什么是 “数字化管理“？由 “数据+模型” 驱动的管理就是 “数字化管理”。
“数字化管理” 的特征是什么？是业务活动（业务流程）的 “在线化（信息化）、自动化、智能化”。
所以，构建 “企业管理体系模型（又称为企业架构模型）” 是数字化管理的前提和基础，不然何来的 “数据+模型”驱动？！
近年来企业管理数字化转型已经成为一个不可阻挡的潮流，因此企业架构建模也成为一个热门的话题。而以华为为代表的众多知名企业关于企业建模和流程管理数字化的实践，又将此话题的热度推向了一个高潮。
华为曾引入 ARIS 作为流程建模的工具软件；同时，华为也是The Open Group 组织的白金会员。当然，由于众所周知的原因，现在华为已自研了 PDMC + 平台来管理企业的架构模型资产。
国内早期构建企业架构模型的企业，大都采用 《ARIS 房式结构》模型；近年来采用 《TOGAF 企业架构》模型的则更多一点。其实，这两套模型一直是有密切关联的。
然而，在实践过程中两套模型和方法论都遇到了一些非常突出的问题。主要体现为以下三点：
1）模型构建较复杂，维护成本和专业门槛都较高。
2）在构建具体模型时有大量不甚明确的概念、规则和方法，似乎这样也行，那样也行。这常常导致建模者无所适用。这样的模型，无法真正用来驱动信息化系统的开发和实际流程的运转。
3）不知道如何应用模型。这也是最为要命的一个问题，不知道如何用企业架构模型来真正驱动数字化系统的开发以及实际流程的运行、监控和优化。最后，模型和在系统中实际运行的流程并不一致，两者还是 “两张皮”。
针对上述三个实践问题，本人带领博阳精讯咨询团队基于国内外几百家知名企业的建模经验，总结提炼了 《EBPM 企业管理体系架构》模型和构建方法论（以下简称为“EBPM 架构”）。
首先，《EBPM 架构》提出了一整套各类元模型之间的解析逻辑、规则和方法，这是《EBPM 架构》对于企业管理体系建模领域的最大贡献。这一点无论是 《ARIS 房式结构》还是《TOGAF 企业架构》都是非常欠缺的。
另外，《EBPM 架构》中的元模型相比 《ARIS 房式结构》模型更为全面和细致；相比 《TOGAF 企业架构》标准又简洁了很多。
当然，TOGAF 标准本身也强调可以基于企业实际情况进行裁剪。所以，可以认为 《EBPM 架构》是基于《TOGAF 架构》的裁剪版。
那么，精简的原则是什么呢？是 “够用即可”。
什么叫 “够用即可” 呢？就是建完模型后，能够基于此模型直接驱动企业信息系统的建设和数字化转型；可以基于此模型驱动实际业务流程的运行、监控和优化。对于支持这两个目标作用不大的模型，《EBPM 架构》就精简掉了。
总之，不能为了建模而建模，建完模型后如果没有应用场景，没人看、没人用，不建也罢！
那么，企业架构模型的主要应用场景是什么呢？是真正基于 “企业架构模型” 构建 “数据+模型” 驱动的数字化管理体系！
企业建模的最大价值是什么呢？是实现 “数据+模型” 驱动的 “数字化管理”。而至于 “数字化管理” 对于企业管理的价值，本文就不再赘述了。
接下来我们从 《ARIS 房式结构》的五大视图出发，介绍一下 ARIS 、TOGAF 和 EBPM 这三套企业架构模型。
翻译：
Build a “Digital Management System” driven by “Data + Model” from ARIS to EBPM |
What is “digital management”? Management driven by “data + model” is “digital management”.
What are the characteristics of “digital management”? It is the “online (information), automation and intelligence” of business activities (business processes).
Therefore, the construction of “enterprise management system model (also known as enterprise architecture model)” is the premise and basis of digital management, otherwise where is the “data + model” driven? !
In recent years, the digital transformation of enterprise management has become an irresistible trend, so enterprise architecture modeling has also become a hot topic. The practice of digitalization of enterprise modeling and process management by many well-known enterprises represented by Huawei has pushed the heat of this topic to a climax.
Huawei has introduced ARIS as a process modeling tool software; Huawei is also a platinum member of The Open Group. Of course, for well-known reasons, now Huawei has developed its own PDMC + platform to manage enterprise architecture model assets.
Most of the enterprises that built the enterprise architecture model at the early stage in China adopted the “ARIS House structure” model. More recently, the TOGAF Enterprise Architecture model has been adopted. In fact, the two models have always been closely related.
However, both models and methodologies have encountered some outstanding problems in practice. Mainly reflected in the following three points:
1) The model construction is complicated, and the maintenance cost and professional threshold are high.
2) There are a lot of unclear concepts, rules, and approaches to building concrete models that seem to work either way. This often results in modelers not being applicable. Such a model cannot really be used to drive the development of information systems and the operation of actual processes.
3) Don’t know how to apply the model. This is also one of the most critical issues, not knowing how to use the enterprise architecture model to really drive the development of digital systems and the operation, monitoring and optimization of actual processes. Finally, the model and the actual process running in the system are not consistent, and the two are still “two skins.”
In view of the above three practical problems, I led the Boyang Jingxun consulting team to summarize and extract the EBPM Enterprise Management System Architecture model and construction methodology (hereinafter referred to as “EBPM Architecture”) based on the modeling experience of hundreds of well-known enterprises at home and abroad.
First of all, EBPM Architecture puts forward a set of analytical logic, rules and methods between various types of meta-models, which is the biggest contribution of EBPM architecture to the field of enterprise management system modeling. This point is very lacking in both ARIS House Structure and TOGAF Enterprise Architecture.
In addition, the metamodel in EBPM Architecture is more comprehensive and detailed than that in ARIS Room Architecture. It is also much simpler than the TOGAF Enterprise Architecture standard.
Of course, the TOGAF standard itself also emphasizes that tailoring can be based on the actual situation of the enterprise. Therefore, it can be considered that the EBPM Architecture is a cropped version based on the TOGAF Architecture.
So what are the principles of streamlining? It’s enough.
What does “enough” mean? After the model is built, it can directly drive the construction and digital transformation of enterprise information system based on this model; The actual business process can be run, monitored, and optimized based on this model. For models that do not do much to support these two goals, the EBPM Architecture is stripped down.
In short, can not be modeling for modeling, after building the model if there is no application scenario, no one to see, no one to use, not to build worth it!
So, what are the main application scenarios of the enterprise architecture model? Is truly based on the “enterprise architecture model” to build a “data + model” driven digital management system!
What is the greatest value of enterprise modeling? It is to realize “digital management” driven by “data + model”. As for the value of “digital management” for enterprise management, this article will not be repeated.
Next, we start from the five views of ARIS House Architecture, and introduce the three sets of enterprise architecture models ARIS, TOGAF, and EBPM.
