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

Organizational Learning Supported by Reference Architecture Models: Industry 4.0 Laboratory Study

The wave of the fourth industrial revolution (Industry 4.0) is bringing a new vision of the manufacturing industry. In manufacturing, one of the buzzwords of the moment is "Smart production". Smart production involves manufacturing equipment with many sensors that can generate and transmit large amounts of data. These data and information from manufacturing operations are however not shared in the organization. Therefore the organization is not using them to learn and improve their operations. To address this problem, the authors implemented in an Industry 4.0 laboratory an instance of an emerging technical standard specific for the manufacturing industry. Global manufacturing experts consider the Reference Architecture Model Industry 4.0 (RAMI4.0) as one of the corner stones for the implementation of Industry 4.0. The instantiation contributed to organizational learning in the laboratory by collecting and sharing up-to-date information concerning manufacturing equipment. This article discusses and generalizes the experience and outlines future research directions

Architecting the Firm: Coherency and Consistency in Managing the Enterprise

International audienceTraditional Enterprise Architecture (EA) practice lacks a clear and effective governance and management layer that is easily understandable and intuitive to senior decision makers with the modern organisation. This paper uses three case studies to demonstrate the relative maturity of different EA practice groups within these organisations to demonstrate the strengths and weaknesses of a traditional ICT management approach versus those that include EA practice in all levels and domains of management. Concepts of Coherency Management and Pervasiveness will be used to explain the idea of a next Generation of EA practice that permeates all layers of the organisation and no longer remains the domain of technologists but instead influences and informs decision-making at all levels (operational, tactical, managerial / strategic) of the organisation. Conditions of such future EA practices are also discussed

Danske domstole mellem tradition og fornyelse

The Danish Judiciary was reformed in 1999 as to the important question of appointing new judges. The traditional recruitment of judges in Denmark has predominantly taken place within the cadre of the Danish Ministry of Justice and the explicit purpose of the reform was to alter this tradition and to ensure a broader and more open appointment of judges to the various levels in the court system. However, recent surveys of appointments display a limited movement towards innovation and diversity. The vast majority of new judges are still recruited from within the court system itself or the Ministry of Justice. Although the debate on appointment of judges is controversial in a Danish context, especially among the courts themselves, the article argues that the court system is obliged to implement the reform from 1999 and that the Danish judiciary has an interest in creating diversity among judges and ensuring its independence.

Ombudsmandens personlige prægning af ombudsmandskontrollen

The term ombudsman is a double reference and the ombudsman is thus a person as well as an institution. is applies for the Danish Parliamentary Ombudsman. In most legal theory on the ombudsman the institutional perspective is prevalent and the ombudsman is to a wide extent perceived through the same legal lenses as e.g. the courts as protectors of citizens’ rights. is approach is challenged in this article that focuses on the ombudsman as a person and as a personi ed control body. e following analysis comprises discussions of the personal element of the ombudsman vis-à-vis the selection of suitable cases and vis-à-vis the general interpretative strategies towards signi cant parts of the ombudsman review activities. Moreover, the article sheds light on the recent revision of the Danish ombudsman act limiting the employment period of a given ombudsman to ten years. e ombudsman is still appointed by the Parliament, however, and the ombudsman will continuously operate in a complex political-legal landscape.