1;Preface;52;Organization;73;Table of Contents;94;Keynotes;94.1;To Make Modeling a Natural Tool in Business Development We Need to Stop Talking about Modeling;114.1.1;Background;114.1.2;Business Development and Models;114.1.3;The Proof of the Pudding Is in the Eating;124.2;Enterprise Modeling - What We Have Learned, and What We Have Not;134.2.1;Background;134.2.2;Lessons Learned;134.2.3;Future Directions;154.2.4;References;165;Experiences in Enterprise Modeling;95.1;Information Demand Context Modelling for Improved Information Flow: Experiences and Practices;185.1.1;Introduction;185.1.2;The Constituent of Information Demand;195.1.3;Industrial Application Cases;205.1.4;Practices of Information Demand Modelling;215.1.4.1;Common Problems Related to Information Demand;225.1.4.2;Information Demand Modelling;235.1.5;Reflections and Discussion;275.1.5.1;Methods Supporting Action;275.1.5.2;Validity of Practices from EM;295.1.6;Summary and Future Work;315.1.7;References;315.2;The Common Model of an Enterprise's Value Objects, Presented in Relevant Business Views;335.2.1;Introduction;335.2.1.1;Work Procedure for the Effort;355.2.1.2;Organization of the Paper;365.2.2;The Cases;365.2.2.1;Case 1 - Matching Revenue to Cost of the Products;365.2.2.2;Case 2 - A Portal Business Start-Up during the Dot-Com Era;395.2.2.3;Case 3 - A Large Manufacturer of Vehicles (Common Object Model);415.2.2.4;Case 4 - A Large Manufacturer of Vehicles (Service Market View of Corporate Common Object Model);435.2.3;Experiences;445.2.3.1;Deliverables Case #1;445.2.3.2;Deliverable Case #2;445.2.3.3;Deliverable Case #3;445.2.3.4;Deliverable Case #4;455.2.4;Conclusions and Future Work;455.2.5;References;475.3;On the Use of i* for Architecting Hybrid Systems: A Method and an Evaluation Report;485.3.1;Introduction;485.3.2;The Experience;495.3.2.1;The ETAPATELECOM Case;495.3.2.2;The Cuenca Airport Case;495.3.3;The DHARMA Method;505.3.4;The i* Framework from the Stakeholder Point of View;525.3.4.1;Initial Modeling;525.3.4.2;The Model as a Communication Mean;555.3.5;The i* Framework from the Modeler Point of View;565.3.5.1;Drawing of the Diagram;565.3.5.2;Reusability;565.3.5.3;DHARMA-Related Lessons Learned;595.3.6;Conclusions and Future Work;615.3.7;References;626;The Process of Modeling;96.1;Interactions, Goals and Rules in a Collaborative Modelling Session;646.1.1;Introduction;646.1.2;Analytical Setup;666.1.2.1;Research Questions;666.1.2.2;General Set-Up of the Study;666.1.3;Framework and Concepts;696.1.4;Findings;716.1.4.1;Categorization of the Speech-Acts;726.1.4.2;Categorization of Topics of Interactions;736.1.4.3;Rules and Goals;736.1.4.4;Overall Findings and Observations;746.1.4.5;Comparison with Existing Frameworks;756.1.5;Conclusions and Further Research;776.1.6;References;776.2;Evaluating Modeling Sessions Using the Analytic Hierarchy Process;796.2.1;Introduction;796.2.2;Modeling Process Evaluation Framework;806.2.3;Research Setup: Case Study Scenario;816.2.4;Proposed Evaluation Method: AHP Method;846.2.4.1;Analytic Hierarchy Process Methodology;846.2.4.2;Structural Decomposition Step;846.2.4.3;Pairwise Comparison - Comparison Scale;856.2.4.4;Pairwise Comparison - Forming a Comparative Matrix;876.2.4.5;Relative Weight Estimation - Eigenvector Method;886.2.4.6;Consistency Check;896.2.4.7;Synthesizing - Overall Rating and Ranking;906.2.5;Related Work;916.2.6;Conclusion and Future Work;926.2.7;References;926.3;A Goal-Oriented Approach for Business Process Improvement Using Process Warehouse Data;946.3.1;Introduction;946.3.2;Related Work;956.3.3;Process Design Framework;966.3.4;Case Study;976.3.5;A Decision Relationship Model for Process Improvement;986.3.6;Using DRM for Process Improvement;1006.3.7;Application of DRM for Process Improvement: A Case Study;1036.3.8;Conclusion;1066.3.9;References;1067;Enterprise Modeling in Information Systems Development;97.1;From i* Req