The customer service of the Enterprise Engineering Process is that it implements the life-cycle of the enterprise. Matrix #2 can be divided into two broad areas, customer service and control, i.e.:
These areas of the matrix together cover the implementation level design (i.e., detailed design), the building, and the operation of an enterprise integration project. In fact the descriptions/models of this area should collectively make up a complete Implementation Procedures Manual!
A methodology handbook (such as the Purdue Implementation Procedures Manual [10]) is, in this matrix, a generic functional model of the Enterprise Integration Processes. (See ``PERA IPM'' on Fig.2). The representation of this fact on matrix #2 is a triangle in the "generic requirements" area. Note, however, that a detailed investigation of the Purdue Implementation Procedures Manual and the corresponding GIM documents should be undertaken to establish which other areas of the matrix are also covered and which ones could be further detailed to the benefit of the generic methodology.
These generic models would then be specialised for the purposes of enterprise engineering projects and even further specialised for any particular enterprise integration project.
The generic models of this level would formulate a project management ontology and specialised models would be available for different types of projects. The best practice of project management in general and enterprise-engineering-project management in particular would be documented as models of this matrix, including the definition of these on all levels from the concept to the implementation and operation. (See Fig.3).
Note that the ``operation'' phase of this matrix is the actual enterprise engineering activity, while the ``build'' phase is preoccupied by creating the enterprise engineering project team (including education). Phases before that are carried out by management (as part of the Strategic Enterprise Management operations) - defining the mandate of the enterprise integration project, organising its project management and planning.
It immediately follows that a Generic Enterprise Engineering / Integration Methodology is a pattern (in the left hand side) of matrix #2; and there can be specialisations of the methodology. (See Fig.4)
A few useful specialisations would be:
Specialised methodologies have the advantage that they better suit industry (filling in the gap between abstract methodological instructions and practical steps). Furthermore specialised methodologies are more efficient because there is less need to spend time on adopting them to the special circumstances of the individual project.
The practical advantage of defining, in detail, the subject matters of matrix #2 would then be that the connection between enterprise integration / enterprise engineering and project management would be apparent in such an extended reference architecture providing common ground for two separate - although in the practice mutually reliant - disciplines (enterprise engineering and project management).