An Intentional Perspective on Enterprise Modeling - Intentional Perspectives on Information Systems Engineering - page 222

5.1 Input Models and Documentation
In most cases there are some pre-existing documents and even models of different
kinds that should be taken into account when planning for an EM effort. It is advis-
able to show the stakeholders that these are taken into account because this can
support the modeling effort by decreasing the stakeholders' need to be overly pro-
tective of their respective pet issues. For the modelers these documents and models
can shorten the time necessary to get acquainted with the organization and its needs
and to help preparing for modeling. Also, the documents and models can shorten
the time needed to achieve the desired results since the work does not have to start
from scratch. However, the modelers should verify that the documents and models
used are up to date and that their use has been approved by the appropriate decision
makers.
Develop vision and strategies. In the process of developing vision and strategies
all kinds of pre-existing documentation is valuable as input. It is the responsibil-
ity of the modelers to carefully select which documentation that can support the
modeling process. Sometimes this documentation exists within the organization but
sometimes input to the creative process of defining visions and strategies can come
from other organizations as well.
Design/re-design the business. One important input to support this goal is exist-
ing models and documents that define visions and strategies. If no such input exists,
steps should be taken to define visions and strategies before attempting to design
the future. In the EKD method parallel development of business processes and their
related goals can be carried out.
Develop IS. In order to effectively develop an information system that supports
business processes and strategies it is of utmost importance that development is
based on models that specify which business processes that are to be supported
as well as why and how Enterprise Models can be used to ensure that explicit
requirements on an IS are well argued [ 22] and to review requirements specifica-
tions [ 21] .
Ensure acceptance for business decisions. Enterprise Models can, and are, used
when describing the arguments for and the effects of business decisions after they
have been done. Also, in the process of making decisions enterprise models serve
the purpose of documenting decisions and their arguments in a graphical form. This
is more effective than taking traditional textual notes, since the notes are visible,
throughout the decision-making process, to all stakeholders involved. Experience
has shown that this way of working fosters a constructive discussion climate.
Maintain and share knowledge about the business. All kinds of models that have
been reviewed and approved have the potential to serve as carriers of knowledge
about how the business works and how it is intended to work in the future and why.
This is why they can be made accessible to the organization after they have been
properly “pruned” to fit their intended audiences. Sometimes the models themselves
are too complicated. In this case the models can serve as the basis on which simpler
descriptions are created. It is important, however, to always make sure in this case
that changes to the original models are correctly reflected in the simple descriptions.