Enterprise Process Modeling in Practice – Experiences from a Case Study in the Healthcare Sector

Conference paper
Part of the Lecture Notes in Business Information Processing book series (LNBIP, volume 248)

Abstract

In enterprise modeling it is customary to differentiate between the current, as-is situation and the future to-be situation and develop models of these to plan for how to fill the gap. In practice you are never able to implement the ideal to-be model, each to-be will be incremental steps on the way to a future best practice. So it will be useful to also maintain a separate ought-to-be model, to not forget the situation you strive for. A distinction between the ought-to-be, as-is, and the to-be model is necessary, and we have in this paper provided the basis for an approach for combining top-down ought-to-be and bottom-up as-is and to-be modelling to support the dynamic interplay between these models. The approach is illustrated through a practical application in the healthcare sector. The main results is that it is found beneficial to represent the to-be and ought-to-be models separately, to be able to discuss the long-term goals without being hampered by short-term technical and organizational limitations, but still have support for developing the next version of the organization.

Keywords

Enterprise process modelling Case study Ought-to-be model 

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Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.eFaros LtdOsloNorway
  2. 2.NTNUTrondheimNorway

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