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). Business-IT alignment in trade facilitation: A case study. In organizational, business, and technological aspects of the knowledge society. Communications in Computer and Information. Science, 44(112), 146–154.Afsarmanesh, H., & Msanjila, S. (2008). Inter-organizational trust in VBEs. In L. Camarinha-Matos, H. Afsarmanesh, & M. Ollus (Eds.), Methods and tools for collaborative networked organizations (pp. 91–118). New York: Springer.Afsarmanesh, H., Camarinha-Matos, L., & Ermilova, E. (2008). VBE reference framework. In L. Camarinha-Matos, H. Afsarmanesh, & M. Ollus (Eds.), Methods and tools for collaborative networked organizations (pp. 35–68). New York: Springer.Arango, M., Londoño, J., & Zapata, J. (2010). Arquitectura empresarial- Una visión general. Revista Ingenierías Universidad de Medellín, 9(16), 101–111.Audy, J., Lehoux, N., & D’Amours, S. (2012). A framework for an efficient implementation of logistics collaborations. International Transactions in Operational Research, 19(5), 633–657.Boza, A., Cuenca, L., Poler, R., Michaelides, Z., & Systems, Enterprise Information. (2014). The interoperability force in the ERP field. Enterprise Information Systems,. doi: 10.1080/17517575.2013.866697Camarinha-Matos, L., & Afsarmanesh, H. (2005). Collaborative networks: A new scientific discipline. Journal of Intelligent Manufacturing, 16(4–5), 439–452.Camarinha-Matos, L., & Afsarmanesh, H. (2008). Collaborative networks: Reference modeling. New York: Springer.Camarinha-Matos, L., Afsarmanesh, H., & Ollus, M. (2008). ECOLEAD and CNO base concepts. In L. M. Camarinha-Matos, H. Afsarmanesh, & M. Ollus (Eds.), Methods and tools for collaborative networked organizations (pp. 35–68). New York: Springer.Chalmeta, R., & Grangel, R. (2003). ARDIN extension for virtual enterprise integration. The Journal of Systems and Software, 67(3), 141–152.Chen, D., Vallespir, B., & Doumeingts, G. (1997). GRAI integrated methodology and its mapping onto generic enterprise reference architecture and methodology. Computers in Industry, 33(2), 387–394.Choi, Y., Kang, D., Chae, H., & Kim, K. (2008). An enterprise architecture framework for collaboration of virtual enterprise chains. The International Journal of Advanced Manufacturing Technology, 35(11–12), 1065–1078.CIMOSA Asociation. (1996). CIMOSA Primer on key concepts, purpose and business value.Council of Supply Chain Management Professionals CSCMP. (2010). CSCMP. Glosary of terms. from http://cscmp.org/resources-research/glossary-terms . Accessed 9 February 2013Coutinho, C., Cretan, A., Ferreira, C., Ghodous, P., & Jardim-Goncalves, R. (2014). Service-based negotiation for advanced collaboration in enterprise networks. Journal of Intelligent Manufacturing,. doi: 10.1007/s10845-013-0857-4Cuenca, L. (2009). Marco arquitectónico para la propuesta IE-GIP. Extensión de la arquitectura CIMOSA. Aplicación a una empresa del sector cerámico. Tesis Doctoral Universidad Politecnica de Valencia.Cuenca, L., Boza, A., & Ortiz, A. (2011). An enterprise engineering approach for the alignment of business and information technology strategy. International Journal of Computer Integrated Manufacturing, 24(11), 974–992.Cuenca, L., Ortiz, A., & Boza, A. (2005). Arquitectura de Empresa. Visión General. Gijón: IX Congreso de Ingeniería de Organización.Dong, X., Liu, Q., & Yin, D. (2008). Business performance, business strategy, and information system strategic alignment: An empirical study on Chinese firms. Tsinghua Science and Technology, 13(3), 348–354.Ermilova, E., & Afsarmanesh, H. (2007). Modeling and management of profiles and competencies in VBEs. Journal of Intelligent Manufacturing, 18(5), 561–586.Estimali, H., Gardesh, H., & Sikari, S. (2010). Validating ITIL maturity to strategic business-IT alignment. In 2nd International conference on computer technology and development (ICCTD 2010).European Commission European Society and Media. (2007). Dygital Business Ecosystems. In F. Nachira, P. Dini, A. Nicolai, M. Le Louarn, & L. Rivera (Eds.). http://www.digital-ecosystems.org/book/ . Luxembourg: Office for Official Publications of the European Communities. Accessed 15 October 2012Executive Branch of the U.S. Federal Government. (2012). A Common Approach to Federal Enterprise Architecture. The White House. http://www.whitehouse.gov/sites/default/files/omb/assets/egov_docs/common_approach_to_federal_ea.pdf . Accessed 13 August 2013Franco, R., Gomez, P., Ortiz, A., & Navarro, R. (2012). Integrated approach for interoperability in collaborative networs and service-based ecosystems. In R. Poler, G. Doumeingts, B. Katzy, & R. Chalmeta (Eds.), Enterpise interoperability V (pp. 329–339). London: Springer.Force, I. F. I. P.-I. F. A. C. Task. (1998). GERAM: Generalised enterprise reference architecture and methodology. International Federation for Information Processing, 1(2), 30.Future Internet Enterprise Systems (FInES) Cluster. (2012). FInES Research Roadmap 2025. From http://cordis.europa.eu/fp7/ict/enet/documents/fines-research-roadmap-v30_en.pdf . Accessed 13 October 2013Henderson, J., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472–484.Hu, Q., & Huang, D. (2006). Using the balanced scorecard to achieve sustained IT-business alignment: A case study. Communications of the Association for Information Systems, 17, 181–204.ISO 15704. (2000). Industrial automation systems–Requirements for enterprise-reference architectures and methodologies.ISO/CEN 19439. (2006). Enterprise integration–Framework for enterprise modelling.Kilger, C., Reuter, B., & Stadtler, H. (2008). Collaborative planning. In H. Stadtler & C. Kilger (Eds.), Supply chain management and advanced planning-concepts, models software and case studies (pp. 263–284). Berlin, Heidelberg: Springer.Kosanke, K., Vernadat, F., & Zelm, M. (1999). CIMOSA: Enterprise engineering and integration. Computers in Industry, 40(2), 83– 97.Lankhorst, M. (2009). Enterprise architecture at work: Modelling, communication and analysis. New York: Springer.Luftman, J. (2004). Assessing business-IT alignment maturity. Communications of the Association for Information Systems, 4, 99.Maes, R. (1999). Reconsidering information management through a generic framework. Amsterdam: Universiteit van Amsterdam, Department of Accountancy & Information Management.Mehandjiev, N., & Grefen, P. (2010). Dynamic business process formation for instant virtual enterprises. London.Mekawy, M., Rusu, L., & Ahmed, N. (2009). Business and IT alignment: An evaluation of strategic alignment models. In best practices for the knowledge society. Knowledge, Learning, Development and Technology for All, 49, 447–455.Moisescu, M., Sacala, I., Stanescu, A., & Serbanescu, C. (2012). Towards integration of knowledge extraction form process interoperability in future internet enterprise systems. Information Control Problems in Manufacturing, 14(1), 1458–1463.Ortiz, A. (1998). Propuesta para el Desarrollo de Programas de Integración Empresarial en Empresas Industriales. Aplicación a una Empresa del Sector Cerámico: Tesis Doctoral Universidad Politécnica de Valencia.Palmer, C., Harding, J., Swarnkar, R., Das, B., & Young, R. (2013). Generating rules from data mining for collaboration moderator services. Journal of Intelligent Manufacturing, 24, 313–330.Pijpers, V., Gordijn, J., & Akkermans, H. (2009). Aligning information system design and business strategy–A starting internet company. In the practice of enterprise modeling. Lecture Notes in Business Information Processing, 15, 47–61.Plaza, J., Burgos, J., & Carmona, E. (2010). Measuring stakeholder integration: Knowledge, interaction and adaptational behavior dimensions. Journal of Business Ethics, 93, 419–442.Romero, D., Galeano, N., & Molina, A. (2010). Virtual organisation breeding environments value system and its elements. Journal of Intelligent Manufacturing, 21(3), 267–286.Sacala, I., Moisescu, M., & Repta, D. (2013). Towards the development of the future internet based enterprise in the context of cyber-physical systems. In 2013 19th International conference on control systems and computer science (CSCS), (pp. 405–412).Santana, R., Daneva, M., van Eck, P., & Wieringa, R. (2008). Towards a business-IT aligned maturity model for collaborative networked organizations. In 12th International conference on advanced information systems engineering.Schekkerman, J. (2004). Enterprise architecture validation. Achieving business-aligned and validated entreprise architectures. Institute For Enterprise Architecture Developments (IFEAD). http://enterprise-architecture.info/Images/Extended%20Enterprise/Extended%20Enterprise%20Architecture2.htm . Accessed 10 October 2011Schekkerman, J. (2006). Extended enterprise architecture framework essentials guide. Retrieved 2012 from Institute For Enterprise Architecture Developments (IFEAD). http://enterprise-architecture.info/Images/E2AF/Extended%20Enterprise%20Architecture%20Framework%20Essentials%20Guide%20v1.5.pdf . Accessed 23 September 2012Stadtler, H. (2009). A framework for collaborative planning and state-of-the-art. OR Spectrum, 31, 5–30.Stelzer, D. (2010). Enterprise architecture principles: Literature review and research directions. Service-Oriented Computing. Lecture Notes in Computer Science, pp. 12–21.Swarnkar, R., Choudhary, A., Harding, J., Das, B., & Young, R. (2012). A framework for collaboration moderator services to support knowledge based collaboration. Journal of Intelligent Manufacturing, 23, 2003–2023.The, OPEN GROUP. (2011). TOGAF. http://www.opengroup.org/togaf/ . Accessed 18 November 2011U.S. Department of the Treasury. (2000). Treasury enterprise architecture framework. http://www.treasury.gov/Pages/default.aspx . Accessed 23 November 2011United States Department of Defense. (2010). Department of defense architecture framework. http://dodcio.defense.gov/dodaf20/dodaf20_capability.aspx . Accessed 28 November 2011Vargas, A., Boza, A., & Cuenca, L. (2011). Towards interoperability through Inter-enterprise collaboration architectures. In R. Meersman, T. Dillon, & P. Herrero (Eds.), On the move to meaningful internet systems: OTM 2011 workshops. Lecture Notes in Computer Science, Vol. 7046, pp. 102–111.Vargas, A., Boza, A., Cuenca, L., & Sacala, I. (2013a). Inter-enterprise architecture and internet of the future. Technological Innovation for the Internet of Things, 394, 25–32.Vargas, A., Boza, A., Cuenca, A., & Ortiz, A. (2013b). Towards a framework for inter-enterprise architecture to boost collaborative networks. In On the move to meaningful internet systems: OTM 2013 workshops. Lecture Notes in Computer Science, 8186, 179–188.Vargas, A., Boza, A., Cuenca, L., & Ortiz, A. (2014). The importance of strategic alignment in enterprise collaboration. In J. C. Prado-Prado & J. García-Arca (Eds.), Annals of industrial engineering 2012 (pp. 71–78). London: Springer.Vernadat, F. (2003). Enterprise modelling and integration: From fact modelling to enterprise interoperability. Enterprise inter- and intra-organizational integration: Building international consensus. Series: IFIP Advances in Information and Communication Technology, 108.Vesterager, J., Tølle, M., & Bernus, P. (2002). VERA: Virtual enterprise reference. GLOBEMEN final plenary: In GMNBook.Wang, X., Zhou, X., & Jiang, L. (2008). A method of business and IT alignment based on enterprise architecture. In IEEE international conference on service operations and logistics, and informatics, pp. 740–745.Zachman, J. (1997). Enterprise architecture: The issue of the century. Database Programming and Design, 1–13

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). An enterprise engineering approach for the alignment of business and information technology strategy. International Journal of Computer Integrated Manufacturing. 24(11):974-992. https://doi.org/10.1080/0951192X.2011.579172S9749922411(1993). CIMOSA: Open System Architecture for CIM. doi:10.1007/978-3-642-58064-2Ang, J., Shaw, N., & Pavri, F. (1995). Identifying strategic management information systems planning parameters using case studies. International Journal of Information Management, 15(6), 463-474. doi:10.1016/0268-4012(95)00049-dAvison, D., Jones, J., Powell, P., & Wilson, D. (2004). Using and validating the strategic alignment model. The Journal of Strategic Information Systems, 13(3), 223-246. doi:10.1016/j.jsis.2004.08.002Avgerou, & McGrath. (2007). Power, Rationality, and the Art of Living through Socio-Technical Change. MIS Quarterly, 31(2), 295. doi:10.2307/25148792Bergeron, F., Raymond, L., & Rivard, S. (2004). Ideal patterns of strategic alignment and business performance. Information & Management, 41(8), 1003-1020. doi:10.1016/j.im.2003.10.004Bernus, P., Nemes, L., & Schmidt, G. (Eds.). (2003). Handbook on Enterprise Architecture. doi:10.1007/978-3-540-24744-9Bleistein, S. J., Cox, K., Verner, J., & Phalp, K. T. (2006). B-SCP: A requirements analysis framework for validating strategic alignment of organizational IT based on strategy, context, and process. Information and Software Technology, 48(9), 846-868. doi:10.1016/j.infsof.2005.12.001Buchanan, S., & Gibb, F. (1998). The information audit: An integrated strategic approach. International Journal of Information Management, 18(1), 29-47. doi:10.1016/s0268-4012(97)00038-8Buchanan, S., & Gibb, F. (2007). The information audit: Role and scope. International Journal of Information Management, 27(3), 159-172. doi:10.1016/j.ijinfomgt.2007.01.002Chen, D., & Vernadat, F. (2004). 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). CONCEPTS FOR MODELING ENTERPRISE ARCHITECTURES. International Journal of Cooperative Information Systems, 13(03), 257-287. doi:10.1142/s0218843004000985King, W. R. (1978). Strategic Planning for Management Information Systems. MIS Quarterly, 2(1), 27. doi:10.2307/249104Leonard, J. (2007). Sharing a Vision: comparing business and IS managers’ perceptions of strategic alignment issues. Australasian Journal of Information Systems, 15(1). doi:10.3127/ajis.v15i1.299Luftman, J. N., Lewis, P. R., & Oldach, S. H. (1993). Transforming the enterprise: The alignment of business and information technology strategies. IBM Systems Journal, 32(1), 198-221. doi:10.1147/sj.321.0198Luftman, J., Ben-Zvi, T., Dwivedi, R., & Rigoni, E. H. (2010). IT Governance. International Journal of IT/Business Alignment and Governance, 1(2), 13-25. doi:10.4018/jitbag.2010040102Melville, Kraemer, & Gurbaxani. (2004). Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly, 28(2), 283. doi:10.2307/25148636Newkirk, H. E., & Lederer, A. L. (2006). Incremental and Comprehensive Strategic Information Systems Planning in an Uncertain Environment. IEEE Transactions on Engineering Management, 53(3), 380-394. doi:10.1109/tem.2006.877446Noran, O. (2003). An analysis of the Zachman framework for enterprise architecture from the GERAM perspective. Annual Reviews in Control, 27(2), 163-183. doi:10.1016/j.arcontrol.2003.09.002Noran, O. (2005). A systematic evaluation of the C4ISR AF using ISO15704 Annex A (GERAM). Computers in Industry, 56(5), 407-427. doi:10.1016/j.compind.2004.12.005Ortiz, A., Lario, F., & Ros, L. (1999). Enterprise Integration—Business Processes Integrated Management: a proposal for a methodology to develop Enterprise Integration Programs. Computers in Industry, 40(2-3), 155-171. doi:10.1016/s0166-3615(99)00021-4Panetto, H., Baïna, S., & Morel, G. (2007). Mapping the IEC 62264 models onto the Zachman framework for analysing products information traceability: a case study. Journal of Intelligent Manufacturing, 18(6), 679-698. doi:10.1007/s10845-007-0040-xPapp, R. (Ed.). (2001). Strategic Information Technology. doi:10.4018/978-1-87828-987-2Peñaranda, N., Mejía, R., Romero, D., & Molina, A. (2010). Implementation of product lifecycle management tools using enterprise integration engineering and action-research. International Journal of Computer Integrated Manufacturing, 23(10), 853-875. doi:10.1080/0951192x.2010.495136Reich, B. H., & Benbasat, I. (2000). Factors That Influence the Social Dimension of Alignment between Business and Information Technology Objectives. MIS Quarterly, 24(1), 81. doi:10.2307/3250980Sledgianowski, D., & Luftman, J. (2005). IT-Business Strategic Alignment Maturity. Journal of Cases on Information Technology, 7(2), 102-120. doi:10.4018/jcit.2005040107Sowa, J. F., & Zachman, J. A. (1992). Extending and formalizing the framework for information systems architecture. IBM Systems Journal, 31(3), 590-616. doi:10.1147/sj.313.0590Van Grembergen, W., & De Haes, S. (2010). A Research Journey into Enterprise Governance of IT, Business/IT Alignment and Value Creation. International Journal of IT/Business Alignment and Governance, 1(1), 1-13. doi:10.4018/jitbag.2010120401Xueying Wang, Xiongwei Zhou, & Longbin Jiang. (2008). A method of business and IT alignment based on Enterprise Architecture. 2008 IEEE International Conference on Service Operations and Logistics, and Informatics. doi:10.1109/soli.2008.468649

Business and Information Technology Alignment Measurement -- a recent Literature Review

Since technology has been involved in the business context, Business and Information Technology Alignment (BITA) has been one of the main concerns of IT and Business executives and directors due to its importance to overall company performance, especially today in the age of digital transformation. Several models and frameworks have been developed for BITA implementation and for measuring their level of success, each one with a different approach to this desired state. The BITA measurement is one of the main decision-making tools in the strategic domain of companies. In general, the classical-internal alignment is the most measured domain and the external environment evolution alignment is the least measured. This literature review aims to characterize and analyze current research on BITA measurement with a comprehensive view of the works published over the last 15 years to identify potential gaps and future areas of research in the field.Comment: 12 pages, Preprint version, BIS 2018 International Workshops, Berlin, Germany, July 18 to 20, 2018, Revised Paper

Enterprise architecture in the higher education sector: A case study

Organizations live in an ever changing environment where a robust architecture is needed in order to cope with such changes while maintaining the required standards to stay competitive. Enterprise Architecture is the discipline which studies an organization architecture, its components and their relationship with each other and with the outside context. It is a discipline which has been researched for the last 40 years but only recently started to show interest in exploring the frameworks and methods developed in the higher education sector. Therefore this research aims to explore the use of such practices in the higher education sector, applying it to a real-life scenario. Iscte, a university based in Portugal, as any other organization goes through regular changes to adapt to the outside environment which may cause dysfunctions in the university's social-cultural context as well as in the information systems. This work will apply the Zachman Framework to the university, more speci cally in the scope of the IT services in order to help them manage the on-going transformations and spot potential issues that already exist and may yet appear in the university architecture. A wiki style platform will be developed to host the framework and to allow stakeholders to get involved. A series of interviews with key players are conducted in order to get their perspectives into the current social and technological dimensions in the university. Recommendations to the current Iscte architecture are done based on the results from the framework and the interviews.As organizações vivem num ambiente em constante mudança, onde é necessária uma arquitetura robusta para fazer face a tais mudanças, mantendo simultaneamente os padrões necessários para se manterem competitivas. A Arquitetura Empresarial é a disciplina que estuda a arquitetura de uma organização, os seus componentes, a sua relação uns com os outros e com o contexto exterior. É uma disciplina que tem sido investigada nos últimos 40 anos, mas só recentemente começou a mostrar interesse em explorar e aplicar as frameworks e métodos desenvolvidos no sector do ensino superior. Por conseguinte, esta investigaçã visa explorar a utilização de tais práticas no sector do ensino superior, aplicando-as a um cenário da vida real. O Iscte, uma universidade sediada em Portugal, como qualquer outra organizção passa por mudanças regulares para se adaptar ao ambiente envolvente o que pode causar disfunções no contexto sócio-cultural da universidade, bem como nos sistemas de informação. Este trabalho aplicará a Framework de Zachman à universidade, mais especificamente no âmbito dos serviços de informática a fim de ajudar a gerir as transformações em curso e a detetar potenciais problemas que já existem e que podem ainda surgir na arquitetura da universidade. Será desenvolvida uma plataforma de estilo wiki para acolher a framework e permitir que os intervenientes se envolvam. Uma série de entrevistas com atores-chave é conduzida a fim de perceber as suas perspetivas sobre as atuais dimensões sociais e tecnológicas da universidade. Recomendações para a atual arquitetura organizacional do Iscte são feitas com base nos resultados da framework e nas entrevistas

Business strategy and information systems alignment : a study of the use of enterprise architectures in Australian Government

This thesis investigates the use of Enterprise Architectures ("the logical structuring and classification of descriptive representations of an enterprise") as enablers of alignment between business strategy and information systems in public sector agencies. The scope of this study has been shaped by Australian government policies that have set firm directions for the delivery of community products and services in the electronic domain. Foundation management and information systems theories, empirical studies and public management literature -have been used extensively in grounding this research study. A substantial body of literature has been reviewed, and this study positioned in the context of these prior literary works. In particular, the principal alignment theories have been adopted and the research model developed from the published works of eminent management and information systems researchers. The primary research question asks whether Enterprise Architectures are enablers of business strategy and information systems alignment, and if so, what are the associated alignment enabling processes? The study's four research themes are: (i) Enterprise Architecture frameworks and methods; (ii) architectural completeness; (iii) the social aspects of alignment (management support, business planning style, business plan communications); and (iv) the formal high level alignment mechanisms used by public agencies. The study has used an exploratory qualitative case_study research method that includes semi-structured and unstructured interviews, archival research and document discovery, public announcement and presentation information, organisational observations, and system demonstrations for the collection and triangulation of data. The case studies at four government agencies are presented as metastories of how Enterprise Architectures and other alignment mechanisms are used within the contextual frame of each public organisation. The research shows that Enterprise Architectures can be enablers of alignment within a public organization environment. Architectures possess the ability to define and describe the states of the agency business and technology domains, and the intimate domain relationships and processes that inform the agency's state of alignment. Changes in the agencies or their operating environments are reflected in the architecture and its subsequent evolutionary changes (such as new business requiring new supporting information systems and technology). Enterprise Architectures were considered as important enablers of alignment with each agency dedicating specialist corporate resources for architecture development and maintenance. The case studies showed that the origin (either internally developed or commercially acquired) of the agency Enterprise Architecture was not necessarily important for the enabling of alignment. However, organizations would do well to concentrate their resources on developing and implementing architectures that accurately represent and integrate the agency business and technology domains. The research used an architectural requirements framework, adapted from an International Standard (ISO 15704), to gauge architecture completeness. The study found that substantially complete architectures integrated the business and information systems entities, included the necessary components (such as the governance frameworks) to achieve strategic alignment, and offered opportunities for agency alignment. Architectures that were deficient in their business, technology or managerial orientations could display reduced clarity of the business and technology states, placing the organisations at risk of misalignment. The case research allowed the comparison of centralised and decentralised agency business structures and information systems, allowing explanations to be developed for the longer architecture implementation periods, and reduced architecture completeness at the decentralised agencies. In particular, the research findings point to the non-uniform application of decentralised resources, and the reduced corporate visibility of decentralised systems, as reasons for long architecture implementation periods, reduced completeness, and impaired alignment. The case studies identified that architectures develop and evolve over time and possess specific characteristics that assist the alignment process. Architectures acted as focal points for business entities and processes that are enabled by the supporting information systems. Architectures provided a mechanism for information systems and technology governance that jointly support business and information systems requirements. Architectures enabled agency information structuring and sharing for the support of business operations. Architectures supported the reuse of systems and technologies for the delivery of business strategies and plans. Other characteristics, such as using architecture as a corporate philosophy, were agency-specific and reflected the agency's culture, people, business capabilities, and corporate history. The detailed examination of management support, business planning styles and business plan communications, showed that the social aspects of alignment were important. In particular the study showed that executive managers must support business and technical directions through demonstrable understanding of the important business and information systems issues, and cohesive decision-making that is built on sound relationships between business and technically oriented executives. The case studies also showed that business plans that are horizontally and vertically integrated, and are well communicated and understood by stakeholders, assisted the enabling of alignment. Finally, the study uncovered several formal alignment mechanisms (such as corporate boards, agency plans, balanced score cards) that were consistent with alignment and governance theory and government management literature. The findings of the case research placed this study of alignment in a process or system frame, while empirically demonstrating that alignment is a continuous and dynamic process that combines several enabling mechanisms. The study showed that any research or conceptual analysis of alignment should consider the alignment mechanisms to operate in combination with each other. Future directions for alignment and architecture research were also described

Enterprise Integration Modeling Linking Enterprise Integration Architecture With Business Strategy Planning

The goals for this study were twofold. The first goal was to identify planning variables for linking both organizational and architectural objectives for developing enterprise integration architecture. The second goal was to validate enterprise integration modeling methodology as a viable planning tool for the design, development, and maintenance of the enterprise integration architecture. This lack of linkage at the intellectual dimension level can be characterized as having a dysfunctional effect on enterprise integration strategy formulation and infrastructure development. There is a disjoint between adoptions of appropriate information technology in relation to organizational objectives. This includes misapplication of investments in information technology selection and business systems development portfolio, failed information systems projects, architectures that do not support the strategic direction, and the organization\u27s inability to manage change associated with environmental imperatives that impact the firm\u27s ability to define information technology and systems requirements for competitive positioning. In order to achieve the objectives the author in this research, developed a conceptual Enterprise Integration Architecture Planning Model and Methodology (EIAPMIM) model as the basis for linking enterprise integration architecture objectives and organizational objectives. Research data confirmed the need to effect linkages between organizational objectives and architectural objectives to achieve enterprise integration and validated enterprise integration modeling as the means by which enterprise integration architecture is developed

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Enterprise architecture for small and medium-sized enterprises : CHOOSE

Enterprise architecture (EA) is a coherent whole of principles, methods, and models that are used in the design and realization of an enterprise’s organizational structure, business processes, information systems, and IT infrastructure. EA is used as a holistic approach to keep things aligned in a company. Some emphasize the use of EA to align IT with the business, others see it broader and use it to also keep the processes aligned with the strategy. Recent research indicates the need for EA in small and medium-sized enterprises (SMEs), important drivers of the economy, as they struggle with problems related to a lack of structure and overview of their business. However, existing EA frameworks are perceived as too complex and, to date, none of the EA approaches are sufficiently adapted to the SME context. Therefore, in this PhD, we present the CHOOSE approach for EA for SMEs. The approach consists of four artifacts: a metamodel, a method, software tool support, and a visualization. The approach is kept simple so that it may be applied in an SME context and is based on the essential dimensions of EA frameworks. Five steps were taken: first, the problem of EA in SMEs was extensively analyzed. Next, the CHOOSE metamodel was developed during action research in SMEs. Then, action research in six companies was used to develop an adequate method (consisting of guidelines, a roadmap, and stop criteria) and to further refine this CHOOSE metamodel, while different types of software tools (PC, iPad, Android, ...) were developed to enable the evaluation rounds. Finally, a proper visualization was established