coupli ng of demo and aris

Coupling of DEMO and ARIS

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Coupling of DEMO and ARIS Based on theoretical ground

Ashna Rajaram


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Master Thesis report

Thesis project

Coupling of DEMO and ARIS Based on theoretical ground

September 2008

Supervisors:

Prof. dr. ir. Jan L. G. Dietz

Academic, University of Technology, Delft

Drs. M.H.L.M. Lemmen

Process manager Primary Processes, BPS (Beheerorganisatie

Processen en Systemen), Rijkswaterstaat Corporate Dienst,

Utrecht

Prof. drs. dr. L. J. M. Rothkrantz

Mathematics and Computer Science Man-Machine Interaction

Group, University of Technology Electrical Engineering,

Delft

Dr.ir. J. van den Berg

Faculty of Technology, Policy and management

Policy Analysis Group, University of Technology

Electrical Engineering, Delft

Executor:

A. Rajaram

Student, Electrical Engineering, Mathematics and Computer

Science University of Technology, Delft

Computer Science Research Group Department of software technology Faculty EEMCS, Delft University of Technology Delft, The Netherlands URL: www.ewi.tudelft.nl

Rijkswaterstaat Corporate Dienst Rijkswaterstaat Corporate Dienst

Kantorengebouw Westraven

Griffioenlaan 2

3526 LA Utrecht URL: www.rws.nl


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Preamble

This paper is written as the last assignment of the

information architecture master phase at the Technical

University of Delft. Computer Science is taught at the

technical University of Delft and Information

Architecture is a variant of this program. Information

Architecture draws attention to the internal as well as

to the external information streams in organizations.

Which information is needed to act appropriately in given

situations; making of blueprints before constructing the

idea (think it through before acting). As a member of the

Information Architecture group, one has to perform a

thesis project at the university, either internally or

externally, to gain a master’s degree at the TUDelft.

The thesis project is carried out at the Corporate Dienst1

of RWS, in Utrecht and the subject of the report is about

the essential structuring of organizations. As a result,

two methodologies are researched and the main focus of

this thesis research is to create integration between

these two. The ARIS [7] methodology, which is being used

at the central division (CD) of RWS, is a description

about the whereabouts of the organization and its

systems. The descriptive method of the Corporate Dienst

of RWS is the EPC-tool of the ARIS methodology. The DEMO

methodology is developed at the Technical University in

Delft, and the idea is to integrate the EPC-tool with the

DEMO methodology on a theoretical ground in this thesis

report.

Large organizations are getting more and more complicated

nowadays. These complications keep on aggravating and

increasing in future. Managers considered on using

methodologies or tools to structure the organization as

an attempt to maintain its lead and manage its

complexity. There are many methodologies available on the

market, but only some are accurate enough to benefit

from. A research about the ARIS and the DEMO methodology

is performed and hereby stating the deficiencies and the

advantages of both. The main aim of this study is to

provide cooperation between these two methodologies in a

way to qualify the organization and gain benefits from

its utilization.

1 www.rws.nl


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The Corporate Dienst provided an excellent context to

test the captured proposition of the theory in the

particular area of study.

Many persons provided me help towards performing this

case study at the RWS. I would like to thank my

supervisors, Prof. Dietz and Drs. Lemmen, for being

understanding persons, for the fine conversations being

and for giving me proper feedback on the papers I wrote.

Also I would like to thank many employees of the

Corporate Dienst, who were very helpful towards the

research.

Prof. Dietz as well as drs. Lemmen provided many comments

on previous versions of this paper; these comments have

all found their ways into this paper.

I would like to acknowledge the kindness of dr. Op ‘t

Land who helped me to gain this thesis assignment at the

Corporate Dienst. He helped me with little comments,

pointers and encouragements that helped me to understand

the features of DEMO more appropriately. I have often

looked at his work at the RWS during the thesis project.

Two more supervisors were needed for the fulfilment of

the master thesis project. Therefore I thank Dr.ir. J.

van den Berg and Prof. drs. dr. L. J. M. Rothkrantz for

their support and kindness in becoming members in my

master thesis commission.

Student #: 1072080

A. Rajaram

Computer Science, Information Architecture

September 2008


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Abstract

Cooperation is a form of communication between involved

parties (organizations). Previous researches already

indicated that organizations are encountering several

problems regarding communication. There are more than

enough supporting methods and management tools to remedy

these problems. These supporting methods can however only

cope with a part of the problems. Therefore measures need

to be taken to remove the rest of the problems. The

solution could be searched in the description

methodologies, which are being used in organizations.

This report will state the DEMO and the ARIS methodology.

In performing the thesis, I made use of literature as

well as interviews with several people, who have

practiced and expert knowledge about the subject. The

SWOT [33] analysis is resulted from this research.

Although ARIS provide a large amount of tools, in reality

only a short amount of these tools are used. The focus is

merely on developing the process after formulating the

organization’s specifications of the requirements. In the

literature the problems are more focused on the solving

of problems and supporting the deficiencies of the

method. Contrary to this, the interviews brought

attention to important considerations and goals of the

organization. The goals determine whether the methodology

will be used as a remedy to structure the requirements

and help to develop processes, or as a support to

guarantee the quality. The basic steps of the

methodologies that allow business analysts to produce

detailed, formal specifications of business processes

from high-level enterprise objectives are also outlined

in the paper.

In summary, the original contributions of this paper are

the following.

A formal approach to enterprise and business process

modeling is presented. The basic steps of a methodology,

which can be used by an enterprise for analyzing and

redesigning an existing business process, or developing a

new one, are sketched. The methodology starts with the

objectives of the enterprise and produces a detailed

formal specification of a business process, which

achieves these objectives. The formal specification is

developed as a set of sub models that capture the

business process from various viewpoints. Corporate

Dienst makes use of the EPC tool of ARIS to describe the

processes of RWS. ARIS however is not sufficient enough


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to describe the organization in was clear way and with a

apparent structure. The management board of CD voiced

their need for more understanding and therefore clearer

overview.

The methodology being used needs to supported by another

methodology, in such a way by fulfilling the deficiencies

of ARIS. The DEMO methodology is already being used in

great of DID2, anot division of RWS. This methodology

claims to provide a solid and stable overview of the

entire organization on the highest level. These two

methodologies need to be combined and this is the

starting point of the research project. Af first both

methodologies have to be examined.

CD and DID can cooperate smoothly with each other, after

a clear overview and a vast coupling is generated of the

methodologies. However this remains to be seen.

2 Data and ICT Dienst, this division is responsible for the data

provision and the support of systems through the entire

organizations.


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Paper outline

PREAMBLE.................................................................................................. 3

ABSTRACT.................................................................................................. 5

PAPER OUTLINE .......................................................................................... 7

1 INTRODUCTION.................................................................................... 8

1.1 THE AIM OF THE RESEARCH ................................................................... 9

1.2 THEORETICAL GROUND ...................................................................... 11

1.3 PROBLEM DEFINITION AND QUESTIONS.................................................... 12

1.4 RESEARCH HIERARCHY....................................................................... 14

1.5 CAUSE FOR THE RESEARCH.................................................................. 15

2 CONTEXT OF THE RESEARCH ............................................................... 18

2.1 EVENTDRIVEN PROCESS CHAIN (EPC) IN THE ARIS PLATFORM ...................... 24

2.2 THE ENTERPRISE ARCHITECTURE FRAMEWORK OF RWS................................ 27

3 ARIS, RWS ........................................................................................ 29

3.1 THE EPC MODEL OF IM ..................................................................... 29

4 DEMO, TUDELFT ................................................................................. 42

4.1 INTRODUCTION ............................................................................... 42

4.2 THE APPLICABILITY OF DEMO.............................................................. 42

4.3 THE CONSTRUCTION MODEL OF INCIDENT MANAGEMENT ............................... 45

5 SWOT: EPC AND CM ........................................................................... 49

5.1 CONSTRUCTION MODEL OF IM.............................................................. 49

5.2 THE EPC MODEL OF IM ..................................................................... 51

5.3 A SUGGESTIVE SOLUTION ................................................................... 52

5.4 A SHORT EXAMPLE ........................................................................... 58

6 CONCLUSION & FURTHER RESEARCH.................................................... 59

LITERATURE ............................................................................................. 63


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1 Introduction

More and more companies nowadays are stating the

necessity for well-suited methodologies to describe their

organizations. The necessity is resulted from the fact

that the current describing methodology of the

organization is not providing satisfactory and sufficient

outcome. This problem is already being addressed in

several companies and there is need for solutions.

The master program focuses on organizations in any form

and discusses the reasons of its complexity. An

organization for instance is complex if it has many

involved parties, many product demands, many

applications, etc. Several relations thus highlight it.

These are important issues that need to be addressed and

handled. There are different ways to provide solutions to

simplify the complexity. Describing methodologies should

provide vast descriptions of the organization. The

company must be able to rely and support on these

descriptions whenever needed.

Many methodologies are theoretically well described, but

are not providing enough success and satisfaction in

organizations in real time. There is need of (a)

methodology (ies) that can cover the entire demand of the

organization on a qualified level.

The remaining part of this paper is structured as

follows.

Chapter 1 contains the aim of the research as well as the

problem definition is also given here.

The context of the research is given in chapter 2. A

testcase is used to throw light on the EPC tool of ARIS.

The chosen testcase is Incident Management (IM), which is

outlined in chapter 3.

A short description as well as the applicability of the

DEMO methodology is given in chapter 4.

Both the models of IM are compared through the SWOT in

chapter 5. The conclusion of the research is given in

chapter 6. This last chapter also provides some ideas for

further research. The research also sketches the basic

steps of the methodologies.


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1.1 The aim of the research

This chapter will elaborate on the subject of the thesis

project. Research will be performed about DEMO and ARIS

(EPC), which are methodologies for describing the

organization of enterprises. EPC models are obtained

through the ARIS methodology and the EPC construction

guidelines.

The strengths and the weaknesses as well as the different

characteristics of these methodologies are captured

through a SWOT [33] analysis. The ultimate aim of this

thesis project is to create a junction between the two

methodologies. There can be a better communication and

with that a better cooperation and collaboration within

the organization with the two merged methodologies.

A short example of Rijkswaterstaat will be given to

illustrate the theory in practice since the thesis

project is being performed at a division of

Rijkswaterstaat. A section of the traffic management of

the main highways3 (Verkeersmanagement Hoofdwegennet,

VMHWN) will be modelled as an illustration in the thesis

project. VMHWN is a large essential process of RWS and is

therefore divided in 6 logical divisions:

1. Control (“sturing”) of VMHWN

2. Preparing & management of VMHWN

3. Normal circumstances (NC)

4. Exceptional circumstances (EC)

5. Crisis management

6. Journey & directing information

VMHWN is divided in the first place to provide a clear

overview of the entire process and to increase the

quality of the process outcome. If for instance a problem

occurs on the main road, it should be solved with the

suitable department and according to the guidelines of

that department. The Control part of VMHWN is in

hierarchical senses the management of the other parts.

Control is responsible for the realization, quality

management and also the maintenance of the VMHWN.

3 Verkeersmanagent Hoofdwegennet is a primary process of Rijkswaterstaat, which focuses on the management of the main highways

in the Netherlands.


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The highways are being maintained according to a time

limit, but whenever something is broken, it gets repaired

directly.

The preparation & management is the actual execution of

the plans made in the Control part. Measures are taken

according to the circumstances at that moment. These are

the normal and the exceptional circumstances.

An example of a normal situation is the occurrence of the

traffic lights; the driver has to stop, when the light

turns on red.

An example of an exceptional situation is the occurrence

of an accident between two cars on a heavy loaded road on

the highway. This accident will cause traffic jam on the

road, which must be avoided through redirecting of the

remaining traffic.

Whenever an exceptional circumstance is out of proportion

and cannot be managed according to the normal protocol,

ad hoc measures must be taken to solve the risen problem.

Incident Management (IM) is an important section of the

EC. Incident management tries to maintain the previous

situation on the road, before the incident occurred. The

focus of this thesis will be on the incident management

of VMHWN. The main differences between DEMO and ARIS are

given in the research paper through the SWOT. A

conclusion is also given consequently to this SWOT

analysis. The theory of the research paper will be

applied to the IM in a way to throw light on the already

deduced conclusion.

E x c e p t io n a l

c o n te x t

M a n a g e & c o n d u c t a t

e v e n ts

M a n a g e & c o n d u c t a t b a d

w e a th e r

M a n a g e in c id e n ts

S u p p o r t W IU

Figure 1 exceptional context


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1.2 Theoretical ground

A few essential subjects are clarified before the

elaboration of the theme of the paper.

Business processes

A business process can be seen as a collection of related

and logical tasks that have a pre-defined, specific

result. The IT of an organization must change whenever an

organization changes in terms of new products or its

service deliverance. Organizations must have the ability

to change with its fast changing environments.

Business process management

It is important for the accuracy of an organization to

adjust its business and IT with each other. Business

processes decide how an organization operates and must be

well supported by the IT processes (services). Business

Process Management is used for this adjustment. BPM is a

collection of activities with the usage of methods and

software to develop essential business processes. These

essential business processes are being managed and

continuously enhanced. The Business Process Management

Suite (BPMS) is a tool that provides possibilities to

support these activities.

Construction model (CM)

It is possible to describe an organization through

essential transactions with the construction model of

DEMO in an abstract form.

EPC

Eventdriven process chains are regular in ARIS. EPC

displays the activities of processes in a sequence.


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1.3 Problem definition and questions

“Complexity is on the rise and is affecting all sectors.

For many companies, product and service portfolios are

growing explosively, processes and systems are

proliferating, and organizational structures and

processes are becoming convoluted and problematic.“[24]

Johan Aurik, April 2008

The problem of increasing complexity in and out of

organizations needs to be gripped properly and

continuously. The large organization has a large

complexity with its ongoing growth of success. To

understand the organization properly, one has to have

support. Proper understanding provides proper decision

making to avoid unnecessary risks for the continuity and

the revenue of the organization. The problem definition

of the research is towards the increasing complexity of

organizations. How can this complexity be reduced and

coped with? Organizations try to cope with its

copmplexity through the use of methodologies. However the

methodology used at CD, ARIS, proves to be insufficient

to comprise the entire organization of RWS. This is the

reason why the research project is performed in the first

place. The focus of the research project is to create a

formal junction between two methodologies, mainly ARIS

and DEMO.

There are 4 main questions in this research, which will

be answered in this paper. These questions are further

detailed with additional questions that are also

addressed below.

1. Is there added value in the linking together of DEMO

and ARIS for the solving of organizations’ problems

and for the reaching of organizations’ goals? What

are the possibilities for this junction?

� What are the advantages and the disadvantages?

� What are the consequences for the organization?


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2. What is an appropriate way to determine(essential)

business processes?

� Can processes be performed tacitly?

� Is there a method to determine the process?

3. How could one gain insight into the information

architecture of RWS?

� Does the enterprise architecture model of RWS

(EAR) help?

� Is there a better and quicker understanding of

RWS with EAR?

4. Does the test case used for the illustration of the

theory add value towards the end result?

� What are important characteristics of ARIS and

CD?

� Which BPM functionalities are relevant to gain

essential business processes?

� What are the important characteristics of DEMO?

� Should we pay attention to target groups?

These questions will be elaborated in the rest of the

report and answered in the conclusion.


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1.4 Research hierarchy

The next tasks are performed to accomplish the research

goal and questions.

The thesis proposal

The thesis proposal is a short paper that displays the

main problem definition of the research.

The thesis assignment

The thesis assignment is performed as a consequence of

the thesis proposal and is focused on the SWOT analysis

of the DEMO and the ARIS methodology. Relevant literature

is consulted as an addition to the value of the problem

solution.

Model

A theoretical model is formulated to define the solution.

Examination at the Corporate Dienst

The ARIS and the DEMO methodology are examined during the

research project at the Corporate Dienst of RWS. The

methodologies are closely analyzed with the SWOT method

as way to provide a bridge of cooperation between DEMO

and ARIS.

Case study

ARIS is used at the Corporate Dienst and plays an

essential role in BPM. A process of Rijkswaterstaat is

taken to test the research the methods and the conclusion

of the thesis assignment.


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1.5 Cause for the research

Large organizations are suffering whether they should

cooperate and collaborate with other organizations or

not. Cooperation is a concept that is much talked about

and also acknowledged, but difficult for organizations to

cope with. Organizations that are willing to cooperate

with another must initially be examined and mapped

thoroughly [18].

Some forms of cooperation are [16] [17]:

� Merge. The joining of the business organizations

� Take-over. The business organizations are assigned

to another organizations.

� Joint venture. Business organizations make

cooperation associations to work together in order

to undertake an activity.

� Outsourcing. This is the delegation of an activity

towards another organizations that is specialized in

that area.

� Shared service center. Organizations will work

together when the advantages are clearly understood

and acknowledged.

� Strategic alliance. A formal relationship between

organizations is pursued to gain a common goal, but

these organizations remain independent at the same

time.


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Elsevier states the following:

“Cooperation in an organization can be studied

empirically by examining the routine transfers or

exchanges among members of various kinds of resources. We

argue that local regularities in the form of these

transfers and exchanges shape the structure of

cooperation. Using a case study of resource networks in a

corporate law firm, we model the structure of cooperation

in a specific work environment, one that is characterized

by multifunctional and sometimes multidisciplinary work

groups in which status competition is argued to be a

particularly strong motivation driving participation.

Specific statistical tools, p* models, are used to

identify local regularities in the interplay between

exchanges and transfers of three types of social resource

(coworkers' goodwill, advice and friendship). We propose

that these regularities help to provide structural

solutions for the problems of collective participation

and status competition in such organizations.” [25]

It is important to research the organizations

meticulously to have a cooperation that is accurate and

strong. The researcher is obliged to provide a vision of

the risks, advantages and the disadvantages in a proper

report.

Large organizations that consist of many divisions must

cooperate together in order to increase quality and

revenue.

This paper is a vision for the upcoming cooperation of

two divisions of Rijkswaterstaat:

� Corporate Dienst (CD) in Utrecht

� Data & It Dienst (DID) in Delft

The DEMO methodology is also used by DID, Data-ICT-

Dienst, which operates on a national level and is focused

on the area of expertise of data and ICT. This division

of RWS, which also is a national service like CD, is

accountable for the gathering, management and provision

of data, and for the management and development of ICT to

support the processes. [1]

In the past all the divisions of RWS used different

systems to perform the equal activities. The division DID

try to centralize all these systems so that the

activities could be performed on a consistent level.


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The availability of knowledge and expertise should be

broadened throughout the entire organization to

accomplish cooperation.

Corporate Dienst uses ARIS as the describing methodology

of the (business) processes. The DID uses the DEMO

methodology with the Troux tool to describe the

(business) processes. It is essential for the divisions

to work together on a formal level, because it will

increase the quality and the problems can be acknowledged

almost immediately. There is also a better understanding

about the several responsibilities of each organization.

The risk of re-doing certain tasks is greatly reduced.

To link DID with CD and vice versa, one need to focus on

the hypothetical cooperation between the ARIS and the

DEMO methodology.


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2 Context of the research

The Directorate-General for Public Works and Water

Management (Rijkswaterstaat) is an organization that

exists for over 200 years now, founded in 1798.

Rijkswaterstaat (RWS) is highly responsible for the

actual execution of the Dutch Ministry of Transport,

Public Works and Water Management; it builds, manages,

develops and maintains the main national infrastructural

networks; the organization is therefore a very important

service-providing component of the government in the

Netherlands. [4]

RWS attempts to reach the following objectives in the

Netherlands:

� Assurance of safe and unobstructed traffic movement

� Construction, management and maintenance of the main

highways and waterways

� Protection against flooding

� Assurance for a sufficient and qualified water

supply

� Generation of reliable and user-friendly information

With an annual expenditure of approximately 4 billion

Euros, a total amount of employees of nearly 9.5004

people, flood defenses of roughly 300 km, main rivers or

canals of 850/350 km and main highways of 3.000 km, RWS

tries to maintain its objectives [14]. RWS wants to

reduce the number of employees and at the same time tries

to maintain as well improve as the quality deliverance of

the organization.

4 Still growing


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Figure 1 Organization chart RWS5

RWS is a large and complex organization that is

responsible for delivering service to the citizens in the

Netherlands. The management of the organization is

evolving towards a more public oriented manager of the

infrastructure in the Netherlands and aims at becoming a

union in their way of working (divisions have to

cooperate with each other to conclude a project of RWS

successfully). The organization has been trying to

structure the organization by splitting it up into

several divisions.

From the organization chart (figure 1) above the

conclusion can be withdrawn that RWS is differentiated

into many sub organizations that are highly responsible

for a particular area of relevance. The Corporate Dienst

(CD) is a central sub organization in which supporting

tasks of RWS have been accommodated. Furthermore the

Corporate Dienst in Utrecht is divided into several

departments.

CD supports the actual execution of all primary processes

(bedrijfsvoeringsprocessen) within the Bestuur, Staf DG

and RWS services (like CD), by delivering excellent

service for lower cost. Financiele Diensten, a shared

service unit of CD, has a department called BPS.

5 www.rws.nl


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BPS (Beheerorganisatie processen en systemen), a central

section of the Corporate Dienst, is responsible for

simplifying, uniformizing and standardizing of all

processes and systems of all divisions of RWS. The

processes of RWS can be characterized in 3 main

processes:

� Supportive

� Operational or Primary

� Strategic

BPS aims at providing effective and efficient processes

application and systems towards the users of RWS by

supporting the daily use of the system and extracting

quality improvements of the processes and systems.

UPP, Uniform Primary Processes, a cluster within BPS,

describes the primary processes as a way of adapting a

uniform way of working in the organization of RWS.

Primary processes are lined up across the customers and

the main activities of RWS are accomplished through these

processes. The existence of RWS is based on the primary

processes. Furthermore, the physical products or services

are the actual products of RWS; these products are

achieved through the primary processes.

These are:

� Network management6

� Realization public works (still in the make)

� Traffic management highways

� Traffic management waterways

� Water management

� Maintenance public works

� Policy development and facilitation

� Licensing and enforcement 7The primary processes are extracted from and closely

related to the three main networks of RWS (the main

highways system, the main waterway system and the main

water system).

6 Still under construction 7 The primary processes are extracted from the main networks.


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Figure 2. Primary processes of RWS

UPP was a project within the BPS for uniformizing the

primary processes, but at a certain point during the

project it was decided to include UPP into BPS.

UPP guarantees the following:

� UPP provide a basis for the organization; there is

more insight into the several responsibilities and

created products.

� UPP helps to make Rijkswaterstaat more recognizable

for the customer/citizen; there is more visibility.

� UPP facilitates the way of working.

� UPP is open-minded for the employee’s

professionalism and initiative, within conditions of

the organization.

� UPP supports Rijkswaterstaat in their goal to be a

learning and an adapting organization.


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Figure 3 RWS function chart

The function (behavior) of RWS is displayed in the chart

above. On the highest level the management team (DT-RWS)

is responsible for managing RWS, so that the organization

can meet the need of its users. DT-RWS consists of the

DG RWS (directorate general) as well as the regional HID

(Head engineer director) and the Raadgevend DT (advisory

direction team).

Generally the Bureau DG consists of the communication and

strategy towards the management of RWS. Communication and

strategy are main foundations for assuring the corporate

communication and strategy, for continuity and quality

increase of RWS.

The department Control & Toezicht (C&T) is mainly engaged

in the process of independent control. C&T focus on

establishment and monitoring of business management, the

budget management and the management cycles by monitoring

the performance through control and audit. This

particular department maintains 3 main tasks namely:

� Strategy & Development

� Management Control

� Risk management & Control

RWS is the national traffic manager, who prioritizes and

directs the primary processes through the fact and vision

on the capacity and development of the networks

(Netwerken). Netwerken (dry and wet) supports the

management team (Bestuur) with the management and

development of the networks in the Netherlands.


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The Produktie (production) unit supports the management

team with the construction, management, maintenance and

the monitoring of the performance of the primary

production of the networks of RWS.

Inkoop (purchase) is on the fully dependant on the

market-state and responds to the practical fulfillment of

the public interests.

Human Resource Management (HRM) is the unit that

primarily strives to gain quantity and quality of the

personnel of RWS. Consequently RWS can function in a

proper way in order to realize it goals set.

Information forms the knot between projects, primary

processes and business management. The department I&R

(Information & Report) provide strategic advising on

information provision on RWS as well as for ICT. I&R

performs 3 main tasks:

� Information provision towards business management

� Information provision towards the networks of RWS

� Management advising about information and ICT

The C&T, Netwerken, Produktie, Inkoop, HRM, I&R are the

components of the RWS staff.

Due to the extent of the organization of RWS, it is clear

that there is need for structure and guidance to conduct

its operation.

The construction is developed according to the enterprise

architecture framework of RWS, EAR.


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2.1 Eventdriven Process Chain (EPC) in the ARIS

platform

Currently the Corporate Dienst (CD) in Utrecht makes use

of the ARIS platform in their organization. The primary

processes of Rijkswaterstaat are described and registered

in ARIS, through UPP. The ARIS methodology that stands

for architecture of integrated information systems,

offers many functionalities for describing organizations

and their applications. [7]

More purposes of ARIS are:

� Centralized storage and management of processes,

system landscape and the structure of an

organization (Rijkswaterstaat).

� Communication through processes and information

towards all employees; making this available.

� Centralized storage for all relevant documentation

with respect to processes.

� Support of ERP (Enterprise Resource Planning). BPS, department for the management of processes and

systems ensures that generic and specific processes are

modeled with EPC, which is a tool to model all processes

of RWS, in order to be managed and consulted. The

dependency and relevance of ARIS is very high, because

the uniformizing of the primary processes has been

centrally stored in ARIS, while the information on

decentralized levels has been removed. The supporting

services of Rijkswaterstaat are well supported by ARIS in

EPC (eventdriven process chains), which are sequences of

the supporting processes.

The CD mainly focuses its attention towards the business

area of RWS, in particular at the service provision

(dienstverlening).


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RWS is a constantly changing area and it is important

that the changing doesn’t influence the forthcoming

results of the department.

Prof. Scheer, founder of IDS Scheer, which is market

leader software, solutions and services for Business

Process Management for organizations and government

agencies around the world, has designed ARIS. The

structure of organizations as well as the procedure

structure can be modeled and documented with the ARIS

concept, with the model types available within.

The processes in Rijkswaterstaat can be subdivided and

placed in 6 layers according to ARIS:

� Organization environment

� Process-areas

� Main processes

� Process clusters

� Processes

� Detail information per activity The organization gets described in the first layer; there

is a clear disjunction between the primary and the

supporting processes. The different primary and

supporting processes of the several departments of the

organizations are being detailed; the context parts are

being detailed in the second layer. On the third layer,

every main process for every process-area is being

registered. The main processes are divided into detail

processes and are chronologically described in layer 4

and 5. The modeling-concept from layer 1 till 5 is

considered “lean and mean”. Important details for actual

use of processes are concentrated in layer 6, the

Function Allocation Diagrams (FAD’s). In the last level

all the relationships between objects and each activity

is displayed.

IDS-Scheer claims that through the usage of ARIS, all

processes within an organization can be controlled. In

addition the methodology provides the following

advantages [12]:

� Clear and graphical representation of complex

processes and interactions across the boundaries of

the organization

� Supports the quality and the cost of organizations

� Competitive advantages resulted from continuous

improvement and cost control.


26

ARIS platform is the tool for managing (business)

processes, such as operational processes and the affected

target groups in the organization/company are supported

through ARIS.

Organizations are able to cope with the continuous

changes throughout the whole lifecycle of the processes,

through the usage of ARIS. IDS Scheer created AVE (ARIS

Value Engineering) together with the experience gained

from former diversified projects in different areas and

the best practices with the ARIS platform. AVE is

transparent because it can be used across a wide range of

areas and this transparency guarantees fast growth of

knowledge and also reduces uncertainty in the planning.

The former experiences reduce project risk and allow

rapid, low-cost implementation of customized solutions,

enabling a faster return on investment (ROI) according to

IDS Scheer. Because RWS is a vast customer of IDS Scheer,

this constant quality control is an excellent way of

emphasizing the added value of the platform [10][12].


27

2.2 The Enterprise Architecture Framework of RWS

Architecture is mainly focused on the business and IT

areas of organizations. These organizations are highly

complex. Architecture frameworks have been developed in

the previous decennia to be able to maintain the

complexity of these organizations. An architectural

framework has a clear and essential part in the important

subjects that are to be discussed in the organizations.

The framework can be seen as a classification of the

several important information areas of the organizations.

The applicability is not dependant on the hierarchy of

the framework; the outcome is simply dependant of the

subject statement.

The framework being used in RWS is called EAR, Enterprise

Architecture Rijkswaterstaat. EAR can be seen as a united

and consistent collection of principles, starting points,

rules, guidelines and standards. It is a mayor remedy for

strategic management and changes, due to the fact that

the conditions of the organizations regarding the

information supply, the information systems and the

technical infrastructure are described here. The

framework has the main objective to provide a junction

between business and IT, so that the efficiency and the

effectiveness of RWS can be enhanced.

The architecture principles (principes) consisting of

goals, strategies, management and trends, tend to conduct

the enterprise architecture towards a more managerial

scope.

These principles are a consequence of the vision and the

strategy of RWS and ICT (why –question). The products and

services, which are resulted from the processes of RWS,

are located in the business architecture and are

described in a DVL (“Dienstverleningsmodel”). These

principles decide how to realize the ICT projects. The

editing and the managing of EAR are concentrated on the

“what” question. The functionality, the technical

assertions and the security inputs are to be found in

this layer. The “with what” question is application

oriented; with what will the realization be a fact. Every

project has period of time to conclude; this is comprised

in the “when” question.


28

The team of EAR contains architects, who are involved in

different projects of RWS. The knowledge gained from each

project is gathered and used to support the upcoming

projects. Therefore the enterprise architecture is

constantly augmenting and enhancing.

Figure 4 displays the framework of RWS. The framework

consists of boxes that cover elements that are closely

related to each other.

The organization of RWS can be placed in the boxes

according to the close relationships of its elements.

Figure 4 Enterprise Architecture Rijkswaterstaat (EAR)

Processes of RWS can be placed in an area, either in a

box or on an edge.

The traffic management of the Hoofdwegennet is embedded

in the “wat” area of the framework, “Dienstverlening”.

Dienstverlening is the area that is mainly responsible

for the delivering of services.

However the system boundaries are merely conceptions and

not anchored in the organizations. Actors can lie within

the RWS boundary or can be external. Incident management

is a topic that will be addressed in this report and lies

in the same box as the management of the Hoofdwegennet.IM

will be explained in the upcoming chapters and its

relationship with the goals of RWS.


29

3 ARIS, RWS

3.1 The EPC model of IM

Incident Management is a large area that can be used in

almost every context. The focus of this paper is on the

incident management of the VMHWN. There are 2 parts of IM

on the main highways:

� An infrastructural incident (this is the malfunction

of the infrastructure; road is broken, traffic-light

malfunction etc.)

� A traffic incident (this is an actual accident on

the road) There is less organization needed concerning an

infrastructural incident, because not every helping

service needs to be contacted. When a simple crash

barrier needs to be restored, there is need of a

contractor to do so. However if for instance a certain

complication has originated on a main road, it must be

removed as soon as possible for the total usefulness of

the road. There are many parties involved in this

situation. Both types of incidents are merged together,

whenever an infrastructural incident causes a traffic

incident. The following tasks of IM are mainly focused on

both types of incidents.

The construction model of IM is divided in seven main

tasks:

� Monitoring the incident location

� Taking of safety measures (whenever an exceptional

situation occurs)

� Supporting emergency services (ambulances, police

etc.)

� Adjusting DVM8 (dynamic traffic management) measures

� Traffic diversion (the remaining traffic is being

redirected). Adjusting the flow of the traffic

(“doorstroming”). *

� Put away and clean up

� Adjourn measures

8 Dynamisch verkeersmanagement


30

These seven steps are carefully followed to solve the

problem of a traffic incident at the road. The traffic

image is being monitored before these tasks can be

performed.

The actor roles that execute these tasks are mainly the:

� Road Traffic Leader (“wegverkeersleider”, WVL)

� Road Inspector (“weginspecteur”, WIS) The first step of the entire solving is the receipt of an

incident at the WVL. The rest of the actor roles (GHOR,

Police)9 are performed through extern actor roles, they do

not belong to this process. But the importance of these

actor roles will be described in relation to IM of the

VMHWN. These external actors will be called the IM-

partners of the process. WIS has the responsibility to

execute the first task, namely taking safety measures.

This process should be adjusted with the WVL and the

Police however.

The safety of the actors must be guaranteed before they

can execute any taken measure whenever the incident

(exceptional) occurs. This is the first and most

important measure that must be taken before the other

tasks can be performed. The entire incident location is

therefore monitored and observed. The police have 2 processes to perform:

� The area of the incident is demarcated

� And the traffic must also be circulated in order to

guarantee continuance and safety for the road users. The size of the incident location is constantly guarded

to prevent RWS employees to enter. All these tasks are

performed according to the direction rules, stored in

documents of RWS (“criteria OvD-RWS”10).

The remaining tasks (adjust the traffic flow, traffic

diversion, put away and repair, restore and clean up) are

done in adjustments with these actions (safety measures,

traffic circulation). When all the safety measures are

taken, the other executing (supporting) processes can be

started.

9 Gemeenschappelijke hulporganisaties (ambulance, police, fire

brigade etc) 10 opschalingcriteria Officier van Dienst (OvD),

veiligheidsmaatregelen (6V’s): veiligheidskleding, verkeersregels,

vrije ruimte, voertuig als buffer, verkeerssignalering, vrijhouden

aan – en afvoerroute.


31

Emergency services are required at the location, whenever

an incident occurs on the road. It is essential to guide

these emergency services as good as possible, to complete

the solving process of the incident.

The WIS has the responsibility to adjust the flow of the

traffic, and this task is closely adjusted with the

police process, traffic circulation, to increase the

traffic flow as good as possible (traffic jams must be

avoided).

Special care must be given to the cooperation of the WVL

with the contractors that must be hired according to the

calamity.

The placing of screens for instance, so that the location

can be viewed clearly is a way to increase the traffic

flow on the incident road. The process “adjust the flow

of the traffic” should be in tune with the “hiring of

contractors” according to the incident and also with the

“traffic circulation” tasks.

DVM measures are carefully exploited ad hoc solutions for

incident management and these measures are adjusted

whenever all the previous tasks are already done.

The executing task (traffic diversion) is an instruction

given by the WVL to the WIS to take measures to perform

the task. Incident Management is an area, which is

closely researched and experts are always trying to

contemplate about of all kinds of incidents to provide

solution schemes accordingly. These experts are well

known (scenario’s) with the different consequences of

incidents and can evaluate what measure can be taken to

what incident on the road. “Werk In Uitvoering” (WIU) is

a task that could be postponed in order to help the

execution of the “traffic diversion” on the diversion

route. The process “traffic diversion” is executed

according to the decisions made by the WVL. WIS has to

adjust its responsibility with WVL, contractors and the

Police to normalize the traffic situation. Other tasks

that must be taken into account in this executing process

are:

� Traffic circulation

� Hiring of contractors according to the calamity

� Supporting WIU


32

“Put away and repair” is a process that is done according

to the notification of the incident to CMI/CMV11 or STI12

(trucks). Incident about light vehicles (cars etc.) are

notified to CMI/CMV and heavy vehicle notifications are

given to STI. If the traffic emergency room

(verkeerscentrale, VC) knows about the incident

beforehand, this is being forwarded to CMI/CMV or STI.

A stocker (“berger”) is appointed to the incident

location together with the WIS after the observation of

the situation. After making an inventory of the possible

placing of the materials, WIS adjusts with STI which

measures must be taken to guarantee maximum traffic flow.

There are three kinds of methods to stock the materials

after the work has been executed:

� Normal pace, there is no damage

� Accelerated pace, there is extra damage to the

vehicle

� Postponed stocking, right after the peak hour

WIS is responsible for the stocking and repairing of the

incident and is executing this process. Other involved

parties are WVL, stocker and the fire brigade when more

help is necessary. An employee at STI has a consultative

role at the socking of the vehicles and their freight

with regard to objectives of the insurers.

The process “Put away and repair” has to cooperate with

the following (external) processes:

� Protocol of notification

� Methodologies for stocking

� STI agreements

The last but not the least process is to restore and

clean up the disorder. The VC gets a notification of

damage of for instance the road (public property).

According to this notification, help is necessary of

contractors. Essential materials and enough workmen are

acquired to perform the chosen methodology, in such a way

that there is as less as possible traffic hindrance on

the incident location. WIS who is responsible is

performing this process of restoring and cleaning up. An

important cooperation partner of this actor role is WVL.

11 Coordinating 12 Salvation Transport Incidents


33

This process is should work together with the following

processes:

� Traffic diversion (“doorstroming van het verkeer”)

� Supporting WIU

The OvD will have a coordinating role and guide WIS to

perform the tasks whenever the criteria of the OvD are

apt.

The following figure displays IM in the EPC description

form.


34

EPC of Incident Management:

D e t e r m i n e d r e f . v a l u e s

M o n i t o r i n c i d e n t l o c a t i o n

T a k e s a f e t y

m e a s u r e s

S u p p o r t e m e r g e n c y

s e r v i c e s

A d j u s t D V M -

m e a s u r e s

V

L o c a l D V M

a d j u s t e d

R e g i o n a l D V M

a d j u s t e d

E x t e n d e d

r e g i o n a l D V M a d j u s t e d

D i v e r t / r e d i r e c t D i v e r t / r e d i r e c t D i v e r t / r e d i r e c t

T r a f f i c d i v e r t e d



V

P u t a w a y & c l e a n u p

A d j o u r n m e a s u r e s

S h i f t j o u r n a l

d r a f t e d

Figure 5 Incident Management according to EPC


35

The yellow boxes display an actor role and the gray boxes

an “or”. Two actor roles are considered in this activity

and at the end of each activity there is the beginning of

the next activity. The figure carefully displays the

responsibilities of each relevant actor role. Every

activity that is displayed under a yellow box is

considered done by that actor role. The green boxes are

the activities and the red boxes display the input for

(outcome = income) of the activities.

The essential activities are illustrated with another EPC

model with the relevant actors as seen in the following

figures. Only few activities of IM are chosen to be

displayed in EPC’s to make an excellent gesture in the

conclusion as well in the next chapter. The next model is

the detailed representation of the process “taking safety

measures”.


36

Taking safety measures:

W V L W IS

N o t i f ie d in c id e n t

V

Q u e s t io n

A d ju s t t ra f f ic

s ig n a ls

V

In fo rm K L P D ,

p o l ic e ,V C

In c id e n t d e te c te d

O p e ra te

in c id e n t lo c a t io n

E x e c u te 6

V ’s

A d ju s t w ith p o l ic e

p ro c e s s e s

In fo rm W V L

A d ju s t p la n s a n d

ta s k s

S a fe ty m e a s u re s

d o n e

Figure 6 taking safety measures

Figure 6 is the EPC of the process, taking safety

measures.


37

Traffic flows:

W V L W IS

tra ffic f lo w

m o n ito r in g in c id e n t lo c

N o tif ie d in c id e n t

F o rm u la te p la n fo r tra ff ic

f lo w

A d ju s t p la n w ith W V L & co n tra c to r

A g re e p la n

w ith O v D

E xe cu te p la n

VM a n a g e m e a s u re s

In fo rm V C N LO p e ra te

co n tra c to r

T a k e m e a s u re s

(sc re e n s e tc )

V

N o rm a liza tio n

p h a s e

Figure 7 traffic flows

Figure 7 is the process of increasing the traffic flow in

as less time as possible. The several sequential measures

are therefore shown after the notification of the

incident.


38

Diversion of traffic:

W VL W IS

Notify inc ident

Form ulate

p lan for

diversion

m easures

Adjust p lan

w ith

contractor&

W VL

Agree plan

w ith O vD

Execute p lan

VEstablish

regional

diversion

Inform VCNL&

consider

ext.reg ional

diversion

Operate

contractor

Take

m easures

V

Norm alization

phase

Consider W IS

for reg ional

diversion

Inform user

(driver)

Figure 8 diversion of traffic

Figure 8 displays the sequence of the diversion of the

traffic flow.


39

Put away and repair:

WVL WIS

Stocker

summoned

Inventorise

areas for

equipment

Formulate

plan for

stocking

Agree plan

with OVD

Adjust plan

with

WVL&stocker

Operate emergency

services

stocker

Explore

location with

stocker

Execute

stocking

Stocking

executed

Figure 9 put away & repair (stock)

Figure 9 displays the stocking of all the material that

was used to repair the damage.


40

Restore and clean up:

WVL WIS

Formulate

plan for

restoration

Agree plan

with OVD

Inform contractor

Damage

reported

Adjust plan

with WVL,

contractor

Execute plan

Restore &

clear road

Removed

measures

control

Restored &

cleaned up

Figure 10 restore & clean up

Figure 10 is the explanation of the restoration and the

cleaning up of all the material after these activities.


41

Way of working of OvD:

WIS

OvDWVL

WIS

OvD

OvD

Store process

Formulate plan

Validate plan

Execute plan

Inform VC

Figure 11 way of working of OvD

The responsible actors of IM are displayed above. In

short, the OvD signifies the process of managing

incidents. WIS formulates a plan to handle the incident

at the given locations. The OvD informs the concerning

traffic central (VC, verkeerscentrale) with agreement

with the WVL and validates the IM plan. WIS again

executes the plan with agreement with OvD at a constant

rate.

IM will be displayed in the DEMO construction model in

the next chapter.


42

4 DEMO, TUDelft

4.1 Introduction

The DEMO methodology consists of the construction model

(CM). It is possible with the CM to illustrate the

organization in terms of actors, transactions and

information streams. IM will be illustrated through a

construction model according to the DEMO methodology.

4.2 The applicability of DEMO

The DEMO methodology is designed and developed by Prof.

Dr. ir. Jan L. G. Dietz, who is an academic at the

Technical University in Delft designed and developed the

DEMO methodology model. The model, which is particularly

developed to model organizations, is being used within

reasonable limits in the Netherlands. DEMO (Design

Engineering Methodology for Organizations) is a

methodology that is focusing on designing, construction

and connecting organizations together. Altogether DEMO

delivers support towards organizations being constantly

in change.

The DEMO methodology is being taught at the University of

Technology in Delft, at the Hogeschool in Utrecht and

also at Capgemini.

The essential structure of the distinct business

processes and the products (services), delivered by a

business, are according to DEMO quite stable. However the

difference lays in the way these business processes are

produced and is partly influenced by the constantly

changing ICT. [2]

Consistent with Professor Jan Dietz, the DEMO methodology

is comprehensible, modular, complete, integral,

consistent, and unbiased and has low costs, whenever

used.

The decision-making in the organizations is eased.

Processes within organizations are seen as filaments,

which are composed of transactions, which contain

commitments. This modular and leveled structure provides

a perfect connection with the component-based system

development. [3]


43

A transaction in the demo methodology contains of

coordination and production actions, which leads to one

(1) production fact. It is a generic building block for

organizations and can be used as a template for designing

processes, because it provides assurance that actions or

data will not be ignored or forgotten in the organization

change.

Some actions in organizations for instance are done in a

tacit manner and these actions are regularly forgotten

when the change take progress in the organization. DEMO

provides a complete and clear definition of competencies,

authorizations and responsibilities of the composition of

the organization. Relevant information regarding the need

of actors is also given.

DEMO encountered three kinds of production-actions, the

essential or business actions, the informational actions

and the documental actions. The organization is divided

into the B-organization (business layer), the I-

organization (information layer) and the D-organization

(documental layer). The unambiguous link between the 3

divisions makes it possible to manage the redesign and

the reassembly of the organization. The several layers

are linked together, the information layer supports the

business layer and the infrastructural layer supports the

information layer. Each process change in the

organization can be placed in one of the three layers.

The different models of DEMO are perspectives of one

metamodel. The impact of the changes in one perspective

on another perspective is complete and visible, because

of the mutual consistency of these perspectives.

The methodology of DEMO delivers compact and reality-

based models and claims to cause a decrease of 30% on the

project costs.

The business layer is the most essential layer in

organizations according to the methodology; insight into

the business layer is the starting point in designing and

constructing the organization.

DEMO is a methodology for designing, categorizing and

reciprocal connecting of organizations.

In this process communicational actions play a central

role, because communication is essential for the

forthcoming of organization’s businesses. [6]

Agreements [1] made between employees, customers and

suppliers are a result of communication; the acceptances

of delivered results are also the outcome of

communication. Each transaction consists of 24 actions.


44

Important ones are:

� Request

� Promise

� State

� Accept

The next section provides the construction model of IM in

order to compare the previous obtained EPC models with

it.


45

4.3 The construction model of Incident Management

In this chapter Incident Management will be modeled by

means of the DEMO methodology. Incident management

consists of a sequence of activities that need to be

addressed. The essential activities are captured in the

construction model of the DEMO methodology.

The activities of IM are:

� Monitoring incident location

� Taking safety measures

� Supporting emergency services

� Adjust DVM measures

� Divert/redirect traffic

� Put away & clean up

� Adjourn measures

The construction model in developed with the stated

activities of IM. These activities are translated as

transaction accroding to DEMO. This is shown in the table

below.

Transaction type T# Result type R#

T01 monitoring incident

location

R01 Incident location

monitored

T02 taking safety measures R02 taken safety measures

T03 supporting emergency

sercices

R03 supported emergency

services

T04 adjusting DVM measures R04 adjusted DVM measures

T05 diverting traffic T05 diverted traffic

T06 putting away & cleaning

up

T06 put away & cleaned up

T07 adjourning measures R07 adjourned measures

Table 1 transaction-result table of IM (TRT)


46

The construction model of IM is developed according to

the TRT above. Every transaction and its result is stated

in figure 20. The fixed incident location can be seen in

figure 12. This transaction is the general transaction of

incident management. CA01 is the initiator and A02 is the

executor of the transaction T00 (CA01 asks A02 to perform

T00).

CA01

traffic IM

fixed traffic

incident

T00WVL

A02

Figure 12 Fixed incident location

This transaction is displayed to express the fact that

the situation is completed in the end. The 7 activities

of the IM are displayed in single actor-transaction order

hereafter. This is done to create a clearer outlook of IM

with the construction model.


47

The construction model of Incident Management:

IM

stocker STI

A04

put away & clean

up

T06

adjourn measures

T07

OvD

A01

WVL

A02

WIS

A03

DVM controller

(adjuster)

A06

traffic diverter

A07

WIS_emp

loyee

A08

CA01

traffic IM

fixing traffic incident

T00

monitoring incident

location

T01

supporting

emergency services

T03

adjusting DVM

measures

T04

diverting traffic

T05

taking safety

measures

T02traffic

regulator

A00

Figure 20 CM of IM

This model is the same IM process but displayed in the

construction model of the DEMO methodology. Incident

management of traffic is distinguished in the essential

transactions. Two more transactions are als o part of of the process,

because of the importance these actors, namely the

traffic law maintainer and the infra observer. However

these two are not added to the model. We are dealing with

a situation in real time, and because of that ad hoc

decisions must be taken to remedy the problem within

minimal time and accurate measurements.


48

The traffic law maintainer takes care of the fact that

everything is done with close focus on the law. The

observer of the infrastructure is mainly responsible for

a global overview of the status on all infrastructures

constantly. The occurrence of incident A on road A must

not lead the negligence of incident B of road Z and must

be managed at the same time or as soon as possible. These

transactions are therefore very essential, but not

included in this process boundary.


49

5 SWOT: EPC and CM

The EPC model and the CM model of IM will be compared and

elaborated on, in this chapter according to the SWOT [33]

analysis.

5.1 Construction model of IM

DEMO distinguishes the organizations in three areas:

� B-organization (business)

� I-organization (information)

� D-organization (data)

DEMO provides the business level of the organization

according to the SWOT. This is a compact and abstract

structure of the organization with its essential tasks.

The CM model of IM is displayed in terms of actors and

transactions.

transaction

T00

CA01composite

actor/

executor

CA00composite

actor/

initiator

Figure 21 Initiator - transaction -executor

The initiator initiates the transaction and the executor

executes it. The executor therefore has a little black

box that shows its role.

There is no detail and the claim is that understanding

should be possible without further detail of the several

processes. IM is distinguished in seven (7) essential

tasks after a close look at the CM model. IM is a short

example of a Construction model in DEMO and could be

understood without further explanation. When a process is

larger with many processes that are linked together and

extremely complicated, the DEMO construction model is an

excellent tool to display the deep (abstract) structure

of the process.


50

A large company is proven to be complicated and in need

of structure for an accurate overlook of the entire

organization.

The construction model of IM is simple to overlook and

there is almost immediate understanding of the process.

The processes of the construction model can all be mapped

in the business organization, the B-layer.


51

5.2 The EPC model of IM

The EPC model of IM has seven essential (business)

processes and some are further detailed with EPC, which

displays all the activities.

The EPC model of IM gives a clear understanding of the

actual executing of incident management of road traffic.

However there is no visibility of the actor roles and its

responsibilities. However dependant on target groups, to

gain more insight one has to dive deeper into the several

activities of IM. When a managerial target group tries to

understand the description, it proves to be inflexible,

not accessible for change. The EPC model is further

detailed, and these processes can be mapped in the I-

organization and the D-organization.

As the construction model of DEMO is a clear explanation

of the mere actors and the transactions, this is a well-

suited model to provide the managerial target group the

much-needed understanding.

The importance lies in the linking of the DEMO and the

ARIS methodologies to provide a better methodology that

can cope with the several (upcoming) problems. An exact

explanation will be given in the next section about this

particular subject.


52

5.3 A suggestive solution

Rijkswaterstaat is a very large organization with a

complexity of its own. It is divided into many divisions;

one of them is the Corporate Dienst in Utrecht.

The Corporate Dienst is the division that lies central

among all the other divisions and takes care of the

description of the essential processes of the entire

organization. CD provides a detailed overlook of the

responsibilities of the several actor roles in RWS.

ARIS is a methodology that is used for the provision of

understanding of the responsibilities and the tasks of

all RWS employees. The idea is to create a better

understanding towards the actual executors of the

processes of RWS.

There are target group that look upon these EPC

descriptions. Every target group has its own notion of

the EPC’s. The descriptions are (very) detailed and more

focused on the understanding of the several executors of

the processes. The large descriptions are closely related

with each other and in this way very complex.

The executor already has a notion of its responsibilities

and tasks and will understand its own process

description.

When for instance another target on a more managerial

hierarchy area tries to gain understanding from these

descriptions, there will be a problem. The target group

is situated on a higher level than the executor and is in

need of a clear understanding on a less detailed level.

The thesis assignment elaborates on the pitfalls of the

EPC method.

The organization of RWS is distinguished in three (3)

layers, which is done according to the BPM of ARIS:

� The strategic level

� Strategic means the actual reaching of long-

term goals. This level is merely found at the

highest managerial level of the organization.


53

� The tactical level

� Tactical is situated just below the strategic

level. This level is more focused on the

concrete planning of the several solutions and

problems.

� The operational level

� This level is the executing level of the

organization. All the plans made in the levels

above are executed in the operational level.

Strategical level Tactical level

Operational level

Figure 22 BPM levels

IM lies in the operational level of the organization of

RWS and is described in ARIS. This description is not

adequate to suffice the understanding of a target group

that is situated on a managerial hierarchy.

To provide a link between the ARIS and DEMO methodologies

it is essential to initially establish a common

understanding of their characteristics.

The methodology of ARIS is elaborated on all the levels

of an organization according to BPM. However the highest

level (strategic) proves to be less clarifying as

perceived from the previous study in this thesis project.

The tactical and the operational are more detailed and

provide more understanding.

DEMO on the other hand is merely focused on the business

(strategic) level of the organizations according to its

construction model. The information level and the data

level are purposefully neglected.

If an organization merely makes use of only one of these

methodologies, this will prove to be insufficient and

unsatisfactory for its entire outcome and quality.


54

The SWOT [33] analysis provided a detailed overview of

the deficiencies and advantages of ARIS and DEMO.

Organizations can use DEMO to:

� Begin modelling business processes

� Provide the (business) process analyst sufficient

assistance to identify (business) processes

DEMO provides a high level structure whereas ARIS focuses

on a functional analysis of the organization. At first

the models of the organization are modeled in DEMO, and

further developed in ARIS with the EPC tool. The

activities of an organization need to be divided in

essential processes in ARIS. This is a difficulty for the

process analysts, because ARIS does not have a method to

determine the essential processes.

The EPC of Incident Management provides an overall

picture of the activities that take place in this

process. The concrete outcomes of every activity provides

means for accurate monitoring and quality control of the

process IM.The EPC model however does not give a solid

structure so that the process changes surprisingly if its

way of working changes. Since all the activities are

sequenced, the entire meaning of the process would change

if some activities would be shifted in a different way.

In the process of ordering a pizza, the deliverer has to

deliver the pizza first, for the customer to accept it

afterwards. If this sequence changes, the entire prcess

of ordering a pizza changes as well, but the core of the

organisation remains the same.

This issue in the process indicates that EPC is not a

qualified method to overcome changes in the area.

The paper of Strijdhaftig [34] displays examples of a

deliberate coupling between an EPC model and a DEMO

construction model. The author divided the paper in 3

questions:

� Can an EPC model be substituted by a DEMO model?

� How can one model be fitted into the other model?

� Does the combination of both methodologies provide

an added value? And what are the rules for combining

both?

The answer of the first question is negative. The second

question provides means for linking the methodologies

together. This is shown in a few examples. The linking

together is possible, however changes needs to made in


55

both models, to consistently couple them together. The

construction model of Incident Management is shown in

figure 20. The EPC model can be seen in figure 5. The

DEMO model has to provide an abstract overlook of the

process Incident Management, whereas the EPC model should

be a detailed model of the process. The coupling of these

two models is a fact, after making the models consistent

with each other. The conversion of he models is seen in

[33] and [34].

The EPC model is focused on the detail, while the

constrcution model is displaying a vast structure of the

process. Incident Management is a simple example and the

EPC is simple. The EPC model of Incident Management is

simple and one can understand it with some effort. And

the detailing of each activity add to the undersatding.

However if the process is larger, the EPC model is

assuredly more complex and therefor does not give a

proper understanding of the structure. As a way of

providing structure and understanding, one has to couple

both models.

Every activity of Incident Management is translated into

transactions in the DEMO constrcution model. “taking

safety measures” is used as an example highlight the

coupling between ARIS and DEMO. The construction model of

the process comes on the highest level and then it is

further developed in an EPC model as seen in figure 23.


56

WVL WIS

Notified

incident

V

Question

Adjust

traffic

signals

V

Inform KLPD,

police,VC

Incident

detected

Operate

incident

location

Execute 6

V’s

Adjust with police

processes

Inform WVL

Adjust

plans and

tasks

Safety

measures

done

Figure 23 taking safety measures


57

This is the overall idea of the coupling of the models.

Not every transaction in the constrcution model needs to

be detailed, some can be performed tacitly. Many on the

other need to be detailed further and documented for a

clearer understanding.

Picture 23 is mirrored in the B-I-D organization patron

of DEMO, and interesting notions are encountered.

Business level

Information level

Data level

Figure 24 levels according to DEMO

The coordination steps of the B-oragnization are

equivalent with the activities in the I-and D-

organization. The information in the I-and D-organisation

is more detailed, because they entitle the EPC model.

These further details are necessary for the process to be

executed. In other words, to fulfill the promise of the

process, one has to request for activities from the I-and

D- organisation.

Merging the methodologies will result into a vast

methodology that covers all the three levels of the

organization. Many already existing descriptions should

be changed afterwards, but this is an indication to a

better understanding.


58

5.4 A short example

The national airport of the Netherlands, KLM, signed a

contract in 2004 to merge with Air France, the national

airport of France. KLM used protos and DEMO to describe

the organization.

The new company however, Air France-KLM, decided to use

ARIS as the describing methodoloy of the entire

organization. This meant that ARIS were adapted into the

organization and Protos completely removed. The remaining

methodologies (ARIS and DEMO) are used in the

organization, in other words merged together. The company

must be able to cope with risen problems and be aware of

pitfalls regarding the merge of ARIS and DEMO. But Air

France - KLM has no experience at all with the merged use

of ARIS and DEMO.

The Corporate Dienst (CD) of RWS has that experience,

because it has already been working with DEMO and ARIS.

CD can help Air France – KLM to cope with problems by

sharing experience. Both organizations can assist each

other.


59

6 Conclusion & further research

The report presented a formalism that can be used to

represent knowledge about organizations and their

business processes. It also discussed a merged

methodology that enables business analysts to go from

high-level enterprise objectives, to detailed and formal

specifications of business processes for realizing these

objectives. The methodology can be used by an enterprise

that wishes to develop a new business process, or

alternatively model, document and formally analyze an

existing process.

The figures in the previous section must be seen as an

indication of the focus of two methodologies. There

can’t be a conclusion by merely merging one methodology

with the other. Important differences can be known

however through these comparisons.

The questions asked in the problem definition will be

answered in this chapter, together with an end

conclusion.

BPM focuses on the obtaining of essential business

processes of the organization. There are guidelines to

obtain the essential (business) processes, but not all

processes can be captured through BPM and these could be

performed tacitly. Both methodologies pay close attention

to BPM to obtain essential (business) processes. Guiding

principles can prove to be useful, but for the total

gaining of essential business processes, there must be

carefully relied on the common sense and the experience

of the engineers. Principles are important for the

engineer as rules for not deviating the common knowledge

area.

To gain insight into the information architecture of the

organization, one has to rely on its architecture

framework. EAR is being used at RWS, and provides

reasonable help at the appropriate moments for a better

and a quicker understanding. The position of a certain

process is well understood afterwards.

The test case used in this paper is the incident

management (IM) of traffic management of the main

highways (VMHWN). IM is closely clarified according to

EPC model of ARIS and also according to the construction

model of DEMO.

The DEMO methodology has a distinguishing powerful

feature when compared with similar methodologies

developed in other enterprise modeling projects.


60

A business analyst is able to verify formally that each

role responsibility is fulfilled and each constraint is

maintained as a result of process execution. The

verification techniques that are used in DEMO can be used

in similar methodologies such as ARIS once formal models

like that are adopted. This as an important contribution

of this research.

There are several target groups that are in need of

understanding the process descriptions. Is it important

to pay attention to these target groups? This is a

question that is important because the descriptions are

made according to these levels. It is important to

distinguish target groups in the organization itself.

The important characteristics of the ARIS methodology

being used at the Corporate Dienst are merged with the

characteristics of the DEMO methodology. An entire new

methodology will emerge that will cope with all the

issues of the organizations. Change is inevitable

afterwards.

The research for the merging of ARIS and DEMO should be

continued, because many organizations are very eager to

have a better understanding of these methodologies. Not

only is the Corporate Dienst of RWS in need of help, but

also Air France – KLM gives signals. DEMO has proven to

be a vast methodology to provide a deep structure on a

business level. ARIS is a methodology that is used at

some large companies and there is need for a better

understanding and coping.

The main contribution of our work is the use of

methodologies from Computer Science for business process

modeling and analysis. I strongly believe that the use of

formal methods such as the ones discussed in this paper

can be of significant benefit for business analysts. This

paper demonstrated the fact that formal methods can be

valuable in the domain of business modeling and analysis.

The main advantage of formal methods compared with more

informal approaches is that sophisticated business

analysts can capture business knowledge in an intuitive

and unambiguous way to use them.

They can also be used to analyze processes in a formal

way; this would have been impossible if the business

analyst used an informal approach.


61

Several possible criticisms can be voiced against the use

of formal methods in enterprise modeling:

� It is a lot of work to create a formal enterprise

model initially. Additionally, it is hard to

maintain it to retain consistency with the actual

enterprise.

� The use of complex mathematical notation may put off

the average manager, business analyst or user.

� Special skills are required (in this case,

familiarity with ARIS and DEMO).

The first criticism is not really a criticism of “formal”

enterprise modeling but rather of any kind of enterprise

modeling. There is a price to pay for undertaking an

enterprise modeling effort but we would argue that the

long-term benefits would outweigh the investment in

resources.

The second and third criticisms are valid. Formal tools

such as the ones proposed in this paper are somewhat

complex, and business analysts may not bother to become

familiar with them, opting for more informal methods.

This can be a problem with formal methods but only if the

people advocating them are not careful. The solution lies

in developing supporting tools that offer the possibility

of working with formal and informal versions of the same

concept. In this way, any business analyst will find the

supporting tools attractive and easy to use, while more

sophisticated analysts will be able to resort to the

formal machinery whenever they feel that they will gain

advantage from doing so.

As time goes by, even less formally inclined business

analysts might also be tempted to invoke the formal

functionalities.

The future work will have to concentrate on demonstrating

that the proposed formal methods are useful in practice.

In the spirit of the previous discussion, it is likely to

develop a set of user-friendly supporting tools for our

enterprise modeling techniques and methodology. In

parallel the techniques should be applied to the modeling

of large processes in a way to evaluate the methodology

and quantify any benefits over other approaches.


62

The techniques should also be extended to accommodate all

features of the organization. Finally, the methodology

must be extended to deal with the problem of business

change and investigate what formal techniques and

reasoning can be beneficial in this case.


63

Literature13

[1] A.F. Baldinger, J.L.G. Dietz, and M. op ’t Land. Een

generiek en uitbreidbaar raamwerk voor ict-

architectuur: extensible Architecture

framework(xaf).

http://www.xaf.nl/files/Magazin%20IenA%20xAF%20Deel%

201.pdf, 2004.

[2] Jan L.G. Dietz. Extensible architecture framework

(xaf), v 1.1, (Formal Edition).

http://www.xaf.nl/files/xAF-1.1%20fe.pdf, 2004.

[3] Jan L.G. Dietz. Enterprise Ontology - Theory and

Methodology. Springer, 2006.

[4] Website of the Rijkswaterstaat, http://www.rws.nl

[5] Intranet Rijkswaterstaat Corporate Dienst,

http://intranet.Rijkswaterstaat.nl�

[6] Website of DEMO construction model,

www.demo.nl

[7] Modelleren met ARIS Web designer

AWD Versie 7.1 bt IDS Scheer

[8] Enterprise ontology based splitting and contracting

of organizations (paper), Martin Op ‘t Land, Jan L.

G. Dietz

[9] Enterprise Ontology based Application Portfolio

Rationalization at Rijkswaterstaat (paper),

Martin Op ‘t Land, Karin Middeljans and Vincent

Buller

[10] Website of IDS-Scheer, founder of ARIS,

www.ids-scheer.nl

[11] Mulder, Hans

Kijk eens naar de academische theorieën over BPM,

Beter presteren met processen, Cooling Down

[12] ARIS platform, product brochure, paper

13

The literature is ordered according to the sequenced usage of the references.


64

[13] Conventiehandboek processmodelleren in ARIS,

FMC/CBI, Mei 2007, paper

[14] Presentation, business processes & ICT, Fred Mulkens

and Rob Haans

[15] Journal of economic behavior and organization,

lsevier 2007

[16] Publicatie organisatieadvies, shared service

centres, www.leeuwendaal.nl

[17] Samenwerking tussen organisaties, publicatie 15 juli

2008

[18] Special issue on Co-operation in organizations,

Prof. Dr. René Schalk and Dr. Petru L. Curşeu

Human Resource Studies and Organization Studies,

Tilburg University, The Netherlands,

www.emeraldinsight.com

[19] Verkeersmanagemet Hoofdwegennet 20080701

[20] The Institute of Electrical and Electronics

Engineers, IEEE Standard 1471

2000: IEEE recommended practice for architecture

description of software-

intensive systems, ISBN: 0 7381 2518 0, 2000.

[21] The Open Group, Definition of SOA, 8 juni 2008.

http://www.opengroup.org/projects/soa/doc.tpl?CALLER

=index.tpl&gdid=10632

[22] Automatiseringgids, www.automatiseringgids.nl.

[23] Davenport, T.H., Short, J.E., The New Industrial

Engineering: Information

Technology and Business Process Redesign. MIT Sloan

Management Review, Volume 31, Number 4, Summer 1990,

pp. 11-27.

[24] Taking control of complexity, expert perspective,

April 2008. ATKEARNEY, Johan Aurik

[25] Elsevier science Amsterdam, 1999

[26] M. Hammer and J. Champy Reengineering the

Corporation: A Manifesto for Business Revolution,

Harper Collins, New York (1993).


65

[27] P.T. Davenport Process Innovation: Re-Engineering

Work Through Information Technology, Harvard

Business School Press, Cambridge, MA (1993).

[28] J. Pinto, Temporal reasoning in the situation

calculus, Ph.D. Thesis, Department of Computer

Science, University of Toronto, 1994.

[29] A. van Lamsweerde, R. Darimont and E. Letier ,

Managing conflicts in goal-driven requirements

engineering. IEEE Trans. Software Eng. (Special

Issue on Managing Inconsistency in Software

Development)

[30] http://www.wfmc.org/

[31] http://www.mel.nist.gov/psl/

[32] http://www.idef.com/

[33] A. Rajaram, thesis assignment, ARIS and DEMO, ways

of working, mei 2008

[34] D. Strijdhaftig, thesis paper, How can DVL and UPP

models be coupled to deliver greater value?,

augustus 2008

ARIS and DEMO: Ways of working

1

Master Thesis project

Research assignment


February 2008

Supervisor: Prof. dr. ir. Jan L. G. Dietz – Academic Delft University of Technology Executor: A. Rajaram- Student Delft University of Technology


2

Overview

The research assignment is the first step towards the achievement of the thesis assignment. The paper’s objectives include clarifications for the solving of a clarified problem by identifying it with existing scientific literature. I delivered the research assignment as the second document of the thesis project. This document closely reviews the ways of working of two different methodologies. I would like to thank everyone who helped me executing and concluding this assignment. Prof. Dietz at the TUDelft University has proven to be a well-disciplined motivator of this project. He is also my mentor regarding the conditions of the project. Martin Lemmen is my mentor at RWS and provides me with needed contents about relevant subjects. He is responsible for my meetings with proper persons to give me relevant information regarding the literature study. The demanded results of both my mentors will be provided in order to achieve my degree at the University A. Rajaram February 2008


3

Contents

1 Introduction 4

2 Problem definition 7

2.1 Introduction 7

2.1 Problem definition 9

3 ARIS platform 10

3.1 Business process modeling 11

3.2 EPC 14

4 The DEMO methodology 15

4.1 The Ψ theory 17

4.2 The methodology 20

5 SWOT analysis 22

5.1 Introduction 22

5.2 SWOT analysis of DEMO 23

5.2.1 Strengths of DEMO 23

5.2.2 Weaknesses of DEMO 24

5.3 SWOT analysis of ARIS 25

5.3.1 Strengths of ARIS 25

5.3.2 Weaknesses of ARIS 26

5.4 Summary 27

6 Conclusion 29

References 30


4

1 Introduction

“The best way to fight complexity is to strive for simplicity, which leads to functionality and longevity.” By Kemal A. Delic [21]

Enterprises can be considered the complex interplay of people, processes and technologies in achieving business objectives, financial, operational and market measures. Fast changing information and communication technology (ICT) have resulted in large improvements of the business area as well as the organization area of enterprises. The business area comprises the collection of services and products offered by the enterprise towards the environment, the consumer market. By the organization area is meant the primary business processes, which give result to the services and the products and the secondary business processes of the enterprise. ICT infrastructures have been placed in enterprises for their ability to operate, compete and grow in the changing business climate. However the application of ICT has also created a great deal of complexity together with these advantages in enterprises. Enterprise engineering provides effective help towards enterprises in their ability to cope with organized complexity. Enterprise engineering stands for all activities of the enterprise carried out in order to improve, gain and maintain advantage, to optimize resources, to deliver quality products and services, and to meet the expectations and demands of the customers. Enterprise ontology and enterprise architecture are important endorsements of enterprise engineering. To try to master the complexity of enterprises, there is a demand of a conceptual model that should be coherent, comprehensive, consistent, and concise and display the essence of the enterprise. This conceptual model is called the ontology model of an enterprise, enterprise ontology. View figure 1 to see the centric position of ontology in an enterprise.

Figure 1 Enterprise ontology


5

Although ontology bears many definitions, the subject of this paper will be elaborated on the definition of professor Dietz [3], which has its grounds on the ontology theory of Mario Bunge [19].


6

Ontology is a formal, explicit specification of a shared conceptualization according to Dietz. This definition implies a certain perception conceived in the mind, which ought to be shared (communicated) and is explicit, without any ambiguities. Enterprise ontology implies the essential construction and operation of an organization [20], regardless the way in which the organization is implemented. As a result ontology should therefore be specified formally, to imply independency of the products and/or services on the set up of the enterprise. The second support of enterprise engineering is enterprise architecture, which provides structure to the enterprise in the form of an aligned framework. Enterprise Architecture (EA) is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction [21]. EA is responsible for the creation of a unity inward the organization1 and for providing frameworks to align change in the enterprise. According to the framework applied on the architecture of enterprises is comprised of 4 layers in general. The business layer, the application layer, the information layer and technical layer must be in tune to form a unity in the enterprise, called enterprise architecture. The business layer displays the responsible business processes, which lead to the production of products and services. All the applications and integration actions of the enterprise are found in the application layer. The technical layer establishes the applications of the enterprise (hardware, software, operating systems). The information layer is responsible for the information flow throughout the entire organization. This is a general architecture framework and every other framework is based on it. A general architecture framework is displayed in the figure below [15].

Figure 2 Information architecture

This chapter is mainly a general starting point for the given research. The rest of the chapters will be based on the information given above.

1 In this context an enterprise is a business organization. The terms organization and enterprise will be used a lot, but in this paper they share the same meaning, except stated otherwise.


7

2 Problem definition

2.1 Introduction

Prof. dr. ir. Jan L. G. Dietz, who is an academic at the Technical University in Delft, designed and developed the DEMO2 methodology. DEMO is a methodology that is focused on designing, constructing and connecting organizations. Altogether DEMO delivers support towards organizations being subject to change continuously (for every healthy organization in fact). Consequently DEMO claims that it is important for the processes in organizations to be in tune with the rapidly changing market, in which the organizations are operating. The DEMO methodology is being taught at the University of Technology in Delft, at the Hogeschool in Utrecht and also at several other consultancy organizations. The model has proven to be a well-suited tool for changing organizations and is focusing on creating ontology models of enterprises with no regard to width of the organization. Organizations are perceived in two ways. The organization is a simple functional system, which provides the demanded product or service to its customer. There is in fact little knowledge about the way the products or services are produced. However, the organization is constructed of several essential parts that work together to produce the demanded. In order to qualify the continuity of the organization, deep knowledge about the construction of the organization is necessitated.

2 DEMO = Design Engineering Methodology for Organizations


8

The methodology of Prof Dietz clarifies the role of ontology in the construction of enterprises. See the figure below.

Figure 3 The role of ontology in construction

Engineering starts with creating the ontological (constructional) model and ends with the implementation model. The implementation will forward the system into operation. Reverse engineering occurs when there are no ontological models available or when they are proving insufficient. In order to create a valuable subject, there must be a thorough knowledge of the subject. For instance, to be a surgeon, one must have deep knowledge of the human internal anatomy to perform the surgery. The surgeon must also work together with the several nurses and other important fellow workers. It is important to continue studying the subject area in order to remain the (well suited) surgeon or simply become one. A simple knowledge of the medical science will not suffice then, as a general practitioner can hardly perform a surgery. This is a way of looking at enterprises in their way of doing business.


9

2.1 Problem definition

This paper is a predecessor of the research assignment of the actual project, which has a more abstract problem definition, yet bears the same subject. The research assignment will describe the coverage between the ARIS3 and the DEMO methodology. These methodologies will be discussed in the next chapter. The goal of research assignment is to extract the added value of DEMO in relation to the EPC describing method of the ARIS platform. The study of the coverage of EPC on DEMO will provide more insight and ultimately a base on the outcome of the project. The SWOT4 analysis will be applied to extract the several differences and similarities of the methodologies. SWOT analysis focuses on the strengths, the weaknesses, the opportunities and the threats of the organization and its environments. These elements are systematically analyzed to achieve future possibilities and possible goals of the product. Knowledge inside the market as well as outside the market is obligated to make a good SWOT analysis of the product. The SWOT analysis will be shortened since this is a thesis assignment with that does not bear commercial use. The opportunities and the threats will be left out. The SWOT of the ARIS methodology will be held together with the SWOT analysis of the DEMO methodology to extract differences and similarities. This is the actual notion of the SWOT analysis and the deliberate outcome will provide awareness about the methodologies. The next chapter will explain the ARIS methodology and generally discuss the usage. The EPC method will be clarified, followed with an explanation of the DEMO methodology in chapter 4. The SWOT analysis will be applied to the DEMO and the ARIS methodologies in chapter 5 and 6 respectively. The methods will be compared with each other, which will lead to knowledge of essential differences and common points. In the last chapter the conclusions will be gathered together with possible suggestions.

3 ARIS = tool to model all processes in enterprises, www.ids-scheer.nl 4 http://www.12manage.com/methods_swot_analysis_nl.html


10

3 ARIS platform

The methodology of ARIS will be looked upon in this chapter, together with its way of working. Some purposes of ARIS are:

� Centralized storage and management of processes, system landscape and a structure.

� Communication through processes and information towards all employees; making this available.

� Centralized storage for all relevant documentation with respect to processes.

� Support of ERP systems (Enterprise Resource Planning, SAP). ARIS is a tool to model all processes of organizations in order to be managed and consulted. The (business) processes of an organization are well supported by ARIS in an EDPC (EPC), an event (driven) process chain, which is a sequence of the supporting processes. The ARIS methodology is suited for architecture of integrated information systems and is a notion for describing organizations and their applications [7]. IDS Scheer is the market leader of software solutions and services for Business Process Management for organizations and government agencies around the world. The founder of IDS Scheer is Prof Scheer; he also developed the ARIS concept. The structure of organizations as well as the procedure structure can be modeled and documented with the ARIS concept, with the model types available within. The modeling is performed with regard to the processes or more especially the business processes of the organization. The business processes are seen as the most important building blocks and constitutes essential value within the organization. The ARIS platform contains a special methodology to gather and structure the essential business processes, as seen in the next paragraph.


11

3.1 Business process modeling

A business process is a coherent sequence of activities in a company with the purpose of generating products and services. The output and result of the business process is a product or service, which is requested and accepted by an internal or external customer. Prof. dr. A.W. Scheer It is important for organizations that their (business) processes are in tune with their services (delivering), because the processes set the way the organization operates. Business Process Management (BPM) is a collection of methods and tools to develop, manage and continually enhance business processes of organizations. IDS Scheer has its own BPM, namely the ARIS platform. BPM is a formalized way of bringing about an essential business process. The lifecycle of BPM consists of the following steps:

� Process strategy � Process modeling � Process execution � Process monitoring

The need for certain processes in an organization is the beginning of the uncovering of the process strategy. A company can choose to focus on only the production for instance and will try to do this as effectively and efficiently as possible. Process modeling is discerned in 2 kinds of modeling, the analytical modeling and the executable modeling. Analytical modeling is an edited global model of the (business) process and is mostly displayed in a graph. The analytical model is very abstract, because its activities are independent of one specific implementation type. These activities will be given more substance hereafter (modeling of the process flow, definition of the parameters, simulation, analysis, documentation). Executable modeling is the process of adding technical details to the analytical model. The process can be executed in an environment called, Process Execution Engine, at the end of the modeling. During the process execution the process is trailed and controlled, so that it can be optimized afterwards. If the result of the process execution is not satisfactory, the cycle will be turned again. A satisfactory outcome is guaranteed with this lifecycle. More and more enterprises are choosing for process-oriented management, which is horizontal instead of functional management, which is vertical. The BPM lifecycle is then essential due to the fact that each and every business process is ultimately responsible for the continuity of the enterprise.


12

In one of the books [16] of Prof. Scheer, he quoted that the ARIS methodology is comprised of Strategic Business Process Analysis (SBPA). The key goals,

business areas, weak points and optimizing opportunities are described in the SBPA analysis. In its modeling method, ARIS made use of the PROMET5 (PROcess METhod), which is a method that is designed by IMG [17] and the St. Gallen University together. The method is a result of the business engineering approach of the IMG and of the University in that area of expertise. PROMET is a systemized procedural methodology that gives support to complex projects to execute in proper ways. It guarantees the following whenever used in a (complex) project:

� Completeness of the draft decisions and project documentation � Clear temporal/logical structuring of the procedural matrix � Fast, affordable and purposefully targeted project management � Enhanced independence from the people executing the project

concerned

The PROMET method is configured according to the SWOT analysis, Rockart’s [18] critical success factors and Porter’s value chain analysis. The success factors of Rockart lead towards the organization’s aim and simply qualify continuity. The business processes should therefore focus on these factors. The activities in an organization are analyzed and modeled in a chain of value-creating activities, the value chain of Porter6. This is a tool to develop competitive advantage for organizations. The PROMET method specifies the key business area of the organization and hereafter called the ARIS house. The Business Process Model of ARIS displays the complex view of the organization.

5 www.promet-web.com 6 http://www.quickmba.com/strategy/value-chain


13

ARIS distinguished the views of the ARIS house to reduce the complexity to coordinate organizations:

� Function view. This view is merely about the input and the output, as seen in the black-box model.

� Organization view. In this view all similar subjects performing the same work, are classified together.

� Data view. This is about the data management of the organization. � Output view (Product view). Output and input are closely related,

because every input is processed into the output. � Control view (Process view). This view retaliates the actual integration

of all the views. Every view is accustomed to using different methods, gained from different areas of expertise (ERM for financial solutions, SAP). The Control view is the most important view, as it is the Business Process Model. The EPC concept, developed by Prof. Scheer himself, is being used at this stage.

Figure 4 ARIS HOUSE of business engineering

The ARIS house (figure 4) of business engineering is displaying structure for organizations that are focused on demanded outputs within a reasonable period. The house is supposed to prototype the organization and its processes [16]. IDS Scheer claims that through the usage of ARIS all processes within an organization can be controlled. The entire methodology is centrally focused on business processes around which relationships exist with the organization, the data, the functions and products or services.


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3.2 EPC A well-designed and working process leads towards delivering products or services that actually meet the demands of the quality and the run time of the customer. The methodology of ARIS teaches one to think in terms of processes. A process consists of many consecutive activities, which ultimately provides products and services towards the customer. Every activity is an action performed by an individual and has a specific input and an output. Events have a timestamp and evoke a process, which outputs a product or a service. There are 3 main questions to be asked when one thinks in terms of processes:

� Who is the customer? � What are the demands?

� Which products and services can be delivered to satisfy the need of the customer?

The astute processes will be the essential outputs of these questions. Cause

Activities Activities Activities

Process

Product/service


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Every organization has 2 types of customers, the extern and the intern customer. Cooperation of several divisions of organizations is required to create the product for these customers. Every division must be intentionally aware of the fact that each division gradually exists as a part of a larger unit and is completely/partially dependant on every other division. According to the EPC method, a process model specifies the behavior of a process and provides a graphical showcase of the hierarchy of the activities. The figure bellows displays an EPC model in ARIS. All colors in the model have different meanings, which will be explained further in the thesis project.

The next figure shows the actual base of the EPC methodology in the ARIS system. Process modeling in EPC consists of 5 steps, which are closely and carefully supervised by project and change management. The first step from left to right regards the establishment of the processes (head and parts). In the second step, one describes and subsequently optimizes the actual processes in the third step. In step 4, one has to validate the identified process with the given constraints of RWS. If the process is granted, its gets published. In the process of forming a process, one has to pass through a certain decomposition structure. This structure of a process must be an established fact, before one begins with describing it. Every arrow leads from one performance to another. Process decomposition is important, because this is the ultimate step to come to an essential process.

Bepalen afgifte

Locatie- gebonden

afgifte bepaald

Persoons- gebonden

afgifte bepaald

Of

Uitgeven actief

Uitlenen actief

Innemen activa

Of

Actief opgeslagen

Actief opgeslagen

Ontvangen activa

Actief Uitgegeven

Verwerken uitgifte

Head process

Process cluster

Process

Process area

Activities

W

H

A

T

?

W

H

Y

?


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4 The DEMO methodology

The methodology of professor Dietz finds its grounds in fast changing enterprise communities from the past, of the present (and in the upcoming future). Not only is managing, (re) designing and (re) engineering enterprises, raising complications, but these complications will keep on increasing in the future. Getting rid of the complications is of high importance for an intelligent business continuity of the enterprise. According to Dietz an enterprise should possess a keen and clever theory, which describes the construction and the operation of the organization. Moreover this theory should give an engineer an accurate view, which is coherent, comprehensive, consistent, and concise and also provide an essential construction and operation of the enterprise. Additionally is this theory a fundamental idea for applicable methodologies. The way an enterprise operates must be transparent towards everyone who directly or indirectly experiences it. This way of looking at the enterprise is commonly called the ontology of the enterprise. The DEMO theory discusses the development of the enterprise ontology. First DEMO makes it clear that enterprise ontology is highly beneficial of the (re) designing as well as the (re) engineering of business processes. DEMO is

founded upon the Ψ theory, which is discussed in the next chapter, explaining the various points of views of Prof. Dietz.


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4.1 The Ψ theory The Ψ theory has a supporting role towards the DEMO methodology. A system has two notions, the teleological and the ontological system notion. The teleological system notion concentrates around the behavior of a system. The external outputs are accounted against the given inputs; there is no need for insight in the mere construction of the system. This notion is also called a black-box model, which is focused on using and controlling the system. The ontological system notion however is focused around its construction and operation and bears relation with the white-box model. A system corresponds with an enterprise. The following properties can be distinguished in a system:

� Composition. Grouped elements of the same category. � Environment. Disjoint sets of compositions and the environment. � Structure. Sets of the influencing bonds between the different elements

of the composition and the environment. � Production. The things produced by the composition are provided to

the environment.

The theory is carefully described from the point of view of these properties. Any system that is lacking one these properties is not considered a system.

This theory has axioms (rules) that function as conditions. The Ψ -theory of Prof. Dietz has the following axioms: � The distinction axiom. This axiom is comprised of the Performa, the

Informa and the Forma. o Performa: is the capacity of subjects to engage into commitments

and create original and new things. The Performa ability takes its form in actions such as deciding, judging, evoking or exposing commitment.

o Informa: is concerned with the content aspects of communication and information. The Informa ability is observed in actions such as the formulation of thoughts or interpretation of information. Activities such as computing, reasoning and deducing will also reveal this ability;

o Forma: concerns the form aspects of communication and

information. It’s expressed in actions such as speaking, writing, listening, reading, storing or transmitting data, copying, etc;


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� The operation axiom. The Operation Axiom states that actors (subjects fulfilling actor roles) exert their authority and responsibility while performing coordination and production acts which result are coordination and production facts respectively. Coordination/Production - Facts are separated in two different worlds, respectively, the coordination world and production world.

� The transaction axiom. The transaction axiom expresses transactions

between 2 actor roles, the initiator and the executor. These transactions are steering towards a specific goal. Within every transaction, the initiator or the executor is able to cancel it. There are 4 possible ways to cancel a transaction, shown below in the standard transaction pattern.

Figure 5 Standard Transaction Pattern


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Important actions are: 1. Request 2. Promise 3. State 4. Accept

Figure 6 Transaction axiom

The axiom distinguishes 3 phases; the Order-phases (O-phase), the Execution phase (E-phase) and the Result phase (R-phase).

� The composition axiom. This axiom states that every transaction, either externally or internally initiated, is enclosed within another or is a self-activating transaction.


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4.2 The methodology

The methodology consists of 4 models, which cover specific parts of the organization. Figure 8 displays the separation of the organization into aspect models according to DEMO. These models will be explained simultaneously in the onward text.

Figure 7 Aspect models of DEMO

DEMO encountered 4 aspect models in organizations, as seen in the figure below:

� Construction model. The model specifies the construction of the organization; the internal and the external actor roles, the identified transactions, the information links between the several actor roles and the information banks (C + P banks).

� Process model. This model controls the specific transaction pattern of the every transition type in the construction model. This means that every transaction is verified whether it is permitted in the C-world. The business processes of organizations can be interpreted as the transaction trees created in this model.

� State model. The state of the P-world (object classes and the fact types, the result types and the ontological coexistence rules) is specified in the state model. The essential data of the organization can be found at the state model.

� Action model. The action rules of the action model provide guidance towards the actors, who have to consider their coordination facts (their agenda). Consequently each coordination fact (agendum) has its own guiding action rule.


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To achieve the aspect models in the first place the following analysis and synthesis steps are performed:

� The Performa-Informa-Forma Analysis. The organization is divided in 3 sets (Performa, Informa, Forma) � distinction axiom.

� The coordination-Actors-Production Analysis. The Performa set and divide their item into C-acts/results, P-acts/results and actor role � operation axiom.

� The transaction Pattern Synthesis. The transaction pattern is positioned over the results gained at this stage so that the distinct transaction types can be gathered. The results of each transaction can be formulated and put in the Transaction Result Table (TRT).

� The Result Structure Analysis. The business processes of each transaction type in the organization are identified. These can be seen as the result given to the initiator (either external or internal) � composition axiom.

� The Construction Synthesis. The initiator (external or internal) for each transaction type is identified, supported by the transaction axiom.

� The Organization Synthesis. The boundary of the organization is defined in this step. What is part of the organization and what part of the environment? Transactions performed in the environment are not considered in the model.

The theory of DEMO guarantees an essential deep structure as an outcome when these steps are used and followed properly. Although it might be effective and efficient for a beginner to follow the above given steps in a consecutive relation, it is not an obligation of the DEMO theory. However Prof Dietz recommends it to beginners.


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5 SWOT analysis

5.1 Introduction After the above given description of DEMO, the SWOT analysis, is merely pointing out important remarks about the methodology. The SWOT analysis is chosen to picture the strengths and weaknesses of products. SWOT is a managemental model that analyses aspects of its in its environment and strategies are extracted through this analysis. Both methodologies will be described according to the shortened SWOT analysis in this chapter. The usage of the analysis created SWOT models for ARIS and DEMO. These models are carefully compared with each other in the last section of this chapter. The aim of this comparing will elucidate the different lacks of ARIS and advantages of DEMO. The advantages will demarcate the white spots. The strengths and weaknesses of DEMO will be unfolded in paragraph 5.2. The SWOT analysis of ARIS can be found in paragraph 5.3. A general summary will be given in the last paragraph of this chapter.


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5.2 SWOT analysis of DEMO

5.2.1 Strengths of DEMO The usage of the methodology of DEMO has encountered lots of advantages in organizations. First of all is the decision-making in the organizations eased. Decision-making regards the higher levels of the organizations. Since DEMO provides a deep structure of the organization there is specific awareness of the redundant and the essential parts of the enterprise. This awareness gives the board of management the opportunity to remove the redundant and enhance the essential parts. DEMO delivers more profit with less work by giving insight into the interrelationships of the organizations on business, department and employee level. There is a clear picture whether the right person inhabits the proper task. The quality of the organization is constantly guarded, with regard to the changing processes. Processes within organizations are seen as filaments, which are composed of transactions, and contain commitments. This modular and leveled structure provides a perfect connection with the component-based system development [3]. A transaction in the DEMO methodology contains coordination and production actions, which leads to òne production fact. It is a generic building block of organizations and can be used as a template for designing processes, because it provides assurance that actions or data will not be ignored or forgotten in the organization change. Some actions in organizations for instance are done in a tacit manner and these actions are regularly forgotten when the organization is in a process of change. DEMO provides a complete and clear definition of competencies, authorizations and responsibilities of the composition of the organization. Relevant information regarding the need of actors is also given. DEMO encountered three kinds of production-actions, the essential or business actions, the informational actions and the documental actions. The organization is divided into the B-organization (business layer or Performa), the I-organization (information layer or Informa) and the D-organization (documental layer or Forma). The unambiguous link between the 3 divisions makes it possible to manage the redesign and the reassembly of the organization. The several layers are linked together, the information layer supports the business layer and the infrastructural layer supports the information layer. Each process in the organization can be placed in one of the three layers.


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Figure 8 organization levels

The different models of DEMO are perspectives of one metamodel. The impact of the changes in one perspective on another perspective is complete and visible, because of the mutual consistency of these perspectives. The methodology of DEMO delivers compact and reality-based models and claims to cause a decrease of 30% on the project costs. This conclusion is diverted from the (already) performed DEMO projects in different organizations7 in the Netherlands. The business layer is the most essential layer in organizations according to the methodology; insight into the business layer is the starting point in designing and constructing the organization. DEMO is a methodology for designing, categorizing and reciprocal connecting of organizations. In this process communicational actions play a central role, because communication is essential for the forthcoming of organization’s businesses [6]. Besides, agreements [1] made between employees, customers and suppliers are a result of communication; the acceptances of delivered results are also the outcome of communication (LAP [language action perspective]-approach) [24]. DEMO reveals the deep structure of the organization and can therefore be independent of every kind of implementation means. 5.2.2 Weaknesses of DEMO However DEMO also has weak points. The modeling method does provide insufficient or nil guidance towards the actual implementation of the system. DEMO is highly focusing on the business layer (B-organization) of the organization and is indifferent on the information and documental layer (I, D-organization). An organization is not merely comprised of the B-organization and with the DEMO method alone it is insufficiently described.

7 www.demo.nl


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5.3 SWOT analysis of ARIS

5.3.1 Strengths of ARIS ARIS can be viewed in two ways, the methodology and the system. The methodology of ARIS is a well-described platform that is equipped with tools to help the organization through the continuous change across the entire (business) process excellence. The methodology has a leading position in the market, because extensive project experiences and innovative software developments are carefully merged together continuously. Integrating various modeling methods (i.e., EPC, UML) and (architecture) frameworks (i.e., TEAF/FEAF, Archimate, Zachman) with ARIS is possible. ARIS is the leading software of BPM, which delivers sustained competitive advantage towards organizations. Its products enable organizations to improve their business processes. In addition the methodology provides the following advantages [12]:

� Clear and graphical representation of complex processes and interactions across the boundaries of the organization

� Supports the quality and the cost of organizations � Competitive advantages resulted from continuous improvement and

cost control. ARIS platform is the tool for managing (business) processes, such as operational processes and the affected target groups in the organization are supported through ARIS. Organizations are able to cope with the continuous changes throughout the whole lifecycle of the processes, through the usage of ARIS according to IDS. The ARIS methodology can be seen as a large concept that elaborates about the essential techniques of the views in the ARIS HOUSE. Since the SAP ERP system is supported by ARIS, organizations are eager to use the ARIS methodology to describe their processes. Apart from the fact that ARIS provides a certain structure it also takes care of monitoring, controlling and executing the processes [10][12].


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5.3.2 Weaknesses of ARIS

The system provides a great deal of flexibility towards the direct user, despite the given boundaries of the methodology. As a result are the methodology and the tool not entirely consistent with each other. The method is event driven which indicates a sequential way of working, which is proper because it emphasizes the fact that every process is related to another process. This directly leads towards the requirement of communication and coordination, lacking in ARIS. The methodology focuses on the defining the functions and the roles in the organizations, and consequently disregards the fact that all these roles and functions are related in their way of working and should therefore communicate closely. However the event driven aspect works contrarily, because its dependability initiates difficulty in changing one or more processes of the system. When one process needs to be changed, all the others also need revising to avoid inconsistency (the system becomes unnecessarily complex). Change will be avoided whenever possible, making the system unnecessarily inflexible. Communication is essential at every stage in the organization. But ARIS proves to be a method that is not entirely succeeding at these points. The complexity within an organization is the result of different processes that are litigated together. One always tries to capture every essential process of the enterprise, but fails sometimes. Some of the (business) processes are very well described, some lesser, some not at all and some are done automatically in enterprises, without formal descriptions. ARIS is a modeling method that focuses on the well described and the automated processes in organizations. When the processes are not (sufficiently) described, the way of working of ARIS is insufficient. ARIS is an automatic methodology that finds success if well described documents provide guidance and fails whenever human actor roles are essential parts of the system, and choose different ways of working.


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5.4 Summary

Strength Weakness

Vast specification document

Compatible with SAP

Inflexible ARIS

ARIS house (from business view till implementation view)

Inconsistencies between construction and function8

Flexible/stable DEMO

Deep structure provision (profound theory rules)

Highly focused on business view (not all the way till implementation view)

Table 1 Strength-Weakness

ARIS is used on a wide range in the Netherlands. In table 1 the weaknesses of ARIS and DEMO are displayed with the strengths. It is a well-known methodology practiced in large organizations, both nationally and internationally. The ARIS methodology is constantly being managed and enhanced through practices in different organizations. The best practices are starting-points for elevating the way of working on ARIS on a continuous base on those particular areas. Because ARIS has a modular structure, it can be applied to the development and the growth of organizations. The methodology supports decision-making of the managers, from cost till every essential point. There is also possibility to define measure indices for (business) processes. The platform provides opportunity (database) to structure and store important business information as reference for others [22]. ARIS proves to be wrong for processes that are not described or done tacitly. A company for instance that is highly focused on providing service is bound to have different kind of ways to accomplish tasks (one rigid way will not suffice). The methodology will work adequately in these kinds of companies. Since the Netherlands is comprised of lots of organizations that are service-oriented, support needs to be found for ARIS. ARIS also lacks proper communication in enterprises although communication is the extremely important.

The DEMO methodology provides a deep structure through a thorough study of the organization. DEMO is highly focused on communication. When followed accurately, DEMO proves to be a success in modeling the most unstructured contexts, the areas where ARIS would not work well. Incidentally ARIS will suffice the organization if DEMO provided the deep structure initially. Since ARIS works well if the processes are well described,

8 The skill, intuition and experiences are needed to make the function and the construction of the organization consistent with each other.


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the cooperation with DEMO will enhance the quality of the methodologies. The idea is to unite ARIS and DEMO, while filling the deficiencies of one methodology with the advantages of the other methodology. DEMO will have the possibility to move all the way from a business approach towards a pure it-approach (implementation). The business approach of DEMO will provide ARIS the ultimate chance to structure the entire enterprise before detailing it.


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6 Conclusion

This paper is carefully documented with the appropriate literature about the different related subjects. First of all, an introduction was given to make a way for the actual problem. The goal of this research is to gain insight in DEMO and ARIS. Through the study of both methodologies, I realized that organizations are in great need of well-suited methodologies and that one methodology is not entirely flawless despite the acknowledgements of the creator. The way of working of ARIS is insufficient when enterprises are trying to institute effective and efficient ways of working (business intelligence) inward its organizations. There is need for an essential supplementary methodology, which can be added to the ARIS methodology with regard to its way of working. At the same time the supplementary methodology (DEMO) will profit from ARIS. ARIS is a methodology that focuses on modeling the organization from design till implementation. When the processes of an organization are not well documented, ARIS shows signs of failure, whereas everything else seems to be accurate. Not only functionally, but also the construction of an organization needs to be clear for a qualified approach in the competitive market. PROMET9 makes it possible to obtain the function (behavior) of organizations, but there is no method or tool available within to produce its construction. ARIS has to rely on the architects of the projects to succeed ultimately. The success simply is dependant on the intelligence of experienced professionals. Altogether ARIS seems like a total packet, however only for formal use. There is no flexibility inward the methodology, whereas that is important, because a business cannot be managed on automatic pilot. This is the stage where DEMO proves to be handy. While ARIS is focused on technique and its success is dependant on clear and analyzed information, DEMO is communication-oriented. DEMO looks upon the organization as a system in operation, therefore making use of several actors and providing deep structure of the essential organization. DEMO is a dynamic modeling method that does not neglect the fact that organizations are bound to be flexible to survive the ongoing demanding society. An example will be given in the thesis project regarding the deep structure of the traffic management of the main roads (HWN) in the Netherlands. The case will provide importance of the working together of ARIS and DEMO.

9 See page 12


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[1] A.F. Baldinger, J.L.G. Dietz, and M. op ’t Land. Een generiek en uitbreidbaar raamwerk voor ict-architectuur: extensible architecture framework(xaf). http://www.xaf.nl/files/Magazin%20IenA%20xAF%20Deel%201.pdf, 2004.

[2] Jan L.G. Dietz. Extensible architecture framework (xaf), v 1.1,

(Formal Edition). http://www.xaf.nl/files/xAF-1.1%20fe.pdf, 2004.

[3] Jan L.G. Dietz. Enterprise Ontology - Theory and Methodology.

Springer, 2006. [4] Website of the Rijkswaterstaat

http://www.rws.nl [5] Intranet Rijkswaterstaat Corporate Dienst, http://intranet.Rijkswaterstaat.nlN [6] Website of DEMO construction model

www.demo.nl [7] Modelleren met ARIS Web designer

AWD Versie 7.1 bt IDS Scheer [8] Enterprise ontology based splitting and contracting of organizations

(paper) Martin Op ‘t Land, Jan L. G. Dietz

[9] Enterprise Ontology based Application Portfolio Rationalization at

Rijkswaterstaat (paper) Martin Op ‘t Land, Karin Middeljans and Vincent Buller

[10] Website of IDS-Scheer, founder of ARIS,

www.ids-scheer.nl [11] Mulder, Hans

Kijk eens naar de academische theorieën over BPM, Beter presteren met processen Cooling Down

[12] ARIS platform, product brochure, expert paper, Business process

excellence


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[13] Conventiehandboek processmodelleren in ARIS, FMC/CBI, Mei 2007,

paper [14] Presentation, business processes & ICT, Fred Mulkens and Rob Haans [15] Rijsenbrij, D.B.B., Collegedictaat ‘Inleiding Digitale Architectuur’,

Radboud Universiteit Nijmegen, http://www.digital-architecture.net/collegedictaat.htm.

[16] Wilhelm-Augustus, Scheer. ARIS - Business Process Modeling. s.l. :

Springer-Verlag, 2000. ISBN 3540658351 [17] IMG-strategy process systems, consulting services of S&T, www.img.com [18] Critical factors in the development of executive systems: leveraging the

dashboard approach, F. Adam, J-C Pomerol, 2002 [19] The scientific philosophy of Mario Bunge,

http://www.formalontology.it/index.htm [20] Enterprise engineering, Sapio, www.sapio.nl [21] Institute for enterprise architecture developments,

http://www.enterprise-architecture.info/index-nl.htm [21] Ubiquity, An ACM IT Magazine and Forum, www.acm.org [22] BBPM, Basistraning Business Process Management, IDS Scheer

Academy Nederland [23] Vastlegging van bestuurlijke informatieverzorging, technieken en

hulpmiddelen, Prof. drs P.L.A.M. van Kessel and Drs. W.T. Houwert 10 [24] Schoop, M. "An introduction to the language-action perspective," ACM

SIGGROUP Bulletin (22:2) 2001, pp 3 - 8.

10 Both Kessel and Houwert are working for Ernt and Young

coupli ng of demo and aris

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