The Design of a Modeling Technique to Analyze the Impact of Process Simulation Throughout the Business Architecture

Simulation techniques offer a cost-effective solution to support the experimental analysis of possible business process improvements. However, the performance indicators that are used for this analysis exclusively focus on operational aspects. Consequently, the impact of process changes on the overall business performance is not taken into account. This problem can be solved by the development of a modeling technique that combines the provision of a coherent view on both the organizational strategy and business processes with a mechanism to analyze the impact of the simulated operational performance on indicators that reflect the overall business performance. This paper presents the proof-of-concept design of such a technique, which is the result of a first cycle of Design Science Research. This also includes the demonstration of the modeling technique by the bakery case example.

[1]  Roel Wieringa,et al.  Design Science Methodology for Information Systems and Software Engineering , 2014, Springer Berlin Heidelberg.

[2]  Geert Poels,et al.  Invariant conditions in value system simulation models , 2013, Decis. Support Syst..

[3]  T. Saaty.  How to Make a Decision: The Analytic Hierarchy Process , 1990 .

[4]  Alan R. Hevner,et al.  Design Science in Information Systems Research , 2004, MIS Q..

[5]  Jaap Gordijn,et al.  Value-based requirements engineering: exploring innovative e-commerce ideas , 2003, Requirements Engineering.

[6]  Geert Poels,et al.  The creation of business architecture heat maps to support strategy-aligned organizational decisions , 2014 .

[7]  Andy Neely,et al.  The Performance Prism: The Scorecard for Measuring and Managing Business Success , 2002 .

[8]  Geert Poels,et al.  Realizing strategic fit within the business architecture: the design of a Process-Goal Alignment modeling and analysis technique , 2019, Software & Systems Modeling.

[9]  Kerim Tumay.  Business process simulation , 1995, WSC '95.

[10]  Vithala R. Rao,et al.  Conjoint Measurement- for Quantifying Judgmental Data , 1971 .

[11]  Geert Poels,et al.  Towards an Integrative Component Framework for Business Models: Identifying the Common Elements Between the Current Business Model Views , 2013, CAiSE Forum.

[12]  van der Wmp Wil Aalst,et al.  Business process simulation : how to get it right? , 2008 .

[13]  K. Hafeez,et al.  Determining key capabilities of a firm using analytic hierarchy process , 2002 .

[14]  Rod Smith,et al.  REA Ontology-Based Simulation Models for Enterprise Strategic Planning , 2008, J. Inf. Syst..

[15]  Dimitris Karagiannis,et al.  On the Conceptualisation of Modelling Methods Using the ADOxx Meta Modelling Platform , 2013, Enterp. Model. Inf. Syst. Archit. Int. J. Concept. Model..

[16]  Sandeep Purao,et al.  Action Design Research , 2011, MIS Q..

[17]  Marc M. Lankhorst,et al.  Enterprise Architecture at Work - Modelling, Communication and Analysis, 2nd Edition , 2005, The Enterprise Engineering Series.

[18]  Samir Chatterjee,et al.  A Design Science Research Methodology for Information Systems Research , 2008 .

[19]  William J. Kettinger,et al.  Business Process Change: A Study of Methodologies, Techniques, and Tools , 1997, MIS Q..

[20]  John Mylopoulos,et al.  Strategic business modeling: representation and reasoning , 2014, Software & Systems Modeling.

[21]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.