Purpose Driven Competency Planning for Enterprise Modeling Projects

Abstract

Much of the success of projects using Enterprise Modeling (EM) depends more on the quality of the process of modeling rather than on the method used. One important influence on the quality of the modeling process is the competency level of the experts responsible for the EM approach. Each EM project is, however, specific depending on the purpose of modeling, such as developing the business, ensuring the quality of business operations, and using EM as a problem solving tool. The objective of this paper is to discuss the core competency needs for the EM practitioner and to relate those needs to different purposes of EM.

Factors Influencing Productization of Enterprise Modeling: A Qualitative Inquiry into the Scandinavian Strand of Methods and Tools

“…A key aspect of this is competence and if the organization wants using EM without external consultants it needs a "modeling department"; for more on this c.f. [1,5].…”

“…goals, business process, concepts, rules, etc.) More about the applicability of EM is available in [1]. In Scandinavia, Business or Enterprise Modeling were initially developed in the eighties by Plandata, Sweden [2], and later refined by the Swedish Institute for System Development (SISU).…”

Natural Modelling.

“…This often causes the burden in stakeholder involvement and model communication, where rather informal models and descriptions are needed [MLM + 13]. Furthermore, different modelling situations and goals require different levels of restrictions on models/languages [BPS10,SP12].…”

Enterprise Modeling for Business and IT Alignment – a Framework and Recommendations

“…For any modeling project to succeed, it is crucial that the EM practitioner is competent [11], [12]. The competence of EM practitioners can be related to (1) modeling as such, particularly, the ability to model and facilitate a modeling session, and (2) managing EM projects.…”

“…The competence of EM practitioners can be related to (1) modeling as such, particularly, the ability to model and facilitate a modeling session, and (2) managing EM projects. Managing an EM project includes various activities exemplified by the following: selecting an appropriate EM approach and tailoring it to fit the situation at hand, interviewing the domain experts involved, defining a relevant problem, defining requirements for the results, adjusting a presentation of project results and related issues related for various stakeholders, navigating between the wishes of various stakeholders while upholding the EM project goal, assessing the impact of the modeling result and the modeling process on the organization and other activities [11].…”