Understanding Model Quality Concerns When Using Process Models in an Industrial Company

Heggset, Merethe; Krogstie, John; Wesenberg, Harald

doi:10.1007/978-3-319-19237-6_25

Cited by 11 publications

(3 citation statements)

References 29 publications

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“…Krogstie [ 16 ] presented an extended system of model quality, the SEQUEL framework, adding empirical quality (comprehensibility of the model), physical quality (availability of models to the relevant actors), perceived semantic quality (correctness and completeness of the model from a stakeholder’s subjective point of view), social quality (stakeholders’ agreement on model interpretation) and deontic quality (meeting the goals of modeling). Krogstie and colleagues [ 13 , 17 ] also scrutinized these criteria to create guidelines for modeling processes.…”

Section: State Of the Art And Theoretical Backgroundmentioning

confidence: 99%

Participatory modeling from a stakeholder perspective: On the influence of collaboration and revisions on psychological ownership and perceived model quality

et al. 2022

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Participatory enterprise modeling is about gathering domain experts and involving them directly in the creation of models, aided by modeling experts. It is meant to increase commitment to and quality of models. This paper presents an exploratory study focusing on the subjective view of the domain experts. We investigated the influence of direct collaboration versus individual modeling, and the influence of model revisions by modeling experts on psychological ownership and perceived model quality. We chose process modeling as a particular form of enterprise modeling. Our results give hint that domain experts working individually with a modeling expert perceive model quality as higher than those working collaboratively whereas psychological ownership did not show any difference. Revisions caused changes in the subjects’ assessments only of model quality. Moreover, we will present qualitative results from interviews we led with the participants. They reveal interesting insight on how outcome and perception of the procedure and the method in both settings can be positively influenced. The interviews also emphasize the special role of the method experts who are sometimes even considered as co-owners of the model.

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Section: State Of the Art And Theoretical Backgroundmentioning

confidence: 99%

Participatory modeling from a stakeholder perspective: On the influence of collaboration and revisions on psychological ownership and perceived model quality

et al. 2022

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“…The survey results are positioned relative to the SEQUAL categories in [23] and, among other things uncovered challenges regarding understanding of some of the models (pragmatic quality). Although a large proportion of users feel that the governing documentation is easy to understand, others report issues of vagueness and ambiguity.…”

Section: Influence Of Syntactic On Pragmatic Qualitymentioning

confidence: 99%

The Influence of Syntactic Quality on Pragmatic Quality of Enterprise Process Models

Heggset

Krogstie

Wesenberg

2015

J. Complex Syst. Inform. Model. Q.

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Abstract. As approaches and tools for process and enterprise modelling are maturing, these techniques are being taken into use on a large scale in an increasing number of organizations. In this paper we report on the use of process modelling in connection to the quality system of Statoil, a large Norwegian oil company, in particular, on the aspects found necessary to be emphasized to achieve the appropriate quality of the models in this organization. Based on the investigation of usage statistics and user feedback on models, we have identified that there are problems in comprehending some of the models. Some of these models has poorer syntactic quality than the average syntactic quality of models of the same size. An experiment with improving syntactic quality on some of these models has given mixed results, and it appears that certain syntactic errors hinder comprehension more than others.

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“…Many traditional applications of modelling are limited to one usage area, and thus provide limited value. On the other hand, the fuller long-term effects of modelling in and across organizations can be observed when one uses models over a longer time but also across areas of use [16]. For this to work, though, one has to have the longterm use in mind from the start and prepare for this, and have ways to mature models when beneficial to spread knowledge across the organization [17].…”

Section: Introductionmentioning

confidence: 99%

Enterprise Modelling for the Masses – From Elitist Discipline to Common Practice

Sandkuhl¹,

Fill²,

Hoppenbrouwers³

et al. 2016

Lecture Notes in Business Information Processing

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Enterprise modelling (EM) as a discipline has been around for several decades with a huge body of knowledge on EM in academic literature. The benefits of modelling and its contributions to organizational tasks are largely undisputed. Thus, from an inside-out perspective, EM appears to be a mature and established discipline. However, for initiating serious innovations this view is not sufficient. This position paper takes an outside-in perspective on enterprise modelling and argues that EM is far away from reaching its maximum potential. EM is typically done by a limited number of people in organizations inclined to methods and modelling. What is captured in models is only a fragment of what ought to be captured. Many people actually develop some kind of model in their local practice without thinking about it consciously. Exploiting the potential of this "grass roots modelling" could lead to groundbreaking innovations in EM. The aim is to investigate integration of the established, often systematic and formalized practices of modelling in enterprises with local practices of creating, using and communicating modellike artifacts or objects of relevance for the overall organization. Abstract. Enterprise modelling (EM) as a discipline has been around for several decades with a huge body of knowledge on EM in academic literature. The benefits of modelling and its contributions to organizational tasks are largely undisputed. Thus, from an inside-out perspective, EM appears to be a mature and established discipline. However, for initiating serious innovations this view is not sufficient. This position paper takes an outside-in perspective on enterprise modelling and argues that EM is far away from reaching its maximum potential. EM is typically done by a limited number of people in organizations inclined to methods and modelling. What is captured in models is only a fragment of what ought to be captured. Many people actually develop some kind of model in their local practice without thinking about it consciously. Exploiting the potential of this "grass roots modelling" could lead to groundbreaking innovations in EM. The aim is to investigate integration of the established, often systematic and formalized practices of modelling in enterprises with local practices of creating, using and communicating modellike artifacts or objects of relevance for the overall organization.

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Understanding Model Quality Concerns When Using Process Models in an Industrial Company

Cited by 11 publications

References 29 publications

Participatory modeling from a stakeholder perspective: On the influence of collaboration and revisions on psychological ownership and perceived model quality

Participatory modeling from a stakeholder perspective: On the influence of collaboration and revisions on psychological ownership and perceived model quality

The Influence of Syntactic Quality on Pragmatic Quality of Enterprise Process Models

Enterprise Modelling for the Masses – From Elitist Discipline to Common Practice

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