Many, if not most, US Federal Departments and agencies continue to spend millions of dollars annually on Enterprise Architecture (EA). Few government organizations extract anything of value from their EAs. For a large government agency, the authors matured the EA program with an integrated repository that supports executive decision-makers with actionable, fact-based enterprise viewpoints. The integrated repository and best practice EA methods are being successfully applied to Information Technology (IT) lifecycle governance, portfolio management, strategic planning, and complex multi-program analyses.
Existing approaches to the problems in the governance of Enterprise Architecture (EA) implementation are characterized largely as unambiguous and objective. Using the case study of a large Australian financial services organization, one such approach is examined critically. Existing governance approaches espouse generic solutions such as new governance structures, architectural modularity, decision-making models, frameworks, inter-organizational relations, and evolutionary rather than big-bang approaches. This study draws on the machine, organism, and brain metaphors from Morgan’s Images of Organizations (1986, 1997, 2006) to capture the contradictory and competing images and assumptions associated with the governance of an EA implementation and the social behaviors they imply. Findings from this case study suggest that the current emphasis on technical solutions is an oversight and that a broader approach, one that encompasses a partnership of technical and qualitative approaches, is required. Metaphors can be used to provide important insights into the attitudes and behaviors of Enterprise Architects toward their stakeholders and the assumptions they make about the social context of an EA implementation. It will be shown that metaphors provide Enterprise Architects with context-sensitive tools that allow them to fully appreciate the complex social world of an EA implementation.
The core of Enterprise Architecture (EA) work focuses on the improvement of businesses and transforming them into business desired states. Transformation through EA work requires heavy investment and necessitates the commitment of the organization’s executives. Dubai Customs is one of the most important Dubai Government Departments responsible for ensuring that the economy of Dubai is protected against fraudulent and dangerous goods (socially and commercially) by streamlining trade and goods clearance processes. Dubai Customs is also responsible for collecting revenue, and tracking and trending trade data to other Government Departments, Federal Agencies, and Ministries on behalf of Dubai Government. This case study highlights how Dubai Customs decided to build a sound EA to help them achieve their business goals.
The importance of Enterprise Architecture (EA) to enterprise transformation has been identified by an increasing number of companies as well as public sector actors. However, the literature to date does not provide much empirical evidence of the benefits of EA. In this article, we evaluate empirically the potential benefits of the EA approach in Concept Development and Experimentation (CD&E), which is considered a tool to drive strategic transformation in the military community. The DeLone and McLean information system success model is used as an evaluation framework. The research method in the article is a case study. The results of the case study are analyzed statistically. The results suggest that the EA approach could benefit CD&E. The EA approach supports the further utilization of the military concept, which is a life-cycle stage preceding military capability development. The applicability of the evaluation framework needs further research.
This article is about a practical application of an Enterprise Architecture (EA) framework, process, and methodology for developing an EA in the retail banking industry. The case shows the progression from the first EA plans and ideas, through the development of the EA capability for the bank, and finally the application of the framework to the development of the first iteration of the EA, focused on aligning customer service with the bank’s main strategic goals and drivers.
El presente artículo se refiere a un caso de aplicación práctica del proceso, marco y metodología de Arquitectura Empresarial (AE) para la Banca Comercial en América Latina (Costa Rica). El caso presenta las diferentes etapas desde los primeros planes e ideas alrededor de AE, desarrollo formal de la práctica y desarrollo de AE en el banco y, finalmente, la aplicación del marco para el desarrollo de la primera iteración enfocada en servicio al cliente, lo cual corresponde con el principal objetivo estratégico. Visión y motivadores estratégicos del banco.