Assessing the Complexity of Dynamics in Enterprise Architecture Planning – Lessons from Chaos Theory

Enterprise Architecture (EA) models capture the fundamental elements of organizations and their relationships to serve documentation, analysis and planning purposes. As the elements and their relationships change over time, EA planning becomes increasingly complex. An analysis of existing methods shows that the complexity of dynamics is not sufficiently addressed. We argue that a sophisticated understanding of the complexity matter is prerequisite for EA planning method construction. As Chaos Theory (CT) is deployed in natural and social sciences—as well as in different contexts of IS research—to describe and understand the behavior of complex systems over time, we use properties of CT to assess the complexity of dynamics in EA planning and to derive requirements for EA planning methods. Our findings emphasize the importance of initial conditions of the architecture for EA planning and the need to harmonize planning granularities in order to achieve predictable results

Exploring Enterprise Transformation from a Path Dependence Perspective: A Recycling Case and Conceptual Model

In dispersed, multinational enterprises, complex integrations of information systems are a commonly hated threat as they render difficult fundamental changes of IT structures and standards embedded therein. This paper explores how integrations can turn into a burden and how thereby a company\u27s technology platform can lock-in to a local optimum. We conceptualize information system architectures - a company\u27s set of information systems and integrations - as networks. Based thereupon, we suggest a network model of path building that formalizes architectural growth processes and on-top technology adoptions, as when new systems attach preferentially to important hubs. Agent-based simulations give insights into how different growth parameters, i.e. new systems\u27 degree of integration and preferentiality, increase the architecture\u27s complexity and can reinforce predominant architectural patterns, such as islands of shared technologies . We contrast the simulation results to empirical data that show the emergence of a fragmented IT landscape in a regionally-dispersed recycling company

Initiating Factors Affecting Information Systems Project Success

Information systems (IS) projects are complex and costly, but only a 3rd of IS projects are successful; the Standish Group reported that 32% of IS projects were successful in 2012. Although investments in research have led to improvements in practice, there is a general perception that management failures are responsible for the low rate of IS project success. The effects of initiating factors on project outcome had not been sufficiently explored; few IS researchers have explored the initiation phase. The purpose of this grounded theory study was to explore project initiation factors, including relational, as well as decision-making aspects, and how they might be addressed to enhance the possibility of success. The research questions were oriented at identifying key initiation factors, how they might be managed to promote project success, and how decision-making factors at initiation might facilitate project success. A conceptual framework consisting of chaos theory and Ashby\u27s law of requisite variety was used. Purposive and snowballing sampling techniques were used, and 24 IS managers and project managers were interviewed. A 3-stage data analysis approach was used and included open coding, focused coding, and theoretical coding. Key themes identified included project governance and management, as well as stakeholder engagement. The emergent theory of IS project initiation indicated that the factors represented by the themes must be identified during initiation but implemented throughout the project lifecycle to ensure project success. Positive social change may be realized as IS managers, and project managers apply the findings and recommendations to achieve project success and avoid costly failures thus benefiting both companies and customers

Entrepreneurial leadership: what is it and how should it be taught?

Main ArticleWe offer a comprehensive review of the literature relating to entrepreneurial leadership, noting that there are diverse understandings of the concept and little exploration of how best to teach it. We next present empirical data from a survey of teaching practices at 51 HEIs in the UK that indicate little explicit teaching of entrepreneurial leadership. Drawing on this literature and data, we make recommendations for the design of teaching materials that emphasise the relevance of leadership in entrepreneurship education and of entrepreneurship in leadership education

Building Enterprise Transition Plans Through the Development of Collapsing Design Structure Matrices

The United States Air Force (USAF), like many other large enterprises, has evolved over time, expanded its capabilities and has developed focused, yet often redundant, operational silos, functions and information systems (IS). Recent failures in enterprise integration efforts herald a need for a new method that can account for the challenges presented by decades of increases in enterprise complexity, redundancy and Operations and Maintenance (O&M) costs. Product or system-level research has dominated the study of traditional Design Structure Matrices (DSMs) with minimal coverage on enterprise-level issues. This research proposes a new method of collapsing DSMs (C-DSMs) to illustrate and mitigate the problem of enterprise IS redundancy while developing a systems integration plan. Through the use of iterative user constraints and controls, the C-DSM method employs an algorithmic and unbiased approach that automates the creation of a systems integration plan that provides not only a roadmap for complexity reduction, but also cost estimates for milestone evaluation. Inspired by a recent large IS integration program, an example C-DSM of 100 interrelated legacy systems was created. The C-DSM method indicates that if a slow path to integration is selected then cost savings are estimated to surpass integration costs after several iterations

Program Management for Large Scale Engineering Programs

The goal of this whitepaper is to summarize the LAI research that applies to program management. The context of most of the research discussed in this whitepaper are large-scale engineering programs, particularly in the aerospace & defense sector. The main objective is to make a large number of LAI publications – around 120 – accessible to industry practitioners by grouping them along major program management activities. Our goal is to provide starting points for program managers, program management staff and system engineers to explore the knowledge accumulated by LAI and discover new thoughts and practical guidance for their everyday challenges. The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research

LAI Whitepaper Series: “Lean Product Development for Practitioners”: Program Management for Large Scale Engineering Programs

The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research

Enterprise Architecture Management: Toward a Taxonomy of Applications

Despite the growing interest in enterprise architecture management, researchers and practitioners lack a shared understanding of its applications in organizations. Building on findings from a literature review and eight case studies, we develop a taxonomy that categorizes applications of enterprise architecture management based on three classes of enterprise architecture scope. Organizations may adopt enterprise architecture management to help form, plan, and implement IT strategies; help plan and implement business strategies; or to further complement the business strategy-formation process. The findings challenge the traditional IT-centric view of enterprise architecture management application and suggest enterprise architecture management as an approach that could support the consistent design and evolution of an organization as a whole