Corporate illustration
Company mapping (also holistic company mapping) describes the most comprehensive model representation of a company . Due to the complexity of such a representation, systematizations are introduced - by creating different views that each describe specific aspects. Different methods and models are used within these views in order to map the respective aspect under consideration. The connection is established by linking the models with one another and by using model elements across all models.
Due to its holistic approach, the company mapping differs from the company architecture , which mainly focuses on aspects related to the information technology (IT) of a company.
Aspects of the holistic company mapping
In order to do justice to the complexity of the holistic mapping of a company, high demands are placed on
- the systematisation of the representation (functionality), in particular with regard to a target group-oriented presentation of the representation (general structuring of the treated topics, formation of suitable and as far as possible overlapping views) and the adaptability to further developing requirements,
- the constructs used for representation (methods), in particular with regard to longevity and maintainability as well
- the formulation of the presentation (style), particularly with regard to consistency and reusability.
The following two-stage systematisation attempts to capture all aspects of a holistic company image:
-
Corporate mission statement consisting of
- Company vision and mission including those derived from it
- Corporate strategy as well
- Company goals and success factors
-
Company policy with the subjects
- Governance , ethics and principles
- Quality management
- Environmental protection , health protection and occupational safety
-
Organizational structure
- Corporate companies , business segments and corporate divisions as legally independent or largely autonomous units
- Departments , positions and employees as a (hierarchical) organizational structure of the task holders
- Corporate functions as a (hierarchical) functional structure of the directly or indirectly value-adding activities (tasks) - usually the responsibility of specialist departments
-
Process organization summary of
- Tasks and activities that are analyzed and optimized with regard to the sequence (function-oriented process organization), the total duration (time-oriented process organization) or the reduction in distances (space-oriented process organization)
- Material flows and resource flows
- Information flows and communication flows
-
Process organization with
- Process architecture as the (hierarchical) structure of business processes
- Business processes a) for the arrangement of sub-processes or phases (substructures), b) with jumps in and jumps out of other business processes (connections) and c) with the risks arising from the execution of business processes , the performance and quality of business processes characterizing indicators and measures for process optimization
- Processes and work steps as a (chronological-logical) sequence of activities
The model representation of the process organization is realized by the business process modeling .
-
Enterprise architecture consisting of
- Business object architecture (in the case of object-oriented approaches to the corporate architecture ) with the business objects (e.g. production order or delivery address) and data architecture (in the case of relational approaches to the corporate architecture ) with the data (e.g. customer order or net weight) and the respective aggregation relationships (delivery address contains zip code) and dependency relationships (e.g. customer order has order items) with the aim of capturing all essential objects and data in the business world and not being limited to those that are mapped in IT or stored in databases.
- Application architecture including a) hierarchical structure across domains , building blocks and application systems to application system components as well as interfaces and interface components and b) the requirements placed on the application systems and the solutions developed to cover them, as well as technology architecture with the architectural elements for setting up and operating IT -Infrastructure
- Machines, plants, equipments, buildings and other fixed assets
- Regulations through
- Stakeholders and market with
- Stakeholders and competitors with whom the company interacts
- Products and services that the company offers
- Customer management , with which the company optimizes customer contacts and adapts them to current customer behavior patterns (customer journey)
- Public Relations (Public Relations) and Image
Comparison of known view concepts for company mapping
The definition of views for company mapping is the subject of research by well-known chairs for business informatics . The most famous models that emerged from it come from
- AW Scheer ( ARIS = Ar chitecture I ntegrated S ystems) at the University of Saarland ,
- OK Ferstl, Sinz EJ ( SOM = S emantisches O bjekt m odel) at the University of Bamberg ,
- U. Frank (MEMo = M ulti-Perspective E nterprise Mo delling) at the University of Duisburg-Essen and
- A. Gadatsch (GPM = G anzheitliche P rocess m odellierung) at the University of Bonn-Rhein-Sieg .
- H. Oesterle ( ProMet = Pro process Met hode) at the University of St. Gallen .
Other well-known models for defining views of company mapping come from organizations and companies such as
- The Open Group ( TOGAF = T he O pen G roup A rchitecture F Framework covers such contingencies)
- JA Zachman the Zachman Framework in its original form from 1987 and the revised form from 1997,
- CIMOSA Association e. V. (CIMOSA = C omputer I ntegrated M anufacturing O pen S ystem A rchitecture) and
- S&T AG through purchase of IMG AG in 2007 (PROMET PM = project management, PROMET BE = business engineering, PROMET IM = IT management, PROMET SW = standard software implementation and PROMET IF = infrastructure).
| view | Scheer (ARIS) [S: view, M: method example] A |
Ferstl / Sinz (SOM) [E: level, M: method] |
Frank (MEMo) [P: perspective, E: level, M: method] |
Österle (ProMet) [D: Dimension, M: Method] B |
Gadatsch (GPM) [S: sight, M: model] C |
Zachman (Framework 97) [P: perspective , F: focus, M: example method ] D |
|---|---|---|---|---|---|---|
| Corporate mission statement |
||||||
| Company vision and mission |
E: business plan M: target system |
|||||
| Corporate strategy |
E: business plan M: target system |
P: Strategy E: Analysis M: Object Model (Generali sierungsbe- relations) |
D: Organization M: Architectural planning |
P: Motivation F: Context M: List of goals |
||
| Company goals and success factors |
S: Functional view M: Goal diagram |
E: business plan M: target system |
D: Organization M: Process management |
P: Motivation F: Context, M: List of plan values and key figures |
||
| Corporate policy |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Governance ethics and principles |
P: Motivation F: Concept, Logical M: List of guidelines, instructions and standards |
|||||
| Quality management |
- "- | |||||
| Environmental, health and occupational safety |
- "- | |||||
Organizational structure |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Corporate history societies, overall schäftssegmen- te and corporate mens areas |
S: organization view M: organization chart |
E: Business plan M: Object system |
P: Organization E: Org.structure M: Object model (differentiation) |
S: organizational structure view M: organizational chart |
P: People F: Context M: List of organizational units and roles |
|
| Departments, positions and employees |
S: organization view M: organization chart |
E: Business plan M: Object system |
P: Organization E: Org.structure M: Object model (differentiation) |
S: organizational structure view M: organizational chart |
P: People F: Concept M: Organization chart |
|
| Corporate functions |
S: Function view M: Function tree |
E: Business plan M: Object system |
P: Organization E: Process organ. M: Process model (Office Process) |
P: Function F: Concept M: Function tree |
||
| Process organization |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Tasks and activities (logical, temporal , spatial) |
E: business process M: operation- event scheme |
P: Strategy E: Description M: Value chain |
D: Organization M: Process planning |
P: People F: Physically, details |
||
| Material flows and resource flows |
E: resources M: process object schema |
|||||
| Information flows and communication flows |
E: resources M: process object schema |
P: Organization E: Resources, information, communication M: Object model (communication directory) |
P: Function F: Logical |
|||
| Process organization |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Process architecture (hierarchical) |
S: Control view M: WKD |
E: business process M: interaction scheme |
P: Organization E: Process organ. M: Process model (Office Process) |
D: Organization M: Process vision |
S: Activity structure view M: Business process structure diagram |
P: function F: context |
| Business processes (substructures, connections) |
S: Control view M: WKD |
E: business process M: interaction scheme |
P: Organization E: Process organ. M: Process model (Office Process) |
D: Organization M: Process model |
P: Function F: Concept |
|
| Processes and work steps |
S: Control view M: EPK , FZD |
E: business process M: operation- event scheme |
P: Organization E: Process organ. M: relationship network (task- follow-up plan) |
D: Organization M: Process model |
S: process view M: business process diagram |
P: Function F: Logical |
| Corporate architecture |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Business object architecture |
S: data view M: technical term model |
E: resources M: conceptual object schema |
P: information sys. E: Developer M: Object model (objects and relationships) |
D: data M: data model |
S: data structure view M: specific ERM |
P: Motivation F: Logical, physical, detailed M: List of business objects |
| Data architecture |
S: data view M: ERM |
E: resources M: conceptual object schema |
P: information sys. E: Developer M: Object model (objects and relationships) |
D: data M: data model |
S: data structure view M: specific ERM |
P: data F: all M: ERM |
| Application and technology architecture |
S: functional overview M: AWS-type chart, Netztopo- logy |
E: resources M: conceptual object schema |
P: information sys. E: System administrator M: Object model (system administration) |
D: Organization M: IT Assessment management |
S: application structure view M: application structure diagram |
P: Function F: Logical, Physical |
| Machines, plants, equipment, etc. s. w. |
E: resources M: conceptual object schema |
P: Organization E: Resources, information, communication M: Object model (resource management) |
||||
| Regulations | Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Laws | E: Business plan M: Object system |
|||||
| Standards and norms |
E: Business plan M: Object system |
|||||
| contracts | E: Business plan M: Object system |
|||||
| Interest groups and market |
Scheer ... | Ferstl / Sinz ... | Frank... | Österle ... | Gadatsch ... | Zachmann ... |
| Stakeholders and Competitors |
E: Business plan M: Object system |
P: Strategy E: Desktiption M: Object Model (Generali sierungsbe- relations) |
D: Organization M: Customer relationship analysis |
P: People F: Context M: List of stakeholders |
||
| Products and services |
S: service view M: product tree |
E: Business plan M: Object system |
P: Strategy E: Analysis M: Object Model (Generali sierungsbe- relations) |
D: Organization M: Performance analysis |
||
| Customer management |
||||||
| Public relations and image |
Explanations
A ARIS organizes its methods in a combination of views (organization view, data view, control view, function view, performance view) and phases ( technical concept , data processing concept , implementation ). Each of these combinations integrates a multitude of methods, from which only a few examples have been selected for this comparison. More recent publications on ARIS are increasingly being dispensed with and the ARIS software from version 6.2 onwards completely dispenses with the description level of the phases (technical concept, IT concept, implementation).
B Promet organizes its methods in a combination of levels (business strategy, process, information system) and dimensions (organization, data, functions - which are expanded if necessary, e.g. human resources, marketing, law).
C The GPM organizes its methods in a combination of process levels (business process level, workflow level) and structure views (organizational structure view, activity structure view, application structure view, information structure view). Each process level has a method for flow modeling (business process diagram, workflow diagram) and a method for structural modeling (business process level: organizational chart, business process structure diagram, information system structure diagram, specific ERM; workflow level: position plan / role assignment diagram, workflow structure diagram, application structure diagram, specific ERM).
D The Zachman Framework organizes its methods in the matrix of perspectives and foci. Each matrix cell uses exactly one method, which is often not very precisely defined, so that these are interpreted very differently in different treatises. Provide good, yet sometimes contradicting approaches. Only a few examples are given for this comparison.
Requirements for a holistic company image
Coverage of the necessary aspects
The corporate image needs by the respective companies considered relevant aspects ( mission statement , corporate policies , organizational structure , process organization , process organization , enterprise architecture , regulations and stakeholders and market cover).
Internationalization / localization of access and content
The company image must be designed in several languages according to the international presence (branches and market access / customer groups) of the respective company.
Version management / content life cycle
In accordance with the sustainability requirements, the company image must support editing that is not generally accessible, the publication of released and archiving of current and expired content of the company image.
further requirements
- Alignment of the content of the company image with the target groups (favorites, home / welcome area, access protection)
- Support of efficient maintenance of the content of the company image
- Ensuring sufficient availability (intranet / internet, service level agreement )
- Linking to other information sources / embedding in business processes
Individual evidence
- ↑ Function-oriented process organization on Wikiversity
- ↑ Time-oriented process organization on Wikiversity
- ↑ Space-oriented process organization on Wikiversity
- ↑ McKinsey & Company: The consumer decision journey (last accessed: December 16, 2019)
- ^ AW Scheer: Architecture of Integrated Information Systems . Springer, Berlin 1992, ISBN 3-540-55401-7
- ↑ Ulrich Frank: Multi-perspective company modeling PDF (last accessed: December 16, 2019)
- ↑ Andreas Gadatsch: Management of Business Processes / Methods and Tools for IT Practice: An Introduction for Students and Practitioners . 2nd revised and expanded edition. Vieweg, Braunschweig / Wiesbaden 2002, ISBN 3-528-15759-3
- ↑ Hubert Österle: Business Engineering / Process and System Development / Volume 1 Design Techniques . Springer, Berlin 1995, ISBN 3-540-60048-5
- ^ The Open Group Framework , accessed April 22, 2012.
- ^ John A. Zachman: A Framework for Information Systems Architecture . In: IBM Systems Journal , 1987, vol 26, no 3. IBM Publication G321-5298
- ^ John A. Zachman: Concepts of the Framework for Enterprise Architecture: Background, Description and Utility (PDF; 71 kB) 1997; Retrieved April 22, 2012
- ↑ Computer Integrated Manufacturing Open System Architecture CIMOSA Association e. V .; Retrieved April 22, 2012
- ↑ S&T System Integration & Technology Distribution AG
- ↑ A Tutorial on the Zachman Framework for Enterprise Architecture in the web archive, MS Powerpoint (last accessed: December 16, 2019)
- ↑ Current presentation of the Zachman Framework as of 2009 (last accessed: December 16, 2019)