8.6    Concluding Remarks

Tema as outlined in this chapter may appear unstructured and abstract. That impression is difficult to avoid when two fundamental decisions are that
  1. a strict method for enterprise modeling cannot be prescribed, and
  2. the project group ought to develop their own modeling languages.
The presentation is also abstract as it lacks a concrete example. A remedy to that is to investigate the empirical studies in more detail, and particularly the strategy project. They all provide concrete examples of objectives, artifacts, processes, organization, forums and media. To create another example or repeat the outlines from chapters 2 and 6 are not considered to bring additional insights.

Still, in order to be applicable in a concrete setting the framework has to be tailored to a particular organization (e.g., Tema Statoil), to a particular project (e.g., Tema TEK-S), or to a domain (e.g., Tema Gas). Tema is not a cookbook it is a framework that has to be filled in by reflective actors based on their knowledge of the principles underlying Tema, concrete examples of possible approaches and their own professional knowledge.

Chapter 8 has provided an overall answer to the should part of the main research question, as also manifested in RO2 from section 1.2.2. However, the proposed framework is on a high level of abstraction. Chapter 9 will make the answer more concrete by investigating in more detail the pool of techniques outlined as a part of Tema, using examples from observed practice.