Business Architecture

2017 ◽  
pp. 66-88
Keyword(s):  
Risk Assessment ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Strategic Plan ◽  
Business Manager ◽  
Holistic View ◽  
Business Architecture ◽  
Architectural Principles ◽  
Planning Staff ◽  
Definition Of

A well-presented business architecture will provide a holistic view of the enterprise. This will best enable management to see the critical structures and how they work together to determine what improvements can be made and what risks may exist. This chapter will show how the idea of architectural principles can be used to guide the development of an architectural reference model which can then be used by the planning staff to develop and present the organisational analysis in the form of architectural blueprint of the organisation. An architectural blueprint of the organisation would go a long way to ensuring that all the staff are on the same page by including the strategic plan and risk assessment plan within the business architecture; then it would ensure the development of the organisation would be as effective as possible. TOGAF provide a very detailed definition of ‘Enterprise Architecture' which covers all the topics from the Strategic Plan, Business Architecture to the IT System, but the TOGAF focus is very much on requirements to build the IT system. This book is aimed at the business manager developing the business architecture for organisational improvement, with IT there only as another value adding activity.

BM_Virtual Enterprise

2011 ◽  
pp. 124-144 ◽  
Author(s):  
Goran D Putnik ◽  
Maria M. Cunha ◽  
Rui Sousa ◽  
Paulo Avila
Keyword(s):  
Formal Specification ◽  
Basic Concept ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Point Of View ◽  
Dynamically Reconfigurable ◽  
Definition Of ◽  
Structural Aspects

BM_virtual enterprise (BM_VE) is a virtual enterprise (VE) in a total or partial conformance with the BM_virtual enterprise architecture reference model (BM_VEARM). BM_VE is a kind of VE characterized as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility, and virtuality as competitiveness factors. BM_VE uses three main mechanisms, or tools: market of resources, broker, and virtuality. This chapter presents the three fundamental mechanisms for the VE reconfiguration dynamics and virtuality; introduces the basic concept of the BM_VEARM, which serves as the conceptual and formal base for building BM_VE instances; shows the formal specification and theory of the structural aspects of the BM_VE as well as some aspects of the BM_VE reconfiguration dynamics; presents the BM_VE as an agile/virtual enterprise (A/VE); and finally, describes some important consequences of virtuality in BM_VE, i.e., that the BM_VE structure is hierarchical, a new definition of the VE (in which the network as the VE characteristic is irrelevant from the operational unit’s point of view), and the process of a “traditional” enterprise virtualization.

scholarly journals Pengembangan SDM Dalam Arsitektur Bisnis Sebagai Strategi Dalam Optimasi Produktivitas Kinerja SDM

2020 ◽  
Vol 9 (1) ◽  
pp. 122
Author(s):  
Tanni Maisari ◽  
Asti Amalia Nur Fajrillah
Keyword(s):  
Enterprise Architecture ◽  
Design Method ◽  
Form Complex ◽  
Business Architecture ◽  
Hr Management ◽  
Architecture Framework ◽  
Management Function ◽  
Definition Of ◽  
Main Component ◽  
The Right

As time goes by the needs and aspects of competence and productivity of Human Resources (HR) are increasingly diverse to form complex communication patterns. To balance and fulfill those needs and aspects, there needs to be an increase in performance, one of them is with enterprise architecture (EA). This study raises the case of one manufacturing company with a focus on the HR management function which has problems regarding the composition and competency of HR that is uneven so that HR productivity is low. One solution to this problem is by designing an EA. The solution produced in this research is expected to be able to meet the company's business requirements which will then be able to help meet the goals of the HR management function and also the company by considering aspects of HR. The design method of this research EA uses TOGAF ADM (The Open Group Architecture Framework) which is one of the frameworks for designing EA by connecting business architecture, data, applications, and technology. TOGAF ADM is flexible so it is possible to proceed with a different framework. In this research, EA design focuses on only three stages, namely the preliminary phase, architecture vision, and business architecture. Business architecture is a phase in the TOGAF ADM which acts as the main component capable of sustaining further architecture. The business architecture contains the definition of baseline architecture and targeting which will be used as guidelines for the basis for the development of integrated information systems for the HR Management Function. Business architecture is very instrumental in helping to handle the issues and risks that occur in the company, so it can facilitate the company to make the right decision.

Architecture as a Tool to Solve Business Planning Problems

2019 ◽  
pp. 157-172
Author(s):  
James McKee
Keyword(s):  
Reference Model ◽  
Business Planning ◽  
Complex Organizations ◽  
Causal Relations ◽  
Business Architecture ◽  
Systematic Examination ◽  
Definition Of ◽  
Planning Problems

Businesses are now very large and complex organizations and their analysis provides a great deal of information that in order to be understood must be well organized and presented. Architecture is a scheme that allows a systematic examination of the entire enterprise and can provide a well-organized presentation of the key components, their interdependencies, and the important causal relations. This chapter discusses the problems associated with developing an architecture and suggests a framework for developing a reference model to guide the definition of business architecture.

Architecture as a Tool to Solve Business Planning Problems

2018 ◽  
pp. 573-586
Author(s):  
James McKee
Keyword(s):  
Reference Model ◽  
Business Planning ◽  
Causal Relations ◽  
Business Architecture ◽  
Systematic Examination ◽  
Definition Of ◽  
Planning Problems

Businesses are now very large and complex organisations and their analysis provides a great deal of information that in order to be understood, must be well organised and presented. Architecture is a scheme that allows a systematic examination of the entire enterprise and can provide a well-organised presentation of the key components, their interdependencies and the important causal relations. This paper discusses the problems associated with developing an architecture and suggests a framework for developing a reference model to guide the definition of the business architecture.

BM_Virtual Enterprise as an Agile/Virtual Enterprise Model

2011 ◽  
pp. 80-97 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Physical Structure ◽  
Dynamically Reconfigurable ◽  
Rights Protection ◽  
Enterprise Model ◽  
The Hierarchical Structure ◽  
Definition Of ◽  
And Control

Chapter III presents the BM_Virtual Enterprise (BM_VE) model, as an Agile/Virtual Enterprise, in total or partial conformance with the BM_Virtual Enterprise Architecture Reference Model (BM_VEARM) (i.e., as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility and virtuality as the competitiveness factors). According to BM_VEARM, a virtual enterprise (VE) is “… an optimized enterprise, synthesized over a universal set of resources, with a real-time replaceable physical structure, and when the synthesis and control are performed in an abstract or virtual environment.” The importance of presenting the BM_VE is in the fact that VE, or Agile/Virtual Enterprise (A/VE), implementation and management is not possible without Market of Resources (MR), and similarly defined structures and/or organizations, as an external independent institution that would serve as an environment to support the VE dynamic integration, operation and reconfiguration, as well as “boost” to the networking (VE) dynamics, providing overcoming (i.e., minimizing) of the twofundamental networking disablers: (1) “transaction” (i.e., reconfigurability) costs, and (2) the VE partners’ knowledge and rights protection. Market of Resources is the third mechanism, or tool, that BM_VE, or any VE conceived as a dynamically reconfigurable enterprise network uses. It is an institution, or enterprise, operating as a meta-enterprise of the operating VE. BM_Virtual Enterprise uses three main mechanisms, or tools: Broker, Virtuality and Market of Resources. Broker is the agent of agility and virtuality. Virtuality as a tool is a specific organizational structure pattern that contributes to further improvement of agility/reconfiguration dynamics. The consequences of virtuality, as defined in BM_VE model (i.e., in BM_VEARM), are: (1) the hierarchical structure of VE, or A/VE, organization, (2) the Resource-centered Virtual Enterprise Definition (in a way the inverse definition of the “traditional” VE definitions), and (3) the virtualization process. The consequences of virtuality in BM_VE, following BM_VEARM, the Resource centered Virtual Enterprise Definition, and the process of virtualization, following BM_VE and BM_VEARM, directly implied by the (BM_VE) VE Extended Life Cycle, characterized by the “contractualization of the Market of Resources” environment, or a meta-enterprise for its (VE) implementation and management. BM_VE is a ubiquitous enterprise too. This is exactly because ubiquitousness is necessarily based on the Resource-centered Virtual Enterprise Definition. Market of Resources, and similarly defined environments, enable VE, or A/VE, to operate as a ubiquitous enterprise too. Ubiquitous enterprise, and VE as a ubiquitous enterprise, could be considered as the next generation (enterprise) organizations.

Development and Evaluation of Fuzzy Criteria for the Diagnosis of Rheumatoid Arthritis

1996 ◽  
Vol 35 (04/05) ◽  
pp. 334-342 ◽  
Author(s):  
K.-P. Adlassnig ◽  
G. Kolarz ◽  
H. Leitich
Keyword(s):  
Rheumatoid Arthritis ◽  
Reference Model ◽  
American Rheumatism Association ◽  
Uniform Definition ◽  
Sensitivity Rate ◽  
Fuzzy Techniques ◽  
Definition Of ◽  
Different Levels ◽  
Specificity Rate

Abstract:In 1987, the American Rheumatism Association issued a set of criteria for the classification of rheumatoid arthritis (RA) to provide a uniform definition of RA patients. Fuzzy set theory and fuzzy logic were used to transform this set of criteria into a diagnostic tool that offers diagnoses at different levels of confidence: a definite level, which was consistent with the original criteria definition, as well as several possible and superdefinite levels. Two fuzzy models and a reference model which provided results at a definite level only were applied to 292 clinical cases from a hospital for rheumatic diseases. At the definite level, all models yielded a sensitivity rate of 72.6% and a specificity rate of 87.0%. Sensitivity and specificity rates at the possible levels ranged from 73.3% to 85.6% and from 83.6% to 87.0%. At the superdefinite levels, sensitivity rates ranged from 39.0% to 63.7% and specificity rates from 90.4% to 95.2%. Fuzzy techniques were helpful to add flexibility to preexisting diagnostic criteria in order to obtain diagnoses at the desired level of confidence.

Letter to the Editor: Craniopharyngiomas in the elderly: the crucial influence of tumor topography on surgical risk assessment

2021 ◽  
Author(s):  
José M. Pascual ◽  
Ruth Prieto
Keyword(s):  
Risk Assessment ◽  
Elderly Patients ◽  
Tumor Tissue ◽  
Significant Proportion ◽  
Wide Band ◽  
The Elderly ◽  
Surgical Risk ◽  
Definition Of ◽  
Weighted Sequences ◽  
Tumor Topography

Classifying CPs within the overly vague, uninformative category “suprasellar” prevents gaining any true insight regarding the risks associated with the surgical procedure employed. Routine MRI obtained with conventional T1- and T2-weighted sequences along the midsagittal and coronal trans-infundibular planes allow an accurate and reliable preoperative definition of CP topography. CPs developing primarily within the infundibulum and/or tuberal region of the hypothalamus, as well as those wholly located within the 3V, should be distinguished preoperatively from those lesions originally expanding beneath the 3V floor (3VF), the true suprasellar tumors. Among adult patients, about 40% of CPs correspond to infundibulo-tuberal tumors expanding primarily within the 3VF, above an intact pituitary gland and stalk. This subgroup of CPs shows strong adherences to the surrounding hypothalamus, as they are embedded within a wide band of reactive gliotic tissue, usually infiltrated by microscopic finger-like solid cords of tumor tissue. In elderly patients, a significant proportion of CPs correspond to papillary tumors developing above an intact 3VF, usually showing small pedicle-like or sessile-like attachments to the infundibulum. With the current diagnostic MRI workup routinely employed for CPs, it is possible, for the majority of lesions, to preoperatively differentiate these topographical variants and predict the type of CP-hypothalamus relationship that will be found during surgery.

scholarly journals Definitions and Concepts for Quantitative Rockfall Hazard and Risk Analysis

Geosciences ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. 158
Author(s):  
Didier Hantz ◽  
Jordi Corominas ◽  
Giovanni B. Crosta ◽  
Michel Jaboyedoff
Keyword(s):  
Risk Assessment ◽  
At Risk ◽  
Failure Probability ◽  
Rockfall Hazard ◽  
Process Failure ◽  
Failure Propagation ◽  
Element At Risk ◽  
Hazard And Risk ◽  
Hazard And Risk Assessment ◽  
Definition Of

There is an increasing need for quantitative rockfall hazard and risk assessment that requires a precise definition of the terms and concepts used for this particular type of landslide. This paper suggests using terms that appear to be the most logic and explicit as possible and describes methods to derive some of the main hazards and risk descriptors. The terms and concepts presented concern the rockfall process (failure, propagation, fragmentation, modelling) and the hazard and risk descriptors, distinguishing the cases of localized and diffuse hazards. For a localized hazard, the failure probability of the considered rock compartment in a given period of time has to be assessed, and the probability for a given element at risk to be impacted with a given energy must be derived combining the failure probability, the reach probability, and the exposure of the element. For a diffuse hazard that is characterized by a failure frequency, the number of rockfalls reaching the element at risk per unit of time and with a given energy (passage frequency) can be derived. This frequency is relevant for risk assessment when the element at risk can be damaged several times. If it is not replaced, the probability that it is impacted by at least one rockfall is more relevant.

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