Question

Create a 5-step modelling process based on the work of Lankhorst et al (see reference reading, chapter 5) that can be used to create an enterprise model. Pay specific attention the aspects of the purpose of modelling and at least 5 steps to follow to create the model. (20)

Answer 1

A coherent description of enterprise architecture provides insight, enables communication among
stakeholders and guides complicated change processes. Unfortunately, so far no enterprise architecture
description language exists that fully enables integrated enterprise modelling, because for each architectural domain, architects use their own modelling techniques and concepts, tool support, visualisation
techniques, etc. In this paper we outline such an integrated language and we identify and study concepts that relate architectural domains. In our language concepts for describing the relationships between architecture descriptions at the business, application, and technology levels play a central role,
related to the ubiquitous problem of business–ICT alignment, whereas for each architectural domain
we conform to existing languages or standards such as UML. In particular, usage of services offered by
one layer to another plays an important role in relating the behaviour aspects of the layers. The structural aspects of the layers are linked through the interface concept, and the information aspects through
realisation relations.
1. Introduction
In current business practice, an integrated approach to business and IT is indispensable. However, in
many companies such an integrated view of the entire enterprise is still far off. This is an important
problem, because changes in a company’s strategy and business goals have significant consequences
within all domains of the enterprise, such as the organisation structure, business processes, software
systems, data management and technical infrastructure. Companies have to adjust processes to their
environment, open up internal systems and make them transparent to both internal and external parties.
Take for example a company that needs to assess the impact of introducing a new product in its
portfolio. This may require defining additional business processes, hiring extra personnel, changing the
supporting applications, and augmenting the technological infrastructure to support the additional load
of these applications. Perhaps this may even require a change of the organisational structure. Many
stakeholders within and outside the company can be identified, ranging from top-level management to
software engineers. Each stakeholder requires specific information presented in an accessible way, to
deal with the impact of such wide-ranging developments. It is very difficult to obtain an overview of
these changes and their impact on each other, and to provide both decision makers and engineers implementing the changes with the information they need.
1.1 Alignment
Business alignment is commonly recognised as an important instrument to realise organisational effectiveness. Organisational effectiveness is not obtained by local optimisations, but is realised by wellorchestrated interaction of organisational components (Nadler 1992). Effectiveness is driven by the
relationships between components rather than by the detailed specification of each individual component.
A vast amount of literature has been written on the topic of business alignment, each underlining the
significance of both “soft” and “hard” components of an organisation. Nadler (1992) identifies four
relevant alignment components: work, people, the formal organisation and the informal organisation.
Labovitz and Rosansky (Labovitz and Rosanksy 1997) emphasise the horizontal and vertical alignment A coherent description of enterprise architecture provides insight, enables communication among
stakeholders and guides complicated change processes. Unfortunately, so far no enterprise architecture
description language exists that fully enables integrated enterprise modelling, because for each architectural domain, architects use their own modelling techniques and concepts, tool support, visualisation
techniques, etc. In this paper we outline such an integrated language and we identify and study concepts that relate architectural domains. In our language concepts for describing the relationships between architecture descriptions at the business, application, and technology levels play a central role,
related to the ubiquitous problem of business–ICT alignment, whereas for each architectural domain
we conform to existing languages or standards such as UML. In particular, usage of services offered by
one layer to another plays an important role in relating the behaviour aspects of the layers. The structural aspects of the layers are linked through the interface concept, and the information aspects through
realisation relations.
1. Introduction
In current business practice, an integrated approach to business and IT is indispensable. However, in
many companies such an integrated view of the entire enterprise is still far off. This is an important
problem, because changes in a company’s strategy and business goals have significant consequences
within all domains of the enterprise, such as the organisation structure, business processes, software
systems, data management and technical infrastructure. Companies have to adjust processes to their
environment, open up internal systems and make them transparent to both internal and external parties.
Take for example a company that needs to assess the impact of introducing a new product in its
portfolio. This may require defining additional business processes, hiring extra personnel, changing the
supporting applications, and augmenting the technological infrastructure to support the additional load
of these applications. Perhaps this may even require a change of the organisational structure. Many
stakeholders within and outside the company can be identified, ranging from top-level management to
software engineers. Each stakeholder requires specific information presented in an accessible way, to
deal with the impact of such wide-ranging developments. It is very difficult to obtain an overview of
these changes and their impact on each other, and to provide both decision makers and engineers implementing the changes with the information they need.
1.1 Alignment
Business alignment is commonly recognised as an important instrument to realise organisational effectiveness. Organisational effectiveness is not obtained by local optimisations, but is realised by wellorchestrated interaction of organisational components (Nadler 1992). Effectiveness is driven by the
relationships between components rather than by the detailed specification of each individual component.
A vast amount of literature has been written on the topic of business alignment, each underlining the
significance of both “soft” and “hard” components of an organisation. Nadler (1992) identifies four
relevant alignment components: work, people, the formal organisation and the informal organisation.
Labovitz and Rosansky (Labovitz and Rosanksy 1997) emphasise the horizontal and vertical alignment A coherent description of enterprise architecture provides insight, enables communication among
stakeholders and guides complicated change processes. Unfortunately, so far no enterprise architecture
description language exists that fully enables integrated enterprise modelling, because for each architectural domain, architects use their own modelling techniques and concepts, tool support, visualisation
techniques, etc. In this paper we outline such an integrated language and we identify and study concepts that relate architectural domains. In our language concepts for describing the relationships between architecture descriptions at the business, application, and technology levels play a central role,
related to the ubiquitous problem of business–ICT alignment, whereas for each architectural domain
we conform to existing languages or standards such as UML. In particular, usage of services offered by
one layer to another plays an important role in relating the behaviour aspects of the layers. The structural aspects of the layers are linked through the interface concept, and the information aspects through
realisation relations.
1. Introduction
In current business practice, an integrated approach to business and IT is indispensable. However, in
many companies such an integrated view of the entire enterprise is still far off. This is an important
problem, because changes in a company’s strategy and business goals have significant consequences
within all domains of the enterprise, such as the organisation structure, business processes, software
systems, data management and technical infrastructure. Companies have to adjust processes to their
environment, open up internal systems and make them transparent to both internal and external parties.
Take for example a company that needs to assess the impact of introducing a new product in its
portfolio. This may require defining additional business processes, hiring extra personnel, changing the
supporting applications, and augmenting the technological infrastructure to support the additional load
of these applications. Perhaps this may even require a change of the organisational structure. Many
stakeholders within and outside the company can be identified, ranging from top-level management to
software engineers. Each stakeholder requires specific information presented in an accessible way, to
deal with the impact of such wide-ranging developments. It is very difficult to obtain an overview of
these changes and their impact on each other, and to provide both decision makers and engineers implementing the changes with the information they need.
1.1 Alignment
Business alignment is commonly recognised as an important instrument to realise organisational effectiveness. Organisational effectiveness is not obtained by local optimisations, but is realised by wellorchestrated interaction of organisational components (Nadler 1992). Effectiveness is driven by the
relationships between components rather than by the detailed specification of each individual component.
A vast amount of literature has been written on the topic of business alignment, each underlining the
significance of both “soft” and “hard” components of an organisation. Nadler (1992) identifies four
relevant alignment components: work, people, the formal organisation and the informal organisation.
Labovitz and Rosansky (Labovitz and Rosanksy 1997) emphasise the horizontal and vertical alignment A coherent description of enterprise architecture provides insight, enables communication among
stakeholders and guides complicated change processes. Unfortunately, so far no enterprise architecture
description language exists that fully enables integrated enterprise modelling, because for each architectural domain, architects use their own modelling techniques and concepts, tool support, visualisation
techniques, etc. In this paper we outline such an integrated language and we identify and study concepts that relate architectural domains. In our language concepts for describing the relationships between architecture descriptions at the business, application, and technology levels play a central role,
related to the ubiquitous problem of business–ICT alignment, whereas for each architectural domain
we conform to existing languages or standards such as UML. In particular, usage of services offered by
one layer to another plays an important role in relating the behaviour aspects of the layers. The structural aspects of the layers are linked through the interface concept, and the information aspects through
realisation relations.
1. Introduction
In current business practice, an integrated approach to business and IT is indispensable. However, in
many companies such an integrated view of the entire enterprise is still far off. This is an important
problem, because changes in a company’s strategy and business goals have significant consequences
within all domains of the enterprise, such as the organisation structure, business processes, software
systems, data management and technical infrastructure. Companies have to adjust processes to their
environment, open up internal systems and make them transparent to both internal and external parties.
Take for example a company that needs to assess the impact of introducing a new product in its
portfolio. This may require defining additional business processes, hiring extra personnel, changing the
supporting applications, and augmenting the technological infrastructure to support the additional load
of these applications. Perhaps this may even require a change of the organisational structure. Many
stakeholders within and outside the company can be identified, ranging from top-level management to
software engineers. Each stakeholder requires specific information presented in an accessible way, to
deal with the impact of such wide-ranging developments. It is very difficult to obtain an overview of
these changes and their impact on each other, and to provide both decision makers and engineers implementing the changes with the information they need.
1.1 Alignment
Business alignment is commonly recognised as an important instrument to realise organisational effectiveness. Organisational effectiveness is not obtained by local optimisations, but is realised by wellorchestrated interaction of organisational components (Nadler 1992). Effectiveness is driven by the
relationships between components rather than by the detailed specification of each individual component.
A vast amount of literature has been written on the topic of business alignment, each underlining the
significance of both “soft” and “hard” components of an organisation. Nadler (1992) identifies four
relevant alignment components: work, people, the formal organisation and the informal organisation.
Labovitz and Rosansky (Labovitz and Rosanksy 1997) emphasise the horizontal and vertical alignment