| 1. |
- Gómez Álvarez, Manuel, et al.
(författare)
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CDD Exploitation Lines
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 371-384
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Bokkapitel (refereegranskat)abstract
- The Capability-Driven Development (CDD) approach consists of both methods and tools for the analysis and design of capability-based solutions. CDD is openly published and ready to be used by any organization interested in it. For organizations applying CDD, there are benefits such as increased flexibility and the ability to leverage the potential of model-based development of information systems. However, the use of CDD also opens up business opportunities for those organizations skilled in offering services based on CDD, such as educators and implementation consultants. In this chapter, we outline five exploitation lines that each present a business opportunity in terms of a potential value offering, a potential market, and the needed success factors for realizing the business opportunities. Each line represents a potential path that organizations skilled in CDD can take in order to exploit their skills. For each line, we furthermore point out the need and benefits of supporting the standard framework and tools.
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| 2. |
- Grabis, Janis, et al.
(författare)
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Overview of Capability-Driven Development Methodology
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 59-84
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Bokkapitel (refereegranskat)abstract
- The Capability-Driven Development (CDD) methodology supports development, delivery, and management of organization and information system capabilities. This chapter presents an overview of the CDD methodology in terms of the capability meta-model; the overall capability life cycle consisting of capability design, deployment, and feedback cycles; as well as the overall use of the CDD Environment. The way of working with CDD is illustrated with a simple example case from the travel management domain.
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| 3. |
- Henkel, Martin, et al.
(författare)
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Capability Design with CDD
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 101-116
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Bokkapitel (refereegranskat)abstract
- One of the key tasks of the CDD methodology concerns designing capabilities starting from existing business requirements, enterprise models, and other kinds of organizational designs. As described in this chapter, the CDD methodology contains three complementary strategies for the design of capabilities: goal-first, process-first, and concept-first strategies. The view of the goal-first strategy is that capabilities exist as means to fulfill an organization’s long-term business objectives. The process-first strategy considers that capabilities are delivered through the execution of well-established business processes and therefore should be designed based on such processes. The concept-first strategy views stable information structures as the primary means for capability design. All three strategies for capability design shares four generic phases: scoping, identification, interlinking, and contextualizing and adapting. Each phase involves the use of some of the main CDD concepts in the capability design, such as goals, processes, context elements, or delivery patterns, as well as their relationships, with the final aim to obtain a well-defined model of one or several capabilities. Documentation of capabilities designed by the strategies is supported by the CDD environment, in particular the CDT tool support, a model-driven design.
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| 4. |
- Henkel, Martin, et al.
(författare)
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The CDD Environment Architecture
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 159-173
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Bokkapitel (refereegranskat)abstract
- The Capability-Driven Development (CDD) methodology is supported by the CDD environment, a set of tools that allow design and deployment of capabilities. The environment is constructed to support the CDD method by providing the functionality to model the capabilities and their contexts. Moreover, the environment also receives run-time support for the monitoring and adjustments of capabilities. The run-time functionality is meant to work in tandem with existing IT systems that an organization already has invested in. Thus, the environment tools have several interfaces that allow them to work together and with external systems. This chapter describes the main features of the CDD environment tools and their interfaces. Examples are given for each of the tools.
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| 5. |
- Koç, Hasan, et al.
(författare)
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Context modelling in capability management
- 2018
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Ingår i: Capability management in digital enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 117-138
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Bokkapitel (refereegranskat)abstract
- In the capability-driven development (CDD) approach, a capability is defined by specific business services, a defined application context for these business services, and goals of the enterprise to be reached. To this end, the context modelling method component (CMMC) supports specifying the potential application context where the capability is supposed to be deployed. This specification also captures at what points in the process what variation will have to happen. The specification of the deployment contexts in which a capability can be used is captured in a context model. This chapter presents the CMMC in terms of the modelling constructs (language) and the methodology for capturing and documenting context. The methodology consists of three main components—capture context elements, design context set, and prepare for operational use.
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| 6. |
- Sandkuhl, Kurt, 1963-, et al.
(författare)
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Capability Thinking
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 1-24
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Bokkapitel (refereegranskat)abstract
- Capability thinking characterizes an organizational mindset. It puts capabilities in focus of the business model and information systems development. Capability thinking is expected to help organizations and in particular digital enterprises increase flexibility and agility in adapting to changes in their economic and regulatory environments. Capability management denotes the principles and organizational means of how capability thinking should be implemented in an organization. This book is devoted to capability management in digital enterprises, and the capability-driven development (CDD) methodology in particular. This chapter introduces the basic principles of capability thinking, such as the business needs for context-dependent and adaptable business solutions, key aspects of capability thinking, capability management life cycle, and the principle of method component used to structure the CDD methodology. The chapter is rounded up with a presentation of the rest of chapters in this book.
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| 7. |
- Sandkuhl, Kurt, 1963-
(författare)
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IT value of capabilities : Experiences from a case in business process outsourcing
- 2018
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Ingår i: Capability management in digital enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 355-369
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Bokkapitel (refereegranskat)abstract
- Business value of IT has been a research interest in economics since many decades and has resulted in several approaches, such as process-oriented, perceived value, and scorecard-based approaches. The approach proposed for investigating the value of capability management is to analyze its benefits from a strategic, informational, transactional, and transformational perspective. More specifically, strategic benefits exist if an investment in IT is made to gain a competitive advantage and increase market share. Informational benefits can be assumed if improvement in the information infrastructure for control, planning, or other management tasks is achieved. Transactional benefits typically are connected to automation or at least semi-automation of tasks within an enterprise. Transformational benefits are achieved by IT-related organizational transformations, which lead to new business models and substantial changes in value creation and propositions. This chapter elaborates on the above perspectives and includes typical effects of the business value of IT observed in a selected application case as well as analyzes how to determine them.
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| 8. |
- Sandkuhl, Kurt, 1963-, et al.
(författare)
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Organizational Adoption of Capability Management
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 209-230
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Bokkapitel (refereegranskat)abstract
- The introduction of capability management into an enterprise and establishment of a supporting organization structure, like in many other management approaches, affect different parts of the enterprise and require careful preparation. In general, the first recommended step is to evaluate suitability of capability thinking and the capability management approach. This chapter describes criteria that suggest favorable and unfavorable organizational situations for introducing capability management. Furthermore, pitfalls, limitations, and when and how not to use capability management are discussed. If the decision in favor of a capability management introduction was made, the next choice is between two principal ways of applying capability management, which are also described in this chapter: (1) Project-oriented use of Capability-Driven Development (CDD) assumes that capability management is used only for clearly identifiable parts of an organization, e.g., for certain business services. (2) Establishment of capability management in the regular organization structure prepares the whole enterprise or at least certain units for the long-term use of capability management. Here, the approaches “all-do-some” (ADS) and “some-do-all” (SDA) are presented.
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| 9. |
- Stirna, Janis, et al.
(författare)
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Enterprise Modelling : Establishing the Fundament for Capability Management
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 85-100
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Bokkapitel (refereegranskat)abstract
- Enterprise Modelling (EM) is an activity where an integrated model describing different aspects of an enterprise is created. An enterprise model consists of a number of related “sub-models” or perspectives, each describing the enterprise from a particular view, for example, processes, business rules, goals, actors, and concepts/information/data. The purpose of using EM in the context of capability management is to capture and document the existing organizational design. The overall vision of capability management approaches, such as Capability-Driven Development (CDD), is to use (and update if necessary) the enterprise models that the organization already has for capability design. However, if an organization does not have existing models or their use is deemed impractical (e.g., they are severely out of date or the quality of models is below acceptable), new models need to be created. The chapter gives an introduction to the topic of Enterprise Modelling, including perspectives captured in enterprise models, a typical modelling process, and existing modelling methods.
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| 10. |
- Zdravkovic, Jelena, et al.
(författare)
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Capability Consideration in Business and Enterprise Architecture Frameworks
- 2018
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Ingår i: Capability Management in Digital Enterprises. - Cham : Springer. - 9783319904238 - 9783319904245 ; , s. 41-56
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Bokkapitel (refereegranskat)abstract
- The notion of capability has gained growing attention over the last few years due to a number of factors, namely, it directs business investment focus, it can be used as a baseline for business planning, and it leads to service specification and design. It is however unexplored to what extent capability is considered in different modeling approaches, how it is defined, integrated with other concepts, and what purpose it fulfills. This chapter presents how the notion of capability is included in the current Business Architecture (BA) and Enterprise Architecture (EA) frameworks. It shows that capability has a considerable role in the frameworks and that they share a largely similar conceptual meaning of capability while the intentions and the mechanisms of its use differ, which raises stimulating opportunities for new contributions and improvements in the field.
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