Handbook on Enterprise Architecture

This handbook is about methods, tools and examples of how to architect an enterprise through considering all life cycle aspects of Enterprise Entities. It is based on ISO15704:2000, or the GERAM Framework. A wide audience is addressed, as the handbook covers methods and tools necessary to design or redesign enterprises, as well as those necessary to structure the implementation into manageable projects.

Inhalt

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…