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.

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Springer Verlag GmbH
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Inhaltsangabe1 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 Acti

Preface.- Architecture Frameworks - Organising Enterprise Architecture Knowledge: GERAM - The Generalised Enterprise Reference Architecture and Methodology.- A Mapping of Individual Architecture Frameworks (GRAI, PERA, C4ISR, CIMOSA, ZACHMAN, ARIS) onto GERAM.- Strategy Making and Business Planning: Strategy as a Creation of Corporate Future.- Leadership: Better Relationship through Better Communication.- Capability Improvement.- Developing the Business Model - A Methodology for Virtual Enterprises.- Analysing the Present Situation and Refining Strategy.- Developing the Enterprise Concept - The Business Plan.- Defining the Requirements for Enterprise Change: Enterprise Modelling - The Readiness of the Organisation.- Modelling Function and Information.- Modelling the Management System - Enterprise Management and Activities.- Resource Requirements of Enterprise Management.- Enterprise Modelling.- Developing the Master Plan - Architectural Design of the Changed Enterprise: Preliminary Design: Translating Requirements to Design Specifications.- Organisational Design.- Application Reference Models and Building Blocks for Management and Control.- Designing the Information Technology Subsystem.- Case Studies: Ford Motor Companys Investment Efficiency Initiative: A Case Study.- The Business Process (Quiet) Revolution: Transformation to Process Organization.- Farley Remote Operations Support System.- The Use of GERAM to Support SMEs Development in Mexico.