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Abstracts from the Journal of Enterprise Architecture 2018,
issue No. 1

The Interoperability Quick Assessment Tool (IQAT©) for Software Solutions Supporting Public Services
Dr. Efthimios Tambouris, Dr. Raul-Mario Abril-Jimenez, and Valerio Mezzapesa

The public administration landscape in the European Union is heterogeneous due to the legislative, cultural, language, operational, and technological diversity between Member States. At the same time, the implementation of the European Single Market requires supporting the free movement of products, services, capital, and people. As a result, cross-border public services are essential for citizens, businesses, and public administrations. Therefore, the development of interoperable European public services and software solutions is a priority for the European Union. In this article, we present the Interoperability Quick Assessment Tool (IQAT©) that can be used for assessing the interoperability of software solutions supporting public services. IQAT© assesses the potential interoperability of a software solution against a set of predefined criteria that are defined for that purpose. We demonstrate IQAT© by using it to assess the interoperability of the Internal Market Information System (IMI), a trans-European solution, and derive interesting results on its potential interoperability. 

Abstracts from the Journal of Enterprise Architecture 2017,
issue No. 2

Business Value of Enterprise Architecture – Why CEOs should Recognize and Empower their EA Departments
Key Takeaways from the McKinsey & Company and Henley Business School EA Survey
by Oliver Bossert, Len Fehskens, Sharm Manwani, and Jan Sokalski 

Recent research on IT’s future value proposition (Khan et al. 2017) revealed that both business and IT leaders expect IT to play a new role in companies’ strategic directions. The focus of IT will shift from supporting the creation of business value to value-generating, technology-based business innovation and digital initiatives. Yet, it is recognized that IT today struggles to perform – just 12% of research participants believe IT organizations are “highly effective” at leading digital initiatives.

The Enterprise Architecture (EA) Survey by McKinsey & Company and Henley Business School finds that EA can enable digital transformation while reducing business and IT complexity. Therefore, if set up well, it can become a strategic function. CEOs who recognize and enable the full potential of their EA departments can position their organizations for successful digital innovation. This article builds on the EA Survey results to position EA, firstly in its role, secondly in its value to the CEO, and finally in how to increase its contribution.

Enterprise Architecture Advances in Technical Communication
by Beryl Bellman and Ken Griesi

The most significant advance in technical communications is the impact of Enterprise Architecture (EA) and its development over the past 30 years since its inception. EA enables enterprises to fully align business strategies with the technological infrastructures that support them. It facilitates an organization’s ability to communicate with all its constituent components as well as to strategically align with those with whom it interacts allowing, as The Open Group describes, Boundaryless Information Flow™, more effective decision support, and the alignment of the business, application, data, and technology architectures that comprise them. This promotes change management and enterprise transformation for communication structures and practices, multi-modal communications, and the effective management of disruptive technologies.

One definition of EA is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model. It provides a conceptual blueprint that defines the structure and operation of an organization. The intent of EA is determining how an organization can most effectively achieve its current and future objectives. We present a synthesis of EA frameworks and their relationship to the Zachman Framework™ as the underlying basis for their models.

Enterprise Architecture Dynamic Alignment Model
by Atiogbe Didier Koffi

An organization’s fundamental need to respond to influencing forces in its environment is very likely to require some transformation of the enterprise to align itself with new business strategies. Enterprise Architecture (EA) can play a crucial role to increase the chances of implementing such initiatives in a timely and effective manner throughout all layers of the organization. This article presents a Systems Theory-inspired EA model that predicts over the EA implementation lifecycle fundamental dynamic patterns induced by the various EA components and the influence that they have on each other. With an improved understanding of the dynamic behavior of key enterprise components, EA practitioners become better equipped to effectively lead organizational transformation endeavors towards more predictable and beneficial outcomes.

Abstracts from the Journal of Enterprise Architecture 2017,
issue No. 1

A Frameworks-Free Look at Enterprise Architecture
by Svyatoslav Kotusev, Mohini Singh and Ian Storey

The concept of Enterprise Architecture (EA) is typically associated with popular EA frameworks.  However, EA frameworks are far from the practical realities and typically adapted or simplified to fit the needs of specific organizations.  Even if used as information sources, they hardly explain the real essence of an EA practice.  The frameworks-free conceptualization of EA as a set of Principles, Visions, Standards, and Models presented in this article provides a clearer, more meaningful, realistic, and actionable explanation of the notion of EA.  Additionally, this article provides actionable “one minute” guidelines for mastering these four essential components of EA.

Why is Family Medicine Different?
by Matthew Mihelic, MD and Gregory H. Blake, MD

An understanding of the role and function of Family Medicine in the healthcare system can provide important insights for Enterprise Architecture.  It is often stated that the thought process utilized by Family Medicine physicians is different from that of specialty physicians, but heretofore there has been little or no analysis of what that difference is.  This article examines that difference from the perspective of the complex adaptive system that is healthcare today, and shows how it is that Family Medicine physicians perform the vital function of decreasing the entropy or disorder in the patient care system via decision loops, as opposed to the decision trees of linear or classical logic.  The generalist function of Family Medicine physicians results in the integration and coordination of the various specialty functions in healthcare.

How Easy is it to Standardize a Practice?
Harry Hendrickx

This article discusses the process to get from insights to a standardized practice. It is a personal view and professional perspective on how that process has evolved. It is personal in the sense that the author describes his own view on the evolution of a practice over more than 25 years, and professional because the author has been involved in initiatives to enhance and develop the profession. He has followed in parallel a practitioner’s as well as academic path. It is argued that development of an open standard is non-linear but that it can also be governed when the critical aspects of the process are well understood. The author has summarized the lessons learned and concluded with the following critical aspects: a common problem statement; trust and open mindedness to overcome differing personal, communal, or organizational interests; power as well as a social process to handle political situations; authority and credibility on the content from academia as well as thought leaders to set the process in motion; and a formalized process to reinforce progress and openness. The article describes when and how these aspects have made a difference during the process. He also concludes that the social process as well as academic peer reviews are equally important.

Case Study: How to use Enterprise Architecture to Secure a Coherent Architecture for Clinical Logistics, Service Logistics, and Scheduling in a New Hospital Construction Project
Jonas Hedegaard Knudsen

The Danish government decided in 2008 to spend 10 billion Euros on 16 new hospital construction projects. In Odense, the budget is 1.3 billion Euros in total and will be approximately 220.000 m2. The hospital will be ready in 2022. The TOGAF® framework has been used in order to secure a coherent and semi-automated logistics system, where clinical logistics, service logistics, and planning/scheduling (the Logistics Complex) are the central elements. The project has identified those three areas as interdependent and most important, leaving out systems like Electronic Health Records (EHR). It has been crucial for the project that clinicians do not interact with the service logistics system, but instead focus on their clinical workflow through interaction only with the clinical systems at the hospital. A Real-Time Location System (RTLS) has been acquired, so it is possible to track mobile equipment, beds, trolleys, patients, and personnel. Based on the exact position of equipment or personnel/patients, tasks can be created or registration made automatically in the surrounding application. The new logistics solution will help the hospital cope with fewer beds, be more efficient, and increase quality overall. The TOGAF framework has proven itself as a reliable framework in order to map the business architecture of the future and select and design appropriate information system architecture and technology architecture. The purpose of this article is propose a reference architecture for the technology and tools portion of our profession.

Wanted A Reference Architecture for Enterprise Architecture Repositories
by Joe Maissel

The discipline of Enterprise Architecture (EA) has a number of well established frameworks that help define the work we do. As such, they are largely focused on the people, process, and outputs of EA. But what about the technology that enables our work? What about “IT4EA”? It is my contention that this work has largely been neglected by the EA community and left to vendors to solve. As a result, the market for EA tools is fragmented and difficult to understand or evaluate. The purpose of this article is propose a reference architecture for the technology and tools portion of our profession.

Abstracts from the Journal of Enterprise Architects 2016

Abstracts from the Journal of Enterprise Architecture 2015

Abstracts from the Journal of Enterprise Architecture 2013-2014

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