Sandkuhl / Stirna Capability Management in Digital Enterprises

1. Auflage 2018
ISBN: 978-3-319-90424-5
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 395 Seiten

Putting capability management into practice requires both a solid theoretical foundation and realistic approaches. This book introduces a development methodology that integrates business and information system development and run-time adjustment based on the concept of capability by presenting the main findings of the CaaS project - the Capability-Driven Development (CDD) methodology, the architecture and components of the CDD environment, examples of real-world applications of CDD, and aspects of CDD usage for creating business value and new opportunities.
Capability thinking characterizes an organizational mindset, putting capabilities at the center of the business model and information systems development. It is expected to help organizations and in particular digital enterprises to increase flexibility and agility in adapting to changes in their economic and regulatory environments. Capability management denotes the principles of how capability thinking should be implemented in an organization and the organizational means.
This book is intended for anyone who wants to explore the opportunities for developing and managing context-dependent business capabilities and the supporting business services. It does not require a detailed understanding of specific development methods and tools, although some background knowledge and experience in information system development is advisable. The individual chapters have been written by leading researchers in the field of information systems development, enterprise modeling and capability management, as well as practitioners and industrial experts from these fields.

Kurt Sandkuhl is Full Professor of Business Information Systems at the University of Rostock, Germany, and Affiliated Professor of Information Engineering at Jönköping University, Sweden. His current research interests include the fields of enterprise modeling, digital enterprise architectures, knowledge engineering and knowledge management. He has published four books and more than 200 peer-reviewed papers and he is one of the initiators of the PoEM - (Practice of Enterprise Modeling) conference series.
Janis Stirna is Full Professor of Computer and Systems Sciences at Stockholm University, Sweden. His research interests are enterprise modeling, modeling tools, reuse, patterns, and knowledge management. Stirna is an author or co-author of more than hundred research reports and publications and he is one of the initiators of the PoEM - (Practice of Enterprise Modeling) conference series. He also has been involved in various key roles in fourteen European and six national research projects.

Autoren/Hrsg.

Sandkuhl, Kurt

Stirna, Janis

Inhaltsverzeichnis

1;Preface;5
2;Contents;8
3;Abbreviations;10
4;Chapter 1: Capability Thinking;12
4.1;1 Introduction;12
4.2;2 Business Environment of Digital Enterprises;15
4.2.1;2.1 Need for Agility and Flexibility in Enterprises;15
4.2.2;2.2 Digital Enterprises;16
4.3;3 Challenges in Digital Enterprises;17
4.3.1;3.1 Stakeholder Groups with Different Priorities;17
4.3.2;3.2 Integration of Business and IT Development;18
4.3.3;3.3 Context Dependency and Variation of Services;19
4.3.4;3.4 Connection of Design and Runtime;20
4.4;4 Capability Thinking and Capability Management;21
4.4.1;4.1 Capability Thinking as Organizational Mindset;21
4.4.2;4.2 Key Aspects of Capability Thinking;22
4.4.3;4.3 Capability Management;24
4.4.4;4.4 Capability-Driven Development (CDD);26
4.4.5;4.5 Principles of CDD Method Development;29
4.5;5 Structure of the Book;31
4.6;References;33
5;Part I: Background to Capability Management;36
5.1;Chapter 2: The Notion of Capability in Literature;37
5.1.1;1 Introduction;37
5.1.2;2 General Characteristics of Capabilities;39
5.1.3;3 Capability Types and Dynamic Capabilities;41
5.1.4;4 Capabilities in Business and IT Alignment;43
5.1.5;5 Outlook: Selected Open Issues;45
5.1.6;References;46
5.2;Chapter 3: Capability Consideration in Business and Enterprise Architecture Frameworks;50
5.2.1;1 Introduction;50
5.2.2;2 Background to Approaches Using Capability;51
5.2.3;3 Business Architecture, OMG;52
5.2.3.1;3.1 Overview;52
5.2.3.2;3.2 Consideration of Capability;53
5.2.4;4 Enterprise Architecture, The Open Group;55
5.2.4.1;4.1 Overview;55
5.2.4.2;4.2 Consideration of Capability;55
5.2.5;5 Military Enterprise Architecture Frameworks: NAF, MODAF, and DoDAF;58
5.2.5.1;5.1 Overview;58
5.2.5.2;5.2 Consideration of Capability in the NATO Architecture Framework;58
5.2.6;6 Service-Oriented Architecture, OASIS;61
5.2.6.1;6.1 Overview;61
5.2.6.2;6.2 Consideration of Capability;62
5.2.7;7 Conclusions;63
5.2.8;References;64
6;Part II: Capability-Driven Development Methodology;66
6.1;Chapter 4: Overview of Capability-Driven Development Methodology;67
6.1.1;1 Introduction;67
6.1.2;2 Conceptual Foundations of the CDD Methodology;68
6.1.2.1;2.1 Capability Modeling Concepts;68
6.1.2.2;2.2 Modeling Language for CDD;69
6.1.2.3;2.3 Development Layers;70
6.1.3;3 Methodology Overview;72
6.1.3.1;3.1 Main Principles;72
6.1.3.2;3.2 Capability Life Cycle;73
6.1.3.3;3.3 Capability Design Process;74
6.1.3.4;3.4 Capability Delivery at Runtime;76
6.1.3.5;3.5 Component-Based Approach;77
6.1.3.6;3.6 CDD Environment;78
6.1.4;4 Illustrative Example;80
6.1.4.1;4.1 Design Cycle;80
6.1.4.2;4.2 Capability Delivery;84
6.1.4.2.1;4.2.1 Single Trip Support;86
6.1.4.2.2;4.2.2 Organizational Support;88
6.1.4.3;4.3 Feedback Cycle;88
6.1.5;5 Concluding Remarks;90
6.1.6;Appendix: Travel Management Capability Design;91
6.1.7;References;92
6.2;Chapter 5: Enterprise Modelling: Establishing the Fundament for Capability Management;93
6.2.1;1 Enterprise Modelling as Basis for Capability Management;93
6.2.2;2 Enterprise Modelling and Its Perspectives;94
6.2.3;3 Enterprise Modelling Process;97
6.2.4;4 Overview of Enterprise Modelling Methods;102
6.2.5;5 For Enterprise Modelling: 4EM;102
6.2.6;6 Summary;106
6.2.7;References;107
6.3;Chapter 6: Capability Design with CDD;109
6.3.1;1 Introduction;109
6.3.2;2 Background to Capability Design;110
6.3.3;3 Overview of Modeling Strategies;111
6.3.3.1;3.1 General Phases;111
6.3.3.2;3.2 Key Concepts;113
6.3.3.3;3.3 Introduction to Modeling Strategies;113
6.3.4;4 Goal-First Capability Design Strategy;114
6.3.5;5 Process-First Capability Design Strategy;117
6.3.6;6 Concept-First Capability Design;119
6.3.7;7 Effects of Choosing Modeling Strategies;122
6.3.8;8 Conclusions;123
6.3.9;References;123
6.4;Chapter 7: Context Modelling in Capability Management;125
6.4.1;1 Introduction: Role of the Context Modelling Method Component in CDD Methodology;125
6.4.2;2 State of the Art in Context Modelling Methods;126
6.4.3;3 Overview of the Procedures of the Context Modelling Method Component;127
6.4.4;4 Roles Involved in Context Modelling;128
6.4.5;5 Concepts, Notation, and Tools for Context Modelling;129
6.4.5.1;5.1 Important Concepts;129
6.4.5.2;5.2 Notation;132
6.4.5.3;5.3 Tools;132
6.4.6;6 Method Component: Capture Context Element;133
6.4.7;7 Method Component: Design Context Set;140
6.4.8;8 Method Component: Prepare for Operational Use;142
6.4.9;9 Summary;145
6.4.10;References;145
6.5;Chapter 8: Adjustment of Capabilities: How to Add Dynamics;147
6.5.1;1 Introduction;147
6.5.2;2 Foundations;148
6.5.2.1;2.1 Execution View;149
6.5.2.2;2.2 Types of Adjustments;150
6.5.3;3 Elaboration of Adjustments;151
6.5.3.1;3.1 Design-Time Specification;152
6.5.3.2;3.2 Run-Time Processing;154
6.5.4;4 Case;155
6.5.4.1;4.1 Case Description;155
6.5.4.2;4.2 Capability Model;156
6.5.4.3;4.3 Route Optimization Adjustment;158
6.5.4.4;4.4 KPI Adjustment;160
6.5.4.5;4.5 Adjustment Results;160
6.5.5;5 Related Work;161
6.5.6;6 Conclusions;164
6.5.7;References;164
6.6;Chapter 9: The CDD Environment Architecture;167
6.6.1;1 Introduction;167
6.6.2;2 Architecture Overview;168
6.6.3;3 CDT: Capability Design Tool;170
6.6.3.1;3.1 Main Features;170
6.6.3.1.1;3.1.1 Example Feature: Adjustment Modelling;171
6.6.3.2;3.2 Core Technologies and Deployment;172
6.6.3.3;3.3 Integration with Other CDD Tools;173
6.6.4;4 CNA: Capability Navigation Application;173
6.6.4.1;4.1 Main Features;173
6.6.4.1.1;4.1.1 Example Feature: Indicator Dashboard;174
6.6.4.2;4.2 Core Technologies and Deployment;175
6.6.4.3;4.3 Integration with Other CDD Tools;176
6.6.5;5 CCP: Capability Context Platform;176
6.6.5.1;5.1 Main Features;176
6.6.5.1.1;5.1.1 Example Feature: Configuring a Provider;177
6.6.5.2;5.2 Core Technologies and Deployment;178
6.6.5.3;5.3 Integration with Other CDD Tools;178
6.6.6;6 CPR: Capability Pattern Repository;178
6.6.6.1;6.1 Main Features;179
6.6.6.1.1;6.1.1 Example Feature: Structured Patterns;180
6.6.6.2;6.2 Core Technologies and Deployment;180
6.6.6.3;6.3 Integration with Other CDD Tools;180
6.6.7;7 Conclusions;181
6.6.8;References;181
6.7;Chapter 10: Capability Management in the Cloud;182
6.7.1;1 Introduction;182
6.7.2;2 Management Model;184
6.7.3;3 Cloud-Based Deployment;186
6.7.4;4 Pattern Repository;188
6.7.5;5 Scalability Capability;190
6.7.6;6 Conclusion;194
6.7.7;References;195
6.8;Chapter 11: Context Processing for Adaptive Capability Delivery;196
6.8.1;1 Introduction;196
6.8.2;2 Context Life-Cycle Management;197
6.8.2.1;2.1 Types of Context;197
6.8.2.2;2.2 Life-Cycle Management Activities;199
6.8.2.3;2.3 General Context Management Architecture;199
6.8.3;3 Capability Context Platform;200
6.8.3.1;3.1 Context Processing Pipeline;200
6.8.3.2;3.2 Technical Solution;201
6.8.4;4 Context Processing Execution;203
6.8.4.1;4.1 Context Acquisition;203
6.8.4.2;4.2 Adaptive Context Reasoning;206
6.8.4.2.1;4.2.1 Sample Application;206
6.8.4.2.2;4.2.2 Context Calculation;208
6.8.4.2.3;4.2.3 Run-Time Adjustment;209
6.8.4.2.4;4.2.4 Execution;210
6.8.5;5 Conclusion;213
6.8.6;References;213
6.9;Chapter 12: Organizational Adoption of Capability Management;215
6.9.1;1 Introduction;215
6.9.2;2 The Process of Decision-Making About Capability Management;216
6.9.2.1;2.1 Check Suitability of Capability Management;217
6.9.2.2;2.2 Scoping of a Pilot Project;218
6.9.2.3;2.3 Establish a Pilot Project Organization;219
6.9.2.4;2.4 Train Capability Thinking;220
6.9.2.5;2.5 Plan the Capability Management Process in the Pilot Project;221
6.9.2.6;2.6 Install Tool Support for Capability Management;221
6.9.3;3 Project-Based Method Adoption;221
6.9.3.1;3.1 Overview of CDD Roles and Method Components;222
6.9.3.2;3.2 Project Organization;223
6.9.4;4 Establishment of CDD in the Regular Organization Structure;224
6.9.4.1;4.1 Example Organization;225
6.9.4.2;4.2 ``All-Do-Some´´ Philosophy;226
6.9.4.3;4.3 ``Some-Do-All´´ Philosophy;231
6.9.5;5 Summary and Conclusions;235
6.9.6;References;236
7;Part III: Application Cases of Capability Management;237
7.1;Chapter 13: Capability-Driven Business Process Outsourcing in Utility Industries;238
7.1.1;1 Introduction;238
7.1.2;2 Industrial Case Description;239
7.1.2.1;2.1 Business Architecture;241
7.1.2.2;2.2 Data Structures;242
7.1.3;3 CDD-Based Solution Design;243
7.1.3.1;3.1 Business Architecture;243
7.1.3.2;3.2 Data Structures;244
7.1.3.2.1;3.2.1 Contract;244
7.1.3.2.2;3.2.2 Process Models;244
7.1.3.3;3.3 Modelling the ``Dynamic BSP Support´´ Capability;245
7.1.3.3.1;3.3.1 Defining the Business Context;245
7.1.3.4;3.4 Deploying the Capability;247
7.1.4;4 Evaluating the CDD Methodology and Environment;251
7.1.4.1;4.1 Goal-Based Validation;252
7.1.4.2;4.2 CDD Methodology Validation;254
7.1.4.3;4.3 CDD Environment Validation;255
7.1.5;5 Experiences with the CDD Methodology;256
7.1.6;6 Summary and Conclusion;258
7.1.7;References;259
7.2;Chapter 14: Context-Aware e-Government;260
7.2.1;1 Introduction;260
7.2.2;2 Use Case Description;261
7.2.2.1;2.1 SOA Use Case Architecture;262
7.2.2.2;2.2 Use Case Concepts, Goals, and KPIs;264
7.2.2.2.1;2.2.1 Concepts Model;264
7.2.2.2.2;2.2.2 Goal Model;264
7.2.2.2.3;2.2.3 Key Performance Indicators;266
7.2.2.3;2.3 Capabilities;267
7.2.2.3.1;2.3.1 Capability 1: Dynamic Service Registration Capability;267
7.2.2.3.2;2.3.2 Capability 2: Service Promotion Capability;268
7.2.2.3.3;2.3.3 Capability 3: Automatic Maintenance Mode Capability;268
7.2.3;3 CDD-Based Solution Design;269
7.2.3.1;3.1 Business Processes;269
7.2.3.1.1;3.1.1 Service Promotion Process Model;269
7.2.3.2;3.2 Context Model;270
7.2.3.2.1;3.2.1 Find Variations;270
7.2.3.2.1.1;VP1: Monitor Context Data and Predict Context Data;271
7.2.3.2.1.2;VP2: Service Highlighting Ability;271
7.2.3.2.1.3;VP3: Check the Number of Highlighting Spaces in the Municipality´s Home Page;272
7.2.3.2.1.4;VP4: Calculate Similar Municipalities;273
7.2.3.2.1.5;VP5: Need to Promote a Service;273
7.2.3.2.1.6;VP6: Check Availability of Services in the Municipality´s Home Page;273
7.2.3.2.1.7;VP7: To Decide Whether to Not Promote the Service or to Uncategorize a Service;273
7.2.3.2.1.8;VP8: To Decide Whether or Not to Inform Other Municipalities About a Service Promoted;274
7.2.3.2.1.9;VP9: Automatic Mailing Procedure;274
7.2.3.2.2;3.2.2 Design Context Elements;274
7.2.3.2.3;3.2.3 Define Context Set;275
7.2.3.3;3.3 Context Influence on Existing Processes;275
7.2.4;4 Evaluating the CDD Methodology and Environment;277
7.2.4.1;4.1 Use Case Lessons Learned;278
7.2.4.1.1;4.1.1 Dynamic Service Registration Capability;279
7.2.4.1.2;4.1.2 Service Promotion Capability;280
7.2.4.2;4.2 CDD Methodology Validation;280
7.2.4.3;4.3 CDD Environment Validation;281
7.2.4.3.1;4.3.1 Capability Design Tool Evaluation Results;282
7.2.4.3.1.1;Strong Points;282
7.2.4.3.1.2;Points of Improvement;283
7.2.4.3.2;4.3.2 Capability Navigation Application Evaluation Results;284
7.2.4.3.2.1;Strong Points;284
7.2.4.3.2.2;Points of Improvement;284
7.2.4.3.3;4.3.3 Context Platform Evaluation Results;285
7.2.4.3.3.1;Strong Points;285
7.2.4.3.3.2;Points of Improvement;285
7.2.5;5 Summary and Conclusions;286
7.2.6;References;286
7.3;Chapter 15: The Case of Industrial Symbiosis;287
7.3.1;1 Introduction;287
7.3.2;2 Overall Description of the Business Setting;288
7.3.3;3 Use Case Application Description;291
7.3.3.1;3.1 Introduction to Industrial Symbiosis;291
7.3.3.1.1;3.1.1 Key Phases of `Virtual´ Industrial Symbiosis;292
7.3.3.1.2;3.1.2 Stakeholders of Industrial Symbiosis;292
7.3.3.1.3;3.1.3 Primary Goals of Industrial Symbiosis;292
7.3.3.1.4;3.1.4 Types of Transactions;294
7.3.3.1.5;3.1.5 Types of Context Elements Affecting the Industrial Symbiosis;294
7.3.3.1.5.1;Location;294
7.3.3.1.5.2;Type of Resources;294
7.3.3.1.5.3;Legislation;294
7.3.3.2;3.2 Industrial Symbiosis Platform of CLMS;295
7.3.3.2.1;3.2.1 Description of i-Symbiosis Functionality;296
7.3.3.2.2;3.2.2 i-Symbiosis Business Capability;296
7.3.3.2.3;3.2.3 Goals for General Platform Improvements;297
7.3.3.2.4;3.2.4 Design Architecture;298
7.3.3.2.4.1;Architectural Patterns;298
7.3.3.2.4.2;Delivering the i-Symbiosis Platform Process;299
7.3.3.2.4.3;Description of Capability Delivery Workflow;299
7.3.3.3;3.3 Capturing Variation Points;300
7.3.4;4 Capability Model and Context;303
7.3.4.1;4.1 Capability Model;304
7.3.4.2;4.2 Automated Adjustments Regarding the Location Context;304
7.3.4.3;4.3 Capability: Determine Relevance Rating;306
7.3.4.3.1;4.3.1 Alternative 1: Using the Availability of Delivery Methods;308
7.3.4.3.2;4.3.2 Alternative 2: Using the Location and Automatic Adjustment;309
7.3.5;5 Summary;311
7.3.6;References;313
7.4;Chapter 16: Capability Support for Entrepreneurial Ventures;315
7.4.1;1 Introduction;315
7.4.2;2 Evolution of LightCDD;316
7.4.3;3 Specification of the LightCDD Method;317
7.4.3.1;3.1 Method Purpose;317
7.4.3.2;3.2 Overall Method Structure;318
7.4.4;4 Discussion and Further Work;325
7.4.5;References;328
8;Part IV: Business Impact of Capability Management;330
8.1;Chapter 17: The Capability Management Perspective on the Enterprise Architecture: A Consideration for Rapidly Changing Market ...;331
8.1.1;1 Origins of Enterprise Architecture;331
8.1.2;2 Zachman´s Framework;332
8.1.2.1;2.1 Strategy Included in the Framework;333
8.1.2.2;2.2 Limitations of the Framework;333
8.1.3;3 Resource-Based View;334
8.1.4;4 Enterprise Architecture Planning;335
8.1.5;5 Basics of Capabilities Management;335
8.1.6;6 Enterprise Architecture Schools of Thought;336
8.1.7;7 Military Frameworks for Enterprise Architecture;337
8.1.8;8 Open Group Architecture Framework;339
8.1.9;9 Two-Speed Frameworks for Fast-Changing Environments;340
8.1.10;10 Office Scenario;341
8.1.11;11 Recommendations;342
8.1.12;References;343
8.2;Chapter 18: Value of Context-Awareness in Business Services;344
8.2.1;1 Introduction;344
8.2.2;2 Value Perspectives;345
8.2.2.1;2.1 Established Value Perspectives;345
8.2.2.2;2.2 Value from a Service-Centric Perspective;346
8.2.3;3 Context-Aware Value;348
8.2.3.1;3.1 Characteristics of Business Services;348
8.2.3.2;3.2 Context Factors of Business Services;349
8.2.4;4 Approach for Value Determination;349
8.2.5;5 Exemplary Application;350
8.2.6;6 Summary and Outlook;352
8.2.7;References;353
8.3;Chapter 19: IT Value of Capabilities: Experiences from a Case in Business Process Outsourcing;355
8.3.1;1 Introduction;355
8.3.2;2 How to Determine the IT Business Value?;356
8.3.2.1;2.1 General Approaches;356
8.3.2.2;2.2 Business Value of IT from Organizational Transformation Perspective;357
8.3.2.3;2.3 How Business Value of IT Was Investigated in the Application Case;358
8.3.3;3 An Illustrative Application Case;359
8.3.3.1;3.1 Business Process Outsourcing Scenario;359
8.3.3.2;3.2 Business Process Without Support of CM;363
8.3.4;4 Introducing CM to the Application Case;364
8.3.4.1;4.1 Context Model and Clearing Center;364
8.3.4.2;4.2 Business Process with CDD Support;366
8.3.5;5 Business Value of CM;366
8.3.6;6 Summary;368
8.3.7;References;369
8.4;Chapter 20: CDD Exploitation Lines;370
8.4.1;1 Introduction;370
8.4.2;2 Selection of Exploitation Lines;371
8.4.2.1;2.1 Evaluation Phase;371
8.4.2.2;2.2 Definition of Exploitation Lines Phase;372
8.4.2.3;2.3 Business Planning Phase;373
8.4.3;3 Exploitation Lines;373
8.4.3.1;3.1 Line 1: Consultancy Services;374
8.4.3.2;3.2 Line 2: Promoting Capability-Oriented Thinking and Vision;375
8.4.3.3;3.3 Line 3: CDD Environment as a Service;376
8.4.3.4;3.4 Line 4: CDD Environment Distributors;378
8.4.3.5;3.5 Line 5: Support and Maintenance Services;378
8.4.4;4 Alignment with Existing Standards and Tools;379
8.4.4.1;4.1 Effects on Line 1 (Consultancy Services and Standards);380
8.4.4.2;4.2 Effects on Line 2 (Promoting Capability-Oriented Thinking and Vision and Standards);380
8.4.4.3;4.3 Effects on Line 3 (CDD Environment as a Service and Standards);381
8.4.4.4;4.4 Effects on Line 4 (CDD Environment Distributors and Standards);381
8.4.4.5;4.5 Effects on Line 5 (Support and Maintenance Services and Standards);382
8.4.5;5 Summary;382
8.4.6;References;382
8.5;Chapter 21: Future of Capability Management;384
8.5.1;1 Introduction;384
8.5.2;2 Supporting Cyber Resilience for Digital Enterprises;385
8.5.2.1;2.1 The Emerging Need for Cyber Resilience;385
8.5.2.2;2.2 An Outlook on a Capability-Based Support for Cyber Resilience;386
8.5.3;3 Capability Support for Digital Transformation;388
8.5.3.1;3.1 The Emerging Need for Digital Transformation Management;388
8.5.3.2;3.2 An Outlook on Capability Management for Digital Transformation;390
8.5.4;4 Capability Support for Big Data Management;391
8.5.4.1;4.1 The Emerging Need for Big Data Management;391
8.5.4.2;4.2 An Outlook on Capability-Based Support for Big Data Management;392
8.5.5;5 Continuous Development with CDD;393
8.5.6;6 Conclusion;394
8.5.7;References;394