Value-Driven Coordination Process Design Using Physical Delivery Models

Abstract

Current e-business technology enables the execution of increasingly complex coordination processes that link IT services of different companies. Successful design of cross-organizational coordination processes requires the mutual alignment of the coordination process with a commercial business case. There is however a large conceptual gap between a commercial business case and a coordination process. The business case is stated in terms of commercial transactions, but the coordination process consists of sequences, choices and iterations of actions of people and machines that are absent from a business case model; also, the cardinality of the connections and the frequency and duration of activities are different in both models. This paper proposes a coordination process design method that focusses on the the shared physical world underlying the business case and coordination process. In this physical world, physical deliveries take place that realize commercial transactions and that must be coordinated by a coordination process. Physical delivery models allow us to identify the relevant cardinality, frequency and duration properties so that we can design the coordination process to respect these properties. In the case studies we have done so far, a physical delivery model is the greatest common denominator that we needed to verify consistency between a business case and a coordination process model.Research supported by NWO project 638.003.407.

Risk-aware design of value and coordination networks

“…The result is shown in we claim that it is more general than existing approaches and it is easily generalizable beyond e 3 value and BPMN. We have tested our method on earlier cases done by other researchers [18,21] and observed that our application of the method produced similar results to what was obtained in those cases, and we obtained coordination models that are consistent with their corresponding value models according to our denition for consistency. Because…”

“…for nding a related coordination perspective and vice versa [8,18,19,20,21], and (2) formal approaches, that dene consistency rules between perspectives that can be checked, e.g. by model checkers [22,23,24].…”

“…Previous works [18,19,20,21,22,23,24,25,26] in this area do not establish a rm relation between these two kinds of models and most of them [18,20,21,26] study the issue only from a specic aspect and in a specic context. Here we investigate the relation between these two types of models in more detail and in a broader context so that the ndings and guidelines are more general and applicable in dierent contexts.…”

From Business Value Model to Coordination Process Model

“…Hence, they try to produce one from the other (mostly a coordination process model from a business value model) so that in the end both models be consistent with each other [9,10,11]. Pijpers and Gordijn proposed a method that makes an intermediate model (e 3 transition model) based on the business value model by extending it with independent transfers of ownership rights of an object and the actual object itself.…”

Managing dependency relations in inter-organizational models

“…However, there also exists work on ensuring consistency between value and coordination models. For example, Wieringa et al [114] describe a method for constructing physical delivery models that describe the exchanges between partners in the real world. These delivery models close the gap between value and coordination model and show in this way how they are related.…”