Enterprise Architecture

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Enterprise Architecture Valuation and Metrics: A Survey-Based Research Study

Enterprise Architecture (EA) is increasingly being adopted and utilized by all types of organizations (Fri 2007; Jung 2009; Kappelman et al. 2008). Despite its growing popularity, the challenge facing many organizations is how to measure and provide evidence of the value that EA provides to an enterprise (Boster et al. 2000; Plessius et al. 2012). This challenge includes determining the best ways to effectively evaluate and measure the impact EA has on an enterprise. To provide some insight into this problem, this article provides an overview of the means used to measure the value of EA within organizations. This article seeks to accomplish four tasks. First, to demonstrate that EA value measurement is a challenge that needs to be addressed within organizations. Second, to highlight the variety of methods and measures that organizations currently use in their attempts to measure the value of EA. Third, to provide insight into the reported challenges facing organizations involved in the process of measuring the value of EA. Fourth, to propose a conceptual model for EA value measurement that can be utilized by organizations who have implemented EA. To provide support and evidence for all four of these tasks, we present the results from a survey that contains the responses from 276 participants whose job roles and responsibilities directly reflected working in EA within their organizations.

Extracting Real-World Value Out of EA

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.

Enterprise Architecture Implementation Governance: Managing Meaning and Action

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.

Leveraging Enterprise Architecture for Reform and Modernization

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.

Enterprise Architecture, IT Service Management and Service Oriented Architecture: relationships, approaches and operative guidelines (part 2 of 2)

Enterprise Architecture, IT Service Management (and Governance) and Service Oriented Architecture are current topics, widely discussed in the information technology departments and professional publications. In addition, many companies have been (or are) involved with the adoption of at least one of these innovations. While each of these elements can be considered in its own right, it is in their relationships, and more or less strong intersections, that interesting opportunities and synergies can emerge, potentially even with some specific issues to manage. The focus of this two part article is just that: to show the relationships, approaches and operative guidelines related to the synergic adoption in an IT organization and/or in an Enterprise of concepts from the Enterprise Architecture (EA), IT Service Management (ITSM) and Service Oriented Architecture (SOA) domains.

Enterprise Architecture Principles as Values

Although Enterprise Architecture Principles (EAPs) are important parts of several Enterprise Architecture (EA) frameworks, there are difficulties in their derivation and use. As a foundation for a broader research in developing a set of generic EAPs, this paper aims to discover the notion of EAPs conceptually and to find a way of structuring them systematically. For this purpose, the variety in the definitions of EA is stated and a new definition is given to clarify its scope more precisely. Then different thoughts in the notion of EAPs are investigated to find their features and shortages. Finally, by introducing the concept of values, a new definition of EAPs as values is proposed. This definition leads to the use of the work done in the field of values and governance to investigate, tidy up and classify the existing principles.