Scaffolding Stakeholder-Centric Enterprise Model Articulation
Involving stakeholders in enterprise modeling, besides rendering valid models, also helps stakeholders articulate and align their views on their organization. This requires that stakeholders are able to understand and actively perform conceptual modeling
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Department of Software Science, Radboud University, Toernooiveld 212, 6525 EC Nijmegen, Netherlands [email protected], [email protected] 2 Model-Based IS Group, HAN University of Applied Sciences, Ruitenberglaan 26, 6802 CE Arnhem, Netherlands
Abstract. Involving stakeholders in enterprise modeling, besides rendering valid models, also helps stakeholders articulate and align their views on their organization. This requires that stakeholders are able to understand and actively perform conceptual modeling for representing their views on enterprise structure and behavior. The specific skills required for this should not be taken for granted and need to be developed explicitly. Scaffolding is an educational concept that allows to embed learning support mechanisms in operative modeling processes. The present article introduces a framework that makes it possible to view scaffolding as an integral part of stakeholder-centric modeling activities. The framework is validated with respect to its descriptive and discriminatory power by an ex-post analysis of the design and application of an existing modeling method. Keywords: Scaffolding Alignment
Stakeholder-centric modeling
Articulation
1 Introduction Enterprise modeling is a form of conceptual modeling that is concerned with representing organizational phenomena and their relationships among each other [1]. The developed conceptual models provide the foundation for describing present or required [2] properties of enterprises as socio-technical systems, to document their operational and structural properties [3] and aid the communication with social and technical stakeholders throughout the design process [4]. The topic of how to facilitate the development of skills in conceptual modeling in organizational research has been addressed as early as in the 1960s, when Morris [5] stated that “if one grants that modeling is and, for greatest effectiveness, probably ought to be, an intuitive process for the experienced, then the interesting question becomes the pedagogical problem of how to develop this intuition.” This question has also been picked up in enterprise modeling as the discipline continued to mature [6], and has moved away from being considered an “art” that requires “intuition” to a more scientifically grounded discipline [7].
© IFIP International Federation for Information Processing 2016 Published by Springer International Publishing Switzerland 2016. All Rights Reserved J. Horkoff et al. (Eds.): PoEM 2016, LNBIP 267, pp. 133–147, 2016. DOI: 10.1007/978-3-319-48393-1_10
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S. Oppl and S. Hoppenbrouwers
In recent years, literature examining conceptual model processes [8, 9] recognizes a trend towards a strong and active involvement of stakeholders, who are usually not formally trained in modeling [10]. Models are considered to act as boundary objects [11] that enable people to articulate and align their understanding of their work systems [12]. Research in this domain has focused on how to facilitate modeling activities under involvement o
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