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2017 | Buch

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Architectural Coordination of Enterprise Transformation

herausgegeben von: Prof. Dr. Henderik A. Proper, Robert Winter, Prof. Dr. Stephan Aier, Sybren de Kinderen

Verlag: Springer International Publishing

Buchreihe : The Enterprise Engineering Series

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Architectural coordination of enterprise transformation (ACET) integrates and aggregates local information and provides different viewpoints, such as financial, structural, or skill perspectives to the respective stakeholder groups, with the aim of creating a consensus and shared understanding of an enterprise transformation among the stakeholders. Its core purpose is to inform decision-makers with both local and enterprise-wide concerns so that the overall transformation goals can be successfully pursued, i.e. reducing inconsistencies and including local decisions in the overarching goals.
This book consists of three major parts, framed by an introduction and a summary. To enable readers to gain a better understanding of the issues involved in real-world enterprise transformations as well as the possible role of architectural coordination and the associated challenges, Part I provides an analysis of status quo of corporate ACET practice. Part II then continues with an exploration of the challenges facing ACET from a theoretical perspective. Based on these challenges, Part III then presents a collection of components for a possible design theory for ACET. Instead of an integrated method, this collection of components constitutes method fragments that can be arranged in different ways depending on the perspective taken, the actual enterprise architecture management approach, the enterprise transformation type and the transformation’s context.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

Abstract

In this chapter, we introduce the phenomenon of enterprise transformation, its enterprise-wide character and the challenges that result from the coexistence of top-down design of transformations and decentralised implementation of change activities. We introduce architectural coordination of enterprise transformation (ACET) as an approach that addresses these challenges and outline the playing field of contributions to the ACET body of knowledge.

Henderik A. Proper, Robert Winter, Stephan Aier, Sybren de Kinderen

Part I

Frontmatter

Chapter 2. A Major Transformation at a Global Insurance Company

Abstract

In this chapter we report on the case of a globally operating insurance company that has leveraged enterprise architecture management to support business transformations. In order to do so, the company has developed enterprise architecture management capabilities that help the business structuring the business transformation particularly in the early stages before handing over respective responsibilities to more specialized corporate functions later on. This case is interesting for understanding ACET because it is one of the rare cases where enterprise architecture management truly bridges the business–IT gap.

Nils Labusch, Stephan Aier, Robert Winter

Chapter 3. Centralised Monitoring of Pensions in Greece

Abstract

In this chapter, we present an enterprise transformation of the Greek social security system. More specifically, we present the incorporation of a centralised monitoring system for pension payments in Greece. This monitoring system enabled the Greek government to have an overview of the amount of budget that was spent for pension payments across the various social security institutions.

Georgios Plataniotis

Chapter 4. Enterprise Coherence in the Public Sector

Abstract

This chapter is concerned with a real-world case study in Business/IT alignment, at the strategic level. The case study is situated in the Dutch public sector, in the context of a Dutch government agency responsible for the processing of European subsidy applications lodged by companies. The specific business issues addressed in the case are: a drive for more operational excellence, in combination with a general lack of management control. The case study will also illustrate that Business/IT alignment is not only a matter of aligning “the business” and “the IT” aspects of an enterprise. The case indicates that a more refined perspective is called for. This is also why we uses the term Enterprise Coherence, rather than Business/IT alignment, as it more explicitly stresses the need to align multiple aspects with the goal of achieving coherence among these aspects.

In the case of the Dutch government agency, the general enterprise architecting (GEA) method was used. This chapter will therefore take the GEA method as a given. Nevertheless, to better understand and appreciate the case study, we will also briefly review the GEA method and its background. Furthermore, we will also provide an evaluation on the GEA method, which was/is developed using a design science approach combined with case study research.

Roel Wagter

Chapter 5. Public Services Opening Up To Innovation

Abstract

This chapter introduces an enterprise transformation taking place in the passport issuing and registration office of the Dutch government: adding innovation to the strategic agenda of a purely on maintenance focused organisation. This transformation is divided into three projects: introduction of a formal architecture board, introduction of an innovation department, and introduction of new project types (innovation projects). During the transformation the architecture board faces different challenges linked the institutionalisation of ACET, cultural aspects, and communication defects.

Hella Faller

Part II

Frontmatter

Chapter 6. Degrees of Change in Enterprises

Abstract

Enterprise change can be seen to have different degrees, each of which is progressively wider in scope and different in nature, varies in type of intervention, and absorbs an increasing amount of environmental complexity. In this chapter, three degrees of enterprise change are identified. The first degree of change is about restructuring in an operational scope with focus on reliability, cost containment, and efficiency. The second degree is broader in scope, more dynamic in nature, and focused on value creation through reengineering. The third degree of change is complex, strategic, and aimed at fundamental rethinking and value innovation. It is argued that each successive degree of change addresses a progressively more complex environmental context and calls for increasingly developed information technology capability.

Janne J. Korhonen

Chapter 7. Enterprise Transformation from a Social Perspective

Abstract

Modern enterprises continue to develop their profile into an even more complex assembly. Reasoned by increasing environmental turbulences and deliberate changes, researchers and practitioners need to acknowledge that addressing transformations of enterprises is a multiplex interplay between different factors. Identifying enterprises as social systems means that the system elements are social individuals and that the essence of an enterprise’s operation lies in the capabilities and interaction between involved social actors. Insights from sociology literature may help to address transformations of enterprises adequately. Rooted in the sociology literature, a framework for the analysis of change is brought forward, involving: origin, type, momentum and trajectory. By enriching those dimensions with concepts from socio-technical literature, a powerful instrument is forged to analyse and address transformations of enterprises.

Wolfgang A. Molnar

Chapter 8. More than Engineering: The Role of Subcultures

Abstract

This introduces the notion of organisational subculture to ACET. During an enterprise transformation, enterprise architects interact with many different stakeholder groups coming from different departments, having different roles, functions and mindsets. We argue that enterprise architects need to pay attention to the existing organisational subcultures to get the different stakeholders on board. In this chapter, we explain that cultural differences have an indirect impact on ACET and that communication is an important intermediary factor. We reflect on potential consequences of ignoring cultural differences in the context of ACET. Finally, we suggest developing a framework to analyse the role of cultural differences in ACET. To this end, we introduce four research questions.

Hella Faller

Chapter 9. The Need for a Use Perspective on Architectural Coordination

Abstract

This chapter highlights the importance of the use perspective for designing ACET and proposes a research agenda that needs to be completed to design ACET from a use-centric perspective. The research agenda consists of four steps (understand user’s behaviour, understand the acceptance of architectural coordination for supporting enterprise transformation, understand the continuous use of architectural coordination for supporting enterprise transformation, and design enterprise architecture/architectural coordination from a use-centric perspective) that are broken down into six research questions.

Stefan Bischoff

Chapter 10. Enterprise Coherence Governance: Involving the Right Stakeholders

Abstract

In this chapter, we argue that ACET requires the involvement of (at least) two complementary types of frameworks. From a Blue-print thinking perspective, a design framework is needed to structure the actual architectural design thinking. Existing frameworks such as Zachman, IAF, Dya and TOGAF are candidates for the role of the design framework. Which of these frameworks fits best a specific organisation depends on the type of organisation and the best fitting design philosophy. Next to a design framework, the Yellow-print thinking perspective suggests the use of an organisation-specific engagement framework that is concerned with the question of which groups of stakeholders to include in enterprise architecture decision-making during an enterprise transformation, and how to operationally engage them. This framework depends, more than a design framework, on the (strategic) priorities of the organisation, and the stakeholders involved in enterprise transformations. Moreover, depending on the scope and impact of an actual enterprise transformation, more situation-specific tuning of the engagement framework may be needed. The engagement framework suggested by the GEA method involves the (organisation-specific) enterprise coherence dashboards.

Roel Wagter, Henderik A. Proper

Chapter 11. Information Requirements for Enterprise Transformation

Abstract

In this chapter, we aim at analysing information requirements and providing an analysis of related dimensions. Thus, an overview of research in the field is provided and dimensions are derived. Furthermore, the management mechanisms related to information processing in terms of the organizational information processing theory during enterprise transformations are described. This leads to an examination, where and how enterprise architecture management could occur in the information processing in organisations.

Nils Labusch

Chapter 12. Institutionalisation of ACET: Needs and Foundations

Abstract

In this chapter, we elaborate on the critical need to anchor, that is, institutionalise, architectural coordination in organisations in order to make ACET effective and be able to capture value from it. We do so by first explaining the problem, namely to bring ACET into more effective operation among stakeholders. We then review several theoretical lenses that may contribute to a solution of the problem, concluding that institutional theory is a powerful perspective to inspect in detail. The chapter then explains institutional theory foundations and applies them to the ACET context. We close with a roadmap of research questions culminating in a prescriptive, design-oriented solution for institutionalising ACET in organisations.

Simon Weiss

Chapter 13. The Need for Model Engineering

Abstract

In this chapter, we argue for a component-based approach for the construction of (visual) conceptual models, so that these models are tailored to the context-specific characteristics of a particular enterprise transformation. We offset this component-based approach against (a) “one-size-fits-all” languages, such as the enterprise architecture modelling language ArchiMate, (b) federated languages, whereby languages are related by defining (semi-)formal model transformations, and (c) domain specific language design.

Sybren de Kinderen

Chapter 14. Steering Transformations with Architecture Principles

Abstract

This chapter introduces an overview on the formulation of architecture principles, guidelines for a semi-formal definition and rules for modelling the architecture principles. We give insights on analysis and impact evaluation of aforementioned principles on the design of architecture models and on the implementation of enterprise architecture.

Diana Marosin, Sepideh Ghanavati

Chapter 15. The Need for Explicit Decision-Making Strategies

Abstract

In this chapter, we discuss the need to support ACET with information on the rationalisation of design decisions. By doing so, enterprise architects can have an enhanced comprehensibility of the existing, as-is, architecture which helps them to better coordinate the enterprise transformation towards the future, to-be, enterprise architecture design.

We start by briefly describing the important steps of an enterprise transformation, some possible problems that arise due to the lack of design rationalisation and then we discuss how existing design rationale techniques can be extended to support the capturing of design rationales for enterprise architecture.

Georgios Plataniotis

Part III

Frontmatter

Chapter 16. ACET Constructs

Abstract

In this chapter, we discuss the key ACET concepts that underpin the other components as discussed in the ensuing chapters.

Sybren de Kinderen

Chapter 17. Transformation Intelligence Capability Catalogue

Abstract

In this we present a reference framework, more specifically a catalogue of capabilities, needed for doing ACET. As such, it also provides guidance on which elements/artefacts of enterprise architecture can be used to support which aspects of enterprise architecture. For architects, it shows where their services might generate value, if requested. For transformation managers, it provides a “capability catalogue”, describing for which parts of enterprise architecture they may seek advice from the enterprise architects. The framework as a whole provides a structure for the solution components that addresses the challenges as presented in Part II, and it comprises of the perspectives of strategy, value and risk, design, implementation, and change. The capabilities of all the perspectives together support transformation management, which is concerned with the management tasks at the overall transformation level, and with the architectural coordination function, which forms an umbrella function of integrating the individual perspectives into a consistent whole.

Ralf Abraham, Simon Weiss, Nils Labusch, Stephan Aier, Robert Winter

Chapter 18. Coherence Management Dashboard for ACET

Abstract

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.

Roel Wagter, Henderik A. Proper

Chapter 19. Guidelines for Architecture Models as Boundary Objects

Abstract

In this chapter, we derive design principles for architectural models, so that they support communication across different communities of practice by acting as boundary objects. Specifically, we derive design principles for overcoming a semantic knowledge boundary, a boundary that exists when different communities of practice fail to arrive at a shared understanding.

The boundary object properties associated with overcoming semantic knowledge boundaries are visualisation, modularity, abstraction/concreteness, and stability. For the visualisation property, we derive design principles from an experimental setup; for the latter three, we consult extant literature.

For the visualisation property, building cognitively efficient models is identified as an important contributor. For the modularity property, providing all information in one place and relying on user-based contextualisation is found beneficial. To balance between abstraction and concreteness, establishing navigation capabilities among different layers of abstraction is considered helpful. Finally, for the stability property, retaining a stable structure and a controlled versioning/release process is found beneficial.

Ralf Abraham

Chapter 20. The ACET Information Requirements Reference Model

Abstract

In this chapter, we derive a reference model that provides a holistic perspective on enterprise transformations. The model includes two perspectives: on the one hand, information objects that enterprise architecture management can provide are included; and on the other hand, information requirements that enterprise transformation managers posed during interviews are integrated with those discussed in literature. Both combined perspectives lead to a comprehensive overview of information requirements and objects that are relevant during enterprise transformations.

Nils Labusch

Chapter 21. Model Bundling: Componential Language Engineering

Abstract

This chapter introduces a design artefact for value-based componential language engineering, as a response to the research questions defined in Chap. 13 The design artefact consists of two parts: (a) two formal ontologies, representing the stakeholder perspective/language-centric perspective, respectively. These two ontologies can be used to specify catalogues of language fragments, emphasising how these are valuable to stakeholders. (b) A procedural model, inspired by situational method engineering, for creating model bundles from the fragments in the catalogues. We illustrate the artefact with an experiment on combining the modelling languages e³ value, DEMO, and ArchiMate.

Sybren Kinderen

Chapter 22. Principle-Based Goal-Oriented Requirements Language

Abstract

This chapter introduces an overview on the formulation of architecture principles, guidelines for a semiformal definition, and rules for modelling the architecture principles. As such, we aim to provide answers to the challenges as discussed in Chap. 14 In doing so, we give insights on analysis and impact evaluation of aforementioned architecture principles on the designed architecture models and on the implementation of enterprise architecture. Furthermore, we give directions for future research and summarise possible applications of our method, including managing architectural changes and making informed decisions.

Diana Marosin, Sepideh Ghanavati

Chapter 23. The EA Anamnesis Approach

Abstract

In this chapter, we introduce our EA Anamnesis meta-model. With this metamodel we allow for (1) contextualising the decision-making process of a single decision in terms of cross-cutting/intertwining decision relationships and (2) a comparison of decision outcomes to the original decision-making process. The resulting framework aims to meet some of the challenges identified in Chap. 15

Georgios Plataniotis

Chapter 24. Formalising Enterprise Architecture Decision Models

Abstract

In this we introduce and validate a logic-based framework that serves as the underlying model for Chap. 23 The resulting logic-based framework aims to address some of the challenges identified in Chap. 15

Our working hypothesis is that capturing of design knowledge in terms of a logic-based framework will enable consistency checks of the underlying rationales and advanced impact/what-if analysis when confronted with changes. We formalise a set of integrity constraints, which allow guidance of decision capturing during model creation and provide the means to perform consistency checks. We apply our formal framework to a practical case study from the insurance sector.

Marc van Zee

Chapter 25. Situational Adaptations of ACET

Abstract

In this chapter we address the fact that not all ACET problems are equal, and ACET solutions therefore need to be configured to address the specifics of the respective ACET problem. We approach this configuration problem by the means of situational method engineering. We find that the two most important differences of ACET problem situations result from the enterprise architecture management approach used, and the respective type of the transformation. We therefore present classifications for enterprise architecture management and enterprise transformation, and propose an appropriate ACET problem situation matrix. We finally demonstrate how ACET solutions are configured to a given problem situation.

Robert Winter, Nils Labusch

Epilogue

Frontmatter

Chapter 26. Conclusion and Reflections

Abstract

In this chapter, we look back on the results presented in this book. As mentioned at the start of this book, the field of ACET is rather rich and diverse. As such, this book could only provide a humble beginning towards the creation of a more complete understanding of ACET and the development of an integrated set of instruments supporting ACET in practice. In this chapter, we therefore critically reflect on our experiences with the development of “large-scale” design artefact, such as an integrated method for ACET, as the research programme set out to do.

We will conclude with a list of suggestions for possible follow-up research in the domain of ACET. This list combines both the reflection on our experiences in the development of large-scale design theory and opportunities for further research on the level of the specific components as presented in this book.

Henderik A. Proper, Stephan Aier, Robert Winter

Backmatter

Titel: Architectural Coordination of Enterprise Transformation
herausgegeben von: Prof. Dr. Henderik A. Proper
Robert Winter
Prof. Dr. Stephan Aier
Sybren de Kinderen
Verlag: Springer International Publishing
Electronic ISBN: 978-3-319-69584-6
Print ISBN: 978-3-319-69583-9
DOI: https://doi.org/10.1007/978-3-319-69584-6