The realization of strategic fit within the business architecture is an important challenge for organizations. Research in the field of Enterprise Modeling has resulted in the development of a wide range of modeling techniques that provide visual representations to improve the understanding and communication about the business architecture. As these techniques only provide partial solutions for the issue of realizing strategic fit, the Process-Goal Alignment (PGA) technique is presented in this paper. This technique combines the visual expressiveness of heat mapping techniques with the analytical capabilities of performance measurement and Strategic Management frameworks to provide a comprehensible and well-informed modeling language for the realization of strategic fit within an organization's business architecture. The paper reports on the design of the proposed technique by means of Action Design Research, which included iterative cycles of building, intervention, and evaluation through case studies. To support the application of the technique, a software tool was developed using the ADOxx meta-modeling platform.
Business models (BM) are the central concept to understand the business logic of an organization. Enterprise modeling contributes to the conceptualization of BMs by providing explicit representations. A proper BM representation helps to increase the understanding and communication about the underlying knowledge for the stakeholders within a company. However, the existing enterprise modeling languages have a different and partial focus on the BM concept due to their various backgrounds. This prevents the largescale adoption of these representations in practice. Therefore a focused BM viewpoint is developed, which explicitly facilitates the understanding about the underlying BM components. To this end, existing diagrams of the value delivery modeling language were adapted to prescriptions of the physics of notations, which is a normative theory for cognitive effectiveness of diagrammatic representations. The effect on the understanding was evaluated by an experiment with 93 master students. The results confirm the research hypothesis that the new BM viewpoint increases the understanding of the modeled BM components.
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Abstract. The concept of value is increasingly important in organizations. This has led to the creation of value models that capture internal value creation and the external exchange of value between the company and its value network. To facilitate strategic alignment, the meta-model specification of value modeling languages should both fully reflect the strategic choices of a company and define 'what' a company must do to realize value creation. In this paper, the Value Delivery Modeling Language (VDML) meta-model elements are assessed by applying these two requirements. The resulting strategy-oriented VDML metamodel perspective is obtained by applying the Design Science methodology, which also includes the use of a case example to demonstrate its utility. Keywords: value model, strategy orientation, business model, VDML IntroductionValue modeling gets increasing attention in the field of Conceptual Modeling. These modeling techniques can be used to represent the internal creation of value and the exchange of value between the organization and its external value network. This focus on value creation and exchange is particularly relevant for the alignment of the strategic and the operational layer of the business architecture [1,2]. Value models can bridge the conceptual gap that exists between strategy formulation, as specified by goal modeling, and the operationalization of a strategy, which is addressed by process models [1,3,4]. To this end, value models should represent strategy implementation choices.As of yet, it has not been investigated whether the current value modeling languages capture strategy implementation, which results in the development of ad-hoc models with a limited strategic modeling scope (see also section 2.2). Consequently, the current value models are not able to effectively support strategic alignment.To solve this gap, this paper proposes two requirements for value models, i.e., (1) fully reflecting the strategic choices made by the company (i.e., the completeness requirement) and (2) using concepts that describe 'what' a company must do to create value for itself and its environment, without committing to the required operational details (i.e., the strategy implementation depth requirement). These requirements are derived from the business model literature in Management and Organization Science, which is concerned with the strategic logic of an organization, i.e., what a company must do to create value for itself and its stakeholders. As both value modeling and business
Business processes are designed to execute strategies that aim at achieving organisational goals. During the last decade, several methods have been proposed that prescribe the use of goal-oriented requirements engineering techniques for supporting different business process management activities, in particular business process modelling. The integration of goal modelling and business process modelling aims at increasing the alignment between business strategies and the processes with their supporting IT systems. This new research area, which the authors call Goal-Oriented Requirements Engineering for Business Processes (GORE-for-BP), is developing rapidly, but without a clear conceptualization of the focus and scope of the proposed GORE-for-BP methods. Furthermore, an overview is lacking of which methods exist and what their level of maturity is. This paper therefore presents a research review of the GORE-for-BP area, with the aim of identifying relevant methods and assessing their focus, scope, and maturity. This study used Systematic Literature Review and Method Meta-Modelling as research methods to identify and evaluate the state of the GORE-for-BP research area and to propose a research agenda for directing future research in the area. Nineteen methods were identified, which is an indication of an active research area. Although some similarities were found with respect to how goal models are transformed into business process models (or vice-versa), there is also considerable divergence in modelling languages used and the extent of coverage of typical requirements engineering and business process management lifecycle phases. Furthermore, the exploitation of requirements engineering techniques in the full business process management lifecycle is currently under researched. Also, the maturity of the methods found in terms of the formalisation of the transformation activity, the elaboration of method guidelines, and the extent to which methods are validated, can be further improved.
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