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This handbook is about methods, tools and examples of how to architect an enterprise through considering all life cycle aspects of Enterprise Entities.  It is based on ISO15704:2000, or the GERAM Framework.  A wide audience is addressed, as the handbook covers methods and tools necessary to design or redesign enterprises, as well as those necessary to structure the implementation into manageable projects. 

 This Handbook is about methods, tools and examples of how to architect an enterprise through considering all life cycle aspects of Enterprise Entities (such as individual enterprises, enterprise networks, virtual enterprises, projects and other complex systems including a mixture of automated and human processes). The book is based on ISO15704:2000, or the GERAM Framework (Generalised Enterprise Reference Architecture and Methodology) that generalises the requirements of Enterprise Reference Architectures. Various Architecture Frameworks (PERA, CIMOSA, Grai-GIM, Zachman, C4ISR/DoDAF) are shown in light of GERAM to allow a deeper understanding of their contributions and therefore their correct and knowledgeable use. The handbook addresses a wide variety of audience, and covers methods and tools necessary to design or redesign enterprises, as well as to structure the implementation into manageable projects. 

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1 Introduction.- 1.1 Enterprise Architecture.- 1.2 The Business Process Perspective.- 1.3 Extended, Virtual Enterprises.- 1.4 Enterprise Integration Methods.- 1.5 The Generalised Enterprise Reference Architecture And Methodology (The GERAM Enterprise Architecture Framework).- References.- I Architecture Frameworks - Organising Enterprise Architecture Knowledge.- 2 GERAM - The Generalised Enterprise Reference Architecture and Methodology.- 2.1 Introduction.- 2.2 The Framework for Enterprise Engineering and Enterprise Integration.- 2.3 Description of GERAM Framework Components.- 2.4 Historical Note.- References.- 3 A Mapping of Individual Architecture Frameworks (GRAI, PERA, C4ISR, CIMOSA, ZACHMAN, ARIS) onto GERAM.- 3.1 Introduction.- 3.2 Life Cycle Phases.- 3.3 Life History: The Timeline Aspect in Methodologies.- 3.4 The Modelling Frameworks of Reference Architectures.- 3.5 Modelling Languages.- 3.6 Methodologies.- 3.7 Reference Models.- 3.8 Other Relevant Constructs.- 3.9 Enterprise Engineering Tools.- 3.10 The Big Picture and Conclusions.- 3.11 Glossary of Terms Used in this Chapter.- References.- II Strategy Making and Business Planning.- 4 Strategy as a Creation of Corporate Future.- 4.1 Introduction.- 4.2 What is Strategy and Why it Matters?.- 4.3 Resources and Capabilities.- 4.4 The Strategy Process.- 4.5 Conclusion.- References.- 5 Leadership: Better Relationships through Better Communication.- 5.1 Introduction.- 5.2 Changing People's Minds.- 5.3 Defending the Cage.- 5.4 Attitudes and Behaviour: Which Causes Which ?.- 5.5 Is It Really People's 'Minds' that We Want to Change?.- 5.6 How Do We Change People's Behaviour?.- 5.7 What is the Role of Communication in all This ?.- 5.8 What if We Can't Change the Environment?.- 5.9 Consultation: The Key to Managing Change.- References.- 6 Capability Improvement.- 6.1 Introduction.- 6.2 Problems and a New Role for Enterprise Modelling.- 6.3 Agile Virtual Enterprise and Fluid Supply Chains.- 6.4 Dimensions of Capability Improvement.- 6.5 Conclusion.- 7 Developing the Business Model - A Methodology for Virtual Enterprises.- 7.1 Introduction.- 7.2 Introducing the VE Concept.- 7.3 VERAM.- 7.4 Life History Example.- 7.5 VE Methodology (VEM).- 7.6 Conclusion.- References.- 8 Analysing the Present Situation and Refining Strategy.- 8.1 Introduction.- 8.2 The Importance of a Clear Direction: The Identification Phase.- 8.3 Significant Events and Change Initiatives.- 8.4 Organisational Performance Assessment.- 8.5 Determining the Scope of Change in Enterprise Entities Involved in the Company's Business Model - What Enterprise Entities Will Be Affected ?.- 8.6 Foundations of Change.- 8.7 The Function of the Identification Activity.- 8.8 Assessing the Present Situation and the Feasibility of the Intended Change.- References.- 9 Developing the Enterprise Concept - The Business Plan.- 9.1 Introduction.- 9.2 Strategy Schools Revised.- 9.3 Framework for Enterprise Concept Definition.- 9.4 Methodology for Enterprise Concept Definition.- 9.5 Creation of the Business Concept: Mission, Vision and Intended Set of Cultural Attributes.- 9.6 Development of Strategy: A Decision-making Process.- 9.7 Definition of an Action Plan.- 9.8 Conclusion.- References.- III Defining the Requirements for Enterprise Change.- 10 Enterprise Modelling - The Readiness of the Organisation.- 10.1 Introduction - The Enterprise Problem Space.- 10.2 Perspective Dimensions.- 10.3 Stages of the Enterprise Improvement Life Cycle.- 10.4 Enterprise Dimensions.- 10.5 Structure Dimensions.- 10.6 Behaviour Dimensions.- 10.7 Value Dimensions.- 10.8 Knowledge Dimensions.- 10.9 Assessment of the Capability to Use Enterprise Modelling Technology.- 11 Modelling Function and Information.- 11.1 Introduction.- 11.2 Modelling the Function of the Enterprise Entity.- 11.3 Modelling Information.- 11.4 Reference Models for Function and Data Modelling.- 11.5 Conclusion.- References.- 12 Modelling the Management System - Enterprise Management and

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