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.

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.

Enterprise architecture management (EAM) is an accepted tool to improve the coordination in enterprise transformations (ET). The aim of this paper is to discover specific enterprise transformation scenarios (ETS) and understand which and how the methods and concepts of EAM can support the coordination in these scenarios. To reach this goal we conducted interviews with enterprise architects from large companies in the DACH area. With the interviews we want to understand and measure three different concepts: (1) how mature is the EAM the companies have in place? (2) How formal is the coordination? And (3) are the ET successful or not? The insights we received from the participants confirmed our two propositions: a more mature EAM leads to a more formal coordination; and a formal coordination is necessary for successful ET. As useful methods we approved the three main services an EAM can supply: (1) description of the present state of an EA; (2) development of a future state and strategy; (3) implementation with a structured roadmap. Based on our results we provide further possibilities how to continue research in this area.&u8195.

We are in a frenetic and a convoluted digital age. Every organisation strives to transform its business to stay competitive in this exponentially growing digital world. Digital transformation became pervasive and ubiquitous in all business ventures. This new norm of constant transformation requires architecting our business and underlying technology stacks rapidly. Establishing agile business architecture frameworks are fundamental requirements to achieve successful digital transformation outcomes. In this book, I attempt to share my knowledge and experience using a rigorous yet agile architectural method. My aim is to add accelerated value to the broader business architecture and digital transformation communities by focusing on the practical aspect with minimal emphasis on the theoretical aspect. The content in this book is based on my architectural thought leadership experience gained in multiple large business and enterprise architecture initiatives, focusing on business capabilities, digital transformation initiatives, and enterprise modernisation engagements, reflecting hard lessons learned in these applied settings. In this book I attempt to redefine the role of business architects as primary leaders for digital transformation programs. The content reflects my experience and observations from the field. As a caveat, this book is not based on theories in the traditional business architecture textbooks which may conflict with my experience. My beta readers found this as a unique guide reflecting reality from the field. Hope it adds new insights for your role in the business digital transformation initiatives.

The topics in this book cover a broad range of research interests: from business engineering and its application in corporate and business networking contexts to design science research as well as applied topics, where those research methods have been employed for modeling, data warehousing, information systems management, enterprise architecture management, management of large and complex projects, and enterprise transformation. The book is a Festschrift for Robert Winter in order to appreciate his work and to honor him as a personality with a high reputation in the information systems community. To this end, many professional colleagues or long-time companions both from the Institute of Information Management at the University of St. Gallen as well as from the international research community dedicated articles on topics related to Robert’s research. They reflect his ambition to uncompromisingly conduct high-class research that fuels the research community and at the same time contributes to improved industrial practice. The book is organized in three major parts: Part I “Business Engineering and Beyond” focuses on the methodology strongly shaped by Robert in St. Gallen with a focus on research being applied in corporate contexts. Part II “Design Science Research” spans from reflections on the practice of design science research to perspectives on design science research methodologies and eventually up to considerations to teach design science research methodology. Part III “Applied Fields” combines various applications of design science and related research methodologies with practical problems and future research topics.

This IBM® Redbooks® publication explains how to combine business process management (BPM) and Enterprise Architecture (EA) for better business outcomes. This book provides a unique synergistic approach to BPM and EA, based on a firm understanding of the life cycles of the enterprise and the establishment of appropriate collaboration and governance processes. When carried out together, BPM provides the business context, understanding, and metrics, and EA provides the discipline to translate business vision and strategy into architectural change. Both are needed for sustainable continuous improvement. This book provides thought leadership and direction on the topic of BPM and EA synergies. Although technical in nature, it is not a typical IBM Redbooks publication. The book provides guidance and direction on how to collaborate effectively across tribal boundaries rather than technical details about IBM software products. The primary audience for this book is leaders and architects who need to understand how to effectively combine BPM and EA to drive, as a key differentiator, continuous improvement and transformational change with enterprise scope.

The book attempts to answer a few of the common questions related to Enterprise Architecture (EA) and SOA. What are the issues? What is EA? Why should an organization consider EA? How to build the Enterprise Architecture and document it. What are the roadblocks, politics, governance, process and design method? How to measure the value deliverd by EA and its maturity and and how to select an Enterprise Architect? An innovative EA Framework, the associated metamodel and generic Enterprise Reference Maps (templates) for the business process, applications and infrastructure layers are proposed. The framework looks like a content page showing the chapters of a book or, in this case, the components of the Enterprise Architecture without actually describing them but showing how they fit into the whole. The book then identifies and summarises Best Practices in the Enterprise Architecture and SOA development, EA patterns, the integration to the mundane solution architecture, delivery checklistsÉ The book is intended to be a document summarising why and how to build an Enterprise Architecture.