Full tutorial on Capability driven development

FP 7 ICT Programme Collaborative
Project no: 611351
Sergio España, Tania
González
Capability-driven development

Capability as a Service for digital enterprises
FP 7 ICT Programme Collaborative Project no: 611351

FP 7 ICT Programme Collaborative
Project no: 611351
Conferencia Latinoamericana en InformáticaCLEI 2014
Desarrollo dirigido por
capabilidades
Agenda
Introduction
Enterprise modelling with
4EM
Capability design
Capabilities in runtime
Case studies
Conclusion
Motivation
Overview of CDD
Situating CDD

This story has fictional elements!
What is a
capability?

CDD  Introduction  Motivation
Contains elements from a presentation by Janis Stirna
Let’s take a look in Google…

Does the Capability term exist in your language?
Contains elements from a presentation by Óscar Pastor
It exists in English
 capability /ˌkeɪpəˈbɪlɪtɪ/ n ( pl -ties) the quality of being
capable; ability
 the quality of being susceptible to the use or treatment
indicated: the capability of a metal to be fused
 (usually plural) a characteristic that may be developed;
potential aptitude

 ability /əˈbɪlɪtɪ/ n ( pl -ties) possession of the qualities
required to do something; necessary skill, competence, or
power
 considerable proficiency; natural capability: a man of
ability
 (plural) special talents

 capacity /kəˈpæsɪtɪ/ n ( pl -ties) the ability or power to
contain, absorb, or hold
 the amount that can be contained; volume: a capacity
of six gallons
 the ability to understand or learn; aptitude; capability:
he has a great capacity for Greek
 the ability to do or produce (often in the phrase at
capacity): the factory's output was not at capacity
 a specified position or function
 a measure of the electrical output of a piece of
apparatus such as a motor, generator, or accumulator
 a former name for capacitance
 the number of words or characters that can be stored
in a particular storage device
 legal competence: the capacity to make a will

Not in Spanish
 capacidad
▪ Talento o inteligencia:
quedó patente su capacidad para los idiomas.
 habilidad
▪ f. Capacidad, inteligencia y disposición para realizar
algo: tiene una habilidad endiablada para liarte.
▪ Lo que se realiza con gracia y destreza:
nos mostró sus habilidades al volante.

What do we mean by capability?
Capability is the ability and capacity that enable an
enterprise to achieve a goal in a certain context.
 Need to know how to do it
(ability)
 Need to have the resources
(capacity)
 Need to know when to do
what (context)
 Need to know how to make
choices and why
(goals and KPIs)
… and this needs to be designed
Bakery  Factory

Enterprise:
Goal:.
Goal KPI:
Context:
Ability:
Capacity:
problem part
solution part
Capability definition template

Enterprise: everis
Goal: keep services available despite platform errors.
Goal KPI: time service available / time error in platform
Context: loss of connectivity w. other subsystems, workload.
Ability: being able to deploy a maintenance portal.
Capacity: eGOVeris, monitoring tool, developers, technicians.
Enterprise: municipality
Goal: provide an online marriage registration service to citizens.
Goal KPI: service usage
Context: marriage institution schedule
Ability: the business process, knowing how to handle
uncommon situations.
Capacity: eGOVeris platform, clerks, marriage officers.
Examples of capability definitions using the template

Define one or two capabilities using the template.
You can…
• base them on a real project that you know, or
• invent the case
Enterprise:
Goal:
Goal KPI:
Context:
Ability:
Capacity:
Exercise

Exercise
In some cases, the
context elements that
affect the enterprise
are easier to discover.
E.g., a monitoring
system for social and
environmental
commitments in
hydrocarbon extraction
activities
Laura attended the CDD tutorial at CLEI 2014

Exercise
Define the capabilities for a swimming pool booking
service.
• The municipalities want to allow citizens to book a swimming
pool so they can have a free bath (it is not a training course).
• The citizen should be able to choose the swimming pool among
the ones in the municipality, but the ones closest to the citizen
should be recommended.
• The citizen can choose a date and a swimming pool but there
• Each swimming pool has a limit of swimmers.
• The system should inform the citizen of the weather forecast in
the swimming pool, if it is an outdoor swimming pool.

ability-driven development of a SOA platform: a case study Case studyCDD  Introduction  Motivation

Case studyCDD  Introduction  Motivation

Full tutorial on Capability driven development

Current situation
200 services
250 municipalities
1.000.000 Spanish citizens
Complex and dynamic context
Customisation at code level

Main challenges
Model the desired capabilities
Model impact of context
Towards context-aware,
self-adaptive platform

People involved
Public Sector and R&D Manager
Business Consultant
Technological Consultant
4 researchers from UPV and RTU

CDD  Introduction  Overview of CDD
The metamodel

A meta-model for capability
designpability metamodel
Capability Goal
Indicator
Context Indicator
KPI
ContextSet
ProcessProcessVariantPattern
ContextElementRange
Measurable
Property
ContextElementontextType
ResourceContext Situation
Context Element
Value
0..1
requires
1..*
*
measured by
0..1
1..*
requires
0..1
1 1..*
*
influences
*
*
requires
1
0..1
supported by
1
1..*
requires
1..*
1
defines
*
1
has
*
1..*
motivates
1..*
1..*
consists of
1
1
requires
0..1
1
requires
0..1
11..*
1
consists of
1..*
11..*
1
has value
1..*
1..*
related to
0..1
Enterprise
Modeling
Reuse and
Variability
Context
The metamodel

A vision of the methodology

Capability evolution (in a dynamic world)
• The world changes rapidly, so capabilities are
volatile.
• We need dynamic capabilities
• variability management
• context monitoring
• runtime adjustment, or rapid redesign
(Helfat & Peteraf, 2003)
Inspired by a presentation by Mohammad-Hossein Danesh and Eric Yu

Capability evolution (in a dynamic world)

A vision of the tools

CDD goals and selling points

CDD  Introduction  Situating CDD
On the notion of capability
Contains elements from a presentation by Peri Loucopoulos

 A business capability is a particular ability or capacity that
a business may possess or exchange to achieve a specific
purpose or outcome.
 A business capability does not communicate or expose
where, why, or how something is done - only what is done.
 A business capability is an abstraction enabling one to
visualise a business ecosystem prior to engaging in a
detailed analysis.
Ulrich, W. and M. Rosen (2014). "The Business Capability Map:
the ‘Rosetta Stone’ of business/IT alignment." Enterprise Architecture 14(2)

 Dynamic Capabilities are the ability to determine whether the
organization is performing the right activities, and then
effectuate necessary change
 “The capacity to create, extend, or modify the resource base” (Helfat
et al, 2007)
 May be embedded in organizational routines
 Set the speed with which the organization aligns/realigns with
requirements of and opportunities in the business environment
C.E. Helfat, S. Finkelstein, W. Mitchell, M. A. Peteraf, H. Singh, D.J. Teece, and S.G. Winter
(2007),
Dynamic capabilities: understanding strategic change in organizations

Enterprise modelling
Goal
Model
Context
Model
BP
Model
Actor-Role
Model
Value
Model
System modelling
Information
Model
Configuration
Model
Operation
Model
Capability
Model
Capability as a facilitator

Capability Driven
Paradigm
To continuously
deliver value in
dynamically
changing
circumstances
Enterprise
Modelling
Application
Software
Context-
awareness
Adaptivity
Variability
Designin
g
Analyzing
Adaptive RE
Adaptive SOA
Data & Process
Analysis
Value & quality
Context
Modeling
Interactivity
Service
Change
analysis
Context
Management
Adaptin
g
Evolving
Influences

Capability as a service
IaaS
PaaS
SaaS
CaaS

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Motivation
Goal modelling
Concepts modelling
Business rules modelling
Business process
modelling
Stakeholder modelling

CDD  Enterprise modelling  Motivation
Why and what of enterprise modelling
 Design or re-design your organization/business
 Business processes or workflows
 Build and information system
 Ensure the quality of business operations
 Standardize the way of working
 Ensure acceptance and commitment to business decisions
 Create a common “business” vocabulary
 …
Then do
“something”
The real world
Inquiring
Abstracting
Structuring
Categorizing
Generalizing
To establish
paying services
Goals 3
To achieve a top
class standard of
service
Goals 6
supports
To offer additional
benefits for paying
customers
Goal 19
supports
Service should
be free of charge
for students and
academics
Constraint 1 hinders
To achieve high
precision in all
library
transactions
Goal 5
supports
To minimise
customer's waiting
in the queue
Goal 4
supports
To keep the
library catalogue
regularly updated
Goal 20
supports
A customer is a
bad customer id
he/she does not
follow library rules
Rule 1
There should be no
priority in waiting
line for paying
customers
Rule 2
supports
supports
hinders
supports
A customer is a bad
customer is he/she
has overdue books
twice consecutively
Rule 3
A customer is bad
customer is he/she
delays books for more
than 4 weeks
Rule 4
Update library
catalogue as soon
as changes occur
Rule 5
supports
Notify all customers about
all changes in library
services immediately as
changes occur
Rule 6
supports
Update library
catalogue after
each loan
transaction
Rule 5.1
Update library
catalogue when
new items and/or
copies are acquired
Rule 5.2
Update library catalogue
when copy of item
changes its state to
"missing", or "in repair",
"out of stock"
Rule 5.3Every day check for
delayed books
Rule 10
supports
Check physical
condition of each
copy when it is
returned to library
Rule 9
supports
The model world
The enterprise The modeler The process The model
The real world
The action

Understandability
Formality
Completely formalSemi-formal approachesInformal
Simple Easy to get an overview Need an expert
Natural language
text
Diagrams,
drawings
Statistical
graphs
High level
programming
languages
4GL tools
Flowcharts
Low level
programming
languages Modal
Logic
Fuzzy
Logic
Neural
nets
Deductive
methods
Conceptual
schemas Mathematical
graphs
Business
models
Forma
specification
languages
When analysing business we need to
involve stakeholders, which requires
understandability, but in the same time
we have to ensure clarity and correctness,
which requires certain formality.

 Enterprise modelling is a method for developing, acquiring, and communicating enterprise
knowledge and user requirements by a structured, iterative, and modelling approach.
 Product: the method produces several interrelated conceptual models, each focusing on a
particular aspect of the enterprise and its information system.
 Process: it involves a group of stakeholders and a modelling facilitator.
 Tools: application in practice is usually supported by modelling tools.
Goals Model
Business Rules
Model
Concepts
Model
Business
Process Model
Actors and
Resources
Model
Technical Components and
Requirements Model
defines,
is_responsible_for
motivates,
requires affects,
defined_by
uses,
refers_to
refers_to
supports
triggers
uses,
produces
performs,
is_responsible_for
defines
defines,
is_respon-
sible_for
uses,
refers_to
motivates,
requires
Business Rules
Model
motivates,
requires

A historical perspective on methods
Enterprise Information Model (IBM)
1960
1970
1980
1990
2000
2010
DFD
Data Modelling
Goal analysis & Inf. Systems Analysis (Langefors)
BSP
Conceptual Modelling
ABC-method(Plandata)
Business Modelling (SISU)
EKD - Enterprise Knowledge Development
ER-modelling
Participative Development
Enterprise Modelling (Sheer, UK-group,...)
Enterprise Modelling & Process Guidance (F3, SISU, UMIST, Paris)
Strategy Development Methods
Process Development
Sw. dev. process guidance
EKP - Enterprise Knowledge Patterns approach
Organisational patterns
Requirements
engineering
approaches
4EM Enterprise Modelling

What 4EM is (and what it is not)
 4EM is:
 an integrated collection of methods, techniques, and tools that will
support your process of analysing, planning, designing, and
changing your business.
 EKD supports your thinking, reasoning, and learning about the
business.
 EKD leads to more complete and consistent business designs.
 4EM is not:
 a “magic method” that relieves you from thinking and acting
 a “software tool”
 an approach that necessarily leads to a software system

What 4EM is (and what it is not)
 4EM is a method for enterprise modelling
 UML is a method for IS requirements modelling and IS design
 4EM can be applied in early stages if IS development and eliciting of business
requirements
 Modelling business requirements to IS such as organisation’s vision,
problems, goals, business process with UML (including some of UML’s
extensions) is inefficient.
 Business modelling methods based on some variant of UML do exist
 4EM is a method (language + modelling process).
 UML is a language
 RUP is an IS development method (UML as language + development process)
 4EM can be extended by elements of UML is the project needs it

What 4EM is
A set of
description
techniques
Stakeholder
participation
A set
of guidelines
for working
A set of supporting tools

4EM applicability
Resolve differences in
perceptions about the
business between
stakeholders
Convince stakeholders to
commit to
decisions/results
Stimulate
communication and
collaboration between
stakeholders
Encourage active
participation from
involved
stakeholders
Maintain and share
knowledge about the
business
Design/ redesign
business processes
Develop
visions and
strategies
Design/Redesign
business
Develop the
business
Develop
information
systems
Elicit business
requirements
Business goals
Ensure the quality of
business operations
Create, document, maintain a
"complete" and multi-faceted
view (Enterprise Model) of the
business
Ensure acceptance
for business
decisions
Acquire knowledge about
the business from different
stakeholders

Objectives of 4EM
 understanding the business
 facilitate the process of organisational learning
 improving communication between users (stakeholders)
and developers
 developing a "knowledge repository" for :
 reasoning about the business including change and evolution
 guiding the change process
 tracing the chain of components and decisions that leads to
various implementation decisions and information system
components.
 description of enterprises objectives, information
concepts, processes, actors, and requirements which are
more consistent and more complete than by using
traditional, purely natural language based approaches.

Objectives of 4EM
4EM taught us not to look for business applications
of information technology but rather to look for
solutions to our business objectives and problems.
It strengthens “business pull” in organisations
instead of “technology push”.

Products and process of 4EM
Process
The modelling process
describes how to develop
the modelling product
Ways of
working
Tools
Goals Model
Business Rules
Model
Concepts
Model
Business
Process Model
Actors and
Resources
Model
Requirements Model
defines,
is_responsible_for
motivates,
requires affects,
defined_by
uses,
refers_to
motivates,
requires
refers_to
supports
triggers
uses,
produces
performs,
is_responsible_for
defines
defines,
is_responsible
_for
uses,
refers_to
motivates,
requires
Business Rules
Model
Products
A metamodel describes the
modelling product (modelling
primitives, syntax, semantics,
graphical notation)

Products of 4EM
Goals Model
Business Rules
Model
Concepts
Model
Business
Process Model
Actors and
Resources
Model
Requirements Model
defines,
is_responsible_for
motivates,
requires affects,
defined_by
uses,
refers_to
refers_to
supports
triggers
uses,
produces
performs,
is_responsible_for
defines
defines,
is_respon-
sible_for
uses,
refers_to
motivates,
requires
Business Rules
Model
motivates,
requires

Products of EKD
To provide of service
for customers 24h a
day, 7 days per week.
Goal 3
Sell items
electronically
Goal 5
Customers are
geographically spread
and live in different
time zones
Problem 1
To minimise
customer
servicing costs
Goal 1
supportssupports
supports
The company
has experience
in developing
B2C sites
Opportunity 1
To increase the
customer base
Goal 2
supports
supports
To advertise
for products
globally
Goal 4
supports
supports
Customer relations
personnel
Actor 1
Electronic
transactions officer
Actor 2
Purchased items
should be sent out
within 24 hours
Rule 1
supports
is_respon-
sible_for
Item
Concept 1
Book
Concept 2
Music CD
Concept 3
Movie DVD
Concept 4
refers_to
Customer
Ext.Process 2
Deliver items
to customer
Process 1
Purchase
order
Inf.Set1
Delivery
items
Inf.Set2
triggers
performs
is_respon-
sible_for
To support item dispatching
from warehouse
IS Goal 1
The system should keep track of
all customer transactions
IS Requirement 2
supports
Customer service
system
Warehouse
system
requires
motivates
Fragment of Goals Model
Fragment of
Actors Model
Fragment of Business Process Model
Fragment of
Business Rules
Model
Fragment of
Concepts
Model
Fragment of
Technical
Components and
IS Requirements
Model
uses

Goals Model
Business Rules
Model
Concepts
Model
Business
Process Model
Actors and
Resources
Model
Requirements Model
defines,
is_responsible_for
motivates,
requires affects,
defined_by
uses,
refers_to
motivates,
requires
refers_to
supports
triggers
uses,
produces
performs,
is_responsible_for
defines
defines,
is_responsible
_for
uses,
refers_to
motivates,
requires
Business Rules
Model
Products of 4EM
 Each sub-model should be connected internally and
between each other
 Some quality guidance rules are derived from the meta-
model of the method, e.g.
 There must exist at least one goal in the GM, one
process, one external process, one information/
material set in BPM, one concept in CM, and one
actor in ARM.
 Every Information or Material Set in the BPM
must be related to a concept in the CM.
 Every Process must be motivated by at least one
goal from GM in some decomposition level
 Every process must be related to at least one
ARM role, which is responsible for that process.

Products of 4EM
Goal model
Jan year 1Jan year 0
Continuing Business
Area actions related to
competence (when
needed) (Duration: Jan-
Dec)
Process BA 3
Design and finalize the
Business Areas' business
plan with proposal for
Balanced Scorecard
(Duration: Sept-Nov)
Process BA 14
Identify competency needs
in -personell plan (number of
people)
-Recruitment plan
(Duration:Jan)
Process BA 17
Gap analysis
(Duration: April)
Process BA 18
Competence section
within the Business
Areas' business plan
Information 19
Analysis of
surrounding world
Information BA 1
Market situation
Information BA 2
Vattenfalls
objectives
Information BA 4
Business goals for
Business Areas
Information BA 5
Competitor analysis
Information BA 3
Current situation
regarding attitude
Information BA 6
Current situation
regarding available
competency
Information BA 7
CEO's preconditions
for Business planning
work
Information 3
Identify the Business Areas'
area of control (CSFs) (soft
hard goals) (Competence is an
area of control )
Process BA 4
Choice of key indicators,
measurements such
as SIQ, SEI
Process BA 6
Identify competency
needs for overall area
Process BA 5
Objectives for competence
area of control
X %
Y items
Process BA 7
Formulate a strategy
to achieve business
goals
Process BA 2
Carry out a SWOT
analysis for amongst other
things competency
Process BA 1
SWOT analysis for
competency
Information BA 8
High-level strategy to
achieve business
goals
Information BA 10
Identified area of
control, amongst
others; competence
Information BA 12 Overall competency need
for example:
-Traders
-Project leaders
-Product developers
Information BA 13
Strategy to achieve
competency goals
Information BA 16
Measurement
Information BA 14
Objectives for
competence area
of control
Information BA 15
-Comprehensive need
-Business Area competency goals
-Business Area´s strategy
-Comprehensive actions
Information BA 18
Bring forward
strategy to achieve
competency goals
Process BA 8
Formulate/summarize
comprehensive
competence section within
the Business Areas'
business plan (Duration:
Sept-Nov)
Process BA 11
Balancing of the companies'
scorecard/competence plans
("bottom-up" applicable for P
och N)
Process BA 10
Plan comprehensive
actions for achieving
competency goals
Process BA 9
Quarterly and
annually follow up
measurements and
indicators
Process BA 21
Planned
comprehensive
actions
Information BA 17
Base data for Business Area
personell function business
plan
Information BA 20
Finalized business plan
and scorecard for
Business Areas
Information BA 24
Market plan Div/company
or
-production plan
- business plan
at P and company
Information BA 25
Decomposition
to market plan
(Duration: Jan)
Process BA 15
Formulate
competence - goal
profiles at an
individual -group level
(Duration: Feb)
Process BA 16
Need of
Competence
Information 26
Dialogue between
manager and employee to
map competency
(Duration: Mar-Apr)
Process BA 12
Identify internal and
external available
competence
(Duration: April)
Process BA 13
Bring forward actions to
achieve competency
goals (Divisions)
(Duration: April)
Process BA 19
Individual developm
ent plan
Information BA 21
Goal contract
Information BA 22
Activity goal/individual
Information BA 23
Available competence
Information BA 27
Competens
overlapping /
underlapping
Information BA 28
Actions for
competency
Information BA 29
Implement planned
actions
(Duration: April Year
1 - Mar Year 2)
Process BA 20
Measurement of
implemented actions and
results of measuring
Information 9
Follow-up values:
indicators
goal measurements
Information BA 9
Strategic plan within
the competency field
Information 11
part of Business Areas planning
at the activity level.
Detailed planning
(Business Areas
common development
activities) (Duration: Feb)
Process 22
Competency planning at the Business Area level
Proposal for strategic
plan within the
competency field
Information 17
- Personell plans
(number of people)
-Recruitment plan
Comprehensive need of
competency from finalized
business plan
Current situation in
resp. Business Areas'
competence section in
the business plan
Information BA 31
Controlling of Business
related to competence
Process K7
Corrections of
competency plan
Information BA 32
Formulate business
goals for Business
Areas (Duration:Sept-
Nov)
Process BA35
Implement
Satisfied
Employee Index
Finalize Vattenfall's scorecard in KL planning
meeting and compile base data for the Board of
Directors (dec year 0);
Finalize BA´s and the Group's scorecard and
economic forecast incl competencies in
the Board of Directors (jan year 1)
Process K2
Quarterly follow up
of Business Area
goals and checking
off against scorecard
Process K3
Plan of actions
regarding
improvements of
Business Areas
The Competence
Audit Process
Process AUDIT0
Business areas'
implemented activities
regarding competency
Information BA 33
Dialogue between
O and BA about
surplus/shortage
Reports on actions
Information BA 34
Business process model
Why do we
perform this?
How to implement
this vision?
Who performs
this process?
Who is
responsible for
this goal?
KTH Main
Library
O.Unit. 1
ELECTRUM
Library Budget
Capital 1
ELECTRUM
Library
O.Unit. 2
Library
Clerk
Role 1
Customer
Role 2
John Smith
Individual 1
Non-paying
Customer
Role 3
Paying
Customer
Role 4
Bad
Customer
Role 5
cuts
uses
provides_
service_for
Library
Information
System
Role 12
support_work_of
works_for
Library manager
Role 9
accounts_to
is_managing
Ericsson Radio
AB
O.Unit. 3
playsplays
Actor model
What is this?
What do we
mean by this?
Bad
customer
Concept 11
KTH
Concept 1
KTH library
Concept 2
Department or
faculty
Concept 3
Academic staff
Concept 4
Student
Concept 5
ELECTRUM
Library
Concept 6
Service
Concept 7
Customer
Concept 8
Non-paying
customer
Concept 9
Paying
customer
Concept 10
works_for
studys_in
receives
Copy
Concept 12
Budget
Concept 13
has
owns
provides
Item
Concept 14-N
of
Book
Concept 15
Periodical
Concept 16
Document
Concept 17
Loan
Concept 18
Catalogue
search
Concept 19
of
Paying
service
Concept 21
Ordered loan
Concept 22
Video
conferences
Concept 23
Copying of
material
Concept 24
Purchasing
material
Concept 25
Electronic
item
Concept 26
has
State
Concept 27
in
Return datehas
Concept
model

The process of 4EM
 is a purposeful, goal-driven activity which explores different options
 captures, exposes, and records reasons behind decisions taken
 is participative: stakeholders become designers working towards a
common set of goals
 leads to achieving consensus

The process of 4EM
(Steering committee) Project manager (Reference group)
Modelling
technicians
Application
group
The modelling group

 What do you think F should do?
 What are the major tasks of F?
 Describe a typical process P within F.
 Which goals should F follow considering process P?
 Which are the main problems F experiences in P?
 Define possible actions for F to achieve its goals for P.
Ideas to kick off the first modelling session
Assume the problem is to analyze and to improve the way
a particular company function F works.
The process of 4EM

• Large plastic sheet (taped up on a sizeable wall).
• Differently colored pieces of paper for each component
type (component names are pre-printed).
• Pre-prepared pieces of adhesive gum.
• Non-permanent felt-tip pens.
• A computer-based graphic tool to later model the results.
Tools for the modelling session

 Listen
 Respect other people's opinions
 Discuss differences
 Innovate
 Collaborate
 Analyse
 Generalise
 Summarise and reflect
 Focus on the problem at hand
 Make progress
 Be polite!!!
General rules at a modelling session

 Simple tools - to capture the ideas generated during the modelling
seminar, to serve as meeting minutes (e.g. Visio, FlowChater,
Omnigraffel)
 CASE tools -- to document the model in order to be refined later,
included in a report or a repository, or the model is going to be kept
“alive” (e.g. Metis, Aris, MetaEdit)
 Other types of tools e.g. CSCW tools might be needed in some projects
(e.g. BSCW, CURE, Groupsystems)
Tool support

MDD
CAiSE’1
2
70
Tool support

The process of EKD … is participatory
A “real life” EKD Goal Model after 10 hours of modelling with 12
people from the customer site

1. mērķis
RTU sagatavo pasaulē
konkurētspējīgus absolventus
3. mērķis
Sagatavot informācijas
sabiedrības pilsoni.
4. mērķis
Piesaistīt labākos Eiropas /
pasaules mācību spēkus.
2. mērķis
Ar e-studiju palīdzību
popularizēt RTU, spodrināt
prestižu studijām RTU.
atbalsta
Veicina
11. mērķis
Masveida augstas kvalitātes
izglītība.
27. mērķis
Samazināt nesekmīgu
(atskaitāmo) studentu skaitu.
26. mērķis
Ieviest jaunāko pedagoģijas
metodiku.
34. mērķis
Ieviest e-studijas kā masu
apmācības tehnoloģiju
Veicina
atbalstaatbalsta
atb
als
ta
atb
als
ta
atbalsta
38. uzdevums
Prezentēt
steidzamos darbus
dekānu padomē.
U. Sukovskis
I. Slaidiņš
E. Beķeris
15. uzdevums
Jāizstrādā cena kursam
„Inovācija augstākajā
izglītībā”.
16. uzdevums
Izsludināt kursus „Inovācija
augstākā izglītībā” ar cenām
utt.
17. uzdevums
Izveidot štata divas (2) vietas
atbildīgajiem par e-studiju:
- metodiku;
- tehnoloģiju.
Rektors
18. uzdevums
Sagatavot pamatojumu tehniskā
un metodiskā atbalsta e-studijās
centra izveidei.
Mācību
prorektors
I. Slaidiņš
14. uzdevums
Popularizēt kursu „Inovāciju
menedžments” internetā TSC
mājas lapā.
A. Kapenieks
11. problēma
Trūkst iemaņu
e-studiju materiāla
radīšanai
63. mērķis
Izveidot tehnisko un
metodisko atbalsta centru
e-studiju ieviešanai.
62. mērķis
Organizēt akadēmiskā
personāla apmācību.
11. uzdevums
Apmācīt min 100
pasniedzējus e-studiju
kursu izstrādē.
12. uzdevums
Aptaujāt pasniedzējus par
gatavību izveidot e-kursus.
12. problēma
Lielas daļas mācībspēku
vājā sagatavotība
moderno tehnoloģiju
pielietošanā.
13. problēma
Pasniedzēji nemīl
(negrib) darboties ar
to ko nesaprot un
neprot.
RTU cena 100
Ne RTU cena 200
19. uzdevums
Nopirkt un ieviest
gatavu „Super e-kursu”
1. kursam.
I. Slaidiņš
35. mērķis
10 gadu laikā nodrošināt
studentus ar vislabākajiem
mācību materiāliem pasaulē
10 gadu laikā
36. mērķis
Nodrošināt ar e-studiju
materiālu max daudz RTU
priekšmetu.
37. mērķis
Mērķis ir nodrošināt:
- studiju materiālu RTU pirmo
kursu studentiem.
38. mērķis
Izstrādāt e-studiju kurus.
41. mērķis
Radīt un apkopot „success
stories” par e-learning.
40. mērķis
Nodrošināt augsta līmeņa
svešvalodu apguvi radot
priekšnosacījumus eksistējošo
e-studiju resursu izmantošanai.
39. mērķis
Mudināt studentus izmantot
eksistējošos e-studiju
resursus svešvalodās.
veicina
28. uzdevums
Jādibina centralizēta
RTU IT pārvalde
DITF dekāns
Mācību
prorektors
29. uzdevums
Izstrādāt RTU IT
stratēģiju
30. uzdevums
Iekļaut e-studijas RTU
attīstības stratēģijā
IT pārvalde
31. uzdevums
Jāraksta projekta pieteikumi
par:
- administratīvu pārvaldību;
- e-learning atbalstu
14. problēma
... pasīva RTU
bibliotēkas piedāvāto
resursu izmantošana
studiju procesā.
Veicina
20. uzdevums
Izstrādāt RTU nolikumu
par e-studiju
materiāliem.
Mācību
prorekt.
21. uzdevums
Izpētīt autortiesības un
īpašumtiesības uz e-
kursiem un rast risinājumu.
Tālmācības
studiju centrs
22. uzdevums
Uzrakstīt skaidrojumu kā
rīkoties autortiesību
(īpašumtiesību) jautājumā
veidojot e-studiju kursus.
32. uzdevums
Izpētīt visoptimālāko
e-studiju vidi.
33. uzdevums
Veidot datorklases ar
printeriem , video
konferencēm utt.
34. uzdevums
Uzrakstīt projektu par
datoru iepirkšanu 2500
studentiem.
15. problēma
Nepietiekošs finansējums
visaptverošas e-studiju
infrastruktūras ieviešanai.
18. problēma
Nav RTU vietas kur
materiālus izdrukāt,
nokopēt pēc plkst. 18:00
19. problēma
Nepietiekoša datoru
pieejamība studentiem.
57. mērķis
Centralizēta RTU
IT pārvaldība.
X
35. uzdevums
Jāaptaujā un jāizvēlas
biznesa struktūra, kas
nodarbosies ar klēpjdatoru
nodrošināšanu studentiem.
36. uzdevums
Veikt RTU IT
auditu
Profesionāls
IT auditors
Rektors
52. mērķis
Nodrošināt e-studiju
infrastruktūru.
53. mērķis
Nodrošināt virtuālu pieeju
laboratorijas aprīkojumam.
54. mērķis
Piedalīties starptautiskos
e-studiju attīstības projektos.
20. problēma
Nav brīvu pieeju
eksperimentālajai. bāzei.
risina
17. problēma
Nepietiekama Interneta
pieejamība fakultātēs.
56. mērķis
Vienoties ar „NOTEBOOKU”
tirgotājiem par datoriem uz
nomaksu studentiem.
16. problēma
Ierobežotas iespējas
piekļūt e-resursiem
(Digital Divide)
55. mērķis
Izmantot to, ka e-studijas ir
starp Lisabonas
deklarācijas „valzivīm”!
R
is
in
a
37. uzdevums
Uztaisīt bezvadu tīklu visā
RTU
Atbalsta
Atbalsta
Risina
1. problēma
Studentam trūkst motivācijas
studēt!
28. mērķis
Teikt, ka mācīties ir stilīgi.
8. mērķis
Piesaistīt maksimāli
iespējamu studēt
gribētāju skaitu.
21. mērķis
Piesaistīt ārzemju
studentus.
atbalsta
6. mērķis
Uzlabot RTU administratīvo
kapacitāti.
4. problēma
Ierobežota administratīvā
personāla kapacitāte.
Kavē
Atbalsta
15. mērķis
Paaugstināt studentu
informētību par viņa studiju
gaitu
--------------------------------------
Akadēmiski un administratīvi.
14. mērķis
Atbrīvot RTU akadēmiskā
personāla radošo potenciālu
sadalot to divās daļās:
- tie kas grib un var;
- tie kas vairs negrib.
16. mērķis
Vienota augstskolas
pārvaldība sistēma.
Kanclers
33. mērķis
Vienota studentu reģistrācijas
sistēma (no atzīmju uzskaites līdz
parolēm datorklasēs un virtuālā
studiju vidē).
Atb
alsta
Atbalsta
X
13. mērķis
Ģenerēt „ģeniālu” (optimālu)
nodarbību sarakstu.
5. problēma
Neefektīvs lekciju plānojums:
- 1 un 3 lekcija;
- 2 un 4 lekcija...
6. problēma
Zems studentu „servisa”
nodrošinājums RTU.
Minimālas uz klientu
piesaistes un pakalpojumu
vērstas darbības.
32. mērķis
Izveidot vienotu „visa” (visas
informācijas) reģistru.
Kavē
9. mērķis
Nodrošināt pastāvīgu
saiti ar patērētājiem
(industriju).
22. mērķis
Uzlabot studentu
profesionālās
prasmes.
23. mērķis
Paplašināt
zināšanu
apvārsni.
atbalsta
atbalsta
5. mērķis
Modernizēt esošo studiju
sistēmu.
30. mērķis
E-studiju efektivitātes un
attīstības pētīšana.
12. mērķis
Modernizēt pētījumu
prioritātes RTU
29. mērķis
Apmierināt pieprasījumu pēc
doktorantūras starpdisciplinārās
pētījumu jomās.
31. mērķis
Palielināt zinātnisko rakstu
skaitu starptautiski atzītos
žurnālos.
2. problēma
Normatīvo aktu
ierobežojumi.
Kavē
3. problēma
Profesori pietiekoši
nepiesaka pētījumu
projektus.
Kavē
Atbalsta
Atbalsta
Atbalsta
Atbalsta
58. mērķis
Izveidot doktorantūras
programmu e-studiju
pētījumu jomā.
Atbalsta
1. uzdevums
Pieteikt licencēšanai
doktorantūras
programmu.
realizē
7. mērķis
Izstrādāt un ieviest kvalitātes
vadības sistēmu.
19. mērķis
Pilnveidot studiju procesa
kontroli.
17. mērķis
Nodrošināt augstāku
kvalitātes studiju procesu.
18. mērķis
Ieviest RTU „Benchmarking”
principu: līdzināties X
konkrētai augstskolai.
7. problēma
Pasniedzēju atalgojums
ļoti vāji saistīts ar darba
efektivitāti.
8. problēma
Pasniedzēji, kas
„izlaiž” cauri visus
studentus.
9. problēma
Studentu viedoklis
neietekmē
pasniedzēja komfortu.
risina
risin
a
risina
10. problēma
Pārāk zemas prasības
studentam, lai nokārtotu
kursu.
10. uzdevums
E-studiju kvalitātes sistēmu
integrē neesošajā RTU
kvalitātes sistēmā.
6. uzdevums
Organizēt konferenci
par augstskolu
kvalitātes sistēmām.
Attīstības un
startēšanas
departaments.
8. uzdevums
Izstrādāt kvalitātes sistēmu:
- administratīvajam procesam
- akadēmiskajam procesam. 7. uzdevums
Ieviest funkcionējošu
kvalitātes sistēmu
(tuvākajos 5 gados).
9. uzdevums
Iekļaut projekta
noslēguma konferenci
kvalitātes sekciju ar
„Invited Speacers”.
20. mērķis
Katrā e-studiju kursā jābūt
iebūvētam kursa
novērtēšanas mehānismam.
atbalsta
atbalsta
atbalsta
atbalsta
44. mērķis
Radīt pasniedzējiem
motivāciju iesaistīties e-
studiju kursos.
45. mērķis
Organizēt pasniedzēju
apmācību eksotiskā
vietās.
48. mērķis
Motivācija būs tikai tad, kad
tiek nodrošināta
konkurence.
Atbalsta
50. mērķis
Jāpārveido algu
sistēma RTU, t.i. tā lai
„maka” turētājs
nenoteiktu savu un
padoto algu apmēru
46. mērķis
Nominēt e-studiju
Oskaru balvām.
49. mērķis
Motivācija ar burkānu un
pātagu.
Burkāns - samaksas
saistība ar pasniegšana
kvalitāti.
Pātaga - sankcijas studentu
neapmierinātības gadījumā
51. mērķis
No augšas jāuzšauj ar
pātadziņu.
47. mērķis
Motivācija personālam:
- e-studijas nolikt uz
biznesa pamatiem;
31. problēma
Lielai daļai mācībspēku ne
ieinteresētība (vienaldzība)
iesaistīties ar pārmaiņām
saistītajos studiju procesa
uzlabojumos.
30. problēma
Maz ieinteresēto
mācībspēku.
29. problēma
Motivācijas trūkums
pasniedzējiem mainīt
sava kursa saturu un
metodiku.
risina
10. mērķis
Jāizveido 2-9 izglītojošie e-
kursi tiem, kam tas ir
nepieciešams.
24. mērķis
Nodrošināt informācijas
patības iemaņu apgūšanu.
25. mērķis
Ieviest
informācija
pratības kursu.
61. mērķis
Iemācīt studentiem kā
orientēties informācijā.
59. mērķis
Izveidot „0” 1 sagatavošanas
kursu.
60. mērķis
Iemācīt studentus strādāt ar
viņiem pieejamiem informācijas
avotiem (tradicionāliem un
elektroniskiem) priekš tālākā
darba visā dzīvē!
22. problēma
Studentu negatavība
intensīvam darbam.
23. problēma
Studentu vājās zināšanas
matemātikā.
24. problēma
1. kursa studentu dažādie
zināšanu līmeņi.
25. problēma
Studentu vājās zināšanas
nestandarta datorlietošanā.
risina
21. problēma
Studentu vājā sagatavotība
studijām.
Atbalsta
RisinaKavēAtbalsta
kavē
13. uzdevums
Popularizēt kursu „RTU
Blackboard”
M. Treijere
39. uzdevums
Izstrādāt kritērijus kā vērtēt
pasniedzēju darba kvalitāti.
41. uzdevums
Pieņemt lēmumu, ka
algu sadalē un/vai
pārvēlēšanā ņem
vērā sasniegtos
kvalitātes kritērijus.
44. uzdevums
Uzskatīt e-kursus kā
metodiskos
materiālus.
43. uzdevums
Izveidot vienotu e-
studiju materiālu
krātuvi ar recenzijām
un novērtējumiem.
42. uzdevums
Izstrādāt ieteikumus
(nolikumu) par e-
studiju materiāla
novērtēšanu.
40. uzdevums
Sagatavot priekšlikumus
akadēmiskā personāla un
citas nozīmes amatos
vēlēšanās iekļaut e-studiju
materiālu kā metodisko
materiālu.
E-studiju
struktūrvienība
Kavē
Atb
alsta
Atb
alsta
Atbalsta
2. uzdevums
Atdot ietaupītos
200000 Ls
Atbalsta
43. mērķis
Popularizēt e-studijas.
24. uzdevums
Struktūrvienībām pilnveidot
savas mājas lapas.
25. uzdevums
RTU mājas lapā jāieliek
tālmācības centra kursi
(viegli atrodami)
26. uzdevums
Mājas lapā sadaļu:
„Tālāk izglītība” pārdēvēt
par „Tālāk izglītība un
tālmācība”
23. uzdevums
E-studiju mārketings RTU
iekšpusē un ārpusē.
27. uzdevums
Studiju programmu
novērtēšanas procesā
organizēt diskusiju par
kvalitāti, kurā noteikti
uzaicināt Tālmācības
centra speciālistus
Atbalsta
risina
risina
risina
izpildaatbalsta
izpilda
atb
alsta
izpilda
atbalsta
atbalsta
atbalsta
izpilda
izpilda
izpilda
izpilda
izpilda
izpilda
atbalsta
Kavē
atbalsta
izpilda
izpilda
Atbalsta
A. Kapenieks
atbalsta
atbalsta
atbalsta
izpilda
izpilda
izpilda
atbalsta
atbalsta
risina
risina
Atbalsta
izpilda
izpilda
izpilda
Z
atbalsta
izpilda
IT pārvalde
---------
?
izpilda
izpilda
izpilda
atbalsta
kavē
Atbalsta
Atbalsta
veicina
veicina
64. mērķis
E-mācībās integrēta
piekļuve pasaules
informācijas resursiem
65. mērķis
Dot iespēju studentam
operatīvi jautāt un saņemt
atbildi.
66. mērķis
Pārbaudīt kādas kvalitātes
vadības sistēmas e-studijās
ir pierādījušas efektivitāti.
67. mērķis
Ieviest RTU jau izstrādātos
e-kursus.
68. mērķis
Atrisināt ar autortiesībām
saistītos jautājumus un
saskaņot ar likumdošanu.
69. mērķis
RTU vajadzētu spiest uz
„BLENDED” apmācību
- iestrādāt e-materiālos
70. mērķis
Iesaistīt aktīvā kontaktā
students <-> mācībspēks.
DISKUSIJU TELPA
42. mērķis
Studijas padarīt pieejamākas
cilvēkiem ar kustību
traucējumiem u.c. veselības
problēmām.
atbalsta
EKD modelis E-studiju platformas izveidei RTU
ESF projekts: "E-studiju platformas izveide RTU inženierzinātņu studiju programmām" VPD1/ESF/PIAA/04/APK/3.2.3.2./0057/0007
risina
74. mērķis
Mērķis ir panākt studenta
uzticēšanos lektoram.
75. mērķis
Atjaunināt valsts programmu
skolu informatizācija.
71. mērķis
Izstrādāt vispārīgu pētniecības
metožu kursu maģistratūras /
doktorantūras programmas
studentiem.
72. mērķis
Mudināt un finansiāli atbalstīt
doktorantu piedalīšanos
starptautiskās konferencēs.
76. mērķis
Iemācīt studentus patstāvīgi
mācīties un domāt!
26. problēma
Piedalīties starptautiskās
konferencēs kuru materiālus
publicē SCI žurnālos.
27. problēma
Rektors savās runās maz
runā par mērķiem un nākotni.
28. problēma
Tiek kopts melīgs mīts, ka
jauni cilvēki negrib strādāt
RTU.
Dažādi
73. mērķis
Iesaistīt sievietes e-kursu
attīstīšanā, jo viņas ir labas
rokdarbnieces.
Atbalsta
4. uzdevums
Koordinēt projektu
priekšlikumus.
Rektors
Mācību
prorektors
3. uzdevums
Jāveido RTU stratēģiskās
attīstības departaments.
5. uzdevums
Izveidot struktūrvienību,
kas atbild par e-studijām.
izpilda
izpilda
A “real life” EKD Goal Model after 10 hours of modelling with 12
people from the customer site

 Importance of participative modelling
 The quality of the Enterprise Model is enhanced
 Consensus is enhanced
 Achievement of acceptance and commitment

The process of EKD … is iterative
Goals Modelling
Concepts
modelling
Business Rules
Modelling
Business Process
Modelling
Actors and
Resources Modelling
Technical Components
and Requirements
Modelling
T1
T2>T1
Note:
(1) the kind of models
developed depend entirely
on the PURPOSE of
modelling.
(2) You do not necessary
have to start with goals
modelling

The process of EKD … supports change management
Initial State
Enterprise Model
Future State
Enterprise Model
Objectives
Current
Business
Processes
New
Objectives
New
Business
Processes
Vision for
change
Process for
change
Enterprise Knowledge
Modelling
Enterprise Knowledge
ModellingChange Process
Modelling
Change
Process Model

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Motivation
Goal modelling
Concepts modelling
Business process
modelling
Technical requirements

CDD  Enterprise modelling  Goal modelling
The products of EKD
Goals Model
Business Rules
Model
Concepts
Model
Business
Process Model
Actors and
Resources
Model
Requirements Model
defines,
is_responsible_for
motivates,
requires affects,
defined_by
uses,
refers_to
refers_to
supports
triggers
uses,
produces
performs,
is_responsible_for
defines
defines,
is_respon-
sible_for
uses,
refers_to
motivates,
requires
Business Rules
Model
motivates,
requires

Purpose of goal modelling
Purpose:
 to describe what the enterprise and its employees
want to achieve, or to avoid, and when
 to describe the goals of the enterprise along with
the problems associated with achieving these goals
 to explain why, or why not, processes, rules and
requirements exist or do not exist
WHY?

Purpose of goal modelling
 Where should the organisation be moving?
 Which are the goals of the organisation?
 Which opportunities and strengths exist?
 What is the importance, criticality, and priorities of
goals?
 How are goals related to each other (conflict,
support)?
 Which problems (threats, weaknesses) are
hindering achievement of goals?

Components of the goal model
Components:
 goal, used for expressing goals regarding the business or state of
business affairs the individual or organisation wishes to achieve. They
may be expressed as a measurable set of states, or as general aims,
visions or directions. Goals can be several meanings, such as, goals,
needs, requirements, desired states, etc.
 problem, used for expressing that the environment is, or may become,
in some non-desirable state, which hinders the achievement of goals.
There may be two sub-types of problems: threat and weakness.
 constraint, used for expressing business restrictions, rules, laws,
policies from outside world affecting components and links within the
Enterprise Model.
 opportunity, used for expressing situations that we may want to take
advantage of. If so, the Opportunity should be transformed into a Goal.

Goal modelling guidelines
 Beware of ambiguity
 Pay close attention to the language and expressions.
 Make sure that all participants understand them in the same way
--> discuss before you put something on the wall !!!
What do you mean
by the best?
Goal:
To accept the best
papers
We do not have
enough best papers
Should we accept
only the best?
Goal:
To accept only those papers
that are above average in
terms of originality,
relevance, and significance.
Goal:
To accept papers that have
no mark 2 or below for
originality, relevance, and
significance.
What about average
but still interesting papers?

Ambiguous,
uncertain goal:
Extra money
Goal-17.2
Clearly
stated goal:
The goal is to have an
external finance source
of 500 KSEK in next 3
years
Goal-17.2
 A good rule of thumb is that, for example, goals
should be always expressed in a full sentence
starting with "The goal is...".

There are no more training
schools inside VF (can be
brought from outside
consultants)
Problem 5
Initially stated
problem:
may be rephrased to
problem and opportunity:
There are no more
training schools
inside VF
Problem 5
Trianing of personel
can be brought from
outside consultants)
Opportunity 7
 Try not to merge to different statements inside the
same modelling component.

Specific
Measurable
Accepted
Realistic
Time frame
Larsson L., Segerberg R., An Approach for Quality Assurance in Enterprise Modelling, to appear,
MSc Thesis, Stockholm University, 2004
Apply this to
every goal
in your model

Example To maintain and
improve the
library's services
Goal 10
To have an external
finance source
supplying 500 KSEK
in next 3 years
Goal 11
supports
To establish
paying services
Goal 3
To minimise
customer's waiting in
the queue
Goal 4
To achieve a top
class standard of
service
Goal 6
supports
supports
To attract outside
customers
Goal 19
To make the library
organisation more
cost-effective
Goal 7
The library's budget
will be cut by 200
KSEK within a year
and by 500 KSEK
within 3 years
Theat 1
hinders
The library is
infrequently used
Weakness 2 hinders
There is a long
waiting list for
borrowing books
Problem 4
hinders
In ELECTRUM there
are many high-tech
companies
Opportunity 1
supports
Service should be free of
charge for students and
academics
Constraint 1
hinders
Service in the library
is not as good as it
should be
Weakness 3
supports
To achieve
interactive customer
support
Goal 2
supports
supports
To achieve high
precision in all library
transactions
Goal 5
To minimise
Library's
operational costs
Goal 21
supports
hinders
To provide advanced
services for library
customers
Goal 22
Source:
ELECTRUM
Library Case

Extracted from España, S., González, T., Grabis, J., Jokste, L., Juanes, R., Valverde, F.
"Capability-driven development of a SOA platform: a case study", in ASDENCA 2014, pp. 100-111
Example
Strategic goalsBusiness goals
Technical goals
Design-time goals Run-time goals

Example
Goal templates
G-1. To improve the usage of the services
Currently, EVR provides up to 200 services for 250 municipalities, but 100 are in active
use and not in all municipalities. The goal is to improve the usage of the services.
Category: Strategic goal Stakeholder: S-3. EVR
KPIs: Percentage of users consuming the services (target=25%)
Percentage of completed service actions / submissions (target=90%)
G-5. To promote service usage in service catalog
EVR provides a huge amount of services in SOA platform service catalog. Each service
must contain sufficient up-to-date information to help to the end users find and use the
services.
Category: Strategic goal Stakeholder: S-3. EVR, S-4. Municipality
KPIs: Frequency of catalog update
Number of services in catalog

Example

Create a goal model of the case you selected or of the
swimming pool reservation case.
pool so they can have a bath.
Exercise: create a goal model

CDD  Enterprise modelling  Concepts modelling
The purpose of concepts modelling
Purpose:
 to define the "things" and "phenomena" one is
talking about in the other models
 to more strictly define expressions in the Goals
Model as well as the content of resources in the
Business Processes Model
WHAT?

The purpose of concepts modelling
 What is the “business language” used?
 What concepts is the enterprise about (including
their relationships to goals, activities and
processes, and actors)?
 How are they defined? Their attributes?
 How are the Concepts related?
 Which business rules and constraints monitor
these concepts?....

Example
Bad
customer
Concept 11
KTH
Concept 1
KTH library
Concept 2
Department or
faculty
Concept 3
Academic staff
Concept 4
Student
Concept 5
ELECTRUM
Library
Concept 6
Service
Concept 7
Customer
Concept 8
Non-paying
customer
Concept 9
Paying
customer
Concept 10
works_for
studys_in
receives
Copy
Concept 12
Budget
Concept 13
has
owns
provides
Item
Concept 14-N
of
Book
Concept 15
Periodical
Concept 16
Document
Concept 17
Loan
Concept 18
Catalogue
search
Concept 19
of
Paying
service
Concept 21
Ordered loan
Concept 22
Video
conferences
Concept 23
Copying of
material
Concept 24
Purchasing
material
Concept 25
Electronic
item
Concept 26
has
State
Concept 27
in
Return datehas

Example

CDD  Enterprise modelling  Concepts
modelling
Create a concepts model of the case you selected or of the
swimming pool reservation case.
Exercise: create a concepts model

CDD  Enterprise modelling  Business rules modelling
Purpose
Purpose:
 to define and maintain explicitly formulated
business rules, consistent with the Goals Model.
 Business Rules may be seen as operationalisation
or limits of goals
 Business Rule Model usually clarifies questions,
such as: which rules affect the organisation’s
goals, are there any policies stated, how is a
business rule related a goal, how can goals be
supported by rules.

Purpose
 Are there stated rules and policies within the company that may
influence this model?
 By which rules goals of enterprise can be achieved?
 Does this rule relate to a particular goal?
 How can this rule be decomposed?
 How can the enterprise conform to the specification of the rule?
 How do you validate that a rule is enforced?
 Which process(es) triggers this rule?
 Can this rule be defined in an operational way?

Example To establish
paying services
Goals 3
To achieve a top
class standard of
service
Goals 6
supports
To offer additional
benefits for paying
customers
Goal 19
supports
Service should
be free of charge
for students and
academics
Constraint 1 hinders
To achieve high
precision in all
library
transactions
Goal 5
supports
To minimise
customer's waiting
in the queue
Goal 4
supports
To keep the
library catalogue
regularly updated
Goal 20
supports
A customer is a
bad customer id
he/she does not
follow library rules
Rule 1
There should be no
priority in waiting
line for paying
customers
Rule 2
supports
supports
hinders
supports
A customer is a bad
customer is he/she
has overdue books
twice consecutively
Rule 3
A customer is bad
customer is he/she
delays books for more
than 4 weeks
Rule 4
Update library
catalogue as soon
as changes occur
Rule 5
supports
Notify all customers about
all changes in library
services immediately as
changes occur
Rule 6
supports
Update library
catalogue after
each loan
transaction
Rule 5.1
Update library
catalogue when
new items and/or
copies are acquired
Rule 5.2
Update library catalogue
when copy of item
changes its state to
"missing", or "in repair",
"out of stock"
Rule 5.3Every day check for
delayed books
Rule 10
supports
Check physical
condition of each
copy when it is
returned to library
Rule 9
supports

Example
When Check_for_delayed_books
If Today - Loan.Return_day >= 28
then Report_customer_as_bad(Loan.Customer_ID)
Rule 4
Check for
delayed loans
Process 24
supports
Report customer
as bad
Process 29
triggers
Service
Entity 12
Customer
Entity 4
Bad customer
Entity 10
refers_to
Loan
Entity 16
refers_to
receives

CDD  Enterprise modelling  Business process
modelling
Purpose
Purpose:
 used to define enterprise processes, the way they
interact and the way they handle information as
well as material.
 In general, the BPM is similar to what is used in
traditional Data-Flow Diagram models.
HOW?

modelling
Purpose
 Which business activities and processes are there, or
should be there, in order to manage the organisation in
agreement with the goals?
 How should the business processes, tasks, etc. be
performed (work-flows, process models)?
 Which are their information needs? Related concepts?
 Which are the material flows?
 How are the processes related to organisational actors?

modelling
Components
Process is a collection of activities that:
 consumes input and produces output in terms of
information and/or material,
 is controlled by a set of rules, indicating how to process the
inputs and produce the outputs,
 has a relationship to the Actors and Resources Model, in
terms of the performer of, or responsible for a process, and
 as an instance of a Business Processes Model is expected to
consume, when initiated, a finite amount of resources and
time.

modelling
Components
 External process is a collection of activities that are:
 located outside the scope of the organisational activity area,
 communicating with processes or activities of the problem domain
area and
 are essential to document.
 External processes sometimes can be considered as sources or
terminators for some information or material flows. A typical
example of external process may be customer who requests for
certain library service or receives the service.
 Information or Material set is a set of information or
material sent from one Process or External Process to
another.

modelling
Example Order
acknowledgment
Process 12.1
Search library's
all copies
Process 12.2
Library response
to customer
Process 12.5Deliver books to
customer
Process 12.6
Negotiation with
customer
Process 12.3
Update queue
Process 12.7
Register loan
transaction
Process 12.4
Customer
Ext.process1
Customer order
for a book
Inf.Set 1
Rejected order
Inf.Set 2
Library accepted
order
Inf.Set 3
Book catalogue
Inf.Set 4
Ongoing loans
Inf.Set 5
Book is
available
Inf.Set 6
Book is not
available
Inf.Set 7
Book is borrowed by
another customer
Inf.Set 8
Book checked
out to customer
Inf.Set 9
Book
Inf.Set 10
Book is not
available
Inf.Set 11
Customer refuses
wait in queue
Inf.Set 12
Customer elects
to wait in queue
Inf.Set 13
Queue
Inf.Set 14
Queue
acceptance
Inf.Set 15
Book
Entity 20
refers_to
Loan
Entity 16
refers_to
Library
clerk
Role 1
Customer
Role 2
performs
performs
performs
State of a copy
Inf.Set 31
Ongoing loans
Inf.Set 5

modelling
Guidelines for process modelling
Process is not decomposed:
Decomposed process:
Customer's
address verification
Process 32
Address
Inf.Set1
Invalid address
Inf.Set2
Valid address
Inf.Set3
Process 32
Customer's address verification
Verify street
number
Process 32.1
Verify City
Process 32.3
Verify ZIP
code
Process 32.2
Verify
Country
Process 32.4
Street No.
Inf.Set 1.1
ZIP code
Inf.Set 1.2
City
Inf.Set 1.3
Country
Inf.Set 1.4
Address
Inf.Set1
Invalid address
Inf.Set2
Valid address
Inf.Set 3

modelling
Guidelines for process modelling
Analysis of
surrounding world
Information BA1
Market situation
Information BA2
Competitor analysis
Information BA3
Vattenfall objectives
Information BA4
Business Area´s
competency section in
the business plan
Information 19
-comprehensive actions.
-comprehensive needs
- Business Area competency
goals - Business Areas'
strategy
Information 27
The Business Area Competence Planning and
Management Process
(Duration: Jan-Dec)
Process BA0
Business areas'
Information BA33
Policy / guideline for the supply
of competency (describes the
requirements for the
competency supply process)
Information A1
Plan of action related
to improvement within the
Business Areas
Information A2
Proposals for improvement
of the VF Group's
competence supply process
Information A3
Plan of action for
activities at the VF
Group level related to
competency
Information A5
Compiling of Business
Area/ company surplus/
shortaget of competence.
Overall view of the VF
Group
Information A4
The Competence Audit
Process
(Performed when possible)
Process AUDIT0
Other input
Information 11
Description of current
situation of 'competency
mass' (O+AO)
Information 10
Design and finalize strategic plan year 0)
Design CEO's preconditions for Business
planning work
(Duration: Jan-Sept, Year 0)
Process K1
Initiative for scorecard
year 1-5
Information 1
CEO's preconditions
work
Information 3
Formulate strategic plan within the competency
field including the scorecards' employee
goals/indicators and identification of important
areas for competency development (O+BA)
Accounting for, and examination of strategic plan
within the personell field of Ooch VL
(Duration: Jan-May, Year 0)
Process K5
Proposal for strategic plan
within the personell field
including competency
Information 17
Strategic plan within the
personell field
Information 14
Satisfied Employee
Index
Information 25
Benchmarking with other
companies
Information 20
Description of important areas
for competency development
at an overall level -adressed
and non-adressed
Information 18
Business Areas'
finalised scorecard
Information 4
Business Areas' finalised
business plan ( with
competency section) and
financial forecast)
Information 5
Finalize the Group's scorecard in KL
planning meeting and base data for the
Board of Directors
Finalize Business Areas' and the Group's
scorecard and economic forecasts
including competency in the Board of
Directors
(Duration: Dec-Jan, Year 0-1)
Process K2
Finalised scorecard and
economic forecast for resp BA
and VF Group incl. section
regarding employee/ competency
Information 7
Quarterly follow up of BA goals
and checking off against
scorecard(A)
(Jan, Apr, July, Oct, Year 1)
Process K3
Financial report for
part of the year and
Business Area result
Information 8
Results of measurement
of implemented actions
Information 9
Business Goals for
Business areas
Information BA5
Current situation
regarding attitude
Information BA6
Current situation
regarding
competence
Information BA7
Information 11
Dialogue, workshops
"The Folder"
Design competency plans
for non adressed needs (O)
(Duration: Sept - Nov, Year 0)
Process K6
Competency plan
for non-adressed
needs
Information 26
part_of
Planning and implementation
of competency related
actions at the Group level (O)
(Duration: Jan-Jan, Year 1)
Process K4
part_of
Corrections to the
competency plan
Information BA32
Controllingof Business Area
business plan regarding
competency
(Duration: Sept-Nov, Year 0)
Process K7
respectiveBusiness
Area´s competency
section in the business
plan
Information BA31
Results of implemented
competency related
actions
Information 21
part_of
part_of
part_of
Jan year 1Jan year 0
Continuing Business
Area actions related to
competence (when
needed) (Duration: Jan-
Dec)
Process BA 3
Business Areas' business
plan with proposal for
Balanced Scorecard
Process BA 14
Identify competency needs
in -personell plan (number of
people)
-Recruitment plan
(Duration:Jan)
Process BA 17
Gap analysis
(Duration: April)
Process BA 18
Competence section
within the Business
Information 19
Analysis of
surrounding world
Information BA 1
Market situation
Information BA 2
Vattenfalls
objectives
Information BA 4
Business goals for
Business Areas
Information BA 5
Competitor analysis
Information BA 3
Current situation
regarding attitude
Information BA 6
Current situation
regarding available
competency
Information BA 7
CEO's preconditions
work
Information 3
Identify the Business Areas'
area of control (CSFs) (soft
hard goals) (Competence is an
area of control )
Process BA 4
Choice of key indicators,
measurements such
as SIQ, SEI
Process BA 6
Identify competency
needs for overall area
Process BA 5
Objectives for competence
area of control
X %
Y items
Process BA 7
Formulate a strategy
to achieve business
goals
Process BA 2
Carry out a SWOT
analysis for amongst other
things competency
Process BA 1
SWOT analysis for
competency
Information BA 8
High-level strategy to
achieve business
goals
Information BA 10
Identified area of
control, amongst
others; competence
Information BA 12 Overall competency need
for example:
-Traders
-Project leaders
-Product developers
Information BA 13
Strategy to achieve
competency goals
Information BA 16
Measurement
Information BA 14
Objectives for
competence area
of control
Information BA 15
-Comprehensive need
-Business Area competency goals
-Business Area´s strategy
-Comprehensive actions
Information BA 18
Bring forward
strategy to achieve
competency goals
Process BA 8
Formulate/summarize
comprehensive
competence section within
the Business Areas'
business plan (Duration:
Sept-Nov)
Process BA 11
Balancing of the companies'
scorecard/competence plans
("bottom-up" applicable for P
och N)
Process BA 10
Plan comprehensive
actions for achieving
competency goals
Process BA 9
Quarterly and
annually follow up
measurements and
indicators
Process BA 21
Planned
comprehensive
actions
Information BA 17
Base data for Business Area
personell function business
plan
Information BA 20
Finalized business plan
and scorecard for
Business Areas
Information BA 24
Market plan Div/company
or
-production plan
- business plan
at P and company
Information BA 25
Decomposition
to market plan
(Duration: Jan)
Process BA 15
Formulate
competence - goal
profiles at an
individual -group level
(Duration: Feb)
Process BA 16
Need of
Competence
Information 26
Dialogue between
manager and employee to
map competency
(Duration: Mar-Apr)
Process BA 12
Identify internal and
external available
competence
(Duration: April)
Process BA 13
Bring forward actions to
achieve competency
goals (Divisions)
(Duration: April)
Process BA 19
Individual developm
ent plan
Information BA 21
Goal contract
Information BA 22
Activity goal/individual
Information BA 23
Available competence
Information BA 27
Competens
overlapping /
underlapping
Information BA 28
Actions for
competency
Information BA 29
Implement planned
actions
(Duration: April Year
1 - Mar Year 2)
Process BA 20
Measurement of
implemented actions and
results of measuring
Information 9
Follow-up values:
indicators
goal measurements
Information BA 9
Information 11
part of Business Areas planning
at the activity level.
Detailed planning
(Business Areas
common development
activities) (Duration: Feb)
Process 22
Competency planning at the Business Area level
Proposal for strategic
plan within the
competency field
Information 17
- Personell plans
(number of people)
-Recruitment plan
Comprehensive need of
competency from finalized
business plan
resp. Business Areas'
competence section in
the business plan
Information BA 31
Controlling of Business
related to competence
Process K7
Corrections of
competency plan
Information BA 32
Formulate business
goals for Business
Areas (Duration:Sept-
Nov)
Process BA35
Implement
Satisfied
Employee Index
Finalize Vattenfall's scorecard in KL planning
meeting and compile base data for the Board of
Directors (dec year 0);
Finalize BA´s and the Group's scorecard and
economic forecast incl competencies in
the Board of Directors (jan year 1)
Process K2
Quarterly follow up
of Business Area
goals and checking
off against scorecard
Process K3
Plan of actions
regarding
improvements of
Business Areas
The Competence
Audit Process
Process AUDIT0
Business areas'
Information BA 33
Dialogue between
O and BA about
surplus/shortage
Reports on actions
Information BA 34
Decomposition
Business area´s
finalised Balanced
Scorecard
Information 4
Adjust scorecard
for the Group(Q)
(Duration: Nov)
Process K2.1
Adjusted scorecard
for the Group
Finalise Balanced
Scorecard for the Group
in the KL planning
meeting (Duration: Dec)
Process K2.2
Compile base data
for board of
directors (Q,E,A)
(Duration: Dec-
Jan)
Process K2.3
Finalise Balanced
Scorecard for the VF
Group
Compiled base data
for board of directors
Initiative to
scorecard for years
1-5
Information 1
Design and finalize strategic
plan (A+Q+BA (jan-aug year 0);
Design the CEO's preconditions
for Business planning work
Process K1
The Business Area
Competence Planning and
Management Process
Process BA0
Finalise Balanced
Scorecard and financial
forecast for resp. Business
Area and the Group (incl.
competence)
(Duration: Jan)
Process K2.4
Finalized scorecard by board of
directors and economic forecast for
respective Business area and for the
group, including section about
employees/competence
Information 7
Business area´s finalized
business plan (with
competency section) and
economic forecast
Information 5
Finalize scorecard for Business Area and Group
(Decomposition of Process K2)
Decomposition
Annual auditing for
respective Business Area
-ensure the process
-oversupply/shortage of
competency
-output of supply of competency
process. (feb-may)
Process Audit 1
Feedback to Business
Areas for process
improvement (sept)
Process Audit 2
Feedback to cO about
how the process is
functioning
(sept)
Process Audit 3
O collects information
from audits-
Totals- Business
Area/Company (sept)
Process Audit 4
Planning of actions for co-
ordinated activities related
to competence (O together
with BA)
Process Audit 5
Business areas'
executed actions relating
to competency
Information BA 33
Proposals for improvements
in the group's supply of
competency process
Information A3
Information according to
PM by A.Sandberg
(assesment of results)
Information A7
Audit report
-feedback from the process
-score(process evaluation)
Information A6
Compiling of Business
Area/ company surplus/
shortage of competence.
Overall view of the group
Information A4
Policy / guidelines for the supply
of competencies (describes the
requirements for the process of
the supply of competencies)
(section the policy folder)
Information A1
Vattenfall's CEO's
preconditions for
Business Planning work
Information 3
Plan of action for activities
at the Vattenfall Group level
related to competency
Information A5
Plan of action related to
improvements within the
Business Areas
Information A2
Formulate goals for, and needs
of, competency related actions as
a part of the Business Areas'
businessplan (cBA) (sept-nov)
Part of Process BA0
The Business Area
Competence Planning
and Management
Process
Process BA0
Formulate strategic plan within the
competency domain including
scorecards' employee goals/indicators
and identification of important areas for
competence development at an overall
level.
(Functions and Business Areas) (Jan-
May year 0)(O+BA)
Process K5
strategic plan (A+Q+BA)
(jan-aug år 0)
Process K1
Planning and execution
of competency related
actions for the Group
level
Process K4
"The Folder"
Decomposition
Top
level
busines
s
process

modelling
Extracted from http://www.bpmn-tool.com/en/tutorial/
Using BPMN for process modelling
Do not worry :)
Only workflow engines deal with all these modelling primitiv

Create a business process model of the case you selected
or of the swimming pool reservation case.
Exercise: create a business process model

CDD  Enterprise modelling  Stakeholders modelling
Purpose
Purpose:
 used to describe how different organisational
actors and resources are related to each other,
 how they are related to components of the Goals
Model, Business Processes Model, and Business
Rules Model.
WHO?

Purpose
 What types of actors are there?
 Which are their relationships, organisational structure?
 Which goals are actors related to? How?
 Who is/should be performing processes and tasks?
 How is the reporting and responsibility structure defined?
 Which dependencies exist between actors?

Components
 Individual denotes a person in the enterprise.
 Organisational unit can represent every organisational
structure in the enterprise such as group, department,
division, section, project, team, subsidiary, etc.
 Non-human resources can be types of machines, systems
of different kinds, equipment, etc.
 Roles may be played by the Individuals and Organisational
units in different contexts. An organisational unit may for
instance play the roles of administrator and authoriser in
the same context. It may be important to identify
requirements depending on the role they have.

Example KTH Main
Library
O.Unit. 1
ELECTRUM
Library Budget
Capital 1
ELECTRUM
Library
O.Unit. 2
Library
Clerk
Role 1
Customer
Role 2
John Smith
Individual 1
Non-paying
Customer
Role 3
Paying
Customer
Role 4
Bad
Customer
Role 5
cuts
uses
provides_
service_for
Library
Information
System
Role 12
support_work_of
works_for
Library manager
Role 9
accounts_to
is_managing
Ericsson Radio
AB
O.Unit. 3
playsplays

Example

Create a stakeholders model of the case you selected or of
the swimming pool reservation case.
Exercise: create a stakeholders model

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
…
Concepts modelling
Business process
modelling
Technical requirements

CDD  Enterprise modelling  Technical requirements
Purpose
Purpose:
 to aid in defining requirements for the development of an
information system.
 to focus attention on the technical system that is needed in
order to support the goals, processes, and actors of the
enterprise.
 to define the overall structure and properties of the
information system to support the business activities, as
defined in the BPM.
 to structure the information system in a number of
subsystems, or technical components.

Purpose
 Which general goals hold for the information system?
 Which IS development problems can be conceived?
 What requirements on the information system to be
developed are generated by the business processes?
 Definition of functional requirements
 Definition of non-functional (quality) requirements
 Which potential has emerging information and
communication technology for process improvement? ...

Components
 Information System Goal is used for expressing high level goals
regarding the information system and/or subsystems or components.
They may be expressed with measurable or non-measurable properties,
aims, visions, or directions.
 Information System Problem is used for expressing undesirable states
of the business or of the environment, or problematic facts about
current situation with respect to the information system to be
developed.
 Information System Requirement expresses a requirement for a
particular property of the information system to be designed.
 Information System Functional Requirements are used to express definite
requirements regarding a functional property of the information system or
some of its subsystems. Functional requirements must be clearly defined
with reference to the Concepts Model. Functional requirements can be
directly supported by information system goals, but they are more often
seen as refinements of the stated information system requirements.
 Information System Non-Functional Requirements are used for expressing
any kind of requirements, constraints, or restrictions, other then functional,
regarding the information system to be built or the process of building it.

Example
To maintain all kinds
of information within
the library
IS Goal 1
To maintain
information about
book resources
IS Goal 2
To maintain
information about
customer loans and
transactions
IS Goal 3
To maintain
information about
requests and
customer waiting list
IS Goal 4
To maintain
information about the
most popular and
newly published
books
IS Goal 5
To provide a 24
hours a day library
catalogue search
IS Req 1
supports
Catalogue search
engine should be
connected to
Internet
IS FReq 2
supports
Catalogue search
engine should
have a WWW
interface
IS FReq 3
Library catalogue
should be
exportable on CD
ROM
IS FReq 4
supports
supports
Library IS should use
as much existing
software as possible
IS FReq 5 supports
Catalogue search
engine should be
connected to other
library search systems
IS FReq 4
supports
To setup a library
information system
Goal 26
supports
Library stock
maintenance
and update
Process 11
supports
Library catalogue
update
Process 13
requires
To provide
search services
in catalogues of
other libraries
Goals 24
motivates
motivates
Catalogue
search
Process 3
supports
To make the library
organisation more
cost-effective
Goal 7
supports

Example
ELECTRUM Library Information System
Book cataloging
system
To maintain all kinds
of information within
the library
IS Goal 1
To maintain
information about
book resources
IS Goal 2
To maintain
information about
customer loans and
transactions
IS Goal 3
To maintain
information about
requests and
customer waiting list
IS Goal 4
To maintain
information about
the most popular
and newly published
books
IS Goal 5
To provide a 24
hours a day library
catalogue search
IS Req 1
supports
Catalogue search
engine should be
connected to Internet
IS FReq 2
supports
Catalogue search
engine should have a
WWW interface
IS FReq 3
Library catalogue
should be
exportable on CD
ROM
IS FReq 4
supports
supports
Library IS should use
as much existing
software as possible
IS FReq 5 supports
Loan Transaction
System
Catalogue
search
system
Customers
requests system
Queue
registration
system
communicates
commu-
nicates
communicates
Information System RequirementsTechnical Components
relates_to

Remember that models are interconnectedGoal 4
To provide advanced
services to library
customers
Goal 1
To minimise
library's operational
costs
Goal 2
Deliver items
electronically
Goal 3
High stock
availability
Goal 4
Copyright and
ownership of
electronic material
Problem1
Advanced
communication
and information
technology
Opportunity 1 supports
supports
supports
hinders
hinders
Requests for electronic
material must be
satisfied within 3 days
Rule 1
supports
Electronic
Service
assistant
Role 2
Librarian
Role 1
is_respon-
sible_for
Library
item
Entity1
Magazine
Entity2
Information
Entity3
Book
Entity4
refers_to
Management of
electronic
information
Process1
Customers
Ext.Process1
requests for
electronic
information
responses to
requests for
electronic info.
performs
is_reponsible_for
Part of a Goals Model
(GM)
Part of a
Business
Processes
Model (BPM)
Part of a Business
Rules Model (BRM)
Part of a
Concepts Model
(CM)
Part of an
Actors and
Resources
Model (BPM)

Remember that models are interconnected
Copy
Entity 12
State
Entity 27
in
Available
Entity 27.1
Borrowed
Entity 27.2
Missing
Entity 27.3
In repair
Entity 27.4
Out of stock
Entity 27.5
Loan
Entity 18
Return date hasuntil
until
Book repair should
be recorded as loan
with no charge
Rule 20
affects
State of a copy
Inf.Set 31
refers_to

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Introduction
Context modelling
Capability modelling
Variability modelling
Capability design tool support

CDD  Capability design  Introduction
The context platform developed by Portugal Telecom
What do we mean by capability?
Capacity: IT infrastructure, monitoring tool, developers,
technicians.
Ability: being able to deploy a maintenance portal.
Enterprise: everis
Goal: keep services available despite platform errors.
Context: loss of connectivity w. other subsystems.
Goal KPI: time service available / time error in platform

GoalCapability requires
Indicator
requires
influences
Context Set requires
Context
Type
measured by
Pattern
requires
Process
motivates
Process
Variant
Resource
Context Element
Measurable
Property
KPI
Context
Indicator
requires
defines
supported by requires
related_to
Context
Situation
has value
requires
has
Context
Element
Range
consists of
Contex
Element
Value
consists of
The metamodel

A vision of the methodology

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Introduction
Context modelling

CDD  Capability design  Variability modelling
Process of variability modelling
1
2 3
4
5
6
1
2 3
4
7
8
6
1
2 3
4
9
10 11
6
+
+
(A or B) and C D and E F and G and H
1
2 3
4
x
5 7
8
9
10 11
6
+
+
x
(A or B) and C
D and E
F and G and H

1
2 3
4
6
PRODUCT
READY TO
BE 6-ED
PRODUCT
JUST 4-ED
OPTION1
INSERT
START
5
END
START PRODUCT
JUST 4-ED
OPTION2
INSERT
START
7
END
START PRODUCT
JUST 4-ED
8
OPTION3
INSERT
START
END
START PRODUCT
JUST 4-ED
END PRODUCT
JUST 4-ED
9
10 11
+
+
END PRODUCT
JUST 4-ED
END PRODUCT
JUST 4-ED
(A or B) and C
D and E
F and G and H

END PRODUCT
JUST 4-ED
END PRODUCT
JUST 4-ED
1
2 3
4
6
PLACEMENT
5 7
8
9
10 11
+
+
PLACEMENT
REPLACEMENT1
REPLACEMENT2
REPLACEMENT3
(A or B) and C D and E F and G and H

CDD  Capability design
 Capability modelling
Relationships among models

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Introduction
Context modelling
Unless stated differently, this section is based on work by
Felix Timm, Hasan Koç, Kurt Sandkuhl, Tania González, Sergio España and others, for project CaaS

CDD  Capability design  Context modelling
Motivation

Motivation
“Any information that can be used to characterize the
situation of any entity” (Dey and Abowd, 2000).
“Something is context because of the way it is used in
interpretation, not due to its inherent properties” (Winograd, 2001, p.
405).
“The context acts like a set of constraints that influence the
behaviour of a system (a user or a computer) embedded in a
given task” (Mena et al., 2007, p. 57).

Motivation
The invariant characteristics of context
Based on the work of (Mena et al., 2007)

State of the art
• key-value modelling
• mark-up scheme modelling and text-based
(Comprehensive Structured Context Profiles,
Pervasive Profile Description Language, ConteXtML,
MLContext, etc.)
• graphical modelling (UML, Object Role Modelling,
ER, etc.)
• object oriented modelling (cues, Active Object
Model),
• logic-based modelling
• ontology-based modelling (Context Ontology
Language, CONtext Ontology, etc.)
For more information, see project CaaS task 5.1 report:
S. Bērziša, S. España, et al. (2013) State-of-the-art in relevant methodology areas

Purpose of context modelling
Purpose:
 Linguistic context is used for disambiguating the
meaning of words in texts
 Relational context includes any information
pertinent to characterizing the relation of an entity
to other entities, where this information is judged
according to a given purpose
 The organizational context describes mostly static
information about a person. Such an information
includes things like roles, positions, tasks, titles etc.
 Situational context characterises the state or
situation of a person, object or location for the
purpose of understanding or being relevant for the
interaction between a user and an application.

Components of the of context model
Components pertaining to other models but involved in context modelling:
 Process A Business Process is a series of actions that are performed in
order to achieve a particular result. E.g. Reserve Swimming Pool.
 Capability. A Capability is the ability and capacity that enable an
enterprise to achieve a Business Goal in a certain Context. E.g. Dynamic
Swimming Pool Reservation Service.
 Goal. A desired state of the affair that needs to be attained. E.g. To
increase user satisfaction.
 Process Variant. A part of the business process, which uses the same
input and delivers the same outcome as the Business Process in
another way. E.g. Provide List of Swimming Pools nearby or Provide List
of all Swimming Pools.
 Variation Point. An exact location in the Business Process Model, where
Process Variants occur. E.g. An Exclusive Gateway in BPMN, which is
dependent on whether the user’s location is available or not.
 Variant Condition. Describes when a certain Process Variant is
executed. It is related to the respective Context Elements influencing
the Business Process in this Variation Point. E.g. < IF Weather = bad
THEN Variant = V3.1 ELSE Variant = V3.2 >

Components of the of context model
Components of the context model:
 Measurable Property. Anything, which can be measured and is related
to a Context Element. It has a sensor or a data source where the values
come from. E.g. Temperature, Precipitation
 Context Element. Represents an environmental factor, which can cause
change in the Business Process Model. Weather, Geo-Location
 Atomic. An Atomic Context Element is a Context Element that is not composed by any
other Context Element. E.g. Geo-Location
 Composite. A Composite Context Element compounds at least one Atomic or
Composite Context Element. It can be reasoned about this composition by dint of
Composition Rules. E.g. Weather, Social Feedback.
 Context Element Range. Used to specify boundaries of permitted
values for a specific Context Element and a certain Measurable
Property. E.g. [warm, cold] (Temperature).
 Context Rule. Defines for what values of the Measurable Property the
Context Element is in a certain Context Element Range. In the case of
Composite Context Elements its ranges are defined by the ranges of its
components. E.g. < IF DegreeCentigrade > 20 THEN Temperature =
warm ELSE Temperature = cold >

The process of context modelling
Felix Timm tuned this context modelling method
and applied it to the everis use case

Recommended notations:
• Goal model:
• 4EM
• i*, Tropos, etc.
• Capability model:
• CDT Capability Model
• Class Diagram
• Using tables
• Process models:
• BPMN 2.0.
• Communicative Event Diagram
• Activity Diagram
• Context model
• CDT Context Model
• Class Diagram, ER, etc. + MathML formulas
• Using tables
Recommended tools:
• Capability Design Tool
• Enterprise Architect
• Rational Rose
• Any tool supporting BPMN 2.0.
• General purpose diagramming
tool (e.g. OmniGraffle, Visio,
Dia).

Objective: Sets the preconditions of a business service and elicits its influencing
Context Elements. Therefore, the business service’s scope is defined, its
standard processes are identified and variability is modelled.
Stakeholders involved:
• Domain experts, who are stakeholders of the considered Business Service
• Business analyst
• Context modeler

Objective: To set the scope of the offered business service subject to context
modelling. We need the following information
• Objectives of the Business Service, which can be derived from existing
enterprise models, particularly from the Goals Model.
• Defined Capabilities that satisfy these goals.
• Business Services that need to be implemented in order to offer the defined
Capabilities.
Some activities can be omitted if the models and information is readily available.

• If there is a goal model, the analyst has to identify goals that are relevant for
the subject of context modeling.
• If there is no goal model available, one has to be developed.
• The goal model concentrates more on the business level than its supporting
information system.
• The goals should be measurable by defining KPIs.

• Analyze the Goals Model and identify one or several capabilities that support
the fulfillment of the goals. Tabular forms can be used for representation here.
• Choose the business service that is considered as the scope of the Context
Modeling Method.
• Map each capability to its relevant business service in order to let the scope
become more transparent for the method user.
• The analyst can define several scopes, and then conduct the rest of the
method activities for each scope (as an iteration or in parallel).

• Try to keep the complexity of the scope at a reasonable level.
• You can focus on a single, small-sized business service
• or on a coarse-grained and wide business service that suppots Since one
business service can be separated into several independent business
services delivering different capabilities, the method user can benefit from
this. The smaller the scope the less complex is the application of the method.
But there is a trade-off, since a too narrow scope is as ineffective as a too
broad scope.

Example
Business Service (Scope) Capabilities Goals
Swimming Pool Reservation CP1.1: Dynamic swimming
pool reservation
G-SR-1: To provide an online and context-
aware swimming pool reservation service
G-SR-2: To increase user satisfaction

Objective: Identify business processes of the subject, which need to be
implemented in order to offer the defined capabilities and are modified in
accordance with later identified contextual changes. This will provide the basis in
order to identify process variants in Step 1.3

• Decide on on how you are going to apply modularity to the business process
models
• González et al. (2011) Unity criteria for business process modelling:
communicative events -> physical events (my favorite)
• Milani et al. (2013) Decomposition driven consolidation of process models:
main processes -> sub-processes -> tasks
• Mendling et al. (2010) Seven process modeling guidelines (7PMG):
“Decompose the model if it has more than 50 elements.”
• Develop a process model in BPMN, which represents the base process of the
subject.

The guideline refers to Hallerbach, Bauer, Reichert (2010) Capturing variability in
business process models: the Provop approach, J Softw Maint 22(6-7), pp. 519-
Hallerbach et al. (2010) define five policies to develop a base business process.
• If all process variants are known, then
• create a model containing all process variants using conditional branches
(policy 4)
• If the organisation or the business domain have a standard work practice, then
• create a model containing the standard process (policy 1)
• Else
• create a model representing the most frequently used process variant
(policy 2)

Objective: A business process can hold variability that realizes the business
service in a different way depending on contextual influences. The Context
Modeling Method aims to apprehend this dependency by identifying these
influences and map them to the business process model.
• Capture the different process variants of the base process.
• Incorporate process variants into one BPMN model (or several).
• Identify variation points, which are points in the BPMN model that depend on
the contextual influence.
• Elicit these influences (i.e., the context elements).

Elicit the context elements influencing
variation points using the Onion
framework
• Internal layer refers to how the
organisation influences the
business process (e.g. corporate
strategy, policies or workers).
• External layer refers to the
immediate social system and
market around a business (e.g.
suppliers, customers, industry-
specific practices and
regulations).
• Environmental layer extends
the border beyond the business
network towards the big picture
(political-legal influence,
economy, society, weather,
space, time).Rosemann, Recker, Flender (2008) Contextualisation of business processes,
International Journal of Business Process Integration and Management 3(1), pp. 47-60
Onion framework

• Ask the following questions:
• Is the influence of identified
factor vital for the fulfillment of
the capability?
• Does the change of the factor
influence of the capability
delivery?
• Is the factor measurable or can it
be retrieved from an Information
System?
• Trade-off between expressiveness
and explanation power vs. model
complexity (e.g. number of context
elements).
• Reuse context elements if possible.
• Context is not the only source of
variability.Rosemann, Recker, Flender (2008) Contextualisation of business processes,
International Journal of Business Process Integration and Management 3(1), pp. 47-60
Onion framework

Context element Influenced variation point Process variants
Available location VP1: Is location of citizen
available
V1.1: Provide suggested list
V1.2: Provide list of all pools
Weather VP3: Is the weather bad for
the selected pool?
V3.1: Warn citizen of bad weather
V3.2: Continue

Objective: Specify the details of each context element identified in step 1.

• Decide the degree of dynamicity of the context element:
• Static, when the context element value is known at deployment time and
is not expected to change. For example:
• Location of the municipality in which an eGovernment platform is
deployed (coastal or inland).
• Dynamic, when the value can change. For example:
• Municipality size, laws and market regulations (slightly dynamic).
• Current weather and forecast (very dynamic).

• Decide whether the context element is a atomic or composite.
• Atomic, when the context element value can be directly obtained from a
measurable property. For example:
• Location of the user.
• Facebook likes.
• Temperature.
• Precipitation.
• Composite, when the value requires to aggregate (i.e. operate with)
several measurable properties. This will be done in 2.2.
• Weather (in a pool registration service) aggregates the temperature
and precipitation.
• Social feedback aggregates data from Facebook, Twitter, Google+…

• Identify the measurable property that provides the value to the context
element.
• If it already exists in the context platform, then select it (by selecting the
proper context source) and map it to the context element.
• Else, a development effort it will be necessary to create the context
source.
Context platform architecture by Portugal Telecom
• Temperature context
element maps to
measurable property
DegreeCentigrade
• Precipitation maps to
RainLikelihood

• For some context elements it is necessary to define the allowed ranges. E.g.:
• Temperature can have the values
• warm if the current temperature equal or over 20ºC
• cold if the current temperature below 20ºC
• If the context element is composite we continue with 2.2.1,
else, we continue with 2.1.4

• Some context elements are parameterised, to be able to properly define their
value.
• Temperature has two parameters:
• Location, the place whose temperature we want to know.
• Date, the moment in which we want the temperature, which can either
be now, some moment in the past (historical values) or in the future
(forecast).
• The same with Precipitation.
• The parameter of Population is the municipality whose size we want to
know.
• Define a rule that specifies the context element value if we defined ranges for
it, using MathML.
• Temperature(location, date) has this rule:

Example
• Identify the context elements that form the composite context element.
• Weather aggregates Temperature and Precipitation
• Social feedback aggregates the different social networks.
• Create the context rule for the composite context element, using MathML.
• Weather has this rule:
IF Temperature = warm AND Precipitation = low
THEN Weather = good
ELSE Weather = bad

Example

Example
Context element specification
Element Values Measur. prop. Mapping rules
Municipality size {Small,
Medium,
Large}
NC =
Number of citizens
If NC <10000 then ‘small’
If 10000 <= NC < 30000 then
‘medium’
If NC >= 30000 then ‘large’
Service usage
in other
municipalities
{High,
Medium,
Low}
PMUS =
Percentage of
municipalities
using the service
If PMUS < 20%, then ‘low’
If 20% <= PMUS < 50% then
‘medium’
If PMUS >= 50% then ‘high’
Type of
highlighting
{Automatic
, Manual}
NA NA (unknown at design time)

We are designing a context modelling notation (work in progress).

• The business process model is updated to represent the influence of context
elements in variation points.
• If you are using the Capability Design Tool, you can associate a context
element with a BPMN activity or an XOR gateway.
• If you are using another BPMN-compliant tool, you can use a data input
element.

Objective: Specify the conditions that allow
deciding, at runtime, which business process
variant to choose.

Example
Service highlighting

Example
Service Service promotion rule
Marriage registration Is_Valentines_Day(Date)=True
Swimming pool
reservation
Is_Pool_Season(Date)=True
Swimming pool
reservation
Weather_Forecast(Date, Municipality)=Good
* Service_usage( Service, Municipality1)=High AND Is_Similar(
Municipality1, Municipality2))
* Social_Network_Feedback( Service, Municipality1)=Popular AND
Is_Similar( Municipality1, Municipality2))
Service highlighting
(using a table of
business rules)

Example
Marriage registration service

Example
Marriage registration service
(this solution avoids
redundancy, but the business
process is unstructured)

CDD  Capability design  Context
modelling
Create a context-aware business process model of the
case you selected or of the swimming pool reservation
case.
Exercise: create a context-aware business process model

CDD  Capability design  Capability modelling
Motivation
GoalCapability requires
Indicator
requires
influences
Context Set requires
Context
Type
measured by
Pattern
requires
Process
motivates
Process
Variant
Resource
Context Element
Measurable
Property
KPI
Context
Indicator
requires
defines
supported by requires
related_to
Context
Situation
has value
requires
has
Context
Element
Range
consists of
Contex
Element
Value
consists of

Purpose of capability modelling
Purpose:
 To provide an overview of the capabilities we are
dealing with and the main elements that are
related to them (goal, context, process variants,
etc.)
 It also works like an index to the other models.

Components of the of capability model
Main component of the capability modelling:
 Capability. A Capability is the ability and capacity that enable an enterprise
to achieve a Business Goal in a certain Context. E.g. Dynamic Swimming Pool
Reservation Service.
Components pertaining to other models but involved in capability modelling:
 Goal. A desired state of the affair that needs to be attained. E.g. To increase
user satisfaction.
 Key performance indicator. It defines how to measure the success of the
organization in achieving its goals.
 Context indicator. It defines how to provide measurements of the context
situation that are meaningful for the organisation and help the stakeholders
understand what is happening around them.
 Context set. The set of context elements that provide a scope for the
capability.
 Process. A flow of related, structured activities aimed at achieving a given
goal (typically, delivering a specific service or product, within the
organisation or to a external stakeholder).
 Process variant. A part of the business process, which uses the same input
and delivers the same outcome as the Business Process in another way. E.g.
Provide List of Swimming Pools nearby or Provide List of all Swimming Pools.

Example of capability model

Open challenges of capability modelling
 Difficulties with perspective and granularity.
Capacity:
Ability:
Enterprise:
Goal:
Context:
Goal KPI:

Open challenges of capability modelling
 Difficulties with perspective and granularity.
 We envision the need of relationships among capabilities:
C1MUNICIPALITY
OWNER
EVERIS
C2
OWNER
ENABLER
SOA1
SOA1.1 SOA1.2 SOA1.3
<
C_SLA1
C_SLA2
<
C_SLA3
Perspective Refinement Context or
quality levels

CDD  Capability design  Capability design tool support
Capability Design Tool
The Capability Design Tool is being developed by CROZ
• Eclipse-based modelling tool for designing and managing capabilities

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion
Motivation
Capability delivery
architecture
Context-platform

CDD  Capabilities in runtime  Motivation
Architecture of the CDD environment

A vision of the tools (by SIV)
CDD  Capabilities in runtime  Capability delivery
architecture

A vision of the tools (by Fresh TL)
architecture

A vision of the tools (by everis)
architecture

CDD  Capabilities in runtime  Context platform
Capability context platform architecture overview

Capability context platform interoperability

Capability context platform technologies

Context model instantiation

Context platform user interface

capabilidades
Agenda
Introduction
4EM
Capability design
Case studies
Conclusion

Si investigas en temas relacionados con el desarrollo dirigido por
capabilidades o el desarrollo dirigido por modelos, considera la
posibilidad de enviar tus trabajos y asistir a uno de estos
congresos.
PoEM 2015
7th IFIP WG 8.1 working conference
on the Practice of Enterprise
Modelling
November 2015, Valencia, Spain
Un poquito de publicidad :)
O de hacernos una visita de investigación en nuestra

Si investigas en temas relacionados con el desarrollo dirigido por
capabilidades o el desarrollo dirigido por modelos, considera la
posibilidad de enviar tus trabajos y asistir a uno de estos
congresos.
Un poquito de publicidad :)
O de hacernos una visita de investigación en nuestra

Thanks!
Sergio España
sergio.espana@pros.upv.es

Full tutorial on Capability driven development

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