Towards Defining a Competence Profile for the Enterprise Modeling Practitioner

Abstract

Enterprise Modeling (EM) has established itself as a valuable instrument for various purposes related to organizational development, such as designing or redesigning the business, eliciting requirements for information systems, capturing and reasoning about organizational knowledge. A notable characteristic of EM is its collaborative way of stakeholder involvement in modeling. Much of the success of projects using EM depends on how the EM process is organized and on the competence level of the expert responsible for the EM approach. This paper analyses what are the competence needs for the method expert and what competences are needed in the different steps in the EM process. The EM process described consists of activities for project inception and planning, conducting modeling sessions, and delivering a result that can be taken up by a subsequent implementation project. Two main competence areas are discussed in relation to the EM process -competences related to modeling and competences related to managing EM projects.

Tracing the Process of Process Modeling with Modeling Phase Diagrams

“…[9]). This appeals to one's ability to model [10], arguably the most important capability of a modeler according to its expected effect on the quality of the ensuing model. The formalization of process models-which can be considered a process in itself -is crucial for obtaining a good modeling result and to overcome quality problems right from the start [2].…”

Model-Based Development and Evolution of Information Systems

“…The following lists the needed competences in this regard (Persson and Stirna 2010 ) , distinguishing between modelling competence and management competence.…”

“…A number of other approaches exist, e.g. the use of DSL and AKM, as described above, and EKD and later use as described in Persson and Stirna ( 2010 ) .…”

Practical Challenges of Enterprise Modeling in the Light of Business and IT Alignment

“…Among others, Persson and Stirna [10] have presented a work that analyses competence needs for the EM practitioner with regard to different steps in the EM process. They consider that EM process consists of the following activities: project inception and planning, conducting modeling sessions, delivering a result that can be used for subsequent implementation project.…”

“…There are various factors that can hinder the process of sharing knowledge between enterprise members, for example, as the project progresses the enterprise becomes less interested to allocate their most knowledgeable human resources to modeling sessions, since it can be considered as waste of time Barjis, [9]. The second party of EM is the EM practitioner -a person who facilitates and drives EM project process (partly or fully) towards effectively achieving its goals Persson and Stirna,[10]. This role is responsible for making sure that the project resources are used properly in order to achieve the goals of the project and to complete the project on time ibid, Rosemann et al, [11].…”