Hawaii International Conference on System Sciences

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https://link.springer.com/content/pdf/10.1057%2Fjit.1991.9.pdf

Strategic planning for information systems

Enterprise architecture (EA) is the definition and representation of a high-level view of an enterprise's business processes and IT systems, their interrelationships, and the extent to which these processes and systems are shared by different parts of the enterprise EA aims to define a suitable operating platform to support an organisation's future goals and the roadmap for moving towards this vision Despite significant practitioner interest in the domain, understanding the value of EA remains a challenge Although many studies make EA benefit claims, the explanations of why and how EA leads to these benefits are fragmented, incomplete, and not grounded in theory This article aims to address this knowledge gap by focusing on the question: How does EA lead to organisational benefits? Through a careful review of EA literature, the paper consolidates the fragmented knowledge on EA benefits and presents the EA Benefits Model (EABM) The EABM proposes that EA leads to organisational benefits through its impact on four benefit enablers: Organisational Alignment, Information Availability, Resource Portfolio Optimisation, and Resource Complementarity The article concludes with a discussion of a number of potential avenues for future research, which could build on the findings of this study

/pdf/how-does-enterprise-architecture-add-value-to-organisations-8hea9prjc7.pdf

How Does Enterprise Architecture Add Value to Organisations

Enterprise Application Integration

Data sharing

The challenge of IT management is today considerable. In industry, the organizational role of the Chief Information Officer (CIO) has been promoted as the owner of these challenges. In spite of a general acceptance of the problems associated with the responsibilities of the CIO, very little academic research has been conducted on the issues and constraints of this role. In order to address these shortcomings, this article presents the results of a survey in which Swedish CIOs have prioritized their most important concerns.

In academia, a response to the IT system management challenges has presented itself in the discipline of Enterprise Architecture. The article argues that the CIO role is the primary stakeholder of Enterprise Architecture, so his/her need for decision support should guide Enterprise Architecture research and framework development. Therefore, the article presents a brief review over how well two existing Enterprise Architecture frameworks address the surveyed concerns of the CIO.

Results from the survey indicate that the three highest prioritized concerns of CIOs are to decrease the cost related to the business organization, to improve the quality of the interplay between the IT organization and the business organization and to provide new computer-aided support to the business organization.

The comparison between the CIOs' prioritization and the foci of the frameworks shows some discrepancies. The largest disharmony lies in the lack of decision support for issues related to the IT organization. Furthermore, support for explicitly estimating and managing costs is lacking within the frameworks.

A survey on CIO concerns-do enterprise architecture frameworks support them?

This paper illustrates why architectural principles are important for IT management and how the principles can be used. By analyzing architectural principles at an enterprise, knowledge is gained on how to formulate principles so that they are an effective steering tool. This knowledge is transformed into a framework for formulating architectural principles. The analysis of the architectural principles has been performed from two different angles; have we got the principles right (syntax) and have we got the right principles (semantics). The industrial case is complemented with examples from literature.

On the Syntax and Semantics of Architectural Principles

Previously, business operations of most large companies were supported by a number of isolated software systems performing diverse specific tasks, from real-time process control to administrative functions. In order to better achieve business goals, these systems have in recent years been extended, and more importantly, integrated into a company-wide system in its own right, the enterprise software system. Due to its history, this system is composed of a considerable number of heterogeneous and poorly understood components interacting by means of equally diverse and confusing connectors. To enable informed decision-making, the Chief Information Officer (CIO), responsible for the overall evolution of the company's enterprise software system, requires management tools. This paper proposes enterprise software system architecture (ESSA) as a foundation for an approach for managing the company's software system portfolio. In order to manage the overwhelming information amounts associated with the enterprise software system, this approach is based on two concepts. Firstly, the approach explicitly relates the utility of knowledge to the cost of its acquisition. The utility of knowledge is derived from the increased value of better-informed decision-making. The cost of knowledge acquisition is primarily related to the resources spent on information searching. Secondly, the approach focuses on ensuring the consistency of the architectural model.

https://www.asdifec.uni.edu.ni/Sitio/LeonelPlazaola/Ekstedt,%202004,%20Consistent%20Enterprise%20Software%20System%20Architecture%20for%20the%20CIO%20-%20A%20Utility-Cost%20Based%20Approach.pdf

Consistent enterprise software system architecture for the CIO - a utility-cost based approach $

Enterprise architecture, EA, is an established approach for the model-based and holistic management of IT. The scope of EA is however wide and the predominant EA frameworks suggest the creation of broad and detailed models. IT management cannot control all areas spanned by the present frameworks for EA models. In order to ensure well-informed decisions, IT management has a series of questions that need to be answered. This paper proposes an assessment framework that can be used to identify relevant questions for assessments of EA and EA scenarios, within the areas of EA that IT management can control. Three top dimensions in the proposed framework are presented: IT organization, IT systems, and Business organization. The framework further includes sub dimensions for identifying questions. An application of the assessment framework, as it was applied to assess EA scenarios in a power company, is also described.

An IT management assessment framework: evaluating enterprise architecture scenarios

As the primary stakeholder for the Enterprise Architecture, the Chief Information Officer (CIO) is responsible for the evolution of the enterprise IT system. An important part of the CIO role is th ...

Åsa Lindström

Papers

A survey on CIO concerns-do enterprise architecture frameworks support them?

On the Syntax and Semantics of Architectural Principles

Consistent enterprise software system architecture for the CIO - a utility-cost based approach $

An IT management assessment framework: evaluating enterprise architecture scenarios

Scenario-based evaluation of Enterprise Architecture : A top-down approach for chief information officer decision making