Issue 2

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A Survey of Enterprise Architecture Model Transformation Efficiency

Consistent with its goal of providing a management planning tool in the context of complex information technology, Enterprise Architecture (EA) unifies a broad range of documentation artifacts from different disciplines. Each of these artifacts is expressed in the language of its native discipline. By inclusion in an EA framework, the artifacts constitute the nouns of the EA language used to describe strategy and its transition to business capabilities. EA frameworks define paths through which decisions and facts flow in the course of pursuing an enterprise level initiative. The dimensions of an EA framework expose the boundaries that occur along these paths. When boundaries are crossed as detail is added and refined, transformations occur. Transformations are the verbs of the EA language. EA frameworks go to great lengths to describe their nouns and organize them into understandable dimensions as a form of dictionary to guide the practitioner. Yet the verbs that are equally important contributors to the quality of an enterprise initiative receive less attention. Like artifacts, transformations also have properties that can be tailored for efficiency. As a complement to EA artifacts, design and selection of EA transformations must also receive consideration when selecting an EA framework for a specific purpose. Fortunately for EA transformation analysis, a transformation is bracketed by the set of input and output artifacts involved. Thus it is instructive to use the extensive artifact descriptions from an EA framework to make value judgments regarding the choice of transformation techniques. Combined with known transformation techniques and transformation theory, an EA practitioner can tailor a framework for both artifact and transformation efficiency. Following an introduction that establishes transformation principles, this paper looks at a series of well-documented EA frameworks as means of illustrating the extent to which their dimensional structure and artifacts support efficient transformations. The analysis reveals the range of explicit support for efficient transformations within the EA documentation. Where transformations are not explicitly discussed as part of the methodology, characteristics of each framework that might form the basis for tailoring a transformation strategy within the framework are discussed. To conclude, a brief summary of transformation theory is presented in the form of a meta-model and a procedure for evaluating EA transformations.

Essential Layers, Artifacts, and Dependencies of Enterprise Architecture

After a period where implementation speed was more important than integration, consistency and reduction of complexity, architectural considerations have become a key issue of information management in recent years again. Enterprise architecture is widely accepted as an essential mechanism for ensuring agility and consistency, compliance and efficiency. Although standards like TOGAF and FEAF have developed, however, there is no common agreement on which architecture layers, which artifact types and which dependencies constitute the essence of enterprise architecture. This paper contributes to the identification of essential elements of enterprise architecture by (1) specifying enterprise architecture as a hierarchical, multilevel system comprising aggregation hierarchies, architecture layers and views, (2) discussing enterprise architecture frameworks with regard to essential elements, (3) proposing interfacing requirements of enterprise architecture with other architecture models and (4) matching these findings with current enterprise architecture practice in several large companies.

Presenting a Theory-Based Model for IT Management Responsibilities

Enterprise architecture is all about the IT systems, the IT organization, and how they provide value to the business. Nonetheless, the complex relations within this trinity have previously been overlooked in literature. The herein proposed reference model for IT management responsibilities therefore aims at explaining how IT organizations and IT systems serve as value enablers to the business, thus clarifying the boundaries of IT management’s responsibilities. The model is based on extensive literature studies and has been tested in a series of empirical studies.

Enterprise Architecture and Change Management

This article provides an analysis of how enterprise architecture (EA) promotes change and provides a framework for change management. he article first explores the reasons for organizations to change and points out elements such as technological trends and market pressures as determinant forces that foster these changes. As a preamble to the analysis of EA as a framework for change management, an introduction to the concept of change management is made by presenting several perspectives. The article concludes by recognizing EA as a force that encourages change, and the contributions that EA makes to reducing stakeholders resistance to change.

The Future of Information Technology – Part 4: Self-Adapting System Architecture 2018-2026

Though it is largely an abstract concept, enterprise architecture (EA) has shaped, is shaping, and will continue to shape information technology. This four-part article traces the author’s observations and predictions about the current and future state of information technology, and the role that EA will play in that evolution. Part 4 looks ver far forward to the next architectural step beyond MEDA that may be called the Self Adapting System Architecture (SASA). Given that SASA is 15 to 20 years out, it is more of an IT architectural vision than a true architecture like SOA or MEDA. Yet, the technology on which it is based has been in university computer science laboratories for 10 to 20 years. This technology has been used in many visionary IT experiments, but has not moved from basic research to research and development yet, in part because it is multifaceted intricate, convoluted, and complex. More importantly, the migration to SASA will require significant changes in business processes and organizational culture.