determination in the Virtual Enterprise.- 13.4 Outcomes of Resource Requirements Determination.- References.- 14 Enterprise Modelling.- 14.1 Applications of Enterprise Modelling.- 14.2 Ontologies.- 14.3 Desiderata for Enterprise Modelling Ontologies.- 14.4 Languages for Enterprise Modelling.- 14.5 Ontologies for Enterprise Modelling.- 14.6 Ontologies for Sets of Enterprise Modelling Concepts.- 14.7 Challenge Problems for Enterprise Modelling.- References.- IV Developing the Master Plan — Architectural Design of the Changed Enterprise.- 15 Preliminary Design: Translating Requirements to Design Specifications.- 15.1 Preliminary Design and General Activity of Design.- 15.2 Main Characteristics of Preliminary Design.- 15.3 From Function & Data to Resource & Organisation: The Assignment Issue.- 15.4 Conclusion.- References.- 16 Organisational Design.- 16.1 Introduction.- 16.2 The Relationship Between the Decisional and Organisational Structures.- 16.3 Defining the Organisational Structure — Organisational Fit and Principles.- 16.4 Conclusion.- References.- 17 Application Reference Models and Building Blocks for Management and Control.- 17.1 Introduction.- 17.2 Types of Reference Models.- 17.3 An Example Application Reference Model: SAP.- 17.4 Some Limitations of Existing Application Reference Models.- 17.5 Configuration of Application Reference Models.- 17.6 Conclusion and Outlook.- References.- 18 Designing the Information Technology Subsystem.- 18.1 Introduction.- 18.2 Integration Levels.- 18.3 Shop-floor Infrastructure Design.- 18.4 Intra-Enterprise Infrastructure Design.- 18.5 Inter-enterprise Infrastrcture Design.- 18.6 Conclusion.- References.- V Case Studies.- 19 Ford Motor Company’s Investment Efficiency Initiative: A Case Study.- 19.1 Introduction.- 19.2 The Need for Investment Efficiency at Ford.- 19.3 The Investment Efficiency Process.- 19.4 Basic Targets of Investment Efficiency at Ford.- 19.5 Strategies of Investment Efficiency.- 19.6 Product and Process Compatibility Tools.- 19.7 Future Small Car Program Pilot.- 19.8 Organizational Changes at Ford.- 19.9 Lessons Learned.- 19.10 Discussion Items.- 19.11 Glossary of Specific Terms Used in This Chapter.- 19.12 Acronyms.- References.- 20 The Business Process (Quiet)Revolution; Transformation to Process Organization.- 20.1 Introduction.- 20.2 Process Classification.- 20.3 Process Management with FirstStep.- 20.4 The new Business Process Construct.- 20.5 FirstStep Methodology and Process Standards.- 20.6 Deploying Process Framework with the Enterprise Process Center.- 20.7 Initial Case Report.- 20.8 Summary and Conclusion.- References.- 21 Farley Remote Operations Support System.- 21.1 Introduction.- 21.2 Knowledge Representation and Process Modelling.- 21.3 Fundamentals of IDEF3.- 21.4 The Role of IDEF3 in Providing the Solution.- 21.5 The System Framework.- 21.6 Conclusion.- References.- 22 The use of GERAM to support SMEs Development in Mexico.- 22.1 Introduction.- 22.2 The Use of the Concept of Life Cycle.- 22.3 Organizing SMEs Using GERA (Generic Enterprise Reference Architecture).- 22.4 Documentation of Processes and Methods in SMEs Using EEMs (Enterprise Engineering Methodologies).- 22.5 Conclusion.- References.