Summary Strategic Enterprise Architecture Management Challenges, Best Practices, and Future Developments

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ISBN-10 3642242235 ISBN-13 9783642242236
425 Flashcards & Notes
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This is the summary of the book "Strategic Enterprise Architecture Management Challenges, Best Practices, and Future Developments". The author(s) of the book is/are Frederik Ahlemann Eric Stettiner Marcus Messerschmidt Christine Legner. The ISBN of the book is 9783642242236 or 3642242235. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

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Summary - Strategic Enterprise Architecture Management Challenges, Best Practices, and Future Developments

  • 1.1 The Need for enterprise architecture management (EAM)

  • What is the background for EAM?

    Background is an turbulent and complex business environment. Which leads to:
    1. changes in organisation and processes, and to
    2. changes in structure, and to
    3. changes in enterprise architecture
  • What is the downside of architectural complexity?
    1. Loss of transparancy and overview
    2. Increased complexity costs (high investments, no bundling purchasing volumes, no synergies across subsidiaries)
    3. Increased risks (interfaces)
    4. Inability to consistently implement strategic directions across the organisation (difficulty restructure or redesign)
    5. Distraction from core business problems
  • Complex enterprise architecture increases costs and decreases flexibility and transparancy
  • What is a comparison for EAM?

    EAM is similar to city planning. EAM seeks to maintain the flexiblity, cost-efficiency and transparancy in the enterprise architecture. It emphasises the interplay between business and technology.
    Good city planning consists of:
    1. anticipate future demands and requirements
    2. make plans and develop accordingly
    3. bring stakeholders together and discuss
    4. serve the city as a whole, not local interests
    5. have a holistic, multi-perspective view on the city (socially, economically, logistically)
  • Questions that firms cannot answer anymore due to overly complex enterprise architecture:
    • How can we successfully integrate new firms after an acquisitions?
    • Can we introduce new products and services, using the existing business processes and the underlying applications?
    • Which business units and users will be affected by an application's migration?
    • What applications and infrastructure technologies do we require to run new or redesigned business processes?   
  • What are the beneficial effects of EAM?

    The effects result from:
    1. increased transparancy (documenting main EA components en their interrelationships)
    2. documented architecture vision (shared view by multiple stakeholders) and
    3. architecture principles and guidelines (modularisation)
  • What are the beneficial effects of EAM?

    The effects result from:
    1. increased archtecture transparancy (documenting main EA components en their interrelationships)
    2. documented architecture vision (shared view by multiple stakeholders) and
    3. architecture principles and guidelines (modularisation)


    see p10
  • 1.2 What is enterprise architecture management?

  • What is the history of EAM?
    1. Phase 1 ('80 - '90): Take the big picture - EAM for IS engineering. EAM is rooted in Zachman's framework for the holistic engineering of information systems (Zachman's idea of a multi-perspective and multi-layered enterprise modelling approach became state-of-the-art)
    2. Phase 2 ('90 - '00): Adapt your management processes' - EAM for IS management. Advanced EAM frameworks integrate planning, implementation and controlling processes for IT/IS landscapes.
    3. Phase 3 ('00 - '10): Make it strategic - EAM for strategic business management. EAM becomes a strategic function attached to a board member.
  • What is the history of EAM?
    1. Phase 1 ('80 - '90): Take the big picture - EAM for IS engineering. EAM is rooted in Zachman's framework for the holistic engineering of information systems (Zachman's idea of a multi-perspective and multi-layered enterprise modelling approach became state-of-the-art)
    2. Phase 2 ('90 - '00): Adapt your management processes' - EAM for IS management. Advanced EAM frameworks integrate planning, implementation and controlling processes for IT/IS landscapes.
    3. Phase 3 ('00 - '10): Make it strategic - EAM for strategic business management. EAM becomes a strategic function attached to a board member.
  • What is the strategic importance of developing an enterprise architecture?

    The reasons are:
    1. IS/IT as a means of strategic and organisational transformation
    2. Increased outsourcing (concentrate on core competencies)
    3. IT/IS as a commodity (cloud, SaaS)
    4. Business-IT alignment
  • EAM is rooted in Zachman's framework for the holistic engineering of information system
  • What is enterprise architecture?
    EA is the fundamental organisation of an enterprise as a socio-technical system, along with the principles governing its design and development. An EA includes all relevant components for describing an enterprise: business and operating model, organisational structure, business processes, data, applications and technology.
  • Advanced EAM frameworks integrate planning, implementation and controlling processes for IT/IS landscapes
  • Which layers exist in an EA model?
    1. strategic layer
    2. organisation and process layer
    3. information systems layer (application layer, data layer, integration layer)
    4. technology or infrastructure layer
    5. people and competencies layer
  • EAM becomes a strategic function attached to a board member
  • What is EAM?
    EAM is a management practice that (1) establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that (2) provide direction for and practical help with the design and the development of an enterprise's architecture to (3) achieve its vision and strategy.
  • What is enterprise architecture?
    EA is the fundamental organisation of an enterprise as a socio-technical system, along with the principles governing its design and development. An EA includes all relevant components for describing an enterprise: business and operating model, organisational structure, business processes, data, applications and technology.
  • EA models usually have layers that cover the business, processes, information systems and infrastructure
  • Which layers exist in an EA model?
    1. strategic layer - business strategy (the firm's business or operating model) TOM: target operating model
    2. organisation and process layer: firm's organisational structure and its process organisation
    3. information systems layer (application layer, data layer, integration layer): describes how information is processed and shared electronically within and across organisations
    4. technology or infrastructure layer
    5. people and competencies layer


    These layers build up hierarchically and relate to each other.
  • What is EAM? EAM is a management discipline
    EAM is a management practice that
    (1) establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that
    (2) provide direction for and practical help with the design and the development of an enterprise's architecture to
    (3) achieve its vision and strategy.
  • What is EAM in summary?
    • a holistic way to understand, plan, develop and control an organisation's architecture (EAM as a management philosophy)
    • a support function to enable and improve existing strategy planning and strategy implementation processes (EAM as an organisational function)  
    • a set of management practices that helps to improve the quality of decision-making (EAM as a methodology), and
    • an open approach to reach consensus among managers on the basis of their shared vision of establishing a global optimum for the firm, free of local and personal egoism and opportunism (EAM as a culture)
  • What is EAM in summary?
    • a holistic way to understand, plan, develop and control an organisation's architecture (EAM as a management philosophy)
    • a support function to enable and improve existing strategy planning and strategy implementation processes (EAM as an organisational function) 
    • a set of management practices that helps to improve the quality of decision-making (EAM as a methodology), and
    • an open approach to reach consensus among managers on the basis of their shared vision of establishing a global optimum for the firm, free of local and personal egoism and opportunism (EAM as a culture)
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What is EAM in summary?
  • a holistic way to understand, plan, develop and control an organisation's architecture (EAM as a management philosophy)
  • a support function to enable and improve existing strategy planning and strategy implementation processes (EAM as an organisational function) 
  • a set of management practices that helps to improve the quality of decision-making (EAM as a methodology), and
  • an open approach to reach consensus among managers on the basis of their shared vision of establishing a global optimum for the firm, free of local and personal egoism and opportunism (EAM as a culture)
strategy to execution, or S2E!

we believe that the technical notion of the term ‘architecture’ will evolve into a new, process-oriented term that better captures the business community’s attention.

strategy to execution, or S2E, which guides and supports
continuous business change.
An ITIL-like EAM framework will be defined

  • EAM will be promoted as a standardised approach for business change management and control.
  • Relevant EAM methods, structures, KPIs and processes will be defined within a framework that is commonly used by many businesses
  • New types of auditing, benchmarking and certification will measure architecture maturity and compliance with the growing regulatory requirements for enterprise operations
  • EAM maturity will be assessed using aggregated and weighted results from a standard EAM KPI framework.
EAM monitoring will be established
EAM will not only define, but also monitor the defined architecture as part of EAM operations
The EA tool market will continue to consolidate

If no significant M&A activity occurs, leading to a further consolidation of the enterprise application market, businesses will have the choice between offers from the big players like HP, IBM, Microsoft, Oracle, SAP, and – for example – five more EA tool vendors that support all EAM aspects and processes


The platform will provide different EAM views and level of detail, from strategy to detailed documentation.
Functionality will be enhanced or added, impacting and changing established EAM processes, including scenario and process simulations, improved business process support and benefit management.
Such enhanced modelling and analysis tools will allow organisational change teams to be less technically skilled and to create a demand for more business focused architects. As a result, the EA job descriptions will change.
EAM, innovation management and business development

The documentation of strategies remains a difficult subject and will not follow generally recognised standards.
Hence, the interpretation of strategic thinking and its translation into tactical planning will be one of the critical EAM tasks and benefits.
Operations management solutions will be determined by the business pattern in use
CRM companies could establish domain operations led by a business person

infrastructure companies will organise operations around their services, using a team of technical and service management talents
Product champions are likely to need both business and technology expertise, but should establish good interaction between them


All operations teams will be in direct contact with the domain groups and will discuss the key performance indicators (KPIs), major incidents and EA changes resulting from operations with the central team.
change portfolio management process

The change portfolio management process will be organised centrally,
but will be supported and reviewed by the domain groups
Federated groups will be coordinated by a central team

EAM will be organised in a way that allows the think tanks from different disciplines and geographies to work together without losing
their business or technology anchors
The role of the chief change officer (CCO)

  • responsible for implementing and managing the EAM function
  • co-initiate and monitor EA-design and implementation projects that aim at developing new enterprise capabilities that are required to support the enterprise’s strategy.
  • second focus will be to maintain a complete and consistent picture of the enterprise resources and assets by ensuring that other changes comply with the agreed architecture model.
  • must understand the current and future enterprise’s business and IT issues and strategies, and should seek to enhance its agility and flexibility so as to meet time-to-market and changing customer requirements.
  • in charge of tools and methods that will enable the board to decide on major corporate changes.
  • we expect the CCO to assume the responsibilities of the current chief information officer (CIO) and the chief process officer (CPO), where the dominant business pattern is CRM or the business is a product champion.