Enterprise model verification and validation : an approach

This article presents a verification and validation approach which is used here in order to complete the classical tool box the industrial user may utilize in enterprise modeling and integration domain. This approach, which has been defined independently from any application domain is based on several formal concepts and tools presented in this paper. These concepts are property concepts, property reference matrix, properties graphs, enterprise modeling domain ontology, conceptual graphs and formal reasoning mechanisms

A formal verification framework and associated tools for enterprise modeling : application to UEML

The aim of this paper is to propose and apply a verification and validation approach to Enterprise Modeling that enables the user to improve the relevance and correctness, the suitability and coherence of a model by using properties specification and formal proof of properties

THE ISM: A FORMAL TOOL FOR MODELLING AND VERIFICATION

This paper addresses the issue of modelling and analysis of systems. The necessity of carrying out verification and/or validation tasks is discussed, the factors which influence the choice of a model are shown, and the differences between simulation tools or formal methods is explained. Within the framework of discrete time modelling of systems, a method for formally analysing the behaviour of a system described by a Finite State Machine permits to prove properties: the method is based on the translation into a formal system which has got a temporal logic interpretation, and the analysis of the sensitivity of the temporal evolution of the system with respect to some events involves the use of the Temporal Boolean Difference. Furthermore, in order to improve the expressiveness power of the model, an extension of the Finite State Machine model, called Interpreted Sequential Machine (lSM) supports the representation of complex data. The verification process has been adapted to t his model

Towards a method to deploy systems engineering processes within companies

Systems Engineering (SE) approach is a tried and tested approach that promotes and coordinates all appropriate processes to design, develop and test a system. These SE processes have been defined in many standards which are not always consistent with each other and often provide only generic indications. Therefore, companies seeking to apply the SE approach must answer themselves the following questions: how to tailor these generic processes to their company? What methodology must be applied to deploy SE processes? How to ensure the success of this deployment? The purpose of this paper is to present the two main principles of a SE processes deployment methodological approach currently under development and applied to a helicopter manufacturer. These principles are: 1) The description of the set of activities necessary for the deployment, 2) The main concepts necessary to the approach, gathered and shortly formalised in a global meta-model

An Anticipative Effects-Based Approach (AEBA) for analyzing collaborative crisis management process

This paper aims at presenting an Anticipative Effects-Based Approach (AEBA) to evaluate the potential effects of a collaborative crisis management process response on the different elements concerned by the crisis evolution. This approach provides several concepts, model and reasoning mechanisms presented and illustrated in this paper. AEBA is currently developed within the French ISYCRI1 Project. It focuses on crisis occurring suddenly and unpredictably. Long time crisis such as famine, pandemic, enduring civilian wars, etc. are not taken into account

Mixing Systems Engineering and Enterprise Modelling principles to formalize a SE processes deployment approach in industry

12 pagesInternational audienceSystems Engineering (SE) is a tried and tested methodological approach to design and test new products. It acts as a modelbased engineering approach and promotes for this purpose a set of standardized collaborative processes, modelling languages and frameworks. In a complementary way, Enterprise Modelling (EM) provides concepts, techniques and means to model businesses along with their processes. The purpose of this paper is to provide a method for the deployment of SE processes considering interoperability and building bridges between SE and EM. An application case is given illustrating the definition of the stakeholder requirements definition process defined in the ISO 15288:2008

Application of an Enterprise Modelling approach to deploy Systems Engineering processes in large organizations

Enterprise Modelling (EM) enables the representation of companies' activities, of their resources along with their roles and responsibilities in order to share the company's knowledge and support performance analysis. For this, EM promotes various concepts, techniques, frameworks, modelling languages and tools today widely used in companies. Currently, even a partial model of an enterprise constitutes a way to communicate, to share advices, to analyse and to make decisions. Therefore, EM appears to be a privileged tool to support any business change management. In a complementary way, Systems Engineering (SE) is a tried and tested methodological approach to design and test new products whatever their complexity or nature. Nowadays SE is considered in industry as a competitive and structured approach enabling a company to manage design activities and more generally to improve its capacity and ability to design complex systems efficiently. SE acts as a model-based engineering approach and promotes to this end a set of standardized collaborative processes, modelling languages and frameworks. Thus, when considering large companies designing complex systems such as a helicopter manufacturer, first it appears critical to be able to adapt processes proposed by SE standardization according to the business specific needs. This tailoring must be guided in order to consider the inherent complexity of the organization, the various human actors' profiles and skills, tools and stakeholders involved in the design of new products. As they all have to communicate and interact efficiently together their abilities and capacities to be interoperable i.e. to really work together should be analysed and improved accordingly before going further. Then, it appears necessary to prepare the company for the required changes, and to deploy in situ the adopted SE processes taking into account not only company's classical constrains and objectives but also the current level of interoperability of its elements. Finally, company managers must become able to control and adjust these processes from the cradle to the grave according to feedbacks from their stakeholders. To support all these activities, Enterprise Modelling (EM) provides several techniques, modelling languages, reference models and interoperability assessment methods which have been adapted and applied in this research work. The purpose of this article is threefold: 1) to provide a state of the art in interoperability, Systems Engineering (SE), and EM to illustrate how these disciplines are interrelated, to identify the needs they imply in the deployment, to discuss lacks in existing works considering these needs and thus to formulate how we aim to meet them, 2) to present an approach based on EM helping companies to lead changes required to apply SE principles and aiming to promote interoperability; and 3) to introduce the modelling environment proposed to support the approach including an ontology, an extension of BPMN 2.0 and software tools

Customizable Interoperability Assessment Methodology To Support Technical Processes Deployment In Large Companies

International audienceIncreasing competition on markets induces a vital need for companies to improve their efficiency and reactivity. For this, a solution is to deploy, improve and manage their processes while paying a special attention on the abilities of the resources those involve. Particularly, the interoperability of the latter is considered in this article as a challenge conditioning the success of the deployment. Consequently, this paper presents a methodology to assess interoperability of people, material resources and organisation units involved or that could be involved in a process, all along the deployment effort. This methodology is usable for prevention, detection and correction of interoperability problems