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2012 | Buch

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Strategic Enterprise Architecture Management

Challenges, Best Practices, and Future Developments

herausgegeben von: Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner

Verlag: Springer Berlin Heidelberg

Buchreihe : Management for Professionals

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

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Über dieses Buch

The Enterprise Architecture Management (EAM) discipline deals with the alignment of business and information systems architectures. While EAM has long been regarded as a discipline for IT managers, this book takes a different stance: It explains how top executives can use EAM to leverage their strategic planning and controlling processes, as well as how it can contribute to their sustainable competitive advantage. Based on the analysis of best practices from eight leading European companies from various industries, the book presents the crucial elements of successful EAM. It outlines what executives need to do in terms of governance, processes, methodologies, and culture in order to bring their management to the next level. Beyond this, the book points out how EAM could develop in the next decade, thus allowing today’s managers to prepare for the future architecture management.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

Abstract

Enterprise Architecture Management (EAM) emerged as a way to deal with organisational complexity and change in an increasingly turbulent business environment. EAM’s history dates back to the 1980s when information systems engineers strove to take a holistic, organisation-wide perspective on IS design. At this stage, IS engineers realised that they could only design suitable software components if they understood how the organisation works as defined by its processes, organisational structure and goals. Over time, the concept matured and has become a discipline that provides a philosophy, methodologies and tools to develop, realise and operate competitive enterprise architectures. EAM assists organisations in maintaining the flexibility, cost-efficiency and transparency of their technical infrastructure, information systems, business processes and organisational structures in line with their business goals. EAM therefore ensures that corporate change can be implemented swiftly and easily.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Danial Schäfczuk

Chapter 2. An EAM navigator

Abstract

Enterprise Architecture Management (EAM) is a comprehensive, interdisciplinary management approach that builds on techniques and practices from computer science, organisational engineering and change management, as well as business process management and other fields. Owing to its complexity, focussing on just one aspect of EAM – such as modelling or tools – will not yield results.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Fedi El Arbi

Chapter 3. The EAM agenda for the CxO

Abstract

In this chapter, we introduce enterprise architecture management (EAM) as a management philosophy that embraces holistic and sustainable corporate change. In a constantly changing business world, executives are likely to require a significantly improved knowledge base of current and future corporate assets and capabilities. They will seek to introduce pragmatic change governance and processes, which support the successful and consistent implementation of strategic decisions and reduce, or even prevent, unwanted variations.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner

Chapter 4. EAM governance and organisation

Abstract

An effective model for enterprise architecture management (EAM) governance and organisation is vital. EA governance provides project teams with a structure to guide their decision-making, especially with regard to solutions design and technology choices that optimise the value of architecture components across the enterprise. EA organisation design establishes the effective division of roles, responsibilities and reporting relationships. We propose that the architecture resources be organised into one or more architecture bodies, depending on the level of architecture maturity and corporate structure. The architecture bodies we propose are the enterprise architecture council (EAC), the architecture review board (ARB) and the architecture forum. We discuss different organisational structures and present different decision and escalation processes and practices between which you can choose.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Glen Hobbs

Chapter 5. Embedding EAM into strategic planning

Abstract

Aligning enterprise architecture management (EAM) with the existing management practices guiding a company’s strategic and organisational development is a key challenge. Our study reveals that organisations struggle to realise EA’s defined objectives and principles if EAM is a stand-alone activity and not linked to existing strategy processes.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Frank Radeke

Chapter 6. Embedding EAM into the project life cycle

Abstract

Developing a target enterprise architecture (EA) is necessary for the purposeful development of the organisation according to its strategic objectives and vision, but not of itself sufficient to ensure success. Realising a planned EA by means of a set of architecture-aware projects creates new challenges, such as having to translate strategic, long-term EA objectives into operational, short-term targets; additional, numerous stakeholders; the diverging objectives of the ‘planner’ and the ‘implementer’; the day-to-day management of scarce enterprise architecture management (EAM) resources; and the management of hundreds of ‘micro-decisions’ that all determine the future EA. A holistic EAM should therefore include a set of practices that structures, controls and monitors the projects that shape your EA.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Johannes Lux

Chapter 7. Embedding EAM into operation and monitoring

Abstract

Strategic initiatives and projects are carefully planned and systematically develop an enterprise architecture (EA), but many smaller changes occur daily. If not properly managed, these operational changes might cause an organisation to lose control of and deviate from its target enterprise architecture roadmap. However, given the number of changes and their urgency, making changes requires efficient and lean EAM practices that do not delay business operations.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Jan Löhe

Chapter 8. EA frameworks, modelling and tools

Abstract

As enterprises can be large and complex, their architecture (EA) also tends to be large and complex. Frameworks, models and tools have been developed to address this complexity and to support enterprise architecture management (EAM) endeavours. EA frameworks use different approaches, each with its particular strengths and weaknesses. Primarily, an EA framework is a practical starting point for EAM. It is not easy to know which EA framework, or which combination of EA frameworks, is best for your organisation. For many organisations, a ‘blended’ approach might be best; this means creating an EA methodology out of parts of existing methodologies that provide the highest value in specific areas of concern.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, David Basten, Dorothea Brons

Chapter 9. People, adoption and introduction of EAM

Abstract

Enterprise architecture management (EAM) has emerged from a fairly technical perspective on enterprises, and did not initially fully realise the importance of ‘soft’ human factors. Consequently, EAM practices were developed and implemented without significant attention to the needs and perspectives of EAM practitioners and the relevant stakeholders. Neglecting these individuals’ requirements sometimes leads to the implementation of EAM practices considered unsuitable, which are then rejected by their stakeholders. In short, because key users and important EAM stakeholders are the ones who eventually decide a new management approach’s success or failure, aligning EAM practices with stakeholders’ needs is a critical success factor. We find that, among other things, we need to ensure that EAM practices are perceived to be useful to and by the actual stakeholder. Furthermore, EAM practices should be recommended by influential colleagues and managers to generate positive word of mouth. We also find that the use of EAM practices can be increased through organisational support in the form of training and technical assistance. Such training and assistance will reduce people’s doubt that they are capable of using such practices properly. Providing incentives and making the techniques fun to use are further ways to encourage individuals to apply EAM practices. Based on these insights, organisations can develop specific change strategies to foster the organisational adoption of EAM and to integrate these strategies into a cyclic process of introducing EAM. Such an introduction process consists of ten steps from identifying the project sponsors to the final roll-out and continuous improvement of EAM practices. Each process cycle should not take longer than three to nine months, allowing for the quick realisation of benefits and an ongoing improvement of EAM practices. In order to avoid working in an ivory tower, management should adopt a pragmatic 80/20 approach, combined with a strong stakeholder orientation. This strategy also ensures a lasting impact.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Kunal Mohan, Daniel Schäfczuk

Chapter 10. EAM 2020 – the future of the discipline

Abstract

In this chapter, we briefly assess the current status of enterprise architecture management (EAM) and describe the gap that needs to be closed if it is to meet organisations’ requirements. We introduce a method that allows for valuable qualitative forecasting, and then discuss relevant trends and developments, which help us to describe the challenges in tomorrow’s business environment. Applying these findings, we use different viewpoints to explore alternatives for developing EAM.

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner, Markus Fienhold

Chapter 11. Appendices

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner

Backmatter

Titel: Strategic Enterprise Architecture Management
herausgegeben von: Frederik Ahlemann
Eric Stettiner
Marcus Messerschmidt
Christine Legner
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-642-24223-6
Print ISBN: 978-3-642-24222-9
DOI: https://doi.org/10.1007/978-3-642-24223-6