Architecture of Integrated Information Systems: Objectives Lecture 21.05.04
Architecture of Integrated Information Systems: Objectives Lecture 21.05.04
ARIS
Architecture of Integrated Information Systems
Table of Content
1
Table of figures
Figure 1: System features........................................................................................................... 4
Figure 2: ARIS House ................................................................................................................ 5
Figure 3: ARIS House with ARIS phase model........................................................................ 6
Figure 4: Interaction flow........................................................................................................... 9
Figure 5: Function Flow........................................................................................................... 10
Figure 6: Categories of output................................................................................................. 11
Figure 7: Output Flow .............................................................................................................. 11
Figure 8: Consolidated business process model order processing....................................... 12
Figure 9: ARIS Business Process Model ................................................................................. 13
Figure 10: Level of model abstractions.................................................................................... 14
Figure 11: The general ARIS business process model............................................................. 15
Figure 12: ARIS Views ............................................................................................................ 18
Figure 13: ARIS Phase Model ................................................................................................. 20
The ARIS is used to develop an enterprise architecture which supports a business framework.
To represent processes clearly and systematically, ARIS framework includes four static
views and one dynamic view. The figure below illustrates this fact.
System
features
Structure of
the system
Static view on the system
(organizational view,
function view, output view,
data view)
Behaviour of the
system
The dynamic flow in the
system
functions and events
(process/control view)
Organization View
(Process)
Data
View
Control
Function
View
View
Product/Service View
Relationship
(Interaction)
1. Control view
The process view (or control view) displays the static connections between the objects of the
data, function, performance and organization views, and the dynamic, chronological process
flows.
Modeling method like: EPC (Event Process Chain) or eEPC (Extended Event Process Chain)
2. Product/Service view
The product/service view structures all material and non-material inputs and outputs that are
brought into, or performed by, the business process.
Modeling method like: product diagrams (gozinto graph)
3. Data view
Information objects and their attributes, as well as the relationships between information
objects are described in the data view. Because events represent the status of the process at a
certain point in time, they are also assigned to the data view.
Modeling method like: ERM (Entity Relationship Model) or UML (Unified Modeling
Language)
4. Function view
The transactions that transform performances and the static relationships between them are
described in the function view. The terms function, transaction and activity are used
here synonymously. Application systems are also included in the function view, because they
determine the computer-supported processing rules for activities.
Modeling method: Function tree
5. Organization view
Organizational elements and their relationships form the organizational structure are
described in the organization view. In addition to these human resources, operating resources
and computer hardware are also assigned to this view.
Modeling method like: Organigram
The views 1 to 4 are static views, in that while they may imply a process flow, they do not
explicitly show how a process flow5. Consequently, the information captured in the static
views must be combined into the dynamic process view (views 1). The process view (or
control view) displays the static connections between the objects of the data, function,
performance and organization views (bilateral relationships/interactions), and the dynamic,
chronological process flows. All five views are combined into a construct known as the
ARIS House. The ARIS house is the framework within which ARIS architectures are
created. The central view, the control view, is the combination of the individual views. Each
of the ARIS views is supported by many model types (as mentioned like ERM, Organigram,
Function tree etc.)
The advantage of dividing business processes into individual views is that the complexity of
the business processes is reduced. One can look at one view without being overwhelmed with
information from the other views. However, the interrelationships created between
organizational, data-technical, performance-related, and functional aspects when designing
the views are stored and maintained so the components of the different views can be
reassembled in the process view when the whole picture is needed.
The next figure shows the ARIS House with the integrated ARIS phase model. It allows to
transform business related issues step by step into information technology solutions.
Organisation
View
Requirements
Definition
Design Specification
Implementation
Requirements
Definition
Design
Specification
Requirements
Requirements
Definition
Definition
Design
Specification
Design
Specification
Design
Specification
Implementation
Implementation
Implementation
Data
View
Control
View
Functions
View
Product/Service View
Figure 3: ARIS House with ARIS phase model
There are multiple reasons for creating business process models, such as:
Business process reengineering (BPR) is the analysis and radical redesign of business
(processes) within and between enterprises. BPR reached its heyday in the early 1990's when
Michael Hammer and James Champy published their best-selling book, "Reengineering the
Corporation".
Reasons for Business Process Optimization (BPM):
Changing the process structure by introducing simultaneous tasks, avoiding cycles,
streamlining the structure,
Changing organizational reporting structures and developing employee qualification by
improving processing in its entirety,
Reducing the amount of documentation, streamlining and accelerating document and data
flow,
Discussing possible outsourcing measures (shifting from internal to external output
creation),
Implementing new production and IT resources to improve processing functions.
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Interaction Flow,
Function Flow or
Output Flow etc.
But almost none of them are able to reflect completely the real process flow. Therefore
usually a combination of these modeling method are necessary.
In order to describe the listed flow we will us the following business scenario:
A customer wants to order several items which need to be manufactured. Based on customer
and item information, the feasibility of manufacturing this item is studied. Once the order has
arrived, the necessary materials are obtained from a supplier. After arrival of the material and
subsequent order planning, the items are manufactured according to a work schedule and
shipped to the customer, along with the appropriate documentation.
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Interaction flow diagram describes units or persons who are responsible for an
assignment and their relationships (output- and communicational relationships) in the
business process.
Process logic direction of process flow is not clearly given (more a static view)
Reports
a Demand
Order
Purchasing
Pays Funds
Supplier
Delivers
Places an Order
Customer
Pays Funds
Sale
Places an Order
Manufacturing
Plans,
Manufactures
Checks
Order
Delivers Item
Shipping
Ships
Delivers
Legend:
Organizational Unit
Interaction
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This modeling method focuses on the output which are produced during the process flow. It is
a static view.
Customer
Enterprise
Supplier
Suppliers,
Materials
Purchasing
Supplier
Order
Order
arrived
Suppliers
Purchasing
Payment
Customer
Customer
Order
Suppliers
Demand
reported
PC
Ordering
Program
Customer
Suppliers
Accept
Merchandise
Merchandise
accepted
PC
Ordering
Program
Customer
Suppliers
Send
Payment
PC
Accounts
payable
Customers,
Suppliers
Sales
Order
accepted
Check
Order
Customer
Satisfaction
Deadlines
kept
Customer
Payment
Truck
PC
Shipping
Program
Accounts
payable
PPC
System
Manufacturing Plan
completed
Manufacturing Plan
Shop FLoor
Item
completed
Scheduler
Sales
PC
Item
Ship
Item
Merchandise
arrived
Shipping
Order
Short Lead
Time
Customers,
Items
Shipping
PC
Plan Manufacturing
PC
Shippment
of Item
Order
accepted
Order
Documents
Suppliers
Customers
PC
Funds
accepted
Accounts
receivable
Work
Schedule
Manufacturing
Checked
Order
Accept
Funds
Materials
Order
processed
PC
Payment
arrived
Pay
Keep Payment
Deadline
Process
Order
Ordering
Program
PC
Customers,
Materials
Supplier
Work
Schedule
Manufacture Item
High
Quality
Machine
Machine
Operator
Control
CPU
PPC
System
Customers
Legend:
Accept
Funds
Payment
arrived
Low
Transaction
Costs
PC
Funds
accepted
Accounts
receivable
PPC
PC
Function
Event
Human
Output
Organizational Unit
Message
Goal
Environmental Data
Machine
Output
Computer
Hardware
Application
Software
Logical
Operator
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A
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N
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Other
Services
Input
(Is Processed)
Environmental Data
Material
Input
Co
ntr
ols
Output
(Is Created)
Ingoing
Outgoing
Triggers
Other
Services
Material
Output
Transforms
Financial
Resources
Initial
Event
Information
Services
Goal
Financial
Resources
Result/
Event
Function
Message
Executes, Controls
Responsible Processes
Organizational Unit
Huma
Output
Us
es
Us
es
Machine
Resource
Computer
Hardwar
Softwar
Other
Services
Input
(Is Processed)
Environmental Data
Material
Input
Co
ntr
ols
Output
(Is Created)
Ingoing
Outgoing
Triggers
Executes, Controls
Organizational Unit
Huma
Output
Us
es
Machine
Resource
Financial
Resources
Result/
Event
Function
Message
Responsible Processes
Other
Services
Material
Output
Transforms
Financial
Resources
Initial
Event
Information
Services
Goal
Us
es
Computer
Hardwar
Softwar
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Information
Services
Goal
Other
Services
Input
(Is Processed)
Co
ntr
ols
Environmental Data
Output
(Is Created)
Transforms
Material
Input
Material
Output
Financial
Resources
Financial
Resources
Ingoing
Outgoing
Triggers
Initial
Event
Other
Services
Result/
Event
Function
Message
Executes, Controls
Responsible Processes
Organizational Unit
Us
es
Us
es
Compute
Hardwar
Machine
Resource
Human
Output
Softwar
Information
Services
Other
Services
Input
(Is Processed)
Environmental Data
Material
Input
Co
ntr
ols
Output
(Is Created)
Ingoing
Outgoing
Triggers
Message
Executes, Controls
Organizational Unit
Huma
Output
Us
es
Machine
Resource
Financial
Resources
Result/
Event
Function
Responsible Processes
Other
Services
Material
Output
Transforms
Financial
Resources
Initial
Event
Information
Services
Goal
Us
es
Computer
Hardwar
Softwar
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Organization View
Organizational Unit
Machine
Resource
Computer
Hardware
Resource
Human
Output
Organizational
Machine
Human
Outpu
Event
Goal
Hardware
Message
Environmental Data
Goal
Function
Event
Event
Environmental
Application
Software
Input
Output
Data View
Control View
Function
Application
Software
Function View
Output
Output View
Figure 12: ARIS Views
Description of the
Function view
The processes transforming input into output are grouped in a function view in figure
12. The designations function, process and activity are used synonymously.
Due to the fact that functions support goals, yet are controlled by them as well, goals are
also allocated to function views - because of the close linkage. In application software,
computer-aided processing rules of a function are defined. Thus, application software is
closely aligned with functions, and is also allocated to function views.
Organization view
The class of organization views creates the hierarchical organization structure, also
known as the organization view. Organization views are created in order to group
responsible entities or devices executing the same work object. This is why the
responsible entities human output, responsible devices, financial resources and
computer hardware are allocated to the organization view.
Data view
Data views comprise the data processing environment as well as the messages
triggering functions or being triggered by functions. Preliminary details on the function
of information systems as data media can also be allocated to the data names.
Information services objects are also implicitly captured in data views. However, they
are primarily defined in the output view. Fehler! Verweisquelle konnte nicht
gefunden werden.c illustrates data view objects.
Output / Service view
Output views contain all physical and non-physical input and output, including funds
flows (see Fehler! Verweisquelle konnte nicht gefunden werden.d).
Control / Process view
The views are where the respective classes with their view-internal relationships are
modeled. Relationships among the views as well as the entire business process are
documented in the control or process views, creating a framework for the systematic
inspection of all bilateral relationships of the views and the complete process
description.
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