Designing and utilising business indicator systems within enterprise models – Outline of a method

Ulrich Frank · David Heise · Heiko Kattenstroth · Hanno Schauer

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Accounting and Organizational Management Big Data and Business Intelligence Corporate Governance and Management

Abstract

Abstract: The design of effective indicators and indicator systems requires a profound understanding of the relevant business context. Numerous relations and dependencies within an indicator system exist, which need to be analysed thoroughly: Many relations are based on implicit assumptions or sometimes not known by the management at all. This is of particular relevance for business success, since improperly used indicator systems may lead to ‘dysfunctional effects ’ like opportunistic behaviour. This paper outlines a method for designing and utilising indicator systems. It fosters a convenient and consistent definition and interpretation of indicator systems. Furthermore, it serves as a conceptual foundation for related performance management systems, such as dashboard systems. 1. Motivation

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1992The balanced scorecard : measures that drive performance 1992The balanced scorecard--measures that drive performance.1995Modelling strategic relationships for process reengineering 2005Performance Dashboards: Measuring, Monitoring, and Managing Your Business 1991Measure Up!: Yardsticks for Continuous Improvement 2005Corporate Performance Management 2008Towards Measuring Key Performance Indicators of Semantic Business Processes 2007Business process monitoring and alignment: An approach based on the user requirements notation and business intelligence tools

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2017Meta Modeling for Business Process Improvement 2010A Conceptual Framework for Enterprise Architecture Design 2009A pattern-based approach to quantitative enterprise architecture analysis 2011A Meta-language for Enterprise Architecture Analysis

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