“An enterprise must be viewed from several perspectives if it is to be fully described and understood (Barnett 1994; ESPIRIT Consortium AMICE 1991). Previous work in the development of architectures by the Automation & Robotics Research Institute (Presley et al. 1993) describes a five view approach. The Business Rule (or Information) View defines the entities managed by the enterprise and the rules governing their relationships and interactions. The Activity View defines the functions performed by the enterprise (what is done) while the Business Process View defines a time sequenced set of processes (how it is done). The resources and capabilities managed by the enterprise are defined in a Resource View. Finally, the Organization View is used to define how the enterprise organizes itself and the set of constraints and rules governing how it manages itself and its processes.”

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 994

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American engineer 1947

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“This book undertakes the study of management by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field. Managing is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals. Managing could, then, be called ""performance environment design."" Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art.
Each of the managerial functions is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Part 1 is an introduction to the basis of management through a study of the nature and operation of management principles (Chapter 1), a description of the various schools and approaches of management theory (Chapter 2), the functions of the manager (Chapter 3), an analytical inquiry into the total environment in which a manager must work (Chapter 4), and an introduction to comparative management in which approaches are presented for separating external environmental forces and nonmanagerial enterprise functions from purely managerial knowledge (Chapter 5)…”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1972 edition)

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“The large industrial enterprise is... the representative institution of an industrial society. It determines the individual's view of his society.”

Peter F. Drucker (1909–2005) American business consultant

Under section header: The Enterprise as Society's Mirror
1930s- 1950s, The New Society (1950)

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“The creation and implementation of integrated information systems involves a variety of collaborators including people from specialist departments, informatics, external advisers and manufacturers. They need clear rules and limits within which they can process their individual sub-tasks, in order to ensure the logical consistency of the entire project. Therefore, an architecture needs to be established to determine the components that make up the information system and the methods to be used to describe it. The ARIS architecture developed in this book is described in concrete terms as an information model within the entity-relationship approach. This information model provides the basis for the systematic and rational application of methods in the development of information systems. It also serves as the basis for a repository in which the enterprise's application - specific data, organization and function models can be stored. The ARIS architecture constitutes a framework in which integrated applications systems can be developed, optimized and converted into EDP - technical implementations. At the same time, it demonstrates how business economics can examine and analyze information systems in order to translate their contents into EDP-suitable form.”

August-Wilhelm Scheer (1941) German business theorist

August-Wilhelm Scheer, I. Cameron (1992) Architecture of integrated information systems: foundations of enterprise modelling. Abstract.

“In enterprise modelling, we want to define the actions performed within an enterprise, and define constraints for plans and schedules which are constructed to satisfy the goals of the enterprise. This leads to the following set of informal competency questions:”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Temporal projection - Given a set of actions that occur at different points in the future, what are the properties of resources and activities at arbitrary points in time?
Planning and scheduling - what sequence of activities must be completed to achieve some goal? At what times must these activities be initiated and terminated?
Execution monitoring and external events - What are the effects of the occurrence of external and unexpected events (such as machine breakdown or the unavailability of resources) on a plan or schedule?
Time-based competition - we want to design an enterprise that minimizes the cycle time for a product. This is essentially the task of finding a minimum duration plan that minimizes action occurrences and maximizes concurrency of activities.
Source: Methodology for the Design and Evaluation of Ontologies (1995), p. 3-4

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