Evaluating and refining the 'enterprise architecture as strategy' approach and artefacts

dc.contributor.authorDe Vries, Marne
dc.contributor.authorJanse van Rensburg, Antonie C.
dc.contributor.emailmarne.devries@up.ac.zaen_US
dc.date.accessioned2009-08-06T09:00:44Z
dc.date.available2009-08-06T09:00:44Z
dc.date.issued2009-05
dc.description.abstractEnterprise Architecture (EA) is a new discipline that has emerged from the need to create a holistic view of an enterprise, and thereby to discover business/IT integration and alignment opportunities across enterprise structures. Previous EA value propositions that merely focus on IT cost reductions will no longer convince management to invest in EA. Today, EA should enable business strategy in the organisation to create value. This resides in the ability to do enterprise optimisation through process standardisation and integration. In order to do this, a new approach is required to integrate EA into the strategy planning process of the organisation. This article explores the use of three key artefacts – operating models, core diagrams, and an operating maturity assessment as defined by Ross, Weill & Robertson [1] – as the basis of this new approach. Action research is applied to a research group to obtain qualitative feedback on the practicality of the artefacts.en_US
dc.description.abstractOndernemingsargitektuur (OA) is ’n nuwe dissipline wat ontstaan het uit die behoefte om ’n holistiese perspektief van ’n onderneming te skep om sodoende besigheid/IT-integrasie en - belyningsgeleenthede regoor ondernemingstrukture te ontdek. Vorige OA waarde- aanbiedings wat hoofsaaklik gefokus het op IT kostebesparings sal bestuur nie meer kan oorreed om in OA te belê nie. Vandag behoort OA bevoegdheid te gee aan onderneming- strategie om werklik waarde te skep. Hierdie bevoegdheid lê gesetel in ondernemingso- ptimering deur middel van prosesstandaardisasie en -integrasie. ’n Nuwe benadering word benodig ten einde OA te integreer met die strategiese beplanningsproses van die organisasie. Hierdie artikel ondersoek die gebruik van drie artefakte – operasionele modelle, kerndiagramme, en operasionele volwassenheidsassessering soos gedefinieer deur Ross, Weill & Robertson [1] – as die basis van hierdie nuwe benadering. Aksienavorsing word toegepas op ’n navorsingsgroep ten einde kwalitatiewe terugvoer te kry oor die praktiese sin van die artefakte.en_US
dc.identifier.citationDe Vries, M & Van Rensburg, ACJ 2009, 'Evaluating and refining the 'enterprise architecture as strategy' approach and artefacts', South African Journal of Industrial Engineering, vol. 20, no. 1, pp. 31-43. [http://www.journals.co.za/ej/ejour_indeng.html]en_US
dc.identifier.issn1012-277X
dc.identifier.urihttp://hdl.handle.net/2263/10941
dc.language.isoenen_US
dc.publisherSouthern African Institute for Industrial Engineeringen_US
dc.rightsSouthern African Institute for Industrial Engineeringen_US
dc.subjectEnterprise architecture (EA)en_US
dc.subjectHolistic viewen_US
dc.subjectEnterprise optimisationen_US
dc.subjectArtefactsen_US
dc.subjectOperating modelsen_US
dc.subjectCore diagramsen_US
dc.subjectOperating maturity assessmenten_US
dc.titleEvaluating and refining the 'enterprise architecture as strategy' approach and artefactsen_US
dc.typeArticleen_US

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