July 2014

Monthly Archives

  • Big Data, Internet of Things and Sensing Business Models

    Sensing Business Models My friend Peter Lindgren recently published together with Annabeth Aagaard a nice paper about The Sensing Business Model. It’s a very interesting topic to be shared in a much wider audience. Especial in a today world that is adopting Big Data analytic’s and Internet Of Things so rapidly. This technology wave creates possibilities for new and […]

  • ARTS model: The influence of domain models on Back Office (process-) applications

    I would like to discuss the influence of domain models on the future of Back Office (process) applications in a series of blogs. This includes: First and example: Argility and SpringCommerce Platform How Argility is implementing the ARTS Model for Commerce solutions The importance of Customer Order Decoupling Point (to what extent does an organization influence) […]

  • Introduction: The influence of domain models on Back Office (process-) applications

    I would like to discuss the influence of domain models on the future of Back Office (process) applications in a series of blogs. This includes: First an example: Argility and SpringCommerce Platform How Argility is implementing the ARTS Model for Commerce solutions The importance of Customer Order Decoupling Point (to what extent does an organization influence) […]

  • VDML roots: relationship to BPMN

    In this post, you will find a brief overview of the relationship of VDML to BPMN (Business Process Model and Notation). While VDML and BPMN represent some similar concepts, they address different business problems and areas of concern. They provide different viewpoints—they address the concerns of different stakeholders. The mapping reveals the similarities and differences […]

  • VDML roots: Support for Balanced Scorecard and Strategy Map

    The Balanced Scorecard (BSC) and Strategy Map (SM) are well-known, abstract models for structuring business transformation objectives. The analysis of objectives helps refine a strategic plan, and the resulting objectives provide a basis for continuing assessment of progress. BSC/SM objectives represent desired changes to the state of the business—how changes to the design/operation of the […]

  • VDML roots: OMG Business Motivation Model (BMM)

    In this post, you will find a brief overview of BMM and then discuss the application of VDML to further detail and refine the strategy and to support transformation planning and management. This discussion is not intended as a standard method, but illustrates how VDML can be used to improve the discipline and rigor of strategic […]

  • VDML roots: e³value

    This post will give more detail about the mapping of e³value to VDML. This modeling language for evaluation of the viability of e-commerce business models or value constellations, e³value, as presented by Gordijn and Akkermans (2003, 2004), represents a group of economically independent entities, including market segments, that exchange transactions with economic value for mutual […]

  • VDML roots: Possession, Ownership, Availability (POA)

    This post will give more detail about the mapping of Possession, Ownership, Availability (POA) to VDML. POA, is a method, notation and ontology for modeling business processes focusing on value delivery, which is suitable for model-driven design of ERP and enterprise information systems (Scheller, Hruby, 2009, 2011). The POA model defines specific roles in a […]

  • VDML roots: Resources Events Agents (REA)

    This post will give more detail about the mapping of REA to VDML. William McCarthy developed the REA model in 1982 as a generalized accounting framework, but later evolved it together with Guido Geerts into an ontology for economic systems, covering value delivery among networks of economic agents Geerts, McCarthy (2002), McCarthy (1987). Figure 5, […]

  • VDML roots: Business Model

    This post discuss VDML alignment with both Lindgren’s and Osterwalder”s business model frameworks. These both provide a high-level abstraction of what an organization does to achieve its purpose. Lindgren A business model describes how an organization creates, captures, delivers, and consumes value from the perspective of primary stakeholders. Peter Lindgren defines seven building blocks of a […]