In this study, we argue that important IT change processes affecting an organization's enterprise architecture are also mirrored by a change in the organization's business model. An analysis of the business model may establish whether the architecture change has value for the business. Therefore, in order to facilitate such analyses, we propose an approach to relate enterprise models specified in ArchiMate to business models, modeled using Osterwalder's Business Model Canvas. Our approach is accompanied by a method that supports business model-driven migration from a baseline architecture to a target architecture and is demonstrated by means of a case study. Keywords Business modeling• Enterprise architecture • Business Model Canvas • ArchiMate • Business Model Ontology • Cost/revenue analysis 1 Introduction Many expensive IT innovation projects suffer from the fact that the technical solutions they propose never materialize.
Many IT projects fail to succeed in the market, as they start purely from technology. Much effort is therefore wasted, while the potential benefits are not realized. We argue that the design process should start with creating a business model, which is then translated to an architecture to ensure fitness for market of the future system. Therefore, we propose a mapping from Osterwalder's business modeling canvas and ontology to the enterprise architecture modeling standard ArchiMate, which makes the above translation possible and represents a formal basis for business modeling in ArchiMate. A case study illustrates the mapping between the two languages.
Abstract. Currently, business modelling is more an art, than a science, as no widely accepted method exist for the design and specification of business models. This could be an important reason why many IT innovation projects fail to be absorbed in a real life setting. We propose a structured method to create "as-is" business models in a repeatable manner. The method consists of the following steps: identify the involved roles, recognize relations among roles, specify the main activities, and quantify using realistic estimates of the model. The resulting business model reflects the current situation. This is the basis for further analysis of possible business cases, scenarios, and alternative innovations, which may enable successful projects to be implemented, instead of ending on a shelf after the pilot stage. We illustrate the proposed method by means of a case in the healthcare sector.
Service-Oriented Architecture holds the potential of allowing the development on-the-fly of flexible applications that can adapt rapidly by combining and reusing existing services. We believe that in order to react swiftly and coherently to changes, an architecture must provide a capability to capture how services, and the more complex applications based on them, realize business motivations. This research develops a framework and a method for goal-driven, model-driven, and service-oriented design. The framework includes goal modeling in the MDA stack, from CIM to code. By using this framework, we are able to create a system that is compatible with its business goals, and thus is flexible when business demands change. A case study demonstrates how our framework can be used to combine MDA, SOA, and goal modeling with business rules as an architecture for a care service platform.
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