3J EM DBEtutorial

Enterprise Modelling of
Digital Business Ecosystem

(DBE) - business cases,
solutions and methodology
gaps
Janis Stirna, Jelena Zdravkovic, and Janis Grabis
Stockholm University and Riga Technical University
© Stirna, Zdravkovic, Grabis, 2022

Contact information
Janis Stirna js@dsv.su.se
Jelena Zdravkovic, jelenaz@dsv.su.se
Janis Grabis, grabis@rtu.lv
Slides: https://janis.blogs.dsv.su.se
then go to Presentation and google folder

Outline
The general need for DBE
What are the requirements?
DBE is not just about a lot of actors and collaboration, it’s also about resilience
Digital Vaccine, Winter Road Maintenance, Noviral
Current approaches and contributing methods including challenges
4EM as an example of an Enterprise Modelling method
Capability Management and Design
Some findings from a literature survey
Proposals for
Design phase modelling with goals and actors
Deployment phase monitoring of resilience indicators
Hands on modelling/discussion
Summary

Ecosystem thinking is common

The need for DBE
• Digital Business Ecosystem (DBE) - an environment where
coevolution of interconnecting organizations and individuals
can be facilitated by information and communications
technologies.
• Characterised by enhanced complexity of interactions,
interconnections, and interrelationships among involving
actors such as partners and customers.
• The result possesses some of the characteristics of ecological
ecosystem, such as robustness, self-organization, scalability,
and sustainability.

The key property of DBEs - resilience
The ability to remain or recover to a stable state to continuously
operate during and after a crucial mishap or under constant stress.
Goal: to monitor coevolution and evolution of the actors during and

after context changes in a DBE.
Resilience goals [1]:
Diversity - the variety of actors for organizational units and roles in a DBE, the
collection of multiple resources and resource variety in a DBE, and the
collection of multiple capabilities and capabilities variety in a DBE
Efficiency - resource productivity and utilization in a DBE and value delivered
relative to total resource consumption.
Adaptability - transparency in terms of exposing the means of adaptation and
flexibility as the ease with which a DBE can be changed
Cohesion - strong partnerships, the alignment and tightness among actors
and their capabilities, towards fulfilling the mission of a DBE
[1]Fiksel,J.:DesigningResilient,SustainableSystems.Environmen
talScience&Technology. 37(23), 5330–5339 (2003).
Resilient System Design: Ecosystem Perspective
• Required ecosystem System’s resilience

Design services depends on resilient
ecosystem providing
essential services
• Procured
Deployment ecosystem
services
• Delivered
Operations ecosystem
services

Some examples – and challenges
• Digital Vaccine (DV) – a Swedish company serving as intermediary for offering
preventive healthcare.
• Winter Road Maintenance (WRM) in Latvia
• Noviral – a company offering Covid-19 tests in Stockholm (probably no time)
• Civis – a European university alliance
Challenge: DV WRM Noviral Civis

Many diverse customers Yes, thousands of Yes, hundreds of local A mix, indicuduals and Large number of
individuals municipalities organizaibs students, and
universities
Many independent Yes. Supplied onbording To some extent, To some extent Customers and suppliers
suppliers is a key challenge suppliers have different are to a large extent the
goals and KPIs same
Close to real time Need to assess the use The volumes were Yes, for live online
monitoring needed of services and the heavily dependent on services (such as
supplier actions the pandemic courses)
Many actors involved. Yes, actor roles for some Yes. Acror involvement To some extent. TO some extent, and
DBE roles clear, but for based on contracts and with diverse local and
some they change often. tenders. business culture
Acrtor internal Yes. Information about the Yes. In addition, the Yes
processes, goals and KPIs public and minicipal Covid- situation changes.
not known actors is know,
Requirements for a DBE modeling method
• aid the process of delimiting scope and boundaries of a DBE.
• support assignment of DBE roles and responsibilities to actors.
• support modelling of communication channels among actors.
• support analysis of an actor’s relevant part of a DBE.
• support modelling of actors’ processes, capabilities, and resources on a DBE level. Key topics:
• support analysis of existing and future co-created values among actors. - Design in terms of
• support modelling of policies and regulations within a DBE. actors, goals, KPIs,
• be agile in order to support the dynamics of a DBE and fast decision-making withing process
the DBE. - Monitoring and
management
• support identification of possible changes by obtaining relevant data.
- Alignment of the
• support analysis of shareable and interchangeable capabilities and resources. different actors and their
• support modelling types of information exchanged and shared among actors. own “designs”.
• support alignment of vision and goals among actors.
• support management and monitoring of various levels of processes and monitoring
of the overall process at a DBE level.
• support monitoring of actors’ KPIs and indicators.
• ….
• The complete list of requirements is available in [2]
[2] Tsai, C.H., Zdravkovic, J., Stirna, J. (2021). Requirements for a Digital Business Ecosystem
Modelling Method: An Interview Study with Experts and Practitioners. In: proc. of BIR 2021.
LNBIP 430. Springer,. https://doi.org/10.1007/978-3-030-87205-2_16 © Stirna, Zdravkovic, Grabis, 2022
Enterprise Modeling
… is the answer, of course ☺
Why EM?
• EM is used to deal with organisational design problems by
analysing them from difference perspectives (goals, processes,
actors, values, information concepts, rules, system components,
services, etc.)
• EM supports stakeholder involvement. Either in analyst-driven
or participatory ways of working.
• EM used to dealing with wicked problems.
• EM supports business and IT congruence.

An example EM method - 4EM
Consists of 6 base sub-models.
Has been extended with a new
sub-model for Product and
Service Modelling.
Provides guidelines for

modelling.
E.g. for organizing the
modelling project, roles and
competences needed, driving
questions for developing the
sub-models.
Has been used in many

organizations (60+ probably).
But has not been used

extensively in a DBE-like
setting.
4EM method, chapter 8 of K.Sandkuhl, J.Stirna, A.Persson, M.Wißotzki: Enterprise Modeling – Tackling Business
Challenges with the 4EM Method. Springer 2014, https://link.springer.com/book/10.1007%2F978-3-662-43725-4 © Stirna, Zdravkovic, Grabis, 2022
4EM models showing service company and
its customers goals
• Goals model:
• Actors model:
J.C. Kuhr, U. Czubayko, H. Koç, K. Sandkuhl, Deliverable 2.1 Capability Models for
Business Process Outsourcing (BPO), CaaS Project, proj. no. 611351 © Stirna, Zdravkovic, Grabis, 2022
A GRL model showing intentions of two
different actors in a collaboration
J. Hassine, M. Tukur, Measurement and classification of inter-actor dependencies in goal models,

Software and Systems Modeling (2022) 21:2267–2310 https://doi.org/10.1007/s10270-021-00961-3 © Stirna, Zdravkovic, Grabis, 2022
e3value model of a mobility ecosystem 142 N. Bartels et al.
Bartels, N., Wieringa, R., Koch, M., Villela, K.,

Suzumura, D., Gordijn, J. (2022). Using Tangible
Modeling to Create an e3value Conceptual
Model for Digital Ecosystems, PoEM 2022,
https://link.springer.com/book/10.1007/978-
3-031-21488-2
A modelling challenge:
• The current attempts of modelling are based on the practice
of modelling all actors in each of the enterprises and then
setting the interconnections.
• This assumes
(1) manageable (relatively small) number of actors and
(2) that the modellers have access to the correct knowledge about that
particular actor’s business design.

Capability Management
• The need: business agility
– an aspect of resilience
• To adjust information systems according to runtime context
changes.
• Capability Driven Development (CDD)

– Integrates enterprise modelling, context modelling, patterns as well as
adjustment algorithms
– Application to monitor delivery is generated from context models and
KPIs
EU FP7 project CaaS – Capability as a Service

for Digital Enterprises.
Key aspects of capability

CDD meta-model overview

CDD life-cycle process
E
S I GN I M
- T
DE N
RU
FEEDBACK

CDD methodology artifacts
DESIGN RUN-TIME
FEEDBACK

A modelling challenge:
• Capability management focuses on one company, possibly
including partners and suppliers, and on one business
application.
• Hence, tasks like context management and dealing with other
runtime data is relatively straightforward.
• DBEs are multi-actor and multi-system. The concept of system

of systems is not well supported.

Key findings from a systematic literature review
• What Conceptual Modeling methods have been proposed for

design, analysis, and management of DBEs?
• What is the intended purpose of modeling of DBEs in these studies?
• 94 studies
• Some findings:
– few studies presented a holistic and comprehensive conceptual modeling
method
– 40% did not specify the modeling languages and models that were used
– Frequently modelled are concepts such as “actor”, “role”, “digital
component”, and “relationship/connection”
– Limited modelling guidance and currently only on a high level.
– No integration with other known methods (EM or EA).
– Holistic view and resilience aspects are not addressed sufficiently well.
– Ecosystem management aspects also underdeveloped.
C. H. Tsai, J. Zdravkovic, and J. Stirna, “Modeling Digital Business Ecosystems: A Systematic Literature
Review,” CSIMQ, no. 30, pp. 1–30, 2022. https://doi.org/10.7250/csimq.2022-30.01 © Stirna, Zdravkovic, Grabis, 2022
Current modelling efforts and DBE examples
Digital Vaccine
Winter Road Maintenance

DBE example: the digital vaccine
A platform-oriented DBE, driven
by Health Integrator AB.
Goal: to shift the focus in

healthcare from reactive to
proactive by providing tailored
care based on personal needs
and supporting healthier lifestyle
habits and to reduce the
financial burden of healthcare on
the public healthcare system.
Actors: digital and physical

health service providers, health
product suppliers, individual end
users, health coaches, a data
analysing institute, and
investors.
Fig. 7 Screenshot of the marketplace page for the Digital Vaccine DBE
Figure 8 shows a screenshot of the checkout page illustrating how an end user will pay by
choosing to use the pre-loaded money from different wallets depending on the types of end
user they are and the sources of financial support they are entitled with (e.g., pre-loaded pre-
Capability Management of Digital Business Ecosystems – A Case of Resilience Modeling in the
diabetic funds from Stockholm Region or pre-loaded extra funds from a private employer) or
Healthcare Domain, C.H. Tsai, J.Zdravkovic, J.Stirna, CAiSE Forum, 2020 with their own money (“Egna medel”).
https://link.springer.com/chapter/10.1007%2F978-3-030-58135-0_11
DBE example: the digital vaccine
Capability Management of Digital Business Ecosystems – A Case of Resilience Modeling in

the Healthcare Domain, C.H. Tsai, J.Zdravkovic, J.Stirna, CAiSE Forum, 2020
https://link.springer.com/chapter/10.1007%2F978-3-030-58135-0_11 © Stirna, Zdravkovic, Grabis, 2022
Resilience and business boals for the digital vaccine case
Resilience:
the ability to remain
or recover to a stable
state to continuously
operate during and
after a crucial mishap
or under constant
stress [23]
Aspects of resilient
ecosystems
Ecosystem example: capabilities of the the digital
vaccine ecosystem

Ecosystem example: capabilities and supporting
capabilities

Ecosystem example: the digital vaccine

Ecosystem example: the digital vaccine goals, KPIs and
context

Example of a monitoring dashboard for the end user
Fig. 14 Screenshot of the dashboard page showing an end user’s health progress and the
services and products in usage.
Winter Road Maintenance Ecosystem
Value network of Finnish winter road maintenance

ecosystem with WiRMa ecosystem (Lusikka 2018)
Value network of Finnish winter road maintenance ecosystem with WiRMa ecosystem (Lusikka 2018)
32

Winter Road Maintenance: A Need for a New
Approach
• inadequate exchange of data and knowledge between the data
providers and consumers
• insufficient coverage as road information systems do not provide
full picture of the road conditions on regional and national scale
• traditional analytical models are unable to use unconventional
data sources such as Waze alerts or information about detected
snowy road
• available winter road maintenance systems are closed systems,
which are not intended for integrating unconventional data
sources and third-party vendor delivered decision support and
data interpretation modules and adjustment modules.
• it is complicated to measure the effectiveness of winter road
maintenance operations.

Winter road maintenance capabilities (yellow
stickers) and services (green stickers)
Deksne, L., Grabis, J., Žeiris, E. (2021). Towards Data Ecosystem Based Winter Road Maintenance ERP System. In: Buchmann, R.A., Polini, A.,
Johansson, B., Karagiannis, D. (eds) Perspectives in Business Informatics Research. BIR 2021. Lecture Notes in Business Information
Processing, vol 430. Springer, Cham 34

Data Ecosystem
Parties involved in the winter
road maintenance data
ecosystem
§ regional road authorities
(municipalities)
§ state road authorities
§ winter road maintenance
service providers
§ IT consulting companies
§ road and weather
information providers
§ web based information
systems
§ various observations’ data
providers
§ information dissemination
outlets
35

Data Ecosystem Challenges
§ The impact of node deletion
– What if a data provider is no longer available?
§ The degree of substitution
– Are there any supplementary data sources?
§ The centrality of parties
– Which are the key players in the ecosystem?
36

Key Concepts of Modeling DBEs
Grabis, J., Tsai, C.H., Zdravkovic, J., Stirna, J. (2022). Endurant Ecosystems: Model-Based Assessment
of Resilience of Digital Business Ecosystems. In: Nazaruka, Ē., Sandkuhl, K., Seigerroth, U. (eds) BIR
2022. LNBIP 462. Springer,. https://doi.org/10.1007/978-3-031-16947- 2_4 © Stirna, Zdravkovic, Grabis, 2022
Key Concepts: Resilience goals
Address the long terms survivability and health of an ecosystem.
They are [1]:
Diversity - the variety of actors for organizational units and roles in a DBE, the collection of
multiple resources and resource variety in a DBE, and the collection of multiple capabilities
and capabilities variety in a DBE
Efficiency - resource productivity and utilization in a DBE and value delivered relative to total
resource consumption.
Adaptability - transparency in terms of exposing the means of adaptation and flexibility as
the ease with which a DBE can be changed
Cohesion - strong partnerships, the alignment and tightness among actors and their
capabilities, towards fulfilling the mission of a DBE
They drive the ecosystem design and suggest what specific
Ecosystem goals need to be set up.
Ecosystem goal Business goal

for a specific for a business
Resilience goal
business domain partner in an
ecosystem ecosystem
Key Concepts: Ecosystem goal
Documents the specific business intensions of the ecosystem.
They drive the ecosystem design and suggest what specific measures need to
be set up to meet the Resilience goals.
They also drive the business goals of the individual business partners.
Some driving quesLons:
- What is the mission of the ecosystem? What would it like to
achieve/maintain?
- What are the strategies of the ecosystem?
- How to achieve and maintain diversity, efficiency, adaptability, cohesion
(see previous slide)?
- …

Resilience goal
ecosystem ecosystem
Key Concepts: Business goal
A goal of a company, how it is modelled according to 4EM and other similar methods.
Goals is “a desired state of the enterprise that is to be attained. It is used for
expressing goals regarding the business or state of business affairs, i.e., what the
enterprise and its employees want to achieve, or to avoid, and when.”
Need to be in congruence with the ecosystem goals.
There could be conflicting goals. E.g. issues related to competition or monopolization.
Each actor in the ecosystem will have their own business goals. Some will be known
and some will remain hidden.
Some driving questions from 4EM:
- What are the strategies of this part of the enterprise?
- What would you like to achieve?
- how can we make this goal more specific, more relevant to our company and ecosystem?
- How can this goal be achieved? Can this goal be defined in operational terms, by identifying a number of
supporting sub-goals?
- Why and How?

for a specific for a business
Resilience goal
ecosystem ecosystem
Key Concepts: Resilience role
Denotes a archetypical role needed for functioning of a DBE and in order to ensure
resilience.
Resilience Roles are:
1) Driver – sets the vision for the DBE and facilities its growth;
2) Aggregator – aggregates capabilities and resources;
3) Modular Producer – provides resources;
4) Complementor – provides resources that complement the core resources;
5) Customer – pays for DBE’s services;
6) End User – uses DBE’s services;
7) Governor – governs all actors within a DBE by providing the standards, laws etc.;
8) Reputation Guardian – ensures trustworthiness.
Resilience
Role

Resilience goal
ecosystem ecosystem
Resilience role: Driver
Responsibilities:
• to set up a common vision for all actors in a DBE.
• to guide all DBE actors toward a common vision.
• to look over and improve the overall health - growth, survival, and reputation of a
DBE.
• to provide and manage a digital platform.
• to optimize entry barriers for joining a DBE.
• to acquire and retain actors within a DBE.
• to provide end-products and/or services to customers and/or end users by integrating
both its own capabilities and resources as well as those of other actors within a DBE.
• to collect and raise end users’ events and feedback.
• to ensure an integrated end user experience.

Responsibilities of the other resilience roles
Aggregator
has the responsibility to aggregate capabilities and resources within a DBE into comprehensive products or
services, which are aimed for end-users.
Modular producer
has the responsibility to, using its capabilities, provide resources within a specialized domain of a DBE.
A resource can be a product, or a service, or knowledge, or money, which is enabled by one or more of the
producer’s capabilities.
Complementor
has the responsibility to, using its capabilities, provide resources that complement the core resources
(products, services, knowledge, money) offered in a DBE, with some added-value features.
Customer
has the responsibility to buy one or more resources created in a DBE.
End User
has the responsibility to consume one or more resources offered in a DBE;
has the responsibility to provide the information about its events and feedback to other roles.
Governor
has the responsibility to govern all actors within a DBE by providing and/or defining the standards, laws,
policies, guidelines, norms, and ethics related to the business concern of DBE.
Reputation Guardian
has the responsibility to survey and assess all DBE actors' trustworthiness, reliability, solvency, and
worthiness.
Key Concepts: Generic role
Denotes a role significant to the DBE design that organizations or their units can fulfil.
Specific to a business domain or an ecosystem.
Responsible for Ecosystem goals.
Modelled as roles, for example in 4EM Actors and Resource Model. A stereotyped
collection of tasks and responsibilities.
Some driving questions for modelling roles from 4EM:
– Which are the main roles of this DBE?
– Why is this role needed?
– What is its purpose?
– For which process is this actor responsible?
– Which processes does this actor perform?
– Which goals are defined by this actor?
Resilience Generic
Role Role

Resilience goal
ecosystem ecosystem
Key Concepts: Organizational unit
Represents every organizational structure in the DBE or in the enterprise such as
group, department, division, section, project, team, subsidiary, etc
Responsible for business goals and can be responsible for Ecosystem goals.
Modelled as roles, for example in 4EM Actors and Resource Model. A stereotyped
collection of tasks and responsibilities.
Some driving questions for modelling actors from 4EM:
– Which are the main actors of this DBE?
– Why is this actor needed?
– What is its purpose?
– For which process is this role responsible?
– Which processes does this role perform?
– Which goals are defined by this role?
Resilience Generic Organizational

Role Role unit

Resilience goal
ecosystem ecosystem
Overview
Design phase focus: Deployment phase focus:
fulfils fulfils OU1 OU2 OU2

Role Role unit OU1 OU1 OU1
Supports?
r
s i ble fo …
n
is responsible for respo is responsible for
is
Ecosystem goal G G G G
motivates for a specific motivates Business goal
Resilience goal for a business
business domain G G G G
partner
ecosystem
G G G …
DBE resilience monitoring and DBE operational

management focus management focus

Additional concepts: KPIs for monitoring
Measurable indicators for monitoring goal achievement
KPI targets are set during the design phase
KPI values are calculated at runtime from available data
Resilience fulfils Generic fulfils Organizational

Role Role unit
Supports?
r
i bl e fo
ns
is
Ecosystem goal
motivates for a specific motivates Business goal
Resilience goal for a business
business domain
partner
ecosystem
measured by measured by
KPI

Additional concepts: Capability for operational delivery
Ability and capacity to achieve a goal in a certain context.
Capabilities support goals
Capabilities are delivered by actors
Capabilities are context dependent
fulfils fulfils delivers
Role Role unit
Supports?
r
i bl e fo
ns
is
Ecosystem goal
motivates for a specific motivates Business goal supports
Resilience goal for a business Capability
business domain
partner
ecosystem
measured by measured by
KPI Context Business

Modeling and Process
Management Modeling

Data Collection and Analysis Procedure
• Initial exploration
• Interview
• Model development
– ecosystem goals and generic roles are identified;
– the ecosystem goals are associated with the resilience goals;
– the generic roles are associated with the resilience roles and
– relationships among the resilience roles and the ecosystem goals are
specified.
• Model refinement
– specific organizational units are identified to fulfil the generic roles
– business goals specific to the generic roles and the organizational units
are identified
– relation among the goals and roles are updated.
• Resilience analysis
• Model validation

Resilience indicators
Design phase resilience
goal support indicator
• Characterizes resilience goals
(ID) supported by the ecosystem goals
Design phase resilience

role fulfilment index
• Characterizes resilience roles
(IRR) supported by generic roles
Deployment phase • Incoming edges are originating from

resilience goal support both the ecosystem and business
indicator (IL) goals
Relationships among the • Represents a count of paths leading
resilience roles and the from resilience roles to resilience
resilience goals (IRG) goals

Design phase resilience goal support
indicator (ID)
The indicator shows whether the resilience goals are support by the ecosystem goals and highlights the
resilience goals having the largest relative support
I rgD = drg+ N -1 , rg ÎRG
51

Design phase resilience role fulfilment
index (IRR)
The indicator shows whether the resilience roles are supported by generic roles
(i.e., the resilience roles have incoming edges)
åd
-1 +
I RR = RR i
iÎRR
52

Deployment phase resilience goal
support indicator (IL)
53

Relationships among resilience roles
and resilience goals (IRG)
The indicator represents a count of paths leading from resilience roles to resilience goals
-1
I (Drr , rg ) = P( rr ,rg ) ´ P
is a set of unique paths p leading from a resilience role rr to a resilience goal rg

P( rr , rg ) via generic roles eg and ecosystem goals rg
54

Calculation Example
Design phase resilience goal support indicator (ID)
Design phase resilience role fulfilment index (IRR)
55

Tool Support
ARTSS@AdoXX
Modeler XMI export XMI XMI import

Graph Database
Resillience Querying
queries
Analysis Resilience report

Graph visualization
Grabis, J., Stirna, J., Deksne, L., Roponena. A Capability Based Method for Modeling Resilient Data Ecosystems,
D.Karagiannis (ed.) Domain-Specific Conceptual Modelling: Concepts, Methods and Tools, Springer, 2021 56

Modeling tool and a sample model

Analytical Queries Using Neo4j
WITH"MATCH (a:Provider)-[b]->(c:MeasurableProperty)-[d]->(e:ContextElement)-
[f:adapt]->(g:Capability)<-[h:consumes]-(i:Provider) RETURNa,b,c,d,e,f,g,h,i" as
query
CALLapoc.export.graphml.query(query,'i1.graphml', {})
YIELDfile, nodes, relationships, properties, source, data
RETURNfile, nodes, relationships, properties, source, data;

Digital Vaccine Ecosystem
Resilience goal Driver Aggregator Modular Complementor Customer End user Governor Reputation IRG (design) IRG
Producer guardian (deploy)
Cohesion 2 2 0 0 1 0 1 2 0.16 0.14
Efficiency 3 3 1 1 2 0 2 3 0.30 0.27
Diversity 2 2 4 0 0 1 0 2 0.22 0.30
Adaptability 3 3 6 0 0 1 0 3 0.32 0.29

WRM Ecosystem Design Stage Model:
indicators

Deployment Stage Ecosystem Model
(fragment)
Resilience goal Driver Aggregator Modular Complementor Customer End user Governor Reputation IRG IRG (deploy)
Producer guardian (design)
Cohesion 0 0 1 0 1 1 0 1 0.18 0.26
Efficiency 1 1 1 0 1 1 1 0 0.27 0.35
Diversity 1 1 1 1 0 2 0 1 0.32 0.24
Adaptability 1 1 0 1 0 1 0 1 0.23 0.15

Resilience Goal Support Indicators (ID)

Lessons Learned
Pattern 1: there is an ecosystem goal and no corresponding business goal: in
this situation each actor should accept this ecosystem goal to become its
business goal; the business goal itself could be refined to the context of the
particular actor.
Pattern 2: there is an ecosystem goal, and business goals are present: in this
situation the ecosystem goals and business goals are compared, and if there
is a conflict, either a) the actor accepts the ecosystem goal by negotiation, b)
the actors upon negotiation decides on a new ecosystem goal, or c) when the
actors cannot agree, the driver helps to making the final decision about the
ecosystem goal that will be then propagated to the business goals
Pattern 3: there are business goals but no a corresponding ecosystem goal: in

this situation, the actor of a relevant business goal for the DBE, or several
actors sharing a same business goal, propose it to be considered on the
ecosystem goal level; the business goal would need to be revisited and
generalized.

A working case - CIVIS
• CIVIS is a European University alliance formed by >10 higher education institutions across Europe:
It brings together a community of more than 470,000 students and 58,000 staff members including
35,000 academics and researchers.
• The CIVIS initiative is stimulated and structured on the foundation of the knowledge square:
Education, Research, Innovation and Civic Engagement.
• CIVIS has the goal to increase access to quality education and research, create opportunities for
exchange of students and staff among the member universities. The alliance aims to create a
European interuniversity campus where students, academics, researchers and staff collaborate as
freely as within their institution of origin.
• Each CIVIS member university is supposed to actively contribute in the ecosystem and promote
European values such as inclusiveness, gender equality, non-discrimination and social equity. CIVIS
should enable richer interactions and co-creation of knowledge and skills with citizens, schools,
enterprises, social and cultural associations by following traditions and welcoming transformations.
http://civis.eu

CIVIS Resilience Roles and their fulfilment
Resilience Role <---- Generic Roles <---- Organisation Units, Individuals
Driver Member Universities
Modular Producer Teachers, Researchers
Complementor Open Lab (forum where universities, business and citizens meet.
Aggregator HUBs
Customer Universities, Partner Universities, Business members
End-User Students, Citizens
Governor Board of Rectors, Steering Committee, Hub Councils
Reputation Guardian EU Commission, Student Ambassadors

CIVIS Ecosystem goals
• Develop the hubs as incubators for challenge-based
education
• Increase mobility
• Develop innovative pedagogy
• Develop common courses and degrees (European Degree)
• Strengthen the partnership with African universities
• Design new pedagogical and mobility models
• Improve social inclusiveness and geographical balance
• Prepare ambitious and European recognised joint
educational programmes at BA, MA and PhD level
• Develop research and innovative projects in response to
local, regional and global challenges

CIVIS Ecosystem Goals
Ecosystem goal:
supports Ecosystem goal: Improve
To establish and
social inclusiveness and
maintain the geographical balance
CIVIS ecosystem
supports supports
supports
Ecosystem goal: Develop

research and innovative
the hubs as incubators Ecosystem goal: projects in response to local,
for challenge-based Increase mobility regional and global
education
challenges
supports supports supports

supports
Ecosystem goal: Ecosystem goal: Ecosystem goal:

Ecosystem goal: Prepare
Develop Design new Strengthen the
ambitious and European
innovative pedagogical and partnership with
recognised joint
pedagogy mobility models African universities
educational programmes
supports

common courses and
degrees (European
Degree)

CIVIS Ecosystem goals and KPIs
Ecosystem Goal KPI
Develop the hubs as incubators for challenge-based education Develop a hub for each topic of interest –
Climate/Environment, Health, Digital and
Technology Transformation, etc.
Increase mobility Increase student mobility by 10% by 2023 and
by 50% by 2025
Develop innovative pedagogy Develop e new pedagogic model by 2025
Develop common courses and degrees (European Degree) Develop at least 1 Degree annually, and 4
courses per hub, annually.
Strengthen the partnership with African universities Promote 1 African partner university per year
Design new mobility models Design and test at least one model annually.
Improve social inclusiveness and geographical balance Do aggregation in groups of minimum 5

members, where each is form a different
university and country
Prepare ambitious and European recognised joint educational Prepare at least 3 programs annually.
programmes at BA, MA and PhD level
Develop research and innovative projects in response to local, Develop 3 projects per Hub annually.
regional and global challenges

CIVIS business goals and KPIs
Ecosystem Goal KPI
Increase student mobility Increase by 10% every year.
Increase staff mobility 105 of staff to travel annually, 3 guests per

university annually
Develop common courses Integrate developed courses to local
curriculum (i.e. for local students).
Strengthen the partnership with other member universities Promote 1 African partner university per year
Develop research projects Be part of 3 projects annually (member univ)

CIVIS Ecosystem Goals
Ecosystem goal:
To establish and
social inclusiveness and
Develop a hub for each topic maintain the geographical balance
of interest – CIVIS ecosystem
Climate/Environment, Health,
Digital and Technology
supports
Transformation, etc.

measured by
the hubs as incubators
for challenge-based
education
measured by
supports supports
Ecosystem goal: Prepare Ecosystem goal:

Prepare at
least 3 ambitious and European Develop
programs recognised joint innovative
annually. educational programmes pedagogy
supports
Ecosystem goal: Develop measured by Prepare at

common courses and least 3
degrees (European programs
Degree) annually.

Goals measured by KPIs
Ecosystem goal:
To establish and
105 of staff to social inclusiveness and
travel annually, 3
maintain the geographical balance
guests per CIVIS ecosystem
measured by
university annually supports
supports

Increase student research and innovative
mobility by 10% Ecosystem goal: projects in response to local,
by 2023 and by Increase mobility regional and global
50% by 2025 challenges
supports measured by
supports
measured by Ecosystem goal: Ecosystem goal:

least one Develop 3
Design new Strengthen the projects per
model
pedagogical and partnership with Hub annually
annually.
mobility models African universities
measured by
Promote 1
African partner
university per
year
© Sprna, Zdravkovic, Grabis, 2022

Modelling exercise and discussion

Outlook – potential applications
• Cyber-resilience – resilient capabilities need to
dynamically adjust to adverse cyberevents
• Digital transformations of companies – creating new
business from traditional and IT capabilities
• Big data management – support for enterprise-wide
data management, analysis of large business contexts
• Industry 4.0 or 5.0 - continuous and congruent
business development supporting digital twins etc.

Some old but reusable slides follow

Example: Capability design for Open Data – an
example of a road maintenance company (RMC)
• One of the challenges is where to get the data
• This example illustrates the principles of Open Data use in

capability management we have developed a demo case for
a regional Road Maintenance Company (RMC) company
operating in Latvia.
• The main capability of RMC is that of providing proactive

road maintenance.
• The capability is delivered in winter season and it primarily

consists of deicing services such as snow plowing as well as
removal of ice and frost (business context)
Zdravkovic J., Kampars J., Stirna J. (2018) Using Open Data to Support Organizational Capabilities in
Dynamic Business Contexts. In: CAiSE Workshops 2018. LNBIP 316. Springer
Case – RMC, Goals and Capabilities

RMC needs data
Road conditions as well as the actual weather data and
forecasts are seen as the context elements relevant to the
adjustments of the proactive road maintenance capability.
Open Data (OD) providers:

• Latvian State Roads (LSR) – a Latvian government
agency which owns weather stations that have
been installed along the major Latvian roads,
• Estonian Road Administration (ERA) – an Estonian
government agency that owns weather stations in
Estonia,
• Twitter – a social network containing user feedback
that is relevant for the use case.

Open Data Sources
LSR predicted weather data:
ERA predicted weather data:

LSR road weather
information system:

Extending the CDD meta-model with
OD meta-model
Generic OD
marketplace
structure:

Open data and capability ecosystem

Data model for measurable properties
Mobile Road Sensing

RMC context and adjustments

RMC architecture view

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Enterprise Modelling of

Digital Business Ecosystem

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

Goal: to monitor coevolution and evolution of the actors during and

• Required ecosystem System’s resilience

© Stirna, Zdravkovic, Grabis, 2022

Challenge: DV WRM Noviral Civis

© Stirna, Zdravkovic, Grabis, 2022

Provides guidelines for

Has been used in many

But has not been used

J. Hassine, M. Tukur, Measurement and classification of inter-actor dependencies in goal models,

Bartels, N., Wieringa, R., Koch, M., Villela, K.,

© Stirna, Zdravkovic, Grabis, 2022

• Capability Driven Development (CDD)

EU FP7 project CaaS – Capability as a Service

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

• DBEs are multi-actor and multi-system. The concept of system

© Stirna, Zdravkovic, Grabis, 2022

• What Conceptual Modeling methods have been proposed for

Winter Road Maintenance

© Stirna, Zdravkovic, Grabis, 2022

Goal: to shift the focus in

Actors: digital and physical

Capability Management of Digital Business Ecosystems – A Case of Resilience Modeling in

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

Value network of Finnish winter road maintenance

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

Ecosystem goal Business goal

Ecosystem goal Business goal

Ecosystem goal Business goal

Ecosystem goal Business goal

© Stirna, Zdravkovic, Grabis, 2022

Ecosystem goal Business goal

Resilience Generic Organizational

Ecosystem goal Business goal

fulfils fulfils OU1 OU2 OU2

DBE resilience monitoring and DBE operational

© Stirna, Zdravkovic, Grabis, 2022

Resilience fulfils Generic fulfils Organizational

© Stirna, Zdravkovic, Grabis, 2022

KPI Context Business

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022

Design phase resilience

Deployment phase • Incoming edges are originating from

© Stirna, Zdravkovic, Grabis, 2022

I rgD = drg+ N -1 , rg ÎRG

© Stirna, Zdravkovic, Grabis, 2022

© Stirna, Zdravkovic, Grabis, 2022