Advances in Enterprise Engineering II

1. Front Matter

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2. A Holistic Software Engineering Method for Service-Oriented Application Landscape Development

   • Andrea Baumann, Gregor Engels, Alexander Hofmann, Stefan Sauer, Johannes Willkomm

   Pages 1-17

3. Empowering Full Scale Straight Through Processing with BPM

   • Eric D. Schabell, Stijn Hoppenbrouwers

   Pages 18-33

4. Progressing an Organizational Approach to BPM: Integrating Experience from Industry and Research

   • Tonia de Bruin, Gaby Doebeli

   Pages 34-49

5. Collaborative Enterprise Modeling

   • Joseph Barjis, Gwendolyn L. Kolfschoten, Alexander Verbraeck

   Pages 50-62

6. Assessing the Efficiency of the Enterprise Architecture Function

   • Bas van der Raadt, Hans van Vliet

   Pages 63-83

7. Business Value of Solution Architecture

   • Raymond Slot, Guido Dedene, Rik Maes

   Pages 84-108

8. Quality Enhancement in Creating Enterprise Architecture: Relevance of Academic Models in Practice

   • Agnes Nakakawa, Patrick van Bommel, H. A. Erik Proper

   Pages 109-133

9. Architecture-Driven Requirements Engineering

   • Wilco Engelsman, Henk Jonkers, Henry M. Franken, Maria-Eugenia Iacob

   Pages 134-154

10. Informed Governance of Enterprise Transformations

    • Frank Harmsen, H. A. Erik Proper, Nicolette Kok

    Pages 155-180

11. Strategy and Architecture – Reconciling Worldviews

    • Bas van Gils

    Pages 181-196

12. Measuring the Risks of Outsourcing: Experiences from Industry

    • Michiel Borgers, Frank Harmsen, Linda Langheld

    Pages 197-209

13. Back Matter

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the virtually unlimited possibilities of modern information and communication technology. Future enterprises will therefore have to operate in an ever more dynamic and global environment. They need to be more agile, more adaptive, and more transparent. In addition, they will be held more publicly accountable for every e?ect they produce. These challenges are traditionally addressed by black-box thinking-based knowledge, i.e., knowledge concerning the function and the behavior of ent- prises, as contained in the organizational sciences. Such knowledge is su?cient, and perfectly adequate, for managing an enterprise (within the range of c- trol). However, it is de?nitely inadequate for changing an enterprise. In order to bring about changes, white-box-based knowledge is needed, i.e., knowledge concerning the construction and the operation of enterprises. Developing and applying such knowledge requires no less than a paradigm shift in our thi- ing about enterprises, since the organizational sciences are dominantly oriented toward organizational behavior, based on black-box thinking.

• Enterprise Architecture
• IT governance
• business
• business process
• business process management
• management
• process management

• Capgemini and Radboud University Nijmegen, Nijmegen, The Netherlands

  Erik Proper

• Capgemini and University of Maastricht, Maastricht, The Netherlands

  Frank Harmsen

• Delft University of Technology, Delft, The Netherlands

  Jan L. G. Dietz

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