A method for enterprise architecture alignment

Business and ICT strategic alignment remains an ongoing challenge facing organizations as they react to changing requirements by adapting or introducing new technologies to existing infrastructure. Enterprise Architecture (EA) has increasingly become relevant to these demands and as a consequence numerous methods and frameworks have emerged. However these approaches remain bloated, time-consuming and lacking in precision. This paper proposes a light-weight method for EA called LEAP and introduces a language for EA simulation that is illustrated with a detailed case study of business change currently being addressed by UK higher education institutions

Improving alignment between Business and IT departments: towards an effective Enterprise Architecture and its role within the corporate organisation

While it is widely acknowledged that alignment between Business and IT is important to remain competitive and for improving business performance, achieving, and maintaining alignment between IT and Business divisions is not always easy. While there are many ways to improve Business IT Alignment, a mature Enterprise Architecture has been proven as a contributor to Business and IT Alignment due to its holistic approach to considering all aspects from a technical and organisational perspective (Kurnia et.al, 2020). Other factors which are believed to improve Business IT Alignment culture, structure, communication, and strategy, to name a few. To the researcher's knowledge, not many studies have considered how these four factors, together with Enterprise Architecture fit together harmoniously to create, contribute to, and maintain strategic alignment between Business and IT divisions in a single organisation. This dissertation seeks to fill this gap by establishing which of these four variables contribute to improving alignment between Business and IT and if Enterprise Architecture has a role to play in achieving it. A conceptual model derived from the literature review guides this research through applying a moderation approach to determine if a balance in alignment can be achieved. This research is an empirical study conducted by an insider of Company A which followed a single organisation survey approach with 40 respondents at a South African Oil and Gas Company. It follows an objectivism ontology, with a positivist philosophical approach as an epistemology. A mixed method approach was followed for data collection, and data analyses was done using quantitative methods. Six hypotheses are presented of which two of the six hypotheses are rejected based on Regression Analysis testing. The key findings present that even though Enterprise Architecture and its' benefits appear to be largely understood at Company A, both maturity levels of business-IT alignment and Enterprise Architecture is relatively low so there are indeed opportunities for improving both maturity levels. While literature often indicates that Culture, Communication, Structure and Strategy have been identified as key enablers of BITA, the researcher only proved that two variables, Communication and Strategy has a significant effect of BITA. After establishing BITA and EA Maturity levels, provides recommendations for improving EA maturity and motivates how these improvements, if implemented, can strengthen alignment between business and IT so that EA can enable better alignment between Business and IT at Company A. These findings can support the existing EA and BITA body of knowledge in two ways: 1. As a case which proved that not all 4 common variables necessarily have a significant effect on BITA, 2, provides practical and implementable opportunities for improving EA at an organisation where its benefits is already understood

ANALYSIS AND DESIGN OF ENTERPRISE ARCHITECTURE USING TOGAF ADM IN PRODUCT DEVELOPMENT DIVISION AND PRODUCTION AND OPERATION DIVISION OF PT. INTI (PERSERO)

PT. Industri Telekomunikasi Indonesia (Persero) or PT. INTI (Persero) is a state-owned enterprise that has been engaged in telecommunication industry for more than 35 years. Having some business lines, last time PT. INTI (Persero) is focusing on the engineering solution. But recently, the enterprise changes its business focus to be the manufacturing business, to increase the enterprise’s sales and profit. This target is set as the long-term plan of the enterprise. Thus, the support of information system and technology and its alignment with the manufacturing business are needed for the business improvement. Enterprise Architecture or EA has been so useful for the enterprise in order to have the alignment between business and information system and technology. These architectures include the business, data, information, and technology architecture. In this research, The Open Group Architecture Framework’s Architecture Development Method (TOGAF ADM) is used. This framework includes the guidance of the overall process in designing architectures, with a cycle-based method and some phases. This research consists of 6 phases of TOGAF ADM (from Preliminary Phase until the Opportunities and Solutions Phase), and the study is about the Product Development Division and Production and Operation Division in PT. INTI. The design of both baseline and target architecture are needed in order to see the gap that can be improved. There are 3 artifacts (catalogs, diagrams, and matrices) that can support the architectures’ design. The application that is used for the design is MEGA Suite. Manufacturing Execution System (MES) is the recommendation for this research’s target architecture. This web-based application can support the data acquisition, monitoring, and performance analysis of the production operations, from raw materials to finished goods. MES has some integrated modules (material, maintenance, production, and quality) but this research is only focusing on the production module. Moreover, this system can be integrated externally with the Enterprise Resource Planning (ERP) System that PT. INTI already has, through the enterprise-factory integration with. Hopefully, the system can help to improve the manufacturing execution process, in order to improve the manufacturing business of the enterprise. Keywords: Enterprise Architecture, Manufacturing Business, TOGAF ADM, Product Development Division, Production and Operation Division, Manufacturing Execution Syste

Enterprise Architecture Enhanced with Responsibility to Manage Access Right - Case Study in an EU Institution

Part 4: Enterprise Architecture and Enterprise ModelingInternational audienceAn innovative approach is proposed for aligning the different layers of the enterprise architecture of a European institution. The main objective of the alignment targets the definition and the assignment of the access rights needed by the employees according to business specifications. This alignment is realized by considering the responsibility and the accountabilities (doing, deciding and advising) of these employees regarding business tasks. Therefore, the responsibility (modeled in a responsibility metamodel) is integrated with the enterprise architecture metamodel using a structured method. The approach is illustrated and validated with a dedicated case study dealing with the definition of access rights assigned to employees involved in the user account provisioning and management processes

An enterprise engineering approach for the alignment of business and information technology strategy

Information systems and information technology (IS/IT, hereafter just IT) strategies usually depend on a business strategy. The alignment of both strategies improves their strategic plans. From an external perspective, business and IT alignment is the extent to which the IT strategy enables and drives the business strategy. This article reviews strategic alignment between business and IT, and proposes the use of enterprise engineering (EE) to achieve this alignment. The EE approach facilitates the definition of a formal dialog in the alignment design. In relation to this, new building blocks and life-cycle phases have been defined for their use in an enterprise architecture context. This proposal has been adopted in a critical process of a ceramic tile company for the purpose of aligning a strategic business plan and IT strategy, which are essential to support this process. © 2011 Taylor & Francis.Cuenca, L.; Boza, A.; Ortiz, A. (2011). 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Standards on enterprise integration and engineering—state of the art. International Journal of Computer Integrated Manufacturing, 17(3), 235-253. doi:10.1080/09511920310001607087Chen, D., Doumeingts, G., & Vernadat, F. (2008). Architectures for enterprise integration and interoperability: Past, present and future. Computers in Industry, 59(7), 647-659. doi:10.1016/j.compind.2007.12.016Chen, H.-M., Kazman, R., & Garg, A. (2005). BITAM: An engineering-principled method for managing misalignments between business and IT architectures. Science of Computer Programming, 57(1), 5-26. doi:10.1016/j.scico.2004.10.002Cuenca, L., Ortiz, A., & Vernadat, F. (2006). From UML or DFD models to CIMOSA partial models and enterprise components. International Journal of Computer Integrated Manufacturing, 19(3), 248-263. doi:10.1080/03081070500065841Davis, G. B. (2000). Information Systems Conceptual Foundations: Looking Backward and Forward. IFIP Advances in Information and Communication Technology, 61-82. doi:10.1007/978-0-387-35505-4_5Gindy, N., Morcos, M., Cerit, B., & Hodgson, A. (2008). Strategic technology alignment roadmapping STAR® aligning R&D investments with business needs. International Journal of Computer Integrated Manufacturing, 21(8), 957-970. doi:10.1080/09511920801927148Goethals, F. G., Lemahieu, W., Snoeck, M., & Vandenbulcke, J. A. (2007). The data building blocks of the enterprise architect. Future Generation Computer Systems, 23(2), 269-274. doi:10.1016/j.future.2006.05.004Greefhorst, D., Koning, H., & Vliet, H. van. (2006). The many faces of architectural descriptions. Information Systems Frontiers, 8(2), 103-113. doi:10.1007/s10796-006-7975-xGregor, S., Hart, D., & Martin, N. (2007). Enterprise architectures: enablers of business strategy and IS/IT alignment in government. Information Technology & People, 20(2), 96-120. doi:10.1108/09593840710758031Hartono, E., Lederer, A. L., Sethi, V., & Zhuang, Y. (2003). Key predictors of the implementation of strategic information systems plans. ACM SIGMIS Database, 34(3), 41-53. doi:10.1145/937742.937747Henderson, J. C., & Venkatraman, H. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472-484. doi:10.1147/sj.382.0472Hirschheim, R., & Sabherwal, R. (2001). Detours in the Path toward Strategic Information Systems Alignment. California Management Review, 44(1), 87-108. doi:10.2307/41166112Hoogervorst, J. A. P. (2009). Enterprise Governance and Enterprise Engineering. doi:10.1007/978-3-540-92671-9Johnson, A. M., & Lederer, A. L. (2010). CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization. Information & Management, 47(3), 138-149. doi:10.1016/j.im.2010.01.002JONKERS, H., LANKHORST, M., VAN BUUREN, R., HOPPENBROUWERS, S., BONSANGUE, M., & VAN DER TORRE, L. (2004). 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Towards the development of the framework for inter sensing enterprise architecture

[EN] Inter-enterprise architecture (IEA) is a new concept that seeks to apply the tools and methodologies of enterprise architecture (EA) in a collaborative context, in order to model collaborative organizations in an inclusive manner. According to the main enterprise architectures proposed to this point, an EA should be conformed at least for a framework, a methodology and a modelling language. Sensing enterprise (SE) is an attribute of an enterprise or a network that allows it to react to business stimuli originating on the Internet. These fields have come into focus recently, and there is not evidence of the use of IEA for modelling a SE, while finding an interesting gap to work on. Thus, this paper proposes an initial framework for inter sensing enterprise architecture (FISEA), which seeks to classify, organize, store and communicate, at the conceptual level, all the elements for inter-sensing enterprise architectures and their relationships, ensuring their consistency and integrity. This FISEA provides a clear idea about the elements and views that create collaborative network and their inter-relationships, based on the support of Future Internet.This work was supported by the European Commission FP7 UNITE Project, through its Secondment Programme and the Universitat Politecnica de Valencia ADENPRO-PJP project (ref. SP20120703).Vargas, A.; Cuenca, L.; Boza, A.; Sacala, I.; Moisescu, M. (2016). Towards the development of the framework for inter sensing enterprise architecture. Journal of Intelligent Manufacturing. 27(1):55-72. https://doi.org/10.1007/s10845-014-0901-zS5572271Adaba, G., Rusu, L., & Mekawy, M. (2010). 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A model based approach to systems requirements for event driven enterprise architecture

Business and ICT strategic alignment remains an ongoing challenge facing organizations as they react to changing requirements by adapting or introducing new technologies to existing infrastructure. Activity around Enterprise Architecture (EA) has increasingly become relevant to these demands and as a consequence numerous methods and frameworks for pursuing EA have emerged. However these approaches remain bloated, time-consuming and lacking in precision. This paper proposes a light-weight method for enterprise architecture and introduces a language for representing EA components that lends itself to modeling “As Is” and “To Be” EA with a concrete aim to providing a simulation environment that delivers an un-ambiguous description to what changes need to be made to an EA with respect to emerging requirements. The LEAP method and the language is illustrated with a detailed case study of business change currently being addressed by UK higher education institutions

Modeling of Strategic Alignment to Modify TOGAF Architecture Development Method Based on Business Strategy Model

Strategic alignment is generally seen as an important driver for optimizing business performance. Strategic alignment is aligning internal resource capabilities and external opportunities for superior performance. To realize the suitability of Business and IT strategies, a framework is needed, namely Enterprise Architecture (EA). One of the frameworks for EA is The Open Group Architecture Framework (TOGAF). TOGAF is a method for developing and managing the Enterprise Architecture life cycle called Architectural Development Method (ADM). This ADM integrates elements of the TOGAF standard in responding to the organization's business, and IT needs. In this paper, researchers will contribute to formulating a strategic alignment model to modify the existing strategic alignment in TOGAF ADM based on the business strategy model. In this business model strategy, there are two things: the analysis of business strategy choices and the Balanced Score Card (BSC) strategy map. Analysis of business strategy choices uses SWOT analysis as a business strategy determination based on internal and external business environment analysis. Second, the BSC strategy map is a process of mapping business strategies into the BSC strategy map, which includes four perspectives: financial, customer, internal business processes, and learning and growth perspectives. This model was tested at the Universitas Dinamika, and the results have a good alignment rate of 95%. For further research, this model can be tested in various organizations, such as universities and public and private organizations

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model