際際滷

際際滷Share a Scribd company logo

Modeling Strategy Maps & Balanced Scorecards using i*

Download as PPT, PDF
C僚tant溜no Giannoulis
C僚tant溜no Giannoulis

The document discusses mapping concepts between Strategy Maps & Balanced Scorecards (SMBSC) and the i* framework. It provides background on SMBSC and i*, describes existing meta-models for each, and proposes specific mappings between corresponding concepts. It also presents a case study application and discusses opportunities and limitations of the mappings. Future work is identified to evaluate the mappings on additional cases and relate SMBSC to other business strategy formulations.

1 of 20
Downloaded 55 times
Modeling Strategy Maps & Balanced Scorecards using i* Constantinos Giannoulis Jelena Zdravkovic
Overview Scope of Work & Motivation Background Mappings Case Scenario Discussion Future work
Scope of Work & Motivation Business-IT alignment: Understanding gap Business Strategy unknown to IT Traceability of strategy to IT; changes? Unified Business Strategy Meta-model (UBSMM) 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* i*/Trento i*/Yu Background: The i* unified Meta-model (Lucena et al., 2008)
Mappings SMBSC i* Strategy Map SD, SR Group Perspective Group Type Actor Goal Goal Soft-goal Objective Goal Measure - Milestone Goal Target Goal Initiative Task Plan Resource 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 [email_address] http://constantinos.blogs.dsv.su.se / Jelena Zdravkovic [email_address] 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.237246 (2008) (Ahn, 2001) Ahn, H.: Applying the Balanced Scorecard Concept: An Experience Report. Long Range Planning, vol. 34, pp. 441-461 (2001) References

More Related Content

Modeling Strategy Maps & Balanced Scorecards using i*

  • 1. Modeling Strategy Maps & Balanced Scorecards using i* Constantinos Giannoulis Jelena Zdravkovic
  • 2. Overview Scope of Work & Motivation Background Mappings Case Scenario Discussion Future work
  • 3. Scope of Work & Motivation Business-IT alignment: Understanding gap Business Strategy unknown to IT Traceability of strategy to IT; changes? Unified Business Strategy Meta-model (UBSMM) Formalize and Unify business strategy formulations Complement existing alignment methods on the strategy side Allow mappings between Strategy and Enteprise models
  • 4. Background Strategy Maps & Balanced Scorecards (SMBSC) Models business strategy Addresses goals across one organization i* Primarily used within RE Addresses goals of actors
  • 6. 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
  • 7. Background: The SMBSC Meta-model (Giannoulis et al., 2011)
  • 8. 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
  • 9. Background: The i* unified Meta-model (Lucena et al., 2008)
  • 10. Includes all elements of i* Captures two variants of i* i*/Trento i*/Yu Background: The i* unified Meta-model (Lucena et al., 2008)
  • 11. Mappings SMBSC i* Strategy Map SD, SR Group Perspective Group Type Actor Goal Goal Soft-goal Objective Goal Measure - Milestone Goal Target Goal Initiative Task Plan Resource Theme Critical Dependencies
  • 12. Case Scenario: ABB Industrie, PF Unit (Ahn, 2001)
  • 13. Case Scenario: The SD model
  • 14. Case Scenario: The SR model
  • 15. Case Scenario: ABB Industrie, PF Unit
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. Constantinos Giannoulis [email_address] http://constantinos.blogs.dsv.su.se / Jelena Zdravkovic [email_address] http://jelena.blogs.dsv.su.se/ Questions?
  • 20. (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.237246 (2008) (Ahn, 2001) Ahn, H.: Applying the Balanced Scorecard Concept: An Experience Report. Long Range Planning, vol. 34, pp. 441-461 (2001) References

Editor's Notes

  • #3: [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
  • #7: Strategy Maps and Balanced Scorecards (why?) A mediator between Mission, core values, Vision and Strategy to concrete operational actions using a a visual representation (template) [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
  • #9: [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
  • #11: [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
  • #19: [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
  • #20: [Title of the course] Nov 16, 2011 Copyright 息 2004-2005 NameOfTheOrganization. All rights reserved.
AboutCopyright
息 2025 際際滷