ICEIS 07 «INTERNATIONAL CONFERENCE ON ENTERPRISE INFORMATION SYSTEMS» A Framework for Analysing Business / IS alignment requirements - PDF

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ICEIS 07 «INTERNATIONAL CONFERENCE ON ENTERPRISE INFORMATION SYSTEMS» A Framework for Analysing Business / IS requirements Islem Gmati 1 et Selmin Nurcan 1, 2 1 Centre de Recheche en Informatique 2 IAE

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ICEIS 07 «INTERNATIONAL CONFERENCE ON ENTERPRISE INFORMATION SYSTEMS» A Framework for Analysing Business / IS requirements Islem Gmati 1 et Selmin Nurcan 1, 2 1 Centre de Recheche en Informatique 2 IAE de Paris Université Paris 1 Panthéon - Sorbonne 1 Motivation The strategic is the harmonization of the business processes and the IS with the strategy of the company Purpose : Strengthen the use value of the IS to make an asset for the company The existing approaches treat: The strategy / business The business / IS Absence of complete approaches (strategy / business / IS) Absence of an approaches evaluation tool 2 1 Proposition Analysis framework based on the «four worlds» framework (Jarkes, 1990), (Rolland, 1998) evaluating the approaches Positioning of some approaches in this framework 3 Plan 1. Presentation of the «four worlds» reference framework Meta model of the reference framework 2. Presentation of the analysis framework 3. Discussion 4. Conclusion 5. Perspectives 4 2 Plan 1. Presentation of the «four worlds» reference framework Meta model of the reference framework 2. Presentation of the analysis framework 3. Discussion 4. Conclusion 5. Perspectives 5 The «four worlds» reference framework How the information concerning the subject world is used? Subject world How to represent the subject world? Usage world User interfaces System world Justification of the development purposes Development world How to build the system? (Jarkes, 1990) 6 3 «Four worlds» reference framework Meta model (Claudepierre & Nurcan, 2007) 7 Plan 1. Presentation of the «four worlds» reference framework 2. Presentation of the analysis framework 3. Discussion 4. Conclusion 5. Perspectives 8 4 Strategic Alignment use Subject world + Strategic representation Usage world user interfaces System world Process models building Development world Decision models conception 9 Facets and attributes of the subject world Nature of de : l alignement: Alignement Strategy / business stratégie/métier Alignement Business / IS métier/si Alignement Business strategy stratégie / IT métier/stratégie strategy IT Alignement IT strategy / stratégie/si IS Nature of du changement: : Nature: ad hoc, évolutif, evolutionary, correctif corrective Origine: Origin: internal, interne, external externe 10 5 Strategic Alignment use Subject world Strategic representation Usage world + User interfaces System world Process models building Development world Decision models conception 11 Facets and attributes of the usage world Purpose of : Adapt, build, improve, maintain Alignement perspectives : Strategy execution, Technology transformation, competitive potential, Service level (Henderson & Venkatraman, 1987) Communication: boolean Understanding of the user: boolean 12 6 Strategic Alignment use Subject world Strategic representation Usage world User interfaces System world Process models building Development world + Decision models conception 13 Facets and attributes of the development world Development approach: Nature of the development process: ad hoc, systematic Paradigm of modellig: context, decision, intention, activity, product Knowledge capitalization: boolean Execution support: Software support: automatic, manual, mixed Execution infrastructure: generic, inter operable Guidance: Existence: boolean Granularity: macro, micro 14 7 Strategic Alignment use Subject world Strategic representation Usage world User interfaces System world + Process models building Development world Decision models conception 15 Facets and attributes of the system world Cover: product, activity, decision, context, intention Refinement: intentional, organisational, SI, technological Traceability: boolean Flexibility: Modularization: boolean Re-use: boolean Capture of the change: none, trigger, other 16 8 Plan 1. Présentation du cadre de référence des quatre mondes 2. Présentation du cadre d analyse 3. Discussion 4. Conclusion 5. Perspectives 17 Discussion (1/4) Two criteria: Characteristics of IS engineering approaches IS flexibility requirements Alignment process requirements Communication Understanding of the strategy of the company Link between the business and the IT worlds 18 9 IS flexibility Report Discussion 2/4 Comments Majority use of activity oriented models (Scheer & Nuttgens, 2000), (Longepe, 2004), (Papazoglou & Van den Heuvel, 2000) and (Wegman, 2003) Negligence of the re-use of the existing components (Scheer, 2000), (Wegman, 2003), (Henderson & Venkatraman, 1989), (Nurcan & Barrios, 2003), (Bleistein, 2005) Modularization of the software components (Papazoglou & Van den Heuvel, 2000), (Longepe, 2004), (Scheer & Nuttgens, 2000), The capture of the change is almost absent in the studied frameworks Necessity of oriented context models to adapt the system to variable situations (Barrios & Nurcan, 2004) Facilitate the work of the designers to adapt the system to the environment changes Easier adaptation to the evolutions Facilitate the re-use How a system can be adapted to the change if nothing is foreseen to capture it? 19 Discussion 3/4 Alignment process requirements Constat Several frameworks granted certain importance with communication and understanding of the strategy by the collaborators (Wegman, 2003), (Nurcan & Barrios, 2003), (CIGREF, 2003), (Bleistein, 2005), (kaplan & Norton, 1996) The link between the business and the IT worlds was treated only by the framework of Henderson (Henderson & Venkatraman, 1987) Commentaires The communication is the major activator of (Luftman, 1996) The use and the sharing of information are the source of a competitive advantage (Maes, 1999) Knowledge propagation Understanding of the strategy of the company Incorporation of the business strategy understanding in the IS developpement The importance of the IT component integration in the business strategy 20 10 Tmportance of link between the business and IT worlds: Discussion 4/4 Business world Business strategy 1 Evolutionary environment Strengths of change 2 Integration 3 5 Incorporation 4 Flexibility Business process and infrastructure Synchronization New Technologies IT world IT strategy IT process and 5 infrastructure 21 Synchronization Conclusion IS flexible and ready to better serve the strategy of the company Link between the business and IT worlds Communication Understanding of the strategy Mutual A means of understanding by knowlege the business 22 and propagation the IT managers 11 Perspectives Futur research focus: Improving IS engineering methods to anticipate the Business / IS requirements Integration of the IT component in the business strategy IS more flexible to support the strategy of the company Studying relationships between business / IT and IT governance 23 Bibliographie (1/2) Barrios, J. (2001) Une méthode pour la définition de l impact organisationnel du changement. Thèse de Doctorat de l Université de Paris 1, Janvier Barrios, J., Nurcan, S. (2004), Model Driven Architectures for Enterprise Information Systems, CAISE 04, Springer Verlag, Riga, Latvia, Bleistein, S. J., Cox, K., and Verner, J. (2005), Strategic Alignment in Requirements Analysis for Organizational IT : an Integrated Approach, 20th ACM Symposium on Applied Computing, track on Organisation Engineering, Santa Fe, USA. Campbell, B., Kay, R. and Avison, D. (2004) Strategic Alignment: A Practitioner s Perspective, European and Mediterannean Conference on Information Systems, July 2004, Tunis Tunisia. CIGREF (2003) Accroitre l Agilité du Système d Information. Urbanisme : des concepts au projet. Claudepierre, B. and Nurcan, S., (2007), A Framework for Analysing IT Governance Approaches, in the proceedings of the 9th International Conference on Enterprise Information Systems (To be published). Gmati, I. and Nurcan, S., (2007), A Framework for Analyzing Business/Information System Alignment Requirements, in the proceedings of the 9th International Conference on Enterprise Information Systems (To be published). Henderson, J. C., Venkatraman, N., (1999), Strategic Alignement: Leveraging information technology for transformation organizations IBM Systems Journal, vol 38. N S2&3. Adams Renner. Jarke, M., Mylopoulos, J., Schmidt, J.M, and Vassilou, Y. (1990) DAIDA : Conceptual Modeling and Knowledge Based Support of Information Systems Development Process. Technique et Science Informatiques, 9 (2) : Bibliographie (2/2) Kaplan, R., Norton, D. (1996), Balanced Scorecard Translating strategy into action, Harvard Business School Press (Ed.) Longépé, C. (2004), Le projet d urbanisation du SI Démarche pratique avec cas concrets 2ème édition, Dunod (Ed.) Luftman, J., Maclean, E. R. (2004), Key issues for IT executives. MIS Quarterly Executive, 3, 2004, p Morton, M.S. (2001), L Entreprise Compétitive au Futur. Les fiches de lecture de la Chaire D.S.O. CNAM Organisation & Système d Information. Papazoglou, M.P., Van den Heuvel, W.J. (2000), Configurable Business Object for building evolving entreprise models and applications in vand er Aalst, Desel and Oberweis (eds) Business Process Management. Springer. Rolland, C. (1998) A Comprehensive View of Process Engineering. In 10th Conference on Advanced Information Systems Engineering, Pisa, Italy. Scheer, A.W., Nüttgens, M. (2000), ARIS Architecture and Reference Models for Business Process Management. In van der Aalst, Desel and Oberweis (eds) Business Process Management, Springer. Wegman, A. (2003) The Systemic Enterprise Architecture Methodology Business and IT Alignment for Competitiveness. LAMS-IC EPFL CH-1015 Lausanne, Switzerland. Wieringa, R.J., Blanken, H.M., Fokkinga, M.M., and Grefen, P.W.P.J. (2003), Aligning application architecture to the business context. CAiSE 03, p Springer. 25 Thank you Questions? 26 13
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