Modeling As-is, Ought-to-be and To-be - Experiences from a Case Study in the Health Sector

Abstract

In business process management (BPM) it is customary to differentiate between the current (as-is) situation, and the future (to-be) situation and develop models of these situations. In practice you never are able to implement the ideal to-be model, although it is still useful to represent this and update it as the situation changes. A finer distinction between the modelling of this ideal ought-to-be, as-is, and to-be is nec- essary, and we have in this paper provided an approach for combining top-down and bottom-up modelling to support the dynamic interplay be- tween these models. The approach is exemplified through a case in the health sector where it has been tried out, reporting the learnings from supporting this in a contemporary enterprise architecture environment.

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