Mark S. Fox

"There is a paradigm shift towards a distributed and integrated enterprise. Currently, computer systems that support enterprise functions were created independently. This hampers Therefore, there is a need for a computer based data model which provides a shared and well defined terminology of an enterprise, and has the capability to deductively answer common sense questions. This paper discusses how TOVE tackles these needs by defining a framework for modeling generic level representations such as activities, time, and resources. Since there has never been a well-defined set of criteria to evaluate such models, this paper also introduces a set of evaluation criteria which may be used to evaluate modelling efforts."

"Various perspectives exist in an enterprise, such as efficiency, quality, and cost. Any system for enterprise engineering must be capable of representing and managing these different perspectives in a well-defined way."

"As information systems play a more active role in the management and operations of an enterprise, the demands on these systems have also increased. Departing from their traditional role as simple repositories of data, information systems must now provide more sophisticated support to manual and automated decision making; they must not only answer queries with what is explicitly represented in their Enterprise Model, but must be able to answer queries with what is implied by the model. The goal of the TOVE Enterprise Modelling project is to create the next generation Enterprise Model, a Common Sense Enterprise Model. By common sense we mean that an Enterprise Model has the ability to deduce answers to queries that require relatively shallow knowledge of the domain."

"In , we want to define the actions performed within an enterprise, and define constraints for plans and schedules which are constructed to satisfy the goals of the enterprise. This leads to the following set of informal competency questions:"

"We consider an organization to be a set of constraints on the activities performed by agents. This view follows that of Weber, who views the process of bureaucratization as a shift from management based on self-interest and personalities to one based on rules and procedures. Mintzberg [1983] provides an early (and informal) analysis of organization structure distinguishing among five basic parts of an organization and five distinct organization configurations that are encountered in practice. This “ontology” includes several mechanisms that together achieve coordination, like goals, work processes, authority, positions and communication. The various parts of an organization are distinguished by the specific roles they play in achieving coordination with the above means. The “” (Winograd 1987) on cooperative work in organizations provides an ontology that emphasizes the social activity by which “agents” generate the space of cooperative actions in which they work, rather than the mental state of individuals. The basic idea is that social activity is carried out by language and communication."