The Role of Top Management Commitment in Enterprise Architecture Development in Governmental Organizations

Banaeianjahromi, Negin

doi:10.7250/csimq.2018-17.05

Cited by 7 publications

(5 citation statements)

References 30 publications

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“…We found the lack of understanding of the EA concept as one of the major challenges to gaining the momentum and the necessary support for the EA initiatives, this is consistent with findings from (Banaeianjahromi, 2018a). In all three cases, the need for EA was not sufficiently understood by the management, which is crucial 'in order for organisations to justify investment in EA programs and benefit from its value' (Bernus, et al, 2016, p.97).…”

Section: Discussionsupporting

confidence: 79%

“…The situation demands the project organisation's strong focus on maintaining the skills of their personnel and undertaking review processes to ensure project conformance to EA plans and principles. The problems, continuity and compliance with the rules related to the use of external consultants have not been explicitly addressed by other researchers, but have been found to be ineffective, inflexible and scarcely helpful in creating innovation (Banaeianjahromi, 2018a). However, it can be beneficial to bring in external consultants (Ross, Weill and Robertson, 2006;Niemi and Pekkola, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…Notwithstanding the knowledge about CSFs and well-developed EA frameworks, empirical studies in the public sector worldwide demonstrate challenging implementation issues for EA. A recurring problem pertains to organisational issues, such as inadequate support, involvement and understanding from management and business units (Hjort-Madsen and Pries-Heje, 2009;Banaeianjahromi and Smolander, 2016;Dang and Pekkola, 2016;Banaeianjahromi, 2018a;Seppänen, Penttinen and Pulkkinen, 2018). Furthermore, socio-technical issues related to the many different actors involved from different autonomous organisational units pose problems with authority, prioritising of projects and agreement on standards (Boh and Yellin, 2006;Hjort-Madsen, 2006;Saarelainen and Hotti, 2011;Drews and Schirmer, 2014;Bakar and Selamat, 2016;Dang and Pekkola, 2016).…”

Section: Enterprise Architecture and Challengesmentioning

confidence: 99%

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Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

Ajer¹,

Olsen²

2019

EJEG

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Enterprise architecture (EA) is a widespread approach for the development of new digital solutions in a planned and controlled way for large and complex organisations. EA is also viewed as a prerequisite for the digitalisation of the public sector. However, public sector organisations struggle to implement EA programmes, and research has demonstrated that organisational and managerial issues are critical obstacles to EA implementation. This study aims to increase our understanding of EA implementation in the public sector by investigating the central challenges for EA initiatives and to trace the progress of current EA initiatives in the Norwegian public sector. An additional goal is to disclose some ways to improve the situation. We conducted three interpretive case studies in the hospital, higher education, and labour and welfare sectors. We have identified 28 challenges to the EA initiatives. We find that organisational and technical complexities, as well as a limited understanding of EA and lack of formal EA governance mechanisms, are significant obstacles. Among others, the lack of understanding of EA and its methodology will lead to problems with anchoring the EA approach in the organisation and facilitating the necessary EA arrangements to induce the promised benefits of EA, which are necessary requirements to establish the EA initiative’s legitimacy and foster the organisation’s willingness to implement change. Our study provides four lessons learned for planning and implementing EA initiatives, as follows: #1. It is advisable to take small steps. #2. The use of external consultants should be carefully considered. #3. Formal architectural governance mechanisms are important for legitimacy and enforced use. #4. Executive commitment and understanding of EA are crucial for achieving a sustainable EA initiative. Finally, we find a common evolution of the EA initiatives through the phases of optimism, resistance, decline and finally, reconsolidation of the most persistent ones.

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Section: Discussionsupporting

confidence: 79%

Section: Discussionmentioning

confidence: 99%

Section: Enterprise Architecture and Challengesmentioning

confidence: 99%

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Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

Ajer¹,

Olsen²

2019

EJEG

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“…This proposition is in line with [2] that human EA management resources have a strong influence on the development of EA management. It is in line with the observations EA has problems with gaining the project management's commitment [5]. Even the architects need organizational and executive support and adequate resources [21].…”

Section: Proposition 1: In Ea Projects Management Can Improve Communi...supporting

confidence: 76%

Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

Rouvari,

Pekkola

2024

Lecture Notes in Business Information Processing

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Enterprise architecture (EA) is infamous for implementation problems and unredeemed promises. Imprecise and unstandardized EA work practices and various definitions make it difficult to comprehend what should be done and how, and to advance digital transformation. Earlier studies have identified communication and collaboration challenges as one of the most common and fatal sources of problems. In this paper, we study how different actions help avoiding and addressing communication and collaboration problems in EA projects. We conduct a qualitative and comparative case study of three public sector EA projects in Finland. Our data is based on ethnographic observations, which were later inductively analyzed. As an outcome, we present a theoretical explanation of the phenomenon and make three propositions to manage and possibly overcome the problem.

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“…Estos contribuyen al logro de una estructura analítica (Granja y Vallejo, 2015;Mondorf y Wimmer, 2017), tanto para la arquitectura como para su proceso de diseño (Foorthuis, 2012;Perroud y Inversini, 2013), al proporcionar una base común para los profesionales que se dedican al sector (Guo et al, 2022b). Aportan un contexto para estructurar el pensamiento organizacional (Banaeianjahromi, 2018), proporcionan la base para que el hardware y el software trabajen juntos (Urbaczewski, y Mrdalj, 2006), representan la organización fundamental de un sistema (Joubert, 2010) y guían el esfuerzo operacional (Moscoso y Lujan 2017). Ofrecen además una representación conceptual (Foorthuis, 2012) de todos los elementos presentes en una arquitectura empresarial instrumentados por herramientas de soporte y lenguaje unificado (Nilsen, 2012;Almisned, 2017;Erdenebold et al, 2019).…”

Section: Marcos De Trabajo Conceptos Y Utilidadunclassified

Metodología para la evaluación y comparación de marcos de trabajo de arquitectura empresarial

Rodríguez¹

2023

ReE

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La arquitectura empresarial, en su carácter de disciplina integradora, ha ido ganando en relevancia tanto en el mundo académico como en el mundo empresarial. Para su aplicación práctica se sirve de los marcos de trabajo, que son en gran parte los constructos responsables del éxito de la disciplina. Más allá de su utilidad práctica, los marcos de trabajo tienen el inconveniente de su proliferación en los últimos años. Su actual variedad, lejos de ayudar, está siendo una limitante de peso para su aplicación práctica. El presente trabajo tiene como objetivo fundamental, desarrollar una metodología para la evaluación y selección de marcos de trabajo de arquitectura empresarial que, basándose en las mejores prácticas internacionales, constituya una propuesta integral para la práctica arquitectónica. La investigación, de tipo cualitativa, utiliza fundamentalmente el análisis documental y parte del análisis crítico de un grupo de métodos de evaluación de marcos de trabajo hasta llegar a una propuesta conformada por 23 criterios y 2 filtros de selección. La propuesta metodológica resultante se erige como un acierto versátil para tratar no solo la incertidumbre al escoger un marco de trabajo, sino que es útil para incursionar en la implementación de modelos de madurez, para soluciones puntuales de arquitectura y para incluirse en la caja de herramientas básicas de un arquitecto empresarial.

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The Role of Top Management Commitment in Enterprise Architecture Development in Governmental Organizations

Cited by 7 publications

References 30 publications

Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

Metodología para la evaluación y comparación de marcos de trabajo de arquitectura empresarial

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