{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,10,31]],"date-time":"2025-10-31T21:56:48Z","timestamp":1761947808566},"reference-count":23,"publisher":"IGI Global","issue":"2","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2012,4,1]]},"abstract":"<p>The Portuguese Air Force has made an effort to remain at the forefront of organizations, examining problems like the inadequacy of Information Systems and the treatment of business as rigid hierarchical structures. The process of change initiated in 2009, which is transversal to the organization, recommends a set of actions, including the definition of business processes, to determine the organizational \u201cAS IS\u201d important to the establishment of \u201cTO BE\u201d. Simultaneously, the Air Force is studying concepts related to enterprise architecture while trying to deepen the relationship between mission, vision, goals, objectives, strategy, tactics, policy, business rules, and process architecture. In this context, considering important creating and identifying a way to validate the consistency between Enterprise Architecture and Process Architecture important, the authors propose the creation of a value matrix, representing objectives and processes associated with a set of rules for its creation and update.<\/p>","DOI":"10.4018\/irmj.2012040104","type":"journal-article","created":{"date-parts":[[2012,3,29]],"date-time":"2012-03-29T13:35:33Z","timestamp":1333028133000},"page":"52-68","source":"Crossref","is-referenced-by-count":3,"title":["Business Objectives and Business Processes"],"prefix":"10.4018","volume":"25","author":[{"given":"Carlos","family":"P\u00e1scoa","sequence":"first","affiliation":[{"name":"Air Force Academy and Technical University of Lisbon, Portugal"}]},{"given":"Nuno","family":"Belo","sequence":"additional","affiliation":[{"name":"Air Force Academy, Portugal"}]},{"given":"Jos\u00e9","family":"Tribolet","sequence":"additional","affiliation":[{"name":"Technical University of Lisbon and INOV \u2013 INESC Inova\u00e7\u00e3o, Portugal"}]}],"member":"2432","reference":[{"key":"irmj.2012040104-0","author":"M.Abreu","year":"2008","journal-title":"Considera\u00e7\u00f5es Sobre a Medi\u00e7\u00e3o de Factores Soft nas Organiza\u00e7\u00f5es"},{"key":"irmj.2012040104-1","author":"L.Ara\u00fajo","year":"2008","journal-title":"Portuguese Air Force chief-of-staff speech"},{"key":"irmj.2012040104-2","doi-asserted-by":"crossref","unstructured":"Aveiro, D. (2010). GOD theory for organizational engineering: continuously modeling the (re)generation, operationalization and discontinuation of the enterprise (Unpublished doctoral dissertation). Department of Computer Science and Engineering, Instituto Superior T\u00e9cnico, Lisboa, Portugal.","DOI":"10.1145\/1774088.1774118"},{"key":"irmj.2012040104-3","unstructured":"Belo, N. (2010). Defini\u00e7\u00e3o de um Modelo de Processos com Valor e Respectiva Decomposi\u00e7\u00e3o (Unpublished master\u2019s thesis). Academia da For\u00e7a A\u00e9rea, Departamento de Ensino Universit\u00e1rio, Sintra, Portugal."},{"key":"irmj.2012040104-4","unstructured":"Bullen, P. (2001). Performance indicators - New management jargon, political marketing, or one small element in developing quality services? Retrieved September 12, 2009, from http:\/\/www.mapl.com.au\/A1A.htm"},{"key":"irmj.2012040104-5","unstructured":"Business Rules Group. (2007). 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