The demand for, and sophistication of Enterprise Architecture (EA) has grown significantly in recent years. This paper aims to better understand industry’s expectations of enterprise architects and to help university educators design curricula to meet these needs. In this study, we conduct interviews with enterprise architects and identify the skills sets important to their role. We also examine the curricula of architecture-related courses and programs in Australia and New Zealand. Our review reveals that, disappointingly, less than one-third of universities in these countries offer architecture- related courses and/or programs. We identify the shared visions and the gaps between practitioners and academia. This paper also proposes a curriculum for a Master of Enterprise Architecture program.
The Community Education Center (CEC) is located in Chicago, Illinois and is a non-profit organization that is dedicated to delivering secondary-education to at-risk students, as well as promoting adult literacy and community development. CEC’s management embarked on an Enterprise Architecture (EA) program as a tool to implement the goals and objectives of their strategic plan; to significantly enhance their service-delivery capability through improved integration and communication between their lines of business, and to improve and stabilize their sources of funding. CEC selected the EA3 “Cube” Framework because of its’ focus on linking client-focused services to an organization’s strategic business plan, and organizing both the in-house and outsourced IT investments to directly support business capability delivery.
This case study article describes the rationale for the development, use, and benefits of a metamodel to provide the underlying data model for Enterprise Architecture (EA) content. The case study uses the “EA3 Framework” (Bernard 2004, 2005) to illustrate these points. Metamodels enable integration among models and other artifacts that constitute most EA content. Integrated EA content enables repeatable and reliable analysis and reporting, mapping content to frameworks or reference models, and transitions among EA tools for upgrades or conversions. The initial publication of the EA3 Framework in did not define a metamodel or prescribe artifact content in detail. Artifact content and examples were added in the second edition of the EA3 Framework in 2005, including 46 artifact types that document the five layers and three thread areas of this framework. Though the relationships between the layers and threads were described in the 2nd edition of the EA3 Framework, this case study article provides the first detailed meta-model. The proposed EA3 Metamodel that is described in conceptual and diagrammatic form was developed to support the use of the EA3 approach by the author within a federal government agency using a bottom-up approach based on tool capabilities and reporting obligations. The metamodel described in this case study has been implemented using a commercially-available modeling toolset, and required no tool customization.
This case study article introduces the concept of Enterprise-Focused Development (EFD) as a part of a repeatable method for improving productivity in government agencies at federal, state, and local levels. EFD does this by promoting a project management approach that links business analysis and data modeling methods. EFD also takes an enterprise-level architected view to reducing software expenses and creating higher quality computer systems. In keeping with newer methods, EFD promotes the use of highly productive project teams and frequent iterations with clients to develop IT systems to avoid long delivery timeframes and performance failures that often came with early project management approaches and lifecycle development approaches, such as the ‘Waterfall’ method. In this way EFD has the potential to save government agencies significant time and resources in developing IT systems.
The objective of this case study is to determine a method that best supports strategy development through determining customer outcomes using an Enterprise Management Strategy. Customer outcomes are essential in formulating organizational strategies to allow organizations to be more competitive. Adapting Chatterjee’s core objectives theme, the Enterprise Management Strategy includes components such as interest, ideals, incentive, infrastructure/institution, culture, capabilities, needs, values, strategy, objectives and core capabilities. In order to achieve successful strategy, organizations must first understand the outcomes required from customers. IT and business professionals from numerous organizations completed a questionnaire and the results indicate that understanding customer outcomes, strategy and the implementation of strategy enhances overall strategic development. This study proposes an Enterprise Management Strategy which focuses on customer comprehension of outcomes for strategy development rather than focusing only on outcomes and objectives.
Information Architecture is an established field, but is very narrowly focused on designing small-scale systems such as web sites and user interfaces. Within the past few years, there has been a movement to broaden IA concepts into what the MITRE Corporation’s Chief Information Architect calls “big IA”: Enterprise Information Architecture (EIA). This brings IA into the realm of company-wide solutions that align with business strategy.