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A century ago, Taylor published a landmark in the organisational sciences: his Principles of Scientific Management. Many researchers have elaborated on Taylor's principles, or have been influenced otherwise. The authors of the current paper evaluate a century of enterprise development, and conclude that a paradigm shift is needed for dealing adequately with the challenges that modern enterprises face. Three generic goals are identified. The first one, intellectual manageability, is the basis for mastering complexity; current approaches fall short in assisting professionals to master the complexity of enterprises and enterprise changes. The second goal, organisational concinnity, is conditional for making strategic initiatives operational; current approaches do not, or inadequately, address this objective. The third goal, social devotion, is the basis for achieving employee empowerment as well as knowledgeable management and governance; modern employees are highly educated knowledge workers; yet, the mindset of managers has not evolved accordingly. The emerging discipline of Enterprise Engineering, as conceived by the authors, is considered to be a suitable vehicle for achieving these goals. It does so by providing new, powerful theories and effective methodologies. A theoretical framework is presented for positioning the theories, goals, and fundamentals of enterprise engineering in four classes: philosophical, ontological, ideological and technological.

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The log likelihood measure has been widely used in speech research for comparing speech signals. Recently, it has been proposed as a measure for assessing the quality of coded speech. In this paper we present an interpretation of the log likelihood ratio measure within the theoretical framework of a waveform coder distortion model. We then discuss the implications of this interpretation and show how it can be applied to the formulation of better objective measures of waveform coder performance.

Business process modeling focus on describing how activities interact with other business objects while sustaining the organization's strategy. Business objects are object-oriented representations of organizational concepts, such as resources and actors, which collaborate with one another in order to achieve business goals. These objects exhibit different behavior according to each specific collaboration context. This means the perception of a business object depends on its collaborations with other objects. Business process modeling techniques do not clearly separate the multiple collaborative aspects of a business object from its internal aspects, making it difficult to understand objects which are used in different contexts, thus hindering reuse. To cope with such issues, this paper proposes using role modeling as a separation of concerns mechanism to increase the understandability and reusability of business process models. The approach divides a business process model into a business object model and a role model. The business object models deals with specifying the structure and intrinsic behavior of business objects while the role model specifies its collaborative aspects.