Modelling Enterprise Architectures

Running head: MODELLING ENTERPRISE ARCHITECTURES
Modelling Enterprise Architectures
Name of the Student
Name of the University
Author’s Note:

MODELLING ENTERPRISE ARCHITECTURES1
Table of Contents
1. Business Modelling:....................................................................................................................2
1.1 Mission Statement:................................................................................................................2
1.2 Business Realization Plan with a Balanced Business Scorecard:..........................................2
1.3 SWOT Analysis:....................................................................................................................3
1.4 PESTLE Analysis:.................................................................................................................4
1.5 Porter’s Five Forces Analysis:...............................................................................................5
2. Project Initiation Products:..........................................................................................................6
2.1 Project Vision Statement:......................................................................................................6
2.2 Scope Diagram:.....................................................................................................................7
2.3 Cost Benefit and Profit and Loss Analysis:...........................................................................8
2.4 Profit and Loss Analysis:.......................................................................................................9
3. Requirements Catalogue:.............................................................................................................9
4. Use Case Model and Description:.............................................................................................13
5. Class Model:..............................................................................................................................16
6. Stakeholder Aspects:.................................................................................................................17
7. a) Benefits of Using Zachman Framework:...............................................................................18
7. b) Zachman Framework:............................................................................................................19
Bibliography:.................................................................................................................................21

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1. Business Modelling:
1.1 Mission Statement:
The mission statement of Valentinos is to provide an appropriate match for every single
man and woman in the UK.
1.2 Business Realization Plan with a Balanced Business Scorecard:
The business realization plan offers a company with a method for measuring added
values. It is a document that outlines different activities required to achieve the planned
advantages (Nørreklit, Kure and Trenca 2018). This type of plan helps in successful
identification of roles and responsibilities for management of benefits and even in determination
of the processes that are required for program benefits. For the case study of Valentinos, it is
required to identify the interests with a balanced business scorecard.
Figure 1: Balanced Scorecard
(Source: Akkermans and Van Oorschot 2018)

MODELLING ENTERPRISE ARCHITECTURES3
i. Financial Perspectives: The chief financial perspectives include cash flow, sales
backlog, profit forecast reliability and return on capital employed. They were able to
incorporate different technological aspects and attributes for making their financial
position, much more effective and significant, as compared to others. They are
providing one-year membership after payment of 150 pounds and following lists at 5
pounds each and can be requested as required.
ii. Business Processes: The internal business processes of Valentinos include project
performance index, project closeout cycle, tender success rate and customers’ hours
on new works. They want to make their business processes more flexible so that
clients can control the type of information to be released to other members.
iii. Learning and Innovation: Since Valentinos is into the business of matchmaking,
they should involve innovation within their business operations and processes
(Nørreklit, Kure and Trenca 2018). Employee suggestions are also included for this
purpose.
iv. Customer’s Perspectives: They should keep the perspectives and feedback of their
customers on top priority so that the business gets maximum success and
effectiveness. As a result, the business realization plan would become much more
effective, and they would gain maximum advantages.
1.3 SWOT Analysis:
i. Strengths: The main strengths include established brand, exhibited consistent,
reputable integrity within the operations, excellent decision-making process, and
long-established presence in the market, high data protection and market position of
price leader.

MODELLING ENTERPRISE ARCHITECTURES4
ii. Weaknesses: The main weaknesses include an older version of Oracle being used,
and as a result, any change requires a lot of time.
iii. Opportunities: They have the opportunity to expand their business outside the United
Kingdom and even in the rest of the world (Gürel and Tat 2017). Valentinos can also
increase their communication strategies for ensuring that they are connecting with the
customers most effectively.
iv. Threats: The main threats of Valentinos include high competition amongst the rest of
the matchmaking companies and due to lack of updated database, they might lose
security and safety of their customers’ data and would not be able to retrieve them
under any circumstance.
1.4 PESTLE Analysis:
i. Political Factors: The organization of Valentinos is situated in the country of the
United Kingdom, and as a result, they are affected by the political factors and aspects
of the UK (Perera 2017). The main factors include political stability, the impact of
Brexit, implementation of new tax policies and process to change them, following
trade restrictions and industry safety legislations.
ii. Economic Factors: There are few economic factors as well, which would have a
direct impact on the business of Valentinos, such as sudden growth in GDP, the
balance of payments, retail sales and even index of production.
iii. Socio-Cultural Factors: The major socio-cultural factors of Valentinos include
attitudes and values of customers, laws and politics and checking cross-cultural
differences of the customers.

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iv. Technological Factors: Valentinos is using an older version of the Oracle database in
their business, and as a result, up-gradation of data requires excess time (Rastogi and
Trivedi 2016). Moreover, since the entire company is based on online attributes, they
need constant support from technology.
v. Legal Factors: They are following laws and regulations of the UK, and hence any
consumer law, fraud law, discrimination law and employment law are being
developed in their business.
vi. Environmental Factors: The entire company is environment-friendly, and they are
following a proper approach that does not disturb the respective situation.
1.5 Porter’s Five Forces Analysis:
i. Existing Rivalry amongst Organizations: They have an existing rivalry amongst
market competitors of various sizes and hence might face high competition, in terms
of business.
ii. The threat of New Entrants: Since the UK is a developed country, there is a high
chance that there could be newer entries within the respective market. However, since
Valentinos is doing business for several years, it would not be affected much
(Kanakulya and Jinzhao 2017).
iii. The threat of Substitutes: This particular force is high since the market eventually
continues to develop and become highly attractive as the main financial investment.
iv. Power of Buyers: The force is high since there exists a more significant number of
industrial rivals that are competing for distinct market shares.
v. Power of Suppliers: The suppliers' power is also higher for the amount of competitors
present in the industry.