Download Advances in Enterprise Engineering VIII: 4th Enterprise by David Aveiro, José Tribolet, Duarte Gouveia (eds.) PDF

By David Aveiro, José Tribolet, Duarte Gouveia (eds.)

This e-book constitutes the court cases of the 4th company Engineering operating convention (EEWC), held in Funchal, Madeira Island, Portugal, in the course of may perhaps 5-8, 2014. EEWC goals at addressing the demanding situations that smooth and complicated organizations are dealing with in a quickly altering global. The members of the operating convention proportion a trust that facing those demanding situations calls for rigorous and clinical suggestions, targeting the layout and engineering of firms. The objective of EEWC is to stimulate interplay among the several stakeholders, scientists, in addition to practitioners, attracted to making company engineering a reality.

The thirteen papers awarded have been rigorously reviewed and chosen for inclusion within the booklet. EEWC 2014 had forty two submissions and accredited thirteen for ebook. the subjects of the provided papers allowed for energetic participation in fascinating discussions and trade of principles and inspired destiny cooperation one of the contributors. This made EEWC a true “working convention” contributing to the additional improvement of firm engineering as a mature self-discipline. subject matters lined comprise: company engineering typically, the DEMO technique, the REA ontology, monetary purposes, enterprise strategies administration and firm simulation.

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Extra info for Advances in Enterprise Engineering VIII: 4th Enterprise Engineering Working Conference, EEWC 2014, Funchal, Madeira Island, Portugal, May 5-8, 2014. Proceedings

Sample text

Divergence DEMO was not designed to be a method. A DEMO founder explains: “it was not my idea in fact to develop a methodology. […] But the main thing I developed (…) is the psi-theory, a theory about the operation and construction of organizations. ” With the “5 ways” method definition: DEMO is seen as a method – or not. To explain why they see DEMO as a method or not, several interviewees refer to the view of Seligman et al. [12] on information systems methodologies, for whom methodologies are characterised with “5 ways”: the “way of thinking”, the “way of working” (how to do things), the “way of controlling” (how to manage things), the “way of modelling” and the “way of supporting” (tools).

Iijima case studies. Joop [3] applied DEMO for designing the information organization, Marien and Martin [4] linked DEMO methodology and Normalized System approach, Sanetake et al. [5] investigated how they can reduce exceptions and cancellations in business processes based on DEMO. João et al. [6] pointed out some issues of state of art approaches and proposed a value oriented analysis. However, the effectiveness of DEMO for redesigning business processes has not been sufficiently documented. This research focuses on the effectiveness of DEMO in the case of business process redesign and discusses some limitations of DEMO.

Working with DEMO also requires rigor, preciseness. The soft skills that interviewees mention are social capabilities, “open-mindedness” and communication capabilities, analysis capacities “to filter out what is really happening” and being to rephrase the models in natural language according to the capacity of abstraction of their interlocutors, namely when “presenting the models to the business”. Risks of Mistakes When Using DEMO and How to Mitigate Them – Convergence Modelling risks with DEMO are: to produce a model that is not complete if you forget a transaction (a DEMO founder), to identify a transaction that is not essential, to identify something as a transaction whereas the thing is not a transaction (X6) or 28 C.

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