Innovation is becoming increasingly important for Enterprise Architecture (EA) teams. Consequently, it is crucial that tools be developed to assist Enterprise Architecture teams when evaluating how (and how well) they are supporting innovation within the context of their enterprise. To date very little research has been completed that focuses on both EA and innovation. This paper presents an assessment tool to help EA teams evaluate and improve how they support innovation. The tool has been tested in a case study with a hi-tech firm and initial results are presented. In 2015 International Conference on Enterprise Systems (ES).
This paper suggests a new type of enterprise models called fractal enterprise models (FEM), with accompanying methodological support for their design. FEM shows interconnections between the business processes in an enterprise by connecting them to the assets they use and manage. Assets considered in the model could be tangible (buildings, heavy machinery, etc.) and intangible (employees, business process definitions, etc.). A FEM model is built by using two types of patterns called archetypes: a process-assets archetype that connects a process with assets used in it, and an asset-processes archetype that connects an asset with processes aimed to manage this asset (e.g., hiring people, or servicing machinery). Alternating these patterns creates a fractal structure that makes relationships between various parts of the enterprise explicit. FEM can be used for different purposes, including finding a majority of the processes in an enterprise and planning business change or radical transformation. Besides discussing FEM and areas of its usage, the paper presents results from a completed project in order to test the practical usefulness of FEM and its related methodological support.
By: . In model analysis activities, it is critical to make early statements and diagnosis from a high level of abstraction. Currently, these tasks are difficult to perform, and they require both the involvement of experts and the elaboration of specialized artifacts. Furthermore, the complexity of the tasks increases as models become bigger and more detailed. In other contexts, it has been noticed that total / holistic / unfiltered visualizations may give insight about the models, providing analysts a starting point for exploration and general pattern discovery. In this paper, we evaluate the support that six different Enterprise Architecture (EA) modeling tools offer to EA analysis activities, and assess the strengths and weaknesses of six visualization frameworks, in order to extend the analysis of enterprise models by Visual Analysis. The evaluation is based on a set of 14 requirements which are either visualization-related or specific to EA analysis, and its results were harvested from a) observed characteristics of the diagrams of these tools, and b) visualizations from an enterprise model, generated with the aforementioned visualization frameworks. These results point to several actionable subjects and research opportunities for the field of EA Modeling and Analysis.
The original article defining Conway’s Law, which states: Organizations which design systems are constrained to produce system which are copies of the communication structures of these organizations.
The enterprise architecture provides benefits to the organization that utilizes it. However, if the enterprise architecture is not tightly coupled with other enterprise level programs such as investment management and system development process, its overall effectiveness is compromised. This paper will identify the process integration and enterprise architecture touchpoints from the perspective of the investment management process and it outlines an overall Integrated Enterprise Life Cycle process flow. The paper also presents a case study of the implementation of the enterprise life cycle process flow.
This article discusses the benefits of applying structured, holistic analysis to human enterprises. It describes the Axum framework for enterprise architecture which the author developed as a tool for managing strategic change. This has been used successfully in many varied organisations such as civil service, Web?based betting and even a major political party. It explains how the framework evolved out of earlier work on bussiness process reengineering to provide a more holistic approach in which process is set in the context of all other things that must be managed for successful change. The application of the framework in complex diversified enterprises is also explained and illustrations from the experience of the author are given.