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Engineering Systems Integration
Business models are as much about generating revenue and profit as they
are about offering the means of deriving value for stakeholders of the entity
through its interactions. One can construe three kinds of business models:
event-centric, object-centric, and process centric. Event-centric business
models focus on the primary interaction(s) that results in economic benefits
to the business entity and in utility (or uses) for the customers or users. An
event-centric business model is inclined to focus on providing the customer
and user the best value for the sales transaction, specifically the interaction
between the customer (object) and the seller (object) for the exchange (or barter) of the product or service for material wealth (money). An object-centric
business model is concerned primarily with the product or service (object)
and its interactions with the user (object) or the user’s environment (object).
A process-centric business model deals with organizational dynamics and
input–output flows. Their focus is on supply chains, logistics, or other means
of support. When architecting the business model at the enterprise level,
these three business models are singularly concerned with optimizing their
particular view and dynamics of operations. When architecting the project
model to deliver a product or service, these three business models deal with
requirements in entirely different ways. The typical development environment for products and services adopts the object-centric thinking with the
elicitation and determination of requirements. Development and integration
are particularly concerned with verifying that the product or service satisfies
requirements, while validation is left as a final step before placing the product or service into operation. The emphasis on human systems integration,
the bringing together of the user, the product or service, and the user’s environment are discussed and included in the object-centric discussion, but not
to the level of importance or adequacy that would be the focus from an eventcentric (or interaction-focused) conceptualization of the development project
(Tvaryanas 2010).
The business model encompasses the concepts of enterprise, business, and
project. Unlike the concept of enterprise which deals with the “big picture”
(Kasser and Mackley 2008), the system of processes and objects that undertake activities that are goal directed (vision driven) and cognitively related,
business is focused on the revenue, profit, and loss aspects of survival.
“. . . enterprise is a mental image of that organization’s current and future
reason for existing” (Morris and Pinto 2004). Business is embodied in the activities that ensure or pretend to ensure survivability. The business model is concerned with the interactions, events, objects, and organization for long-time
survival. Within the construct of the enterprise and business is the singular
notion of project. Projects have beginnings and ends, specific objectives, measurable outputs, and some real or outward appearance of planning. Enterprise
means to attain effectiveness, business means to survive, and project means to
accomplish. The enterprise aims to lay out the nature, vision, and boundaries
of work. The business lays out the interactions, organizations, processes, and
objects. The focus of the project is to deliver a product or service with requisite
Engineering Systems Integration
Business models are as much about generating revenue and profit as they
are about offering the means of deriving value for stakeholders of the entity
through its interactions. One can construe three kinds of business models:
event-centric, object-centric, and process centric. Event-centric business
models focus on the primary interaction(s) that results in economic benefits
to the business entity and in utility (or uses) for the customers or users. An
event-centric business model is inclined to focus on providing the customer
and user the best value for the sales transaction, specifically the interaction
between the customer (object) and the seller (object) for the exchange (or barter) of the product or service for material wealth (money). An object-centric
business model is concerned primarily with the product or service (object)
and its interactions with the user (object) or the user’s environment (object).
A process-centric business model deals with organizational dynamics and
input–output flows. Their focus is on supply chains, logistics, or other means
of support. When architecting the business model at the enterprise level,
these three business models are singularly concerned with optimizing their
particular view and dynamics of operations. When architecting the project
model to deliver a product or service, these three business models deal with
requirements in entirely different ways. The typical development environment for products and services adopts the object-centric thinking with the
elicitation and determination of requirements. Development and integration
are particularly concerned with verifying that the product or service satisfies
requirements, while validation is left as a final step before placing the product or service into operation. The emphasis on human systems integration,
the bringing together of the user, the product or service, and the user’s environment are discussed and included in the object-centric discussion, but not
to the level of importance or adequacy that would be the focus from an eventcentric (or interaction-focused) conceptualization of the development project
(Tvaryanas 2010).
The business model encompasses the concepts of enterprise, business, and
project. Unlike the concept of enterprise which deals with the “big picture”
(Kasser and Mackley 2008), the system of processes and objects that undertake activities that are goal directed (vision driven) and cognitively related,
business is focused on the revenue, profit, and loss aspects of survival.
“. . . enterprise is a mental image of that organization’s current and future
reason for existing” (Morris and Pinto 2004). Business is embodied in the activities that ensure or pretend to ensure survivability. The business model is concerned with the interactions, events, objects, and organization for long-time
survival. Within the construct of the enterprise and business is the singular
notion of project. Projects have beginnings and ends, specific objectives, measurable outputs, and some real or outward appearance of planning. Enterprise
means to attain effectiveness, business means to survive, and project means to
accomplish. The enterprise aims to lay out the nature, vision, and boundaries
of work. The business lays out the interactions, organizations, processes, and
objects. The focus of the project is to deliver a product or service with requisite