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Journal of Enterprise Architecture 2015 Abstracts
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Abstracts from the Journal of Enterprise Architecture 2015,
issue No. 3

Agile EA in Practice
By Boel Ohlin, Jenni Dahlkvist Vartiainen, and Eskil Swende


Architects are often criticized for being too slow when developing the overall architecture for their enterprise. When their overall architecture is finished they are often further criticized, because it is difficult to understand, difficult to use, and the quality of the architecture is not acceptable.

This article describes how these problems were solved at the Swedish Board of Agriculture (SBA). During our architectural journey we gradually learned how to work with Enterprise Architecture (EA) in a new way. The reason was a large program (ProCAP) with a lot of uncertainty, rapid changes, and strong deadlines. The solution was Agile EA.

Book Review
Composite/Structured Design by Glenford J. Myers
Reviewed by Leonard Fehskens, JEA Chief Editor 


Four Questions
A Practicing Architect Asks and Answers Four Questions of Their Own Choosing

Joe Maissel, Chair and Founder of the NY Metro Chapter

AEA Chapter Spotlight - Hungarian Chapter
Tamás Virágh, Chair and Founder of the AEA Hungarian Chapter

Enterprise Architecture Metrics
By Dr. Gopala Krishna Behara and Prasad Palli


Most organizations have been driving Enterprise Architecture (EA) initiatives across the enterprise for the last few years. Successful implementation of EA is crucial for business and IT alignment. Today, there exists no tool which measures the success of EA implementation. Based on our experience in the EA consulting space, we described a model for metrics identification, objectives, metrics parameters, and their benefits in the EA context. The success of EA implementation can be measured indirectly by measuring the achievement of the objectives set for the implementation. It also depicts the details of the recommended roles and responsibilities for EA metrics measurement, communication, and reporting.

Len’s Lens - Is versus Does
Leonard Fehskens, JEA Chief Editor 

There is a widespread tendency within the EA community to mix up the concepts of an organization (an identifiable structured group of people and resources) and an enterprise (an ambitious undertaking). This failure to distinguish between what something is and what it does unavoidably leads to confusing cause and effect and their respective architectures.

Four Questions
A Practicing Architect Asks and Answers Four Questions of Their Own Choosing

Robert Weisman

Talking Shop: A Conversation with Jeff Scott

Two architects talk shop and let the conversation take them wherever it will.

Abstracts from the Journal of Enterprise Architecture 2015,
issue No. 2

AEA Chapter Spotlight - Ohio Chapter
Michael Fulton

AEA Chapter Spotlight - Ottawa-Gatineau Chapter
Robert Weisman MSc, PEng, PMP, CD

This has been an exciting year with many fascinating events. Through cooperation with several other professional organizations and the University of Ottawa, the chapter was able to host or co-host quality speakers speaking on a wide range of topics relevant to enterprise architecture.

Four Questions
A Practicing Architect Asks and Answers Four Questions of Their Own Choosing
Chris Armstrong
Vish Viswanathan

Talking Shop: A Conversation with Tom Graves
Tom Graves and Leonard (“len”) Fehskens 

Short Subject
The Role of Enterprise Architecture in Digital Business
By Sharm Manwani and Oliver Bossert

Enterprise architects face many challenges to be relevant to key stakeholders. The growth of digital business offers major enterprise opportunities if these challenges can be addressed. To assess best practice behaviors, an anterprise architecture survey has been created by McKinsey & Company and Henley Business School. This article introduces the survey scope and invites the JEA audience to contribute its expertise in order to develop new organizational insights.

Short Subject
The Architect Role – What Kind of Architect are You?
By Roger Evernden

Architects come from a variety of backgrounds and with diverse personalities. Does the profession attract certain personality types? How can we be more effective as architects? This article explores some of the issues.

Clumping and Strategic Enterprise Planning
By Mark P. Meyers

The phenomenon known as clumping can be found everywhere in nature as most forms of animal and plant life here on earth naturally tend to cluster together for social or survival needs. This article will push that concept out towards a hypothesis under which clumping may also be a significant determining factor why some complex strategic plans are formed successfully while others fail to gain traction.

Peer-Reviewed Article
Integrating Veterans Health Administration (VHA) Business Strategy, Function, Process, and Information
By Tammy Talley, Donna Marcum, Linda Drummond, Jim McDearmon, and Ian Komorowski

The Department of Veterans Affairs (VA), Veterans Health Administration’s (VHA) use of an innovative approach to integrate business strategy, function, process, and information is a success story of collaboration. VHA leverages architecture to foster strategic IT investment planning, requirements elaboration, impact analysis, solution decisions, and business architecture products that are aligned with VHA strategy, and allow for traceability. The VHA Business Architecture Alignment Model maps strategic goals to impacted business functions and links information concepts to business processes. The Business Function Framework (BFF) describes all of the business functions performed by VHA and provides a hub for integrating business architecture components. VHA’s innovative approach supports interoperability and data sharing with partners including joint DoD/VA initiatives and the Health IT Strategic Planning guides the development of the VHA Health Segment Architecture.

Len’s Lens - Eight Ways We Frame Our Concepts of Architecture
Leonard Fehskens, JEA Chief Editor

Recent discussions about enterprise architecture have begun to distinguish between two frames or perspectives from which enterprise architecture may be considered. These two frames are typically referred to as the “verb” frame and the “noun” frame. The “verb” frame considers enterprise architecture as an activity (i.e., something we do), and the “noun” frame considers enterprise architecture as the result of such an activity (i.e., something we produce). Informal observations and analyses of a large number of conversations about enterprise architecture in many different contexts suggest that there are in fact eight distinct frames that people use when talking about enterprise architecture. These frames strongly influence our expectations and expressions of the characteristics of enterprise architecture. Different people seem to have different preferred frames, but we are often unaware of and thus rarely explicit about them, and we rarely adopt a single frame in its pure form, leading to misunderstanding and needless disagreement. This article explores these possible perspectives and uses an analogy with music to explain them.

Book Review
Misbehaving – The Making of Behavioral Economics

By Richard H. Thaler W.W. Norton & Company, 2015, ISBN: 978-0-393-08094-0
Reviewed by Leonard Fehskens

Lately, I and a few of my colleagues who share my concerns have been calling attention to three things that seem to us to be missing from too much discussion about enterprise architecture – the central role of people in enterprise, that people are autonomous and often nondeterministic, and the unavoidable conclusion that these two things pretty much preclude enterprise architecture from ever being a truly scientific or engineering discipline. It further suggests that perhaps the “secret” to making enterprise architecture work (in the sense of fulfilling its promises) is less about business and technology and more about psychology and sociology.

So it was that when I learned about this book, it went straight to the top of my “must read” list, and having read it, I feel very strongly it is well worth calling it to the attention of the enterprise architecture community.

Abstracts from the Journal of Enterprise Architecture 2015,
issue No. 1

How Far up the Tower should Enterprise Architects Climb?
By Mark Perry
 
One subject of “friendly” office banter I have sometimes encountered, particularly in larger IT companies, is centered on the view that Enterprise Architects sit in an ivory tower and add little to solution design, development, and deployment. This article aims to address that topic head - on by discussing just how far up the tower Enterprise Architects should climb in order to provide something of real tangible value.

Len's Lens - Introduction to an Editor's Series
By Len Fehskens

The conventional wisdom about Enterprise Architecture (EA) goes largely unexamined. As the community’s consensus on what we know about EA, it is taken to be more or less axiomatic by most of that community. This article introduces a series of articles exploring alternative, specifically more inclusive, ideas about EA as a way to create the foundation for a professional discipline like law, medicine, or engineering.

Enterprise Business Motivation Model (EBMM) 
TRIADS™ - The Chemistry of Business Architecture Alignment
By Atiogbe Didier Koffi


This article presents an approach that tackles the number one issue faced by most organizations:the Alignment of Business and IT. We do so by presenting a Business Architecture meta-model called the EBMM TRIADS™ and its application to aligning an organization's Business Motivation, Business Strategy, Business Responsibilities, and Business Operation. Each one of the four EBMM TRIADS shares three sets of Relationships with the other TRIADs. The Relationships contained in each one of those sets impose Alignment Constraints on the types of Business Architecture elements hosted by the TRIADs. We posit that each set of Constraints represents a dimension of Alignment between two TRIADs. The number of Relationships contained in each set indicates the Strength of Alignment between the two TRIADs that share the set. Therefore, the EBMM TRIADS can provide a solid reference for a qualitative and quantitative characterization of the Alignment achieved by an organization through its existing and targeted Business Architectures.

Measuring Enterprise Architecture Effectiveness using Key Performance Indicators
By Wendy Ariane Günther and Werner Heijstek

One of the reasons why measuring Enterprise Architecture (EA) effectiveness is considered difficult, is that it may be  challenging to choose the right performance indicators. The aim of this study is to arrive at a clear overview of Key  Performance Indicators (KPIs) that can be used to measure EA effectiveness. To arrive at such an overview, we adopted a design science research approach. For data collection prior to the design, we adopted qualitative methods; a semi-structured literature review was done and interviews were held with 18 experts in the field of EA. Prior to each interview,experts were asked to fill out an input survey. The outputs of these methods formed the input for our design phase. Initial versions of our solution have been evaluated through intermediate evaluations, an interactive evaluation session, and an evaluation survey, and modified accordingly. In this article, we present the resulting Focus Framework for Enterprise Architecture Measurements (FFEAM), which can be used to measure EA effectiveness by focusing on four areas: the decision-making process, the decision-making results, program implementation, and the actual program results. This framework can be implemented through a set of 22 KPIs for EA effectiveness. We believe this framework has the potential to aid organizations in measuring the effectiveness of their EA by shifting the focus of EA measurements to the actual desired results.
 
Book Review

Ten Books on Architecture by Marcus Vitruvius Pollio
Reviewed by Leonard Fehskens

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