Abstract
Business analysts, business architects, and solution consultants use a variety of practices and methods in their quest to understand business. The resulting work products could end up being transitioned into the formal world of software requirement definitions or as recommendations for all kinds of business activities. We describe an empirical study about the nature of these methods, diagrams, and home-grown conceptual models as reflected in real practice at IBM. We identify the models as artifacts of “enterprise conceptual modeling”. We study important features of these models, suggest practical classifications, and discuss their usage. Our survey shows that the “enterprise conceptual modeling” arena presents a variety of descriptive models, each used by a relatively small group of colleagues. Together they form a “long tail” that extends from “drawings” on one end to “standards” on the other.
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Anaby-Tavor, A. et al. (2009). An Empirical Study of Enterprise Conceptual Modeling. In: Laender, A.H.F., Castano, S., Dayal, U., Casati, F., de Oliveira, J.P.M. (eds) Conceptual Modeling - ER 2009. ER 2009. Lecture Notes in Computer Science, vol 5829. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-04840-1_7
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DOI: https://doi.org/10.1007/978-3-642-04840-1_7
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