{"id":433,"date":"2016-03-16T10:22:04","date_gmt":"2016-03-16T10:22:04","guid":{"rendered":"http:\/\/www.hosiaisluoma.fi\/blog\/?p=433"},"modified":"2019-07-24T14:01:58","modified_gmt":"2019-07-24T12:01:58","slug":"terminology","status":"publish","type":"post","link":"https:\/\/www.hosiaisluoma.fi\/blog\/terminology\/","title":{"rendered":"Terminology"},"content":{"rendered":"

This table of terminology is to be updated continuously (now and then). Sorry bout the inconvenience… E.H.<\/p>\n\n\n\n\n\t\n\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t
Term<\/th>Description<\/th>\n<\/tr>\n<\/thead>\n
Ability to Execute<\/td>is just a skill - a competence<\/td>\n<\/tr>\n
Agile<\/td>capitalized to indicate the software development philosophy<\/td>\n<\/tr>\n
agile<\/td>as in business agility<\/td>\n<\/tr>\n
Agile methods<\/td><\/td>\n<\/tr>\n
Agile Business Modeling<\/td>focusing on fast iterations (Heikkil\u00e4).<\/td>\n<\/tr>\n
Agile EA<\/td><\/td>\n<\/tr>\n
Agility<\/td>start early, fail fast<\/td>\n<\/tr>\n
Architecture Building block (ABB)<\/td>EA tason rakenneosa<\/td>\n<\/tr>\n
Benefit<\/td><\/td>\n<\/tr>\n
Bimodal<\/td>is the practice of managing two separate but coherent styles of work: one focused on predictability; the other on exploration. Mode 1 is optimized for areas that are more predictable and well-understood. It focuses on exploiting what is known, while renovating the legacy environment into a state that is fit for a digital world. Mode 2 is exploratory, experimenting to solve new problems and optimized for areas of uncertainty. These initiatives often begin with a hypothesis that is tested and adapted during a process involving short iterations, potentially adopting a minimum viable product (MVP) approach. Both modes are essential to create substantial value and drive significant organizational change, and neither is static. Marrying a more predictable evolution of products and technologies (Mode 1) with the new and innovative (Mode 2) is the essence of an enterprise bimodal capability. Both play an essential role in the digital transformation. [Gartner]<\/td>\n<\/tr>\n
Bi-modal IT<\/td><\/td>\n<\/tr>\n
Body of Knowledge (BoK)<\/td>is the complete set of concepts, terms and activities that make up a professional domain, as defined by the relevant learned society or professional association. It is a type of knowledge representation by any knowledge organization. [Wikipedia]<\/td>\n<\/tr>\n
Building block<\/td><\/td>\n<\/tr>\n
Business Architecture Management<\/td><\/td>\n<\/tr>\n
Business Capability<\/td><\/td>\n<\/tr>\n
Business Capability Architecture<\/td>A Business Capability is an ability an organisation requires to delivery its Business Model\/Strategy. It has become the core method used by Business Architectures to model an organisation, linking strategic outcomes to process, people and IT design. I notice that the world of IT has woken up to Business Capability Architecture and modelling. But I also notice that it is being frequently mis-understood. People are equating Business Capabilities to Activities and comparing it to Component Business Modelling. <\/td>\n<\/tr>\n
Business Development<\/td><\/td>\n<\/tr>\n
Business Model (BM) \/ liiketoimintamalli <\/td>The business model is like a blueprint for a strategy to be implemented through organization structures, processes, and systems.
\nrelated to describing the business logic or operational model of a company (Heikkil\u00e4).
\nBMs are lately acknowledged as instruments for strategy execution (Heikkil\u00e4).
\nLiiketoimintamallin, eli strategian toimeenpanosuunnitelman tai
\nansaintalogiikan suunnittelussa hy\u00f6dynnet\u00e4\u00e4n usein graafisia esityksi\u00e4,
\njotka havainnollistavat kohdealueen kuvaamista. Yhteisen kielen
\nl\u00f6yt\u00e4minen on erityisen t\u00e4rke\u00e4\u00e4 ottaessa huomioon, ett\u00e4 suunnitteluun
\nvoi osallistua useita henkil\u00f6it\u00e4 erilaisista l\u00e4ht\u00f6kohdista.
\nLiiketoimintamallin tarkoitus on kuvata yksinkertaistetulla tavalla todellista liiketoimintaa. T\u00e4t\u00e4 varten on kehitetty erilaisia ty\u00f6kaluja, joista yksi esimerkki on Business Model Canvas. Ty\u00f6kalun k\u00e4ytt\u00f6 antaa suunnitteluty\u00f6h\u00f6n viitekehyksen ja luo ontologian, jonka avulla liiketoimintaa voidaan konseptoida esimerkiksi olemassa olevan tai uuden hy\u00f6dykkeen ymp\u00e4rill\u00e4.<\/td>\n<\/tr>\n
Business Model Innovation (BMI)<\/td><\/td>\n<\/tr>\n
Business Modeling<\/td><\/td>\n<\/tr>\n
Business Outcome<\/td>Desired result, expectation, the value. What are these actually - especially with EA? An outcome represents an end result that has been achieved [ArchiMate]<\/td>\n<\/tr>\n
Business Transformation<\/td>Liiketoiminnan rakenteellinen muutos \/ uudistaminen<\/td>\n<\/tr>\n
Business Value Stream<\/td>show how a business creates the value being exchanged between itself and its stakeholders.<\/td>\n<\/tr>\n
Capability<\/td>Capacity (resources) + ability (competence) = Capability. a capacity to do something (e.g. in specific time-frame or in quality and quantity). Not the same as ability. Organization\u2019s capacity to deploy resources. Capability is the smallest unit of the enterprise that can have its own architecture. (Lankhorst). vs Business Capability.<\/td>\n<\/tr>\n
Capability-based Planning (CBP)<\/td><\/td>\n<\/tr>\n
Co-design<\/td><\/td>\n<\/tr>\n
Competence<\/td><\/td>\n<\/tr>\n
Competitive advantage <\/td>kilpailuetu. is a business concept describing attributes that allow an organization to outperform its competitors. Competitive advantage is a property that a business can have over its competitors. This can be gained by offering clients better and greater value. Michael Porter defined the two types of competitive advantage an organization can achieve relative to its rivals: lower cost or differentiation. [Wikipedia]<\/td>\n<\/tr>\n
Competitive capacity \/ capability<\/td><\/td>\n<\/tr>\n
Competitiveness<\/td>kilpailukyky. <\/td>\n<\/tr>\n
competitive survival<\/td><\/td>\n<\/tr>\n
Complexity Theory<\/td><\/td>\n<\/tr>\n
Conceptual Model <\/td>A model of a subject area or area of knowledge, that represents entities, the relationships among entities, the attributes and, and sometimes rules.
\nK\u00e4sitemalli. Malli, joka m\u00e4\u00e4rittelee tarkastelun kohdemaailman tietoelementit ja niiden v\u00e4liset suhteet (JHS179). Ref. Conceptual Data Model<\/td>\n<\/tr>\n
Contingency Theory<\/td>A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. (Wikipedia). \"Situational\"<\/td>\n<\/tr>\n
Customer Experience (CX)<\/td><\/td>\n<\/tr>\n
Customer-centric<\/td><\/td>\n<\/tr>\n
Customer centricity<\/td><\/td>\n<\/tr>\n
Customer Journey<\/td><\/td>\n<\/tr>\n
Customer Journey Mapping (CJM)<\/td><\/td>\n<\/tr>\n
Data Management<\/td>is an administrative process that includes acquiring, validating, storing, protecting, and processing required data to ensure the accessibility, reliability, and timeliness of the data for its users.<\/td>\n<\/tr>\n
Development<\/td>vs Design \/ Planning<\/td>\n<\/tr>\n
Design<\/td>vd Development \/ Planning<\/td>\n<\/tr>\n
Design Thinking<\/td><\/td>\n<\/tr>\n
Digital Transformation<\/td><\/td>\n<\/tr>\n
Digitalization<\/td>is the use of digital technologies to change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business. (Gartner) Digitalisaatio tarkoittaa rakennemuutosta, jossa luodaan uusia toimintatapoja ja uutta lis\u00e4arvoa, mit\u00e4 ei pystyisi ilman s\u00e4hk\u00f6isi\u00e4 ratkaisuja synnytt\u00e4m\u00e4\u00e4n.<\/td>\n<\/tr>\n
Digitization<\/td>Digitalisaatio vs digitalisointi \/ digitointi<\/td>\n<\/tr>\n
Disruption<\/td>Disruptiolla tarkoitetaan markkinoilla tapahtuvaa murrosta \u2013 h\u00e4iri\u00f6t\u00e4, hajaannusta tai sekasortoa, jonka jokin uusi innovaatio aiheuttaa. H\u00e4iri\u00f6, tosin, on mielest\u00e4ni liian negatiivinen termi t\u00e4ss\u00e4 yhteydess\u00e4 k\u00e4ytett\u00e4v\u00e4ksi. Poikkeuksetta disruptio parantaa tuottavuutta tai ainakin rahalla saatavaa vastinetta. Oli termi sitten mik\u00e4 tahansa, oleellista on se, ett\u00e4 disruptiivinen innovaatio tai teknologia aiheuttaa markkinoiden uudelleen m\u00e4\u00e4rittymisen. [https:\/\/gofore.com\/disruptio-innovaatioalustana\/]<\/td>\n<\/tr>\n
Domain<\/td>Problem Domain, Subject Area, kohdealue, sovellusalue<\/td>\n<\/tr>\n
dynamic capabilities view<\/td>focuses more on the issue of competitive survival rather than achievement of sustainable competitive advantage. [Wikipedia]<\/td>\n<\/tr>\n
Ecosystem<\/td><\/td>\n<\/tr>\n
Enterprise Architecture<\/td>vs Agile EA<\/td>\n<\/tr>\n
Enterprise Architecture Management (EAM)<\/td><\/td>\n<\/tr>\n
Epistemology<\/td>tiet\u00e4myksen teoria (Tuomisto)<\/td>\n<\/tr>\n
Framework<\/td>filosofinen tulkinta maailmasta, joka ohjaa ja rajoittaa \"etsint\u00e4\u00e4\" (Tuomisto).<\/td>\n<\/tr>\n
Gamification<\/td><\/td>\n<\/tr>\n
Govern<\/td>Hallita, m\u00e4\u00e4r\u00e4t\u00e4, s\u00e4\u00e4t\u00e4\u00e4, ohjata<\/td>\n<\/tr>\n
Governance <\/td>is the strategic task of setting the organisation's goals, direction, limitations and accountability frameworks. provide leadership and strategy and must focus on the 'big picture'. \/ strategic, tactic. Decision making processes in the administration of
\nan organization. A structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise\u2019s goal.<\/td>\n<\/tr>\n
Governance Model<\/td>Hallintamalli<\/td>\n<\/tr>\n
Innovation<\/td>ref. Service Innovation<\/td>\n<\/tr>\n
Knowledge intensive services (KIS)<\/td>In Europe KIS include high-tech services (e.g. R&D, and ICT), market services (e.g., transport, property management, equipment rentals), financial services (e.g., intermediation, insurance), education, health and recreation, both cultural and physical.<\/td>\n<\/tr>\n
Manage<\/td>Johtaa, hallita<\/td>\n<\/tr>\n
Management <\/td>is the allocation of resources and overseeing the day-to-day operations of the organisation \/ operative<\/td>\n<\/tr>\n
Metamodel<\/td>Metamalli on kaavio, jota k\u00e4ytet\u00e4\u00e4n m\u00e4\u00e4ritt\u00e4m\u00e4\u00e4n notaatiota. (Fowler ym. 2002) vs Conceptual Model \/ Conceptual Data Model<\/td>\n<\/tr>\n
Method<\/td>the tools, techniques or processes that we use. tarkoittaa menetelm\u00e4\u00e4, tapaa suorittaa m\u00e4\u00e4r\u00e4muotoisesti askel askeleelta edistyv\u00e4 toimintoketju, jossa saavutetaan tavoiteltu teht\u00e4v\u00e4 tai p\u00e4\u00e4m\u00e4\u00e4r\u00e4.
\nSana metodi on johdettu kreikan kielen sanasta methodos, joka tarkoittaa sananmukaisesti \u201dkuljettava tie\u201d.
\nEtenkin tietoteoriassa keinoja tiedon hankkimiseen ja tutkimusmenetelmi\u00e4 on nimitetty metodeiksi. (j\u00e4rjestelm\u00e4llinen) menetelm\u00e4.
\nS\u00e4\u00e4nn\u00f6nmukainen ja suunnitelmallinen tapa ratkaista jokin ongelma, suorittaa jokin teht\u00e4v\u00e4, antaa opetusta, tehd\u00e4 tutkimusta yms.<\/td>\n<\/tr>\n
Methodology<\/td>explains why we\u2019re using certain methods or tools. Menetelm\u00e4oppi, metodioppi; menetelmien\/metodien kokonaisuus.
\nViitekehyksen operationalisointi; ohjeet, kuvaukset \"etsint\u00e4\u00e4\" varten. Jokainen \u201cetsinn\u00e4n\u201d vaihe tarvitsee selv\u00e4t metodit ja tekniikat (Tuomisto).<\/td>\n<\/tr>\n
Microservices<\/td>The idea with microservices is to break the application down into independently deployable services supporting a specific business goal and communicating with other services through a lightweight, well-defined interface. A microservice has a few lines of code which are managed separately from other microservices. An application can have hundreds of microservices.<\/td>\n<\/tr>\n
Minimum Viable Product (MVP)<\/td>Minimal Viable Product (MVP) product which has just enough features to gather validated learning about the product and its continued development.
\nMVP is often less expensive than using a product with more features which increase costs and risk in the case where the product fails, for example due to incorrect assumptions.
\n- MVP vs. PoC
\nSynonyms: Minimum Viable Solutions, Minimum Viable X (MVX), minimum viable \"anything\". viable=mahdollinen
\nMinimum Viable Product (MVP) philosophy evolved, to avoid this \u201cunnecessarily over-thinking and over-preparation\u201d problem which plagued products in all companies. It encouraged building the minimum required at a certain point of time and then iterating and improving it going forward. MVP approach enables much needed fast experimentation, fail fast and invest where needed strategy.<\/td>\n<\/tr>\n
Mission<\/td><\/td>\n<\/tr>\n
Modus Operandi (MO)<\/td>on latinaa ja tarkoittaa toiminnan tapaa tai ty\u00f6n tapaa (Wikipedia)<\/td>\n<\/tr>\n
Multi-sourcing<\/td><\/td>\n<\/tr>\n
Notation<\/td>Notaatio tarkoittaa graafista esityst\u00e4, jota pidet\u00e4\u00e4n mallinnuskielen syntaksina eli lauserakenteen ja sanaston kuvaamisena. <\/td>\n<\/tr>\n
Ontology<\/td>Ontologies are about vocabularies and their meanings, with explicit, expressive and well-defined semantics (Puustj\u00e4rvi).
\nOntologioilla m\u00e4\u00e4ritell\u00e4\u00e4n tietyn aihealueen k\u00e4sitteist\u00f6j\u00e4. Usein ne muodostetaan olemassa olevien sanastojen avulla. Ontologioilla m\u00e4\u00e4ritell\u00e4\u00e4n k\u00e4sitteet ja niiden suhteet.
\nkoneen ja ihmisen tulkittavissa oleva, yhteisesti sovittu, t\u00e4sm\u00e4llinen kuvaus sovellus- tai aihealueen k\u00e4sitteist\u00e4 ja niiden v\u00e4lisist\u00e4 suhteista.
\nFyysisen ja sosiaalisen maailman perusluonne ja toiminta (Tuomisto).<\/td>\n<\/tr>\n
Operartional Excellence<\/td>is an element of organizational leadership that stresses the application of a variety of principles, systems, and tools toward the sustainable improvement of key performance metrics. [Wikipedia]<\/td>\n<\/tr>\n
Operating Model (operaatiomalli)<\/td><\/td>\n<\/tr>\n
Operational Devlopment<\/td>contains the organisational development as well complementing with the \u201chard side\u201d of the operation that means a complexity of strategy, structure, processes, related internal rules and infrastructural conditions.
\nKokonaisarkkitehtuuri edesauttaa operatiivisen toiminnan kehitt\u00e4mist\u00e4 ja lis\u00e4\u00e4 organisaation reagointiherkkyytt\u00e4 muutoksiin
\n- Kokonaisarkkitehtuuri edesauttaa operatiivisen toiminnan kehitt\u00e4mist\u00e4 ja lis\u00e4\u00e4 organisaation reagointiherkkyytt\u00e4 muutoksiin.
\nKokonaisarkkitehtuuriperusteissa toiminnan kehitt\u00e4misess\u00e4 organisaation toiminta kuvataan ja analysoidaan tarkastelemalla organisaation strategia, tavoitteet ja liiketoimintamallit, ja liitet\u00e4\u00e4n ne osaksi prosessien, tiedon, tietoj\u00e4rjestelmien ja teknologian muodostamaa kokonaisuutta.
\nKokonaisarkkitehtuurin avulla organisaatio saa ymm\u00e4rrett\u00e4v\u00e4n ja k\u00e4yt\u00e4nn\u00f6nl\u00e4heisen n\u00e4kym\u00e4n nykytilan hahmottamiseen ja tavoitetilan m\u00e4\u00e4rittelemiseen toiminnan kehitt\u00e4misen tueksi.
\n- See more at: http:\/\/www.qpr.com\/fi\/konsultointipalvelut\/julkishallinnon-kokonaisarkkitehtuuri\/toiminnan-kehitt%C3%A4minen-ja-it#sthash.1sHCNG5i.dpuf<\/td>\n<\/tr>\n
Operations Management<\/td>Kansainv\u00e4lisesti tuotantotaloutta vastaa usein ilmaisu Industrial Engineering tai Operations Management<\/td>\n<\/tr>\n
Organizational Excellence<\/td>refers to ongoing efforts to establish an internal framework of standards and processes intended to engage and motivate employees to deliver products and services that fulfill customer requirements within business expectations.<\/td>\n<\/tr>\n
Organizational performance<\/td><\/td>\n<\/tr>\n
Outcome<\/td>lopputulos, lopputuote. An outcome represents an end result that has been achieved [ArchiMate]. <\/td>\n<\/tr>\n
Output<\/td>tuotos, ty\u00f6n tulos<\/td>\n<\/tr>\n
Platform Economy<\/td><\/td>\n<\/tr>\n
Platform Business<\/td><\/td>\n<\/tr>\n
Portfolio Management<\/td><\/td>\n<\/tr>\n
Pragmatic<\/td>K\u00e4yt\u00e4nn\u00f6nl\u00e4heinen<\/td>\n<\/tr>\n
Process Development<\/td>Process Design<\/td>\n<\/tr>\n
Program Management<\/td><\/td>\n<\/tr>\n
Project Management<\/td><\/td>\n<\/tr>\n
Poroject Portfolio Management<\/td>is the way an organisation has structured projects into categories by using an overall process to select, prioritise and manage projects across the organisation. This process is also known as Project Portfolio Management (PPM) .<\/td>\n<\/tr>\n
Quality Function Deployment<\/td><\/td>\n<\/tr>\n
Reductionism<\/td>Reduktionismi on filosofinen oppi, jonka mukaan tietty kokonaisuus on palautettavissa eli redusoitavissa osiinsa. [https:\/\/fi.wikipedia.org\/wiki\/Reduktionismi]<\/td>\n<\/tr>\n
Resource<\/td><\/td>\n<\/tr>\n
Resource-based view (RBV)<\/td>as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm's disposal [Wikipedia]<\/td>\n<\/tr>\n
Return On Investment (ROI)<\/td>Gain (benefit) \/ Cost. A performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments. ROI measures the amount of return on an investment relative to the investment\u2019s cost. To calculate ROI, the benefit (or return) of an investment is divided by the cost of the investment, and the result is expressed as a percentage or a ratio.<\/td>\n<\/tr>\n
Self-contained System (SCS)<\/td>approach is an architecture that focuses on a separation of the functionality into many independent systems, making the complete logical system a collaboration of many smaller software systems. This avoids the problem of large monoliths that grow constantly and eventually become unmaintainable. Over the past few years, we have seen its benefits in many mid-sized and large-scale projects.
\nMicroservices are more versatile (monipuolinen) while SCS solve problems specifically with the architecture and organisation of large projects.
\nThe monolith is divided into functions. Like microservices, SCSs are autonomous, replaceable applications, typically web-based. However, an SCS is larger than a microservice and may even contain multiple microservices. <\/td>\n<\/tr>\n
Service<\/td>Biz-, app-, tech- service
\nIT service (ITIL)
\nService Design = Biz service
\nMicroservice<\/td>\n<\/tr>\n
Service Blueprint<\/td>is a technique used for service innovation. [https:\/\/en.wikipedia.org\/wiki\/Service_blueprint ]<\/td>\n<\/tr>\n
Service Design<\/td>\"Palvelumuotoiu\". <\/td>\n<\/tr>\n
Servive Innovation<\/td><\/td>\n<\/tr>\n
service integrations<\/td><\/td>\n<\/tr>\n
Service Management<\/td><\/td>\n<\/tr>\n
IT Service Management (ITSM)<\/td><\/td>\n<\/tr>\n
service operations<\/td><\/td>\n<\/tr>\n
Service Oriented Logic<\/td>vs Porduct oriented logic<\/td>\n<\/tr>\n
Shadow IT<\/td><\/td>\n<\/tr>\n
SME<\/td>Small and medium-sized enterprises<\/td>\n<\/tr>\n
Solution Building block (SBB)<\/td>EA rakennusosa<\/td>\n<\/tr>\n
Storytelling<\/td><\/td>\n<\/tr>\n
Strategy<\/td>concerned with the long-term positioning of a company<\/td>\n<\/tr>\n
Strategy Design<\/td><\/td>\n<\/tr>\n
Strategy Development<\/td><\/td>\n<\/tr>\n
Strategy Execution<\/td><\/td>\n<\/tr>\n
Strategy Planning<\/td><\/td>\n<\/tr>\n
Sweet spot <\/td>\"\u201cSweet spot\u201d on paikka, jossa sopiva eri ominaisuuksien yhdistelm\u00e4 johtaa parhaisiin tuloksiin. \" http:\/\/www.digisweetspot.com\/tietoa-meista\/<\/td>\n<\/tr>\n
System Theory<\/td><\/td>\n<\/tr>\n
System Thinking<\/td><\/td>\n<\/tr>\n
Taxonomy<\/td>A taxonomy is a way of classifying or categorizing a set of things - specifically, a classification in the form of a hierarchy (a tree structure) (Puustj\u00e4rvi). Luokittelu<\/td>\n<\/tr>\n
Technical debt <\/td>\"Tekninen velka\" https:\/\/en.wikipedia.org\/wiki\/Technical_debt<\/td>\n<\/tr>\n
Terminology<\/td>Vocabulary, Sanasto, <\/td>\n<\/tr>\n
Thesaurus<\/td>a controlled vocabulary arranged in a known order and structured.<\/td>\n<\/tr>\n
Time to market (TTM)<\/td>is the length of time it takes from a product being conceived until its being available for sale.<\/td>\n<\/tr>\n
Tool<\/td><\/td>\n<\/tr>\n
Touchpoint<\/td><\/td>\n<\/tr>\n
User Experience (UX)<\/td><\/td>\n<\/tr>\n
Valuation<\/td>valuation is the process of determining the present value (PV) of an asset<\/td>\n<\/tr>\n
Value<\/td>A product or service\u2019s capability provided to a customer at the right time, at an appropriate price, as defined in each case by the customer.<\/td>\n<\/tr>\n
Value Chain<\/td>Michael Porter\u2019s value chain. A Value Chain disaggregates a firm into its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation. It enables the firm to gain a competitive advantage by performing these strategic activities more cheaply or better than its competitors. The firm seeks cost leadership or differentiation, but not both. [http:\/\/www.bainstitute.org\/resources\/articles\/business-architecture-value-streams-and-value-chains]<\/td>\n<\/tr>\n
Value creation<\/td>vs Value add<\/td>\n<\/tr>\n
Value Stream<\/td>A Value Stream is an end-to-end collection of activities that creates a result for a customer (vrt. Process). The value stream has a clear goal: to satisfy or to delight the customer. This is a well known term, familiar to both Six Sigma and Lean Manufacturing disciplines. The Enterprise Business Architecture defines the enterprise value streams and their relationships to all external entities, other enterprise value streams, and the events that trigger instantiation. It is a definition of what the enterprise must produce to satisfy its customers, compete in a market, deal with its suppliers, sustain operations, and care for its employees. While this definition has not been formally adopted, it fits well with architectural disciplines. [http:\/\/www.bainstitute.org\/resources\/articles\/business-architecture-value-streams-and-value-chains] <\/td>\n<\/tr>\n
Value Sream Mapping (VSM)<\/td><\/td>\n<\/tr>\n
Vision<\/td><\/td>\n<\/tr>\n
Visualization tool<\/td><\/td>\n<\/tr>\n
White Paper<\/td>White paper on l\u00e4ht\u00f6isin termist\u00e4 white book, joka on hallituksen virallinen julkaisu [Wikipedia]. White paper tyypillisesti k\u00e4sittelee tietty\u00e4 kantaa tai ratkaisua ongelmaan. Vaikka white paper -termin takana on valtionpolitiikka ja sen viralliset elimet, on siit\u00e4 tullut yleinen ty\u00f6kalu my\u00f6s liike-el\u00e4m\u00e4n keksint\u00f6jen ja tuotteiden esittelyyn. White paper on (voimakas) markkinointiv\u00e4line.<\/td>\n<\/tr>\n
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This table of terminology is to be updated continuously (now and then). 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