In alignment with the ongoing digitalization in all aspects of science and society, the legal domain is experiencing a significant growth in the volume of produced documents. Manual approaches for analysis of legal corpora, like Intellectual Property case decisions, are deemed resource-intensive, in terms of time and effort. As a response, we present the CLAIM tool, which has been developed combining Model-Driven Development with a Large Language Model. As a Design Science Research project, the tool’s development has been based on the needs of its stakeholders, which have been elicited in participatory modeling workshops. The prototype version presented in this paper includes two main phases of analysis; information extraction and semantic information retrieval. Its functionality is briefly demonstrated by analyzing trademark cancellation cases which have been filed in bad faith.

As digitalization increases its pace, the legal field produces far more text than manual analysis can keep up with. Parsing large bodies of material such as Intellectual Property rulings by hand is both slow and labor-intensive, to the point where it is considered unfeasible. In this paper, the CLAIM tool, developed to tackle this challenge by blending conceptual modeling with a large language model, is presented and evaluated. Conceived as a Design Science artifact, the tool was motivated by stakeholder requirements gathered through participatory modeling workshops. The prototype runs in two consecutive stages: automated information extraction followed by semantic querying. Its capabilities are illustrated on a corpus of EU trademark-cancellation decisions brought on grounds of bad-faith filing. CLAIM’s evaluation was based on user-testing and interviews, resulting in a set of highly positive responses.

The increasing complexity of military command and control systems (C2-systems) requires a robust framework for integrating emerging technologies effectively. This article is part of a research project employing Design Science Research Methodology (DSRM) with the primary objective of developing a conceptual framework, including models and methods, designed to assist designers and military commanders in assessing and understanding C2-systems from a socio-technical perspective. Additionally, the research aims to provide guidance on analyzing how individual sub-systems in a C2-system influence the entire system. In previous publications, the authors have explored the challenges associated with the integration of emerging technologies into C2-systems, and have also outlined an initial iteration of a concepts model and a goal model. This article addresses the refinement and stakeholder validation of these models, and outlines an in-depth exploration of the decomposition process from high-level goals to specific sub-goals and requirements. Following the DSRM, the authors have engaged stakeholders from the military, research and acquisition domains in a series of workshops. These were designed to extract feedback and insights, ensuring that the models are both accurate and relevant. Data elicited during these sessions were analyzed to validate the coherence of the overall structure as well as the semantic quality of proposed models. The findings indicate that combining goal models with a concepts model, enhances the understanding of, and the requirements on, C2-systems. Moreover, the validation through stakeholder engagement not only refines the goal and concepts model but also fosters a shared understanding among stakeholders regarding the objectives and challenges associated with integration of emerging technologies. The results presented in this article provide actionable insights for practitioners seeking to understand and improve military C2-systems. The results also highlight the importance of both conceptual and goal-oriented frameworks in guiding the understanding and integration of emerging technologies, ultimately contributing to more effective C2-systems.

Capabilities provide a structured and stable business-centric view of what an organization does. By enabling the organization’s architecture of what it is able to do, as modular functional building blocks, capability has become a standard design element of enterprise architecture frameworks such as TOGAF, Archimate, OMG Business Architecture, and many others. Despite clear modularity and purpose of the capability notion, for many companies becoming capability-aware and being able to continuously and efficiently manage a large portfolio of capabilities is a very tedious task. To address this challenge, this study sets a foundation to leverage capability management by the means of a capability middleware broker and LLM support. The envisioned theoretical solution is exemplified by a real business case from the HE domain.

This book constitutes the proceedings of the 17th IFIP Working Conference on the Practice of Enterprise Modeling, PoEM 2024, which took place in Stockholm, Sweden, during December 3-5, 2024.

PoEM offers a forum for sharing experiences and knowledge between the academic community and practitioners from industry and the public sector. This year the theme of the conference is Industry 5.0 and Society 5.0.

The 17 full papers presented in this volume were carefully reviewed and selected from a total of 48 submissions. They were organized in topical sections named as follows: Enterprise modeling for digital transformation and industry applications; advances in enterprise modelling techniques; process mining and business process analysis; security, compliance, and configuration in enterprise modeling.

Modern modeling methods are developed in various ways, some following method engineering approaches and principles, others in more ad-hoc ways based on experience, observation, or by exploration of innovative ideas. In all cases, the assessment of the method quality and fitness to the different situations in which it has to serve is a challenge that the method engineers have to face. In this paper, we aim to share knowledge concerning the process of development of modeling methods with an emphasis on systematic approach to verification, validation, and evaluation (VVE). The goal of the paper is to: (1) clarify the differences and key activities and practices of method VVE, (2) to analyze how these have been applied to several modeling methods, and (3) to capture and share key best practices in this process.

In contrast to traditional business models, Digital Business Ecosystems (DBE) have several distinctive features - heterogeneity of involved actors, symbiosis in the exchange of resources, co-evolution of their interactions, and self-organisation. Designing DBEs is a task demanding a well-defined DBE’s scope, roles and responsibilities of the actors, their interactions and dependencies, as well as versatile technologies and data. The study focuses on two DBEs – Marispace-X and Skippo in the maritime domain to capture the tenets of the blue economy with dataspaces. Because the design approaches to DBE are scarce due to the paradigm’s novelty, the study aims to evaluate a model-based design method, DBEmap. The evaluation results concerning practitioners’ perceived usefulness of the DBEmap and its support for integrating DBE-related perspectives and designing and managing DBE resilience are presented.

The business world is nowadays characterized by complexity due to rapidly evolving market and customer requirements. As a consequence, software providers are facing the challenge of delivering products with higher pace and innovation. The agile methodology has a big impact on how software systems are developed - it should facilitate business value in short iterations. Requirements are the base of all software systems, and consequently, Requirements Engineering (RE) plays one of the most important roles in system development. Traditional elicitation techniques relying on stakeholders’ requests do not cover the increasing demands for considering unintended data from organisations' related digital sources, internal (transaction logs, sensors) or external (e.g., microblogs), amplifying thus the need for the elicitation of data-driven requirements. This study proposes a process that combines data-driven and traditional RE approaches for Agile software development, and specifically for the Scrum method. The process intends to assist Agile professionals to elicit requirements from digital sources in combination with intended data derived from the stakeholders without impacting the main Agile practices. The motivation for the research origins from the case studies carried in few companies having the challenge to include data-driven requirements into their Agile approaches. The usage of the proposal is illustrated on an enterprise software case, while several Scrum professionals were interviewed to evaluate its correctness and importance.

The nature of modern organizations needs to be increasingly adaptive, since they are dealing with a constant demand to respond to stimuli derived from the dynamic environments they operate in. Changing their capabilities is a common response, and this makes capability management a vital aspect of organizational survivability. To date, there are no approaches specifically designed to address this specific situation. KYKLOS and Compass are two interlinked approaches of different complexity, a DSML and a canvas, developed to support capability change. As recently developed methods, they lacked formal demonstration and evaluation; therefore, the goal of this article is to present the demonstration and evaluation of the two approaches by their stakeholders, in particular, business and modeling experts. A case study in a Swedish company in the ERP system consulting domain that is undergoing changes in its sales and consulting capabilities related to evolving customer requirements has been used to demonstrate and evaluate the two approaches. The process consisted of two evaluation cycles. The first cycle concerned KYKLOS and used two categories of evaluators, the business experts and the modeling experts. While the modeling experts evaluated positively the method, the business experts had difficulties associated with its ease of use and adoption. This resulted in the development of Compass, which was evaluated by business experts during the second evaluation cycle. Compass was evaluated more positively in terms of the difficult aspects, but the challenge is ongoing and motivates further future research.