Quality Attributes for Enterprise Architecture Processes

Enterprise Architecture (EA) is created, maintained, and managed through EA processes. While the quality of these processes is perceived to ultimately impact the realization of benefits from the EA approach, it has been considered in relatively few studies. Specific aspects of EA processes such as EA frameworks have been extensively studied, but there is no common understanding of the attributes that make up EA processes of high quality. In this exploratory case study, data from 14 themed interviews of EA stakeholders is utilized to identify 15 quality attributes for EA processes. These are then supplemented and validated by comparison to the hitherto existing state of research. The results provide a comprehensive framework for understanding EA process quality. They can be used to identify areas for development and define metrics for further improvement of the EA practice, and as a basis for further research.

The Successful Enterprise Architecture Effort

In this article the conditions for a successful Enterprise Architecture (EA) effort within an enterprise are discussed. EA as a discipline has so far had a turbulent existence, with many EA efforts failing. This has earned EA as a whole a tarnished reputation in some public and private enterprises. In the article it is established that one reason for failed EA efforts could be that in parts of EA theory there is still is a very mechanistically focused mind-set. This was found on the basis of a theoretical study, analyzing three leading EA frameworks: TOGAF, Bernard’s EA3, and Ross, Weill, and Robertson’s Enterprise Architecture as Strategy. The article is also based on an empirical study consisting of four case studies in Danish enterprises. Consequently it was found that there is a need for the EA discipline to change its mechanistic focus towards a more organic one to be able to succeed in the future. Based on these studies it was recognized that EA governance could be the remedy to ensure a more successful practice of EA in the future. Following this is a guide to EA governance inspired by the Agile Governance Model and the empirical findings were formulated as the means to achieve a successful EA effort.

The business does not exist! Why Enterprise Architecture is often a mission impossible

Successful application of enterprise architecture is not easy. Many books and articles have been written on the subject. They describe how alignment with ―the business‖ is essential and subsequently delve into architecture frameworks, procedures, organization, governance, and the required skill set. This article will show that in general there is no such thing as ―the business‖ and how this represents the major obstacle for successful enterprise architecture and mature IT.

When Enterprise Architecture Meets Government: An Institutional Case Study Analysis

This study investigates the systemic challenges facing enterprise architecture programs in government. Drawing upon the institutional theory lens from the political science field, a Danish case study is used to explore why public agencies implement enterprise architecture programs and the challenges they face when governing these programs at different levels (vertically) and different functions (horizontally) of government. The analysis shows that enterprise architecture is not just a technical issue, as economic and political facts are equally important when establishing interoperable e-government services. The findings suggest that implementing enterprise architectures in government challenges the way information systems are organized and governed in public agencies. Interoperability challenges in government arise because there is no overall coordination of different information systems initiatives in the public sector and because public organization have no economic and/or immediate political incentives to share data and business functionality with other organizations in their enterprise architecture programs.