Coherence Management Dashboard for ACET

In this chapter we discuss an elaborated theory about how to make explicit enterprise coherence. An important trigger to develop this new theory was that too many projects failed. This concerned even projects developed under architecture. Also our practical experiences showed that existing architecture methods too often did not result into the promised contributions to the creation of successful project results. The theory is a part of the research programme GEA. After an inventory of triggers and a translation of these triggers into a set of requirements, this innovation programme took for developing this theory the following hypothesis as a starting point: a positive correlation exists in organisations between the level of coherence and the level of performance. Based on these triggers, requirements, and hypothesis, the GEA innovation programme developed a theory by which the enterprise coherence can be made explicit and the enterprise coherence can be governed. In this chapter this way of governing will be explained.