Enterprise modeling: tackling business challenges with the 4EM method/ Kurt Sandkuhl, Janis Stirna, Anne Persson, Matthias Wibotzki.

1 Introduction
1.1 Goal of the Book: Practical Advice
1.2 Structure and Content
1.3 Reading Recommendations
2 Business Challenges: And How Enterprise Modeling Helps
2.1 Typical Business Challenges
2.1.1 Understanding Organizational Dependencies
2.1.2 Finding the Need for Change.
2.1.3 Improving Business Processes
2.1.4 Aligning Organizational Strategy and IT
2.1.5 Developing the IT Strategy
2.2 How Does EM Help? .
2.3 For Enterprise Modeling (4EM): An Example EM Method
3 Terms and Concepts in Enterprise Modeling
3.1 What Are Models and Why to Use Them?
3.1.1 Model
3.1.2 Modeling.
3.1.3 Modeling Language.
3.2 What Is a Method?
3.3 What Is Enterprise Modeling? .
3.3.1 Definitions of the Term "Enterprise Modeling"
3.3.2 Enterprise Model Representations .
3.3.3 Components of Enterprise Models.
3.3.4 Enterprise Modeling Method.
4 Elicitation Approaches in Enterprise Modeling.
4.1 Overview of Elicitation Approaches
4.2 Preparing for Elicitation Activities .
4.3 Selected Elicitation Approaches in More Detail
4.3.1 Interviews.
4.3.2 Observations „
4.3.3 Document Analysis
4.3.4 Self-Recording.
4.3.5 The Participatory Modeling Workshop
5 Enterprise Modeling Tools
5.1 Basic Tools,
5.1.1 Simple Tools and The "Plastic Wall"
5.1.2 Using a Beamer to Support the Modeling Session.
5.2 IT Tools
5.2.1 Simple Drawing Tools
5.2.2 Advanced Tools.
5.3 Selecting Tools.
5.3.1 Phase 1: Assess the Organization .
5.3.2 Phase 2: Choose EM Tool Acquisition Strategy
5.3.3 Phase 3: Follow the Chosen EM Tool Acquisition
Strategy.
6 E-Commerce Case Study
6.1 Primary Business Processes . .
6.2 Supporting Business Processes
7 Overview of the 4EM Method
7.1 Basic Components of 4EM
7.2 Views and Sub-Models
7.3 Application Areas and Results
7.4 Effects of the Participatory Approach
7.5 Origin of 4EM
8 Sub-models of 4EM .
8.1 Goals Model. ,
8.1.1 Components of the Goals Model
8.1.2 Notation
8.1.3 Example Goals Model
8.1.4 Developing and Refining the Goals Model
8.2 Business Rules Model
8.2.1 Components of the Business Rules Model
8.2.2 Notation,
8.2.3 Example Business Rules Model
8.2.4 Introducing More Formality in the Business Rules
Model ,
8.2.5 Developing and Refining the Business Rules Model
8.3 Concepts Model
8.3.1 Components of Concepts Model
8.3.2 Notation
8.3.3 Example of a Concepts Model.
8.3.4 Developing and Refining the Concepts Model
8.4 Business Process Model
8.4.1 Components of the Business Process Model. .
8.4.2 Notation
8.4.3 Process Decomposition
8.4.4 Example of Business Process Model
8.4.5 Developing and Refining the Business Process
Model
8.5 Actors and Resources Modeling
8.5.1 Components of Actors and Resources Model
8.5.2 Notation.
8.5.3 Example of the Actors and Resources Model
8.5.4 Developing and Refining the Actors and Resources
Model.
8.6 Technical Components and Requirements Modeling
8.6.1 Component of the Technical Components and
Requirements Model
8.6.2 Notation
8.6.3 Example of Technical Components and Requirements
Model.
8.6.4 Developing and Refining the Technical Components
and Requirements Model.
8.7 Relationships Between the 4EM Sub-models
8.8 Auxiliary Modeling Components
Project Organization and Roles.
9.1 Overview of Project Phases
9.2 Define Scope and Objectives of the EM Project
9.2.1 Establishing the Project in the Enterprise
9.2.2 Project Goal
9.3 Plan for Project Activities and Resources..
9.3.1 Project Activities ,
9.3.2 Project Organization.
9.4 Plan for Modeling Session
9.4.1 Setting the Goals for the Session
9.4.2 Selecting the Right Domain Experts to Participate in the
Seminar.
9.4.3 Composing the Modeling Group
9.4.4 Interviewing Domain Experts.
9.5 Prepare Modeling Session.
9.5.1 Setting up the Room for Modeling
9.5.2 Equipment
9.6 Conduct Modeling Session
9.6.1 Introducing the Session to the Participants
9.6.2 Stimulating and Structuring the Modeling Activity
9.6.3 What to Avoid
9.7 Analyze and Refine Models
9.8 Present the Results to Stakeholders
9.9 Change Management in Enterprise Modeling Projects
9.9.1 Modeling and Analyzing the Current Situation.
9.9.2 Setting Out Change Requirements
9.9.3 Creating Future State Models
10 Supplying the Modeling Project with Competent
Modeling Experts.
10.1 Core Competences in Relation to EM Project Activities
10.2 Competences Related to Modeling
10.3 Competences Related to Managing EM Projects
10.4 Different Purposes of EM Require Different Competencies.
10.4.1 Develop Visions and Strategy
10.4.2 DesignMedesign the Business
10.4.3 Develop Information Systems
10.4.4 Ensure Acceptance of Business Decisions
10.4.5 Maintain and Share Knowledge About the Business
10.4.6 Use EM to Analyze and Solve a Specific Business
Problem
11 Adoption of Enterprise Modeling
11.1 Supporting Continuous Organizational Improvement
with EM
11.1.1 Managing Triggers: Acting on Symptoms or the Real
Root Cause
11.1.2 Establishing Mechanisms for Continuous
Organizational Improvement Using EM
11.2 Overview of the Adoption Process
11.2.1 Deciding that an EM Method Should be Acquired
and Adopted
11.2.2 Selecting a Suitable Method
11.2.3 Implementing the Method
11.3 A Short Note on Training of Modeling Experts
11.4 Organizational Structure Supporting EM: The Modeling
Department
12 Quality of Enterprise Models.
12.1 Fitness for Purpose: A Basic Quality Criterion
12.2 Basic Principles of Modeling
12.3 Improving Enterprise Model Quality
12.3.1 Unambiguity
12.3.2 Model Flexibility and Stability
12.3.3 Homogeneity
12.3.4 Completeness and Scope
12.3.5 Integration
12.3.6 Simplicity and Complexity
13 Reuse of Enterprise Models
13.1 The Pallern Concept
The Pattern Template.
13.2
13.3
13.4
13.5
13.6
The Structure of Patterns and the Concept of Pattern
Language.
Knowledge Reuse with Patterns
13.4.1 The Pattern Creation Process.
13.4.2 Use of Patterns in EM
Examples of Pattern Use
Advanced Case of Pattern Application at Kongsberg
Automotive
14 Selected Enterprise Modeling Approaches. .
14.1 Active Knowledge Modeling and C3S3P
14.1.1 Origin/History
14.1.2 Purpose
14.1.3 Elements of the Approach
14.1.4 Model Example
14.1.5 Perspectives
14.1.6 Further Readings
14.2 ArchiMate.
14.2.1 Origin/History,
14.2.2 Purpose.
14.2.3 Elements of the Approach
14.2.4 Business Layer
14.2.5 Application Layer
14.2.6 Technology Layer
14.2.7 Relationships
14.2.8 Motivation Extension
14.2.9 implementation and Migration Extension
14.2.10 Conclusion.
14.2.11 Further Readings.
14.3 ARIS.
14.3.1 Origin/History.
14.3.2 Purpose.
14.3.3 Elements of the Approach
14.3.4 Examples.
14.3.5 Control (Process) View . .
14.3.6 Perspectives
14.3.7 Further Readings
14.4 DEMO.
14.4.1 History.
14.4.2 Purpose.
14.4.3 Elements of the Approach
14.4.4 Model Example.
14.4.5 Perspectives.
14.4.6 Further Reading.
14.5 Multi-perspective Enterprise Modeling
14.5.1 Origin/History
14.5.2 Purpose
14.5.3 Elements of the Approach
14.5.4 Model Example
14.5.5 Perspectives
14.5.6 Further Readings
14.6 Open Model Initiative
14.6.1 Origin/History
14.6.2 Purpose
14.6.3 Elements of the Approach
14.6.4 Model Example
14.6.5 Perspectives
14.6.6 Further Readings
15 Frameworks and Reference Architectures
15.1 The Zachman Framework
15.2 GERAM,
15.3 TOGAF.
15.3.1 Enterprise Modeling and TOGAF
15.3.2 Enterprise Architecture Management in TOGAF
15.3.3 Components of TOGAF 9.1
15.4 Summary
16 Outlook
16.1 Further Technical Aspects
16.2 Use of Models
16.3 Areas of Application
16.4 The Art of Facilitation
16.4.1 Listening Skills.
16.4.2 Group Management and Pedagogical Skills
16.4.3 Act as an Authority
16.4.4 Courage and Ability to Improvise