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Today, most organizations use an enterprise architecture (EA) approach as a tool to increase the power of management on the organization's information technology. Enterprise architecture is a set of processes that helps an organiz...
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Today, most organizations use an enterprise architecture (EA) approach as a tool to increase the power of management on the organization's information technology. Enterprise architecture is a set of processes that helps an organization to translate its vision into an effective change in the organization's scope by providing a clear understanding of its current state. The purpose of this research is to identify EA quality attributes and its evaluation indicators in the organization. This study was conducted by using mixed method, including qualitative and quantitative parts. In the qualitative section, a variety of EA evaluation indicators were identified by a systematic literature review (SLR) approach, then in the quantitative section the survey data were collected by a questionnaire prepared based on the qualitative part and then exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were performed. This research presents an EA evaluation model that has seven main quality attributes including alignment and integrity, quality of EA products and services, security, maintainability and portability, reliability, reusability and scalability, and 30 indicators that address all aspects of enterprise architecture. Through this model, organizations can evaluate the quality of implemented EA or AS-IS status of EA and take steps to improve it.
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The Mobile Enterprise is a new form of enterprise in the contemporary mobile era. Although several well-known enterprise architecture frameworks are used by enterprises, it is apparent that there is no industry standard available ...
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The Mobile Enterprise is a new form of enterprise in the contemporary mobile era. Although several well-known enterprise architecture frameworks are used by enterprises, it is apparent that there is no industry standard available to enable an enterprise to transform its business processes to incorporate mobile technologies to advantage. This article presents a conceptual Mobile Enterprise Architecture Framework and supporting methodology and process model which can aid enterprise decision makers to evaluate the business values, and analyze the risks and other critical business and technical factors for enterprise mobile initiatives and mobile transitions. The framework covers both the enterprise and mobile enterprise architecture domains that represent the Enterprise, Business, and Mobile Adoption levels. The goal at the Enterprise Level is to obtain a mobile enterprise and the technologies adopted at the Mobile Adoption Level are the different mobile technologies to be incorporated. Each level contains some important components impacting the mobile enterprise transformation. The methodology and process model cover the Strategy, Analysis, Design, Implementation, and Maintenance stages for each mobile initiative, and were validated in a research project against some Ontario Government mobile initiatives.
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To transform your IT architecture, consider implementing discrete plateaus to provide stability and manage change while you move gradually closer to your goal.
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Objective: The main objective of this study was to investigate and compare Enterprise Architecture Frameworks (EAFs) from different perspectives due to lack of investigation concerning Holistic Enterprise Architecture Frameworks (...
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Objective: The main objective of this study was to investigate and compare Enterprise Architecture Frameworks (EAFs) from different perspectives due to lack of investigation concerning Holistic Enterprise Architecture Frameworks (HEAFs). In order to achieve this goal, a comprehensive literature review of the history of enterprise architecture was done to determine the Enterprise Architecture Frameworks (EAFs) that is currently in use. This was followed by matching these frameworks to the established five enterprise layers namely business, process, integration, software and technology (or infrastructure). The literature review revealed a lack of investigation thus clearing showing the need to investigate the history of enterprise architecture to realize Enterprise Architecture Frameworks (EAFs) that is in use today and covers Enterprise Architecture's Layers (EALs) which is considered by this article to be Holistic Enterprise Architecture Frameworks (HEAFs). Conclusion: In conclusion, this study was contributed to the existing body of knowledge by proposing Holistic Enterprise Architecture Frameworks (HEAFs).
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Enterprise Architecture is an active, strategic data base which defines a business, what is necessary to operate a business, including the technologies that are needed to support its operations, and the transition processes necess...
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Enterprise Architecture is an active, strategic data base which defines a business, what is necessary to operate a business, including the technologies that are needed to support its operations, and the transition processes necessary for implementing new technologies in response to changes in the needs of the business (Hite, 2002). The strategic importance of Enterprise Architecture (EA) is recognised by a growing number of global enterprises all over the world (Durst & Daum, 2007; Ross, Weill, & Robertson, 2006) and investment in Enterprise Architecture programmes raises the expectations of them being beneficial. Through case study methodology, using questionnaire and/or interviews, data from five Portuguese enterprises were collected and analysed, determining the top management vision about the different stages of the development EA programme, determining the level of maturity with regard to the implementation of EA in these enterprises. The authors found that, despite the limitations of this study, the top management of the 5 enterprises consulted see EA as a business asset since it contains all the information necessary to make decisions in the business, and allows the ITs to be aligned with the business's strategy; that management structure is important for its development, that most of the enterprises consulted do not use assessment models for investment decisions in EA, and that the AE Balanced Scorecard is considered a suitable model for business management and EA, although most do not use it.
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Inspired by the city planning metaphor, enterprise architecture (EA) has gained considerable attention from academia and industry for systematically planning an IT landscape. Since EA is a relatively young discipline, a great deal...
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Inspired by the city planning metaphor, enterprise architecture (EA) has gained considerable attention from academia and industry for systematically planning an IT landscape. Since EA is a relatively young discipline, a great deal of its work focuses on architecture representations (descriptive EA) that conceptualize the different architecture layers, their components, and relationships. Beyond architecture representations, EA should comprise principles that guide architecture design and evolution toward predefined value and outcomes (prescriptive EA). However, research on EA principles is still very limited. Notwithstanding the increasing consensus regarding the role and definition of EA principles, the limited publications neither discuss what can be considered suitable principles nor explain how they can be turned into effective means to achieve expected EA outcomes. This study seeks to strengthen the extant theoretical core of EA by investigating EA principles through a mixed methods research design comprising a literature review, an expert study, and three case studies. The first contribution of this study is that it sheds light on the ambiguous interpretation of EA principles in the extant research by ontologically distinguishing between principles and nonprinciples, as well as deriving a set of suitable EA (meta)principles. The second contribution connects the nascent academic discourse on EA principles to studies on EA value and outcomes. This study conceptualizes the "mechanics" of EA principles as a value-creation process, where EA principles shape architecture design and guide its evolution and thereby realize EA outcomes. Consequently, this study brings the underserved, prescriptive aspect of EA to the fore and helps enrich its theoretical foundations.
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The Enterprise Architecture refers to a comprehensive description of all of the key elements and relationships that make up an organization [Harmon, P. (2003). Developing an Enterprise Architecture, Business process trends: Whitep...
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The Enterprise Architecture refers to a comprehensive description of all of the key elements and relationships that make up an organization [Harmon, P. (2003). Developing an Enterprise Architecture, Business process trends: Whitepaper]. Through the Enterprise Architecture, enterprises can implement enterprise integration to cope with dynamically changing business environment. Existing Enterprise Architectures, however, lack of semantics for humans and systems to understand them exactly and commonly, which causes communication problems between humans or between systems or between human and system. These communication problems keep enterprises from implementing integration and collaborating with other enterprises. In order to solve this problem, the ontology-based Enterprise Architecture is suggested in this paper. The Enterprise Architecture ontology is composed of ontologies in three levels. Ontologies of business terms are in the first level, ontologies of Enterprise Architecture components are in the second level, and ontologies of relationships among Enterprise Architecture components are in the top level. The ontologies of business terms are defined in the approach of the WordNet, and the ontologies of Enterprise Architecture components and relationships of them are defined in the approach of the SBVR. Through these ontologies, it is expected that humans and systems can understand Enterprise Architectures exactly and commonly, which supports integrations in enterprises and collaborations between enterprises.
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According to literature, enterprise architecture (EA) is supposed to support IT investment decision-making. However, it is not yet clear how EA can do that. The objective of this study is to explore how EA can support IT investmen...
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According to literature, enterprise architecture (EA) is supposed to support IT investment decision-making. However, it is not yet clear how EA can do that. The objective of this study is to explore how EA can support IT investment decisions. A quantitative research approach was chosen, in which data were collected from a survey of 142 participants. These data were used to perform a comparative analysis between top and bottom quartile organizations on 1) the EA maturity, 2) the use of EA artifacts in the preparation of IT investments, and 3) the key insights that EA provides in preparation of IT investments. We found that top quartile organizations are more mature in all EA maturity areas. They also make more extensive use of different types of EA artifacts in the preparation of IT investment decisions, especially diagnostic and actionable artifacts. Finally, EA provides top quartile organizations with more key insights in the preparation of IT investment decisions, and in particular, strategic insights. As a result of our research we created a conceptual model that integrates seven propositions. Further research is required to test these propositions and develop instruments to aid enterprise architects to effectively support IT investment decisions. (C) 2019 Elsevier Inc. All rights reserved.
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Although enterprise architecture (EA) is a topic of significant interest among scholars and practitioners, limited empirical research exists examining EA in the context of routinization, use of standards, information technology (I...
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Although enterprise architecture (EA) is a topic of significant interest among scholars and practitioners, limited empirical research exists examining EA in the context of routinization, use of standards, information technology (IT) flexibility, and enterprise agility. Specifically, the study’s purpose was to explore the routinization of EA and develop a better understanding of how the use of EA standards impact IT flexibility and enterprise agility. The current study used a theoretical lens that combined competence-based theory and diffusion of innovation theory to study the topic of EA. The overarching research question was To what extent do organizational factors such as EA routinization and use of enterprise architecture standards, enabled through the adoption of EA, lead to increases in IT flexibility and enterprise agility?.. The analysis from this study supported the findings that the EA routinization and the use of the EA standards constructs influence IT efficiency, and in turn, IT efficiency influences enterprise agility.
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General Enterprise Architecting (GEA) is an enterprise architecture method which has emerged out of a need in practice, and has been developed and matured over the past 15 years. The GEA method differs from other enterprise archit...
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General Enterprise Architecting (GEA) is an enterprise architecture method which has emerged out of a need in practice, and has been developed and matured over the past 15 years. The GEA method differs from other enterprise architecture approaches in that it has a strong focus on enterprise coherence and the explicit governance thereof. This focus followed from the observed need to move beyond the Business-IT alignment and 'Business-to-IT' stack thinking that is embodied in most of the existing enterprise architecture approaches. The main objective of this paper is to report, and reflect on, the development of the GEA method (so-far), which involved a co-evolution between theory and practice. In doing so, we also present core elements of (the current version of) GEA, and illustrate these in terms of a real-world (social housing) case. We will, furthermore, also discuss some of the lessons learned in applying GEA across different organizations.
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