Post on 28-Nov-2014
description
Modeling Strategy Maps & Balanced Scorecards using i*
Constantinos GiannoulisJelena Zdravkovic
Overview
Scope of Work & Motivation
Background
Mappings
Case Scenario
Discussion
Future work
Scope of Work & Motivation
Business-IT alignment: Understanding gap
o Business Strategy unknown to IT
o Traceability of strategy to IT; changes?
Unified Business Strategy Meta-model (UBSMM)
o Formalize and Unify business strategy formulations
• Complement existing alignment methods on the strategy side
• Allow mappings between Strategy and Enteprise models
Background
Strategy Maps & Balanced Scorecards (SMBSC)
Models business strategy
Addresses goals across one organization
i* Primarily used within RE
Addresses goals of actors
Background: SMBSC
Strategy Maps Four organizational perspectives of
Balanced Scorecards (BSC): financial, customer, internal, learning and growth
Both external & internal (all business activities)
Structure: Cause-effect links/assumptions
Build top-down (causality is bottom-up)
Communicate direction and priorities
Balanced Scorecards Objectives
Measures,
Targets,
Actions/Action Plan, budget, etc.
Background: SMBSC
Background: The SMBSC Meta-model
(Giannoulis et al., 2011)
Includes all elements of Strategy Maps and BSC
Generalizes some elements for applicability (Groups)
Introduces explicitely user defined groups and perspetives
Separates classes and instances (application)
Constraints expressed in a structured manner
Background: The SMBSC Meta-model
Background: The i* unified Meta-model
(Lucena et al., 2008)
Includes all elements of i*
Captures two variants of i*
o i*/Trento
o i*/Yu
(Lucena et al., 2008)
Background: The i* unified Meta-model
MappingsSMBSC i*
Strategy Map SD, SR
GroupPerspectiveGroup Type
Actor
Goal GoalSoft-goal
Objective Goal
Measure -
Milestone Goal
Target Goal
Initiative TaskPlanResource
Theme Critical Dependencies
Case Scenario: ABB Industrie, PF Unit
(Ahn, 2001)
Case Scenario: The SD model
Case Scenario: The SR model
Case Scenario: ABB Industrie, PF Unit
i* used for early RE can benefit from strategical input via our mappings,
Supports the identification of sets of goals need to be met by particular IT project that influence strategy as inititiatives in SMBSC. Then refined into IT project goals,
Both variants of the i’ meta-model are supported
Discussion: on the mappings
Measures have not been mapped to i*, though implicitely used when expressing goals in i* originating from SMBSC milestones and targets (e.g. End of 1st year: 1 realized process optimization, etc.),
Sequences; objectives, milestones, targets in SMBSC are not supported in i*; Precedence links could facilitate and not result the multiple mean-end links,
Means-end links: some variants of i* allow them between goals (i* meta-model), whereas i* wiki does not,
Using i* for SMBSC provides orDecompositions (i* meta-model), allowing to express possible alternatives for initiatives,
i*’s contribution links could be used in SMBSC to identify possible conflicts, synergies, etc.
Discussion: overall
Evaluate the mappings with cases including both strategy and RE
Provide Mappings towards other formalized business strategy formulations, such as the Value Configuration.
Future Work
Constantinos Giannoulis
o constantinos@dsv.su.se
o http://constantinos.blogs.dsv.su.se/
Jelena Zdravkovic
o jelenaz@dsv.su.se
o http://jelena.blogs.dsv.su.se/
Questions?
(Giannoulis et al., 2011) Giannoulis, C., Petit, M., Zdravkovic, J.: Modeling Business Strategy: A Meta-model of Strategy Maps and Balance Scorecards. In: 5th IEEE International Conference on Research Challenges in Information Science (RCIS2011) (2011)
(Lucena et al., 2008) Lucena, M., Santos, E., Silva, C., Alencar, F., Silva, M.J., Castro, J.: Towards a unified metamodel for i*. In: 2nd International Conference on Research Challenges in Information Science (RCIS 2008), pp.237–246 (2008)
(Ahn, 2001) Ahn, H.: Applying the Balanced Scorecard Concept: An Experience Report. Long Range Planning, vol. 34, pp. 441-461 (2001)
References