Showing papers by "José Tribolet published in 2014"

The Role of Enterprise Governance and Cartography in Enterprise Engineering

Abstract: Enterprise artography is fundamental to govern the transformation processes of an organisation. The artefacts of enterprise cartography represent the structure and dynamics of an organisation from three temporal views: as-was (past), as- is (present), and to-be (future). These views are dynamically generated from a continuous process that collects operational data from an organisation. This paper defines a set of enterprise cartography principles and provides an account of its role in understanding the dynamics of an organisation. The principles are grounded on control theory and are defined as a realisation of the observer and modeller components of the feedback control loop found on dynamic systems. As a result, an organisation can be abstracted as a dynamic system where a network of actors collaborate and produce results that can be depicted using cartographic maps.

Linking Value Chains – Combining e3Value and DEMO for Specifying Value Networks

Abstract: In this paper we provide a model for the bonding of systems in a value network. Our main contributions are: 1) a structural model of the chains and their viewpoints, and 2) a specification of how to use that structure within a process that supports the formalization of the rationale behind system development decisions. To provide a solution to this challenge we combine System Development and Value Modeling disciplines. From DEMO, we use the Generic System Development Process from the Tao-theory and its Value-oriented System Development Process implementation. We formalize basic concepts from e3Value, namely start stimulus, end stimulus, gates and scenario paths in an integrated way with system construction models. We provide a methodology for constructing e3Value models systematically and improve DEMO modeling by devising individual value networks in an adequate way and how different system components combine to form them.

Maintaining Organizational Viability and Performance: The Organizational Configuration Map

Abstract: A certain state of an organization, in its strategic, tactical, and operational components results from a combination of elements that makes it a very complex entity. Its components should co-exist in a dynamic and constant balance, whose configuration must have flexible and adaptable reaction mechanisms. As processes increase in complexity, it becomes more difficult to manage an organization, almost in real time, in its many dimensions and configurations. It is therefore essential to identify, given its current complexity, how to guarantee holistic organizational adaptation, agent roles in configuration change, and also, how to design, organize, and manage an organization, in the resource domain, considering: 1) multiple restrictions, 2) critical needs of real time, and 3) various configurations. Using design and action research, this chapter proposes the concept of organizational configuration that, based on a macrogenesis capability, allows the creation and adaptation of transversal transformation mechanisms that, harnessing complexity, are able to maintain the necessary balance to guarantee viability and performance. Carlos Páscoa Portuguese Air Force Academy, Portugal José Tribolet Technical University of Lisbon/Instituto Superior Técnico, Portugal DOI: 10.4018/978-1-4666-4562-2.ch012

An Engineering Approach to Natural Enterprise Dynamics - From Top-down Purposeful Systemic Steering to Bottom-up Adaptive Guidance Control.

Abstract: Enterprises are dynamical systems, formed by a semantic web of active servers of two kinds: Carbon-based servers, normally called Humans, and silicon-based servers, called Computers. These active elements change the state of the world through their individual and collective orchestrated networked actions, in real time. All an enterprise "does" is the sum total of the actions of its active servers. No more, no less! An Enterprise is an entity by itself, whose existence is associated with intentions, missions, goals and purposes that are in some degree shared by its active elements and inform the prescribed organizational elements of its structures. An Enterprise is under permanent change, due to external and internal conditions, and the enacted changes occur either by spontaneous actions of its active servers or by intentional systemic change that propagates top-down and is purposefully adopted by the baseline servers. This talk will show how relevant is the Engineering Body of Knowledge of Systems Theory and Dynamic Systems Control and the formal principles and methods of Enterprise Engineering to model, design and operate Enterprises and in particular, how to steer top-down strategic transformations and to combine them with adaptive bottom-up emergent adaptive phenomena.

A Matching Ontology for e3Value and DEMO -- A Sound Bridging of Business Modelling and Enterprise Engineering

Abstract: In this paper, we present a match between two ontologies, DEMO and e3Value, with the aim of bridging the gap between Business Modelling and Enterprise Engineering. The goal is to provide an objective set of concepts for integrating the teleological and ontological perspectives of a system. DEMO contributes to the constructability of a business model, by providing a theory and method for designing and engineering enterprises. E3Value contributes to the justifiability of a given system construction, providing the notion of purpose through value semantics, network context and economic concepts, such as reciprocity. The ontology matching effort was guided to address three essential alignment areas: Value Object, Actor and Transaction. Then, additional elements were added to enrich and further ground the integrated models on theory from both sides. The resulting ontology includes a formal definition of shared core concepts and introduces positive constraints which, we argue, improve system model quality by combining two relevant and complementary approaches.

An engineering approach to natural enterprise dynamics: From top-down purposeful systemic steering to bottom-up adaptive guidance control

Abstract: Enterprises are dynamical systems, formed by a semantic web of active servers of two kinds: Carbon-based servers, normally called Humans, and silicon-based servers, called Computers. These active elements change the state of the world through their individual and collective orchestrated networked actions, in real time. All an enterprise "does" is the sum total of the actions of its active servers. No more, no less! An Enterprise is an entity by itself, whose existence is associated with intentions, missions, goals and purposes that are in some degree shared by its active elements and inform the prescribed organizational elements of its structures. An Enterprise is under permanent change, due to external and internal conditions, and the enacted changes occur either by spontaneous actions of its active servers or by intentional systemic change that propagates top-down and is purposefully adopted by the baseline servers. This talk will show how relevant is the Engineering Body of Knowledge of Systems Theory and Dynamic Systems Control and the formal principles and methods of Enterprise Engineering to model, design and operate Enterprises and in particular, how to steer top-down strategic transformations and to combine them with adaptive bottom-up emergent adaptive phenomena.

Organizational Self-Awareness: A Matter of Value

Abstract: This chapter aims at clarifying the notion of organization se If-awareness (OSA) as the state of a collective awareness of the enterprise system. We examine how such awareness arises from the collective action of the enterprise’s agents, while applying principles and methods of enterprise engineering and enterprise architecture. We find that value modeling is a vital enabler of OSA while bridging the gap between the teleological and ontological views of an enterprise.

Collaborative method to maintain business process models updated

Abstract: Business process models are often forgotten after their creation and its representation is not usually updated. This appears to be negative as processes evolve over time. This paper discusses the issue of business process models maintenance through the definition of a collaborative method that creates interaction contexts enabling business actors to discuss about business processes, sharing business knowledge. The collaboration method extends the discussion about existing process representations to all stakeholders promoting their update. This collaborative method contributes to improve business process models, allowing updates based in change proposals and discussions, using a groupware tool that was developed. Four case studies were developed in real organizational environment. We came to the conclusion that the defined method and the developed tool can help organizations to maintain a business process model updated based on the inputs and consequent discussions taken by the organizational actors who participate in the processes.

Strategy Map: Key Instrument for Organizational Performance

Abstract: Evolution happens every moment–as every single moment of the present becomes the past, and the future becomes the present. As a consequence of the process of evolution, the world presents itself to us more complexly than ever. Information value, globalization, technological revolution, acceleration of innovation, and constant change characterize the contemporary challenges that are faced by organizations in what is called the Information Age and Knowledge-Based Economy. Today, to successfully accomplish their mission, organizations need to adapt, act, and think strategically. Alvin Toffler (1985) refers to the role of strategy in an organization: “An organization without strategy is like an airplane weaving through stormy skies, hurled up and down, slammed by the wind, lost in the thunderheads. If lightning or crushing winds do not destroy it, it will simply run out of gas.” Under the body of knowledge and principles of Organizational Engineering—and other theoretical-practical knowledge—this chapter proposes a Strategy Map for the Portuguese Air Force, a tool that clarifies strategy and provides the organization with a means of communication capable of generating motivation and creating focus and alignment, key features to “move” the organization towards its vision. Tiago Oliveira Portuguese Air Force Academy, Portugal Carlos Páscoa Portuguese Air Force Academy, Portugal José Tribolet Technical University of Lisbon/Instituto Superior Técnico, Portugal DOI: 10.4018/978-1-4666-4562-2.ch011

Ontological Modeling Applied to Engineering and Governance Processes of Customer Complaints

Abstract: By selecting and adopting best practices organizations expect to benefit from the experience of other organizations and avoid common mistakes that these organizations have committed in the past. However, the adoption of best practices is not a trivial step due to several reasons. One reason is the fact that, to implement best practices, organizations need to migrate from an as-is state (before the adoption) to a to-be state (after the adoption), and the current best practices do not provide methods based on strong conceptual foundations to support this transition. Our proposal is a method supported by the Enterprise Ontology to align the current organizations’ processes with the industries best practices. We applied the proposed method in a Portuguese Telco and aligned a process of customer complaints with The Information Technology Infrastructure Library (ITIL) best practices. As result the organization found several improvements to the mentioned process based on the ITIL best practices.

ETA Framework - Enterprise Transformation Assessment

Abstract: In this paper we present the I· Framework which aims at enabling a holistic vision of Enterprise Transformation (ET) related to the adoption of Technological Artefacts. This framework is based on a Benefit-Driven approach to ET led by Stakeholders. Therefore, we focus on three interrelated components: (1) Stakeholders and corresponding classification according to their level of influence and attitude towards an artefact; (2) ET which encompasses five dimensions, namely Governance Changes, Business Model Changes, Business Process Changes, Structure Changes, and Resource Changes; and (3) Benefits classified according to their different degree of explicitness and hence importance to each stakeholder. In order to assess ET in a feasible way, we advocate mapping every single change with its corresponding benefit. Subsequently, these pairs of changes and benefits are assigned to a group of “Change Owners”, who are responsible for ensuring that ET is measured and successfully achieved. Finally, we summarize the four phases of ET Lifecycle (Envision, Engage, Transform, and Optimise phase) as well as the corresponding steps required to properly apply the I· Framework.

Detecção e Identificação em Tempo Real de Padrões de Comportamento Anómalo em Grandes Grupos de Utilizadores - Call Center

Abstract: As organizacoes gastam uma quantidade significativa de recursos para mitigar riscos vindos de fora do perimetro organizacional, poucas sao as que consideram explicitamente as ameacas vindas dos actores internos. Monitorizar e correlacionar em tempo real, caracteristicas tecnologicas das actividades que estao a ser realizadas atraves dos sistemas e uma forma de detectar e identificar a ocorrencia de anomalias que podem por em causa a seguranca da organizacao e provocar quebras na receita. Fugas de informacao para o exterior pela forma de comunicacoes via Internet ou atraves de comunicacao com volume de armazenamento de dados externo, sao algumas das anomalias que sao propostas detectar. Esta investigacao tem a sua genese na deteccao destes problemas, propondo um sistema automatico nao supervisionado de deteccao de comportamentos anomalos, mais propriamente, num Call Center e atraves de um conjunto bem definido e limitado de dados A ferramenta grafica, ROA - Representacao Organizacional de Anomalias, que representa o modelo de processos de negocio que decorrem numa organizacao, permite actualizar dinamicamente o modelo, representando o conhecimento oriundo da deteccao das anomalias para uso futuro por parte dos responsaveis do negocio. Esse sera construido a partir de uma tecnica de levantamento manual de processos de negocio.