Integrated Modeling of Business Architecture and Process Design with BPMN: Application to Hospitals
By Oscar Barros and Alejandro Quezada
A Business Architecture (BA) comprises different models at different levels of abstraction. At the higher levels, the business goals and architecture are defined. At the lower levels, models become more detailed for implementing the supporting information system. So, an integrated modeling approach is key for designing such architecture. The different models must preserve the alignment to the business goals between the different levels. Since existing design approaches, e.g. Model Driven Architecture (MDA), use Unified Modeling Language (UML) for modeling, the design of the architecture becomes complex and time consuming. In this paper, we present an integrated design approach for designing the Business Process Architecture that uses a generic architecture and patterns, expressed in Business Process Model and Notation (BPMN). The approach facilitates the modeling between the different levels. This has been applied in real cases in hospitals and other domains, demonstrating its feasibility and usability, reducing complexity and time for modeling. We also discuss the limitations and future work.
An Enterprise Architecture Approach to Establishing ISCMP
By Shirley Zhao
Establishing an Information System Continuous Monitoring (ISCM) Program (ISCMP) is a complex effort that touches many business lines within a large enterprise. In search of a systemic approach to breaking down this complex effort, this paper explores how an enterprise architecture framework and its method, The Open Group Architectural Framework (TOGAF) Architecture Development Method (ADM), can be leveraged to establish an ISCMP for large enterprises. It examines enterprise ISCM program elements and illustrates how these elements can be potentially addressed throughout a series of phases adapted from the TOGAF ADM method. The author intends to bring out the enterprise perspectives and relationships around an ISCM program, hoping to evoke interest from researchers and practitioners in developing more solid and tangible steps. Such work should benefit a realistic adoption of ISCMP.
Chief Enterprise Architect as Transformational and Transactional Leader
By Dr. Gerald R. Gray
Probably as much or more than any other role in the enterprise, the Chief Enterprise Architect role requires the use of influence. Influence with peer leaders, influence among teams that do not report to the enterprise architecture function, and influence with the upper levels of organizational management as architecture is developed to meet business capability needs. This level of influence requires the Chief Enterprise Architect to have superior leadership skills. There are two archetypes of leadership: transactional and transformational. Leadership literature often suggests that one archetype is better than another. This paper suggests that there are times when the Chief Enterprise Architect will need to employ both archetypes. Some well established leadership frameworks that use these archetypes will be examined and synergized into a holistic leadership model which the Chief Enterprise Architect can apply to their leadership activities.
The Architect as a Salesman within the Enterprise
By Arvin Levine, PhD
The job requirements for the enterprise architect are easily stated: to analyze, organize and synthesize technical, organizational and process information in order to plan and guide development, adoption and operations over a long arc of time. The architect must be able, not only to understand a (technical) concept, but also to convey that understanding to the people who will decide and execute on it. An important metaphor for the architect function is as a salesman – for ideas! A good salesman takes a long-view of his customer’s (possibly unspoken) needs and becomes a partner in the realization. When an architect behaves like a salesman (in the best sense of the term), he can have deep impact and successfully introduce and “sell” concepts to an organization. In order to be successful, the architect must consider himself or herself as a salesman for the concepts and understanding that they have developed. Four steps to follow in the salesman’s approach are spelled out and illustrated in this paper. Being a salesman is not necessarily the ungentlemanly occupation eschewed by our profession. We should embrace, not shun it!
Rediscovering EA via Consensus Standards
By Thomas Mowbray, Glenn Donaldson, Brian Keller, Chad Neal, and Vasu Rachakonda
A key goal of enterprise architecture (EA) entails maturing organizations from making locally optimal decisions to making globally optimal decisions. Rather than gathering EA information to create enterprise views, an alternative approach is to gather internal experts to directly participate in global decision-making. With sufficient critical mass of expertise, the necessary enterprise knowledge will be present, as well as, the ability to negotiate consensus standards that will be implemented, because the implementers participate in the standards decisions and own the outcomes.
Journal of Enterprise Architecture Readership Survey Results – Part 2
By Leonard Fehskens
The Journal of Enterprise Architecture (JEA) conducted a survey of its readership during the Autumn of 2013. The results of the survey were uniformly positive – overall, survey participants find the JEA interesting, readable, useful and providing them with value they do not find elsewhere, This article summarizes the results of the demographic questions and the open ended comments.
“How Designers Think: The Design Process Demystified” by Bryan Lawson
Reviewed by Leonard Fehskens