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.

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.

Market of Resources

2010 ◽  
pp. 891-898 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Main Requirement ◽  
Business Alignment ◽  
Monitoring And Enforcement ◽  
High Dynamics

Partners search and negotiation, selection, establishment of contracts, virtual enterprise integration, monitoring and enforcement of contracts, and so forth are complex and risky activities required by the virtual enterprise (VE) model. The need to keep a close alignment with the market environment in permanent change implies the high dynamics of the organizations’ structure reconfigurability, introducing a new concept of dynamically reconfigurable global networked structures, traduced by the agile/virtual enterprise (A/VE) organizational model. In the BM_virtual enterprise architecture reference model, Putnik (2001) presents “fast adaptability” or “fast reconfigurability” as the main enabler of business alignment and the main requirement for competitiveness.

Environments for Virtual Enterprise Integration

2010 ◽  
pp. 645-662
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

Environments for Virtual Enterprise Integration

2009 ◽  
Vol 5 (4) ◽  
pp. 71-87 ◽  
Author(s):  
Maria Manuela Cruz-Cunha ◽  
Goran D. Putnik
Keyword(s):  
Communication Technology ◽  
Private Information ◽  
Virtual Enterprise ◽  
Cost Effective ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation ◽  
Effective Integration

The Virtual Enterprise model relies on dynamically reconfigurable collaborative networks, with extremely high performances, strongly time-oriented while highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology. Networking and reconfiguration dynamics are the main characteristics of this model, which claim for enabling and supporting environments, assuring cost-effective integration in useful time and preventing the risk of leakage of private information about products or processes. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable virtual enterprise creation/operation/reconfiguration. Several environments are introduced in the article, and particular focus is given to the Market of Resources, an environment coping with the requirements of the Virtual Enterprise model.

Environments for Virtual Enterprise Integration

2011 ◽  
pp. 1-23
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

Environments for Virtual Enterprise Integration

2011 ◽  
pp. 194-211 ◽  
Author(s):  
Maria Manuela Cruz-Cunha ◽  
Goran D. Putnik
Keyword(s):  
Private Information ◽  
Virtual Enterprise ◽  
Cost Effective ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation ◽  
Effective Integration

The Virtual Enterprise model relies on dynamically reconfigurable collaborative networks, with extremely high performances, strongly time-oriented while highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology. Networking and reconfiguration dynamics are the main characteristics of this model, which claim for enabling and supporting environments, assuring cost-effective integration in useful time and preventing the risk of leakage of private information about products or processes. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable virtual enterprise creation/operation/reconfiguration. Several environments are introduced in the article, and particular focus is given to the Market of Resources, an environment coping with the requirements of the Virtual Enterprise model.

MODEL ARSITEKTUR ENTERPRISE INSTITUSI PENGUJIAN DAN KALIBRASI ALAT KESEHATAN

Teknologi ◽  
2016 ◽  
Vol 6 (1) ◽  
pp. 1
Author(s):  
Jatmoko B. Santoso ◽  
Achmad Affandi
Keyword(s):  
Medical Device ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Modeling Language ◽  
Planning Tool ◽  
Calibration Laboratory ◽  
Enterprise Model ◽  
Architectural Model ◽  
Architecture Modeling

ABSTRAKArsitektur Enterprise dapat digunakan sebagai alat perencanaan pengembangan Teknologi Informasi (TI) yang selaras dengan strategi bisnis organisasi. Model yang dikembangkan dalam makalah ini menggunakan TOGAF ADM dan ArchiMate. TOGAF adalah sebuah standar yang menjelaskan proses penyusunan arsitektur enterprise secara detail. ArchiMate adalah standar bahasa pemodelan Arsitektur Enterprise. Model arsitektur yang dikembangkan dapat menjadi kerangka dasar bagi Laboratorium Pengujian dan kalibrasi dalam pengembangan arsitektur enterprise yang mendukung pemenuhan standar SNI ISO/IEC 17025.       Kata Kunci: ArchiMate, Enterprise Architecture, TOGAF. ABSTRACTEnterprise architecture can be used as a planning tool the development of IT that aligned with business strategy organization. The model developed in this paper using TOGAF ADM and ArchiMate. TOGAF is a standard that describes the process of preparing the enterprise architecture in detail. ArchiMate is an Enterprise Architecture modeling language standards. The Enterprise architectural model developed can be the reference model for testing and calibration laboratory of medical device that supports fulfill standard SNI ISO/IEC 17025.            Keywords: ArchiMate, Enterprise Architecture, TOGAF.

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.

Environments for Virtual Enterprise Integration

2008 ◽  
pp. 1178-1197
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Communication Technology ◽  
Virtual Enterprise ◽  
Business Environment ◽  
Organizational Model ◽  
Organizational Models ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Enterprise Model ◽  
Information And Communication ◽  
Enterprise Creation

The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model,requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model.

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