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Foundations in Systems Integration
Further, we infer that mereological arguments for objects need only be
contrasted with a socioeconomic view to determine the subjective and objective components of the two frames. The objective frame deals with the objects
and the functions that derive from those objects. The subjective frame
encompasses the processes and the behaviors. But the characteristics of the
objective and subjective frames is determined by the type of business model
used in the enterprise. It is here that we must decide what our centric view
will be. Further, the process management and product or service management also complicate the simple parsing of mereological entities and ontological constructs along objective and subjective lines. For development
projects (product- or service-centric), the frames are best shown as all that is
related to the product or service from the user perspective and all that is
related to the management processes that govern the project. The interplay
between the product frame and the project frame is the systems engineering
work that is accomplished to build and integrate the product or service.
Note that the output of the process frame is an object that is related to the
project management and the output of the product frame is a process that is
related to the product. The integration approach for the product- or servicecentric business models is the intersection of the two frames—subjective and
objective. That intersection is referred to as the structure for the product- or
service-centric business model integration or the product- or service-centric
business model integration framework. Collectively, the business model integration frameworks are referred to as the systems integration frameworks.
Business Models
Business models are descriptive of the management of value for an entity,
for example, a product or service, or at the business or enterprise level. The
process of “to manage” is taken here to mean “planning,” “organizing,”
“communicating,” “directing” (or “commanding”), “controlling,” and “team
building.” The essential characteristics of a business model require the
enterprise be describable in terms of its key traits, for example, managing the
enterprise, delineating the needs of the enterprise, prioritizing the relative
importance of these needs, evaluating the scalability and externalities of the
internal operations and external processes, identifying the efficacies of the
products and services in the user environments, determining the causal
boundaries and boundary conditions, and identifying all interactions both
internal and external to the enterprise* with internal-to-external and
external-to-internal delineations.
* Enterprise or business are used interchangeably, whereas, project can also be applicable and
serve equally well given the context of the discussion.
Foundations in Systems Integration
Further, we infer that mereological arguments for objects need only be
contrasted with a socioeconomic view to determine the subjective and objective components of the two frames. The objective frame deals with the objects
and the functions that derive from those objects. The subjective frame
encompasses the processes and the behaviors. But the characteristics of the
objective and subjective frames is determined by the type of business model
used in the enterprise. It is here that we must decide what our centric view
will be. Further, the process management and product or service management also complicate the simple parsing of mereological entities and ontological constructs along objective and subjective lines. For development
projects (product- or service-centric), the frames are best shown as all that is
related to the product or service from the user perspective and all that is
related to the management processes that govern the project. The interplay
between the product frame and the project frame is the systems engineering
work that is accomplished to build and integrate the product or service.
Note that the output of the process frame is an object that is related to the
project management and the output of the product frame is a process that is
related to the product. The integration approach for the product- or servicecentric business models is the intersection of the two frames—subjective and
objective. That intersection is referred to as the structure for the product- or
service-centric business model integration or the product- or service-centric
business model integration framework. Collectively, the business model integration frameworks are referred to as the systems integration frameworks.
Business Models
Business models are descriptive of the management of value for an entity,
for example, a product or service, or at the business or enterprise level. The
process of “to manage” is taken here to mean “planning,” “organizing,”
“communicating,” “directing” (or “commanding”), “controlling,” and “team
building.” The essential characteristics of a business model require the
enterprise be describable in terms of its key traits, for example, managing the
enterprise, delineating the needs of the enterprise, prioritizing the relative
importance of these needs, evaluating the scalability and externalities of the
internal operations and external processes, identifying the efficacies of the
products and services in the user environments, determining the causal
boundaries and boundary conditions, and identifying all interactions both
internal and external to the enterprise* with internal-to-external and
external-to-internal delineations.
* Enterprise or business are used interchangeably, whereas, project can also be applicable and
serve equally well given the context of the discussion.