Issue 2

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Governance of Enterprise Transformation and the Different Faces of Enterprise Architecture Management

Today, enterprises more than ever find themselves confronted with a constant need to transform themselves to better cope with current pressures and to prepare for future opportunities and challenges. Enterprise architecture management plays a crucial role in that context. It may not only aid in shaping the future enterprise, but it may also facilitate subsequent transformation governance. Based on the perception of enterprise architecture management as both a strategic and an operational exercise, this article distinguishes between four general modes of architectural transformation governance and presents the different faces of enterprise architecture management prevalent in these modes. In particular, this involves solution architecture, roadmapping, and business architecture activities.

Delivering Business Value Through Enterprise Architecture

There is a substantial interest and investment in enterprise architecture worldwide, exemplified by the number of enterprise architecture-related professional bodies, consulting services, frameworks, methodologies, and the increasing prevalence of full-time enterprise architecture teams. It may seem surprising in this context, therefore, that the value of enterprise architecture is still poorly understood. Organizations cite difficulties in justifying their enterprise architecture investments and anecdotal evidence suggests that the existence and funding of the enterprise architecture function is often based more on the beliefs of the incumbent management team than on demonstrated value. Although there is no shortage of enterprise architecture benefit claims, explanations of why and how enterprise architecture leads to the proposed benefits are fragmented and incomplete. This article aims to take a step towards improving the understanding of the value of enterprise architecture by focusing on how it leads to organizational benefits. Through a careful review of the existing practitioner and academic literature, the article consolidates knowledge on enterprise architecture benefits and refines the explanations by drawing on relevant IS and management theory. The resultant EA Benefits Model (EABM) proposes that enterprise architecture leads to organizational benefits through its impact on four key benefit enablers: Organizational Alignment, Information Availability, Resource Portfolio Optimization, and Resource Complementarity. The article concludes with a discussion of some potential avenues for future research, which could build on the findings of this study.

Context-Awareness in Collaboration Architecture: A Conceptual Model for an Enterprise

Collaboration is essential within an organization to connect the right group of people to share knowledge and solve business problems. As enterprises strive to deploy a collaboration platform to capture and distribute ―collective user value‖, they now face another challenge – how to make this platform efficient and productive. This article discusses the role of context-awareness within a collaboration framework. It outlines how a collaboration platform that is aware of the context for collaboration will have capabilities of adapting the collaboration experience. Outlining attributes that define context for enterprise collaboration, we have built a conceptual delivery platform for collaboration services. We present four architecture principles that would enable a collaboration platform to be context-aware. A key consideration of this article is to include business processes within the realm of enterprise collaboration.

Evaluating the Effectiveness of Reference Models in Federating Enterprise Architectures

Reference models to federate enterprise architectures across multiple agencies are investigated as a means to provide greater mission effectiveness and increased efficiencies. While heuristic and qualitative approaches to federating enterprise architectures have led to the increased use of reference models, their actual effectiveness and value have not been quantified. Federal departments and agencies are under increasing pressure to provide effective government and citizen services with improved efficiency. Enterprise architectures are used to align agencies’ strategic goals and business objectives to resources. As agencies collaborate with each other to achieve better strategic performance and resource savings, the ability to share information about their enterprise architectures is critical to their success. The expected effectiveness of reference models in federating enterprise architectures was quantified employing the classical method of expert judgment. A structured discussion instrument to evaluate reference models was developed and piloted using well-established guidelines for expert judgment. The resulting instrument was used in structured discussions with architects and engineers who are members of an architecture working group across multiple federal government agencies. Reference models were determined to be effective for federating enterprise architectures where participating agencies align their component architectures to the common taxonomy provided by the reference models.

EA Heavy and EA Light: Two Examples of Successful Enterprise Architecture

Often literature reports on unsuccessful attempts at enterprise architecture. Many exercises do not progress beyond their initial stages, losing momentum during their execution, or they run to conclusion without delivering the promised benefits. This article reports on a significant experience by the authors—engaged as consultants to two Australian-based multinational companies—during the execution of two very different, successful enterprise architecture projects that managed to deliver and demonstrate tangible benefits to the respective organizations. Although both projects included important IT technical components, their success was based on enterprise architecture teams that clearly understood the business objectives, linked the enterprise architecture activities directly to them, and clearly communicated the benefits in business terms. We argue that to engage and maintain support an enterprise architecture exercise must have a business purpose that is clearly understood by all stakeholders, and it must be carefully tailored to the intended purpose, both in terms of effort and deliverables, and no more. Our discussion includes the strategy, methods, and tools used by the enterprise architecture teams to conduct each engagement, and a discussion of the results and lessons learnt.

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.