Understanding the Benefits and Success Factors of Enterprise Architecture

Jusuf, Muhammad Baharudin; Kurnia, Sherah

doi:10.24251/hicss.2017.593

Cited by 20 publications

(49 citation statements)

References 8 publications

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“…Altogether, there are several sources for top managers to use their power of autonomy and not commit to the EA initiative. In line with prior research that suggests an incremental approach as appropriate in developing EA (Kaushik and Raman, 2015;Rolland, Ghinea and Grønli, 2015;Jusuf and Kurnia, 2017), we propose lesson learned #1: It is advisable to take small steps; 'eat the elephant in small pieces'. This exerts less pressure on the organisations' resources, leads to useful results along the way and provides better opportunities for agility and innovation, and builds trust to the EA approach.…”

Section: Discussionmentioning

confidence: 53%

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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: Discussionmentioning

confidence: 53%

“…The complex organisational structures lead to challenges in EA planning (Dang and Pekkola, 2016). EA planning is imperative to achieve the goals outlined in an organisation's strategy (Schmidt and Buxmann, 2011;Jusuf and Kurnia, 2017). Even if the target is clear, the units can disagree about the outlined process (Currie and Guah, 2007).…”

Section: Discussionmentioning

confidence: 99%

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

Ajer¹,

Olsen²

2019

EJEG

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“…Although earlier incarnations were focused on the perspective of information technologies (IT) to realize the strategy, posterior developments in research and practice consider it from a wider viewpoint, covering the enterprise as a whole [46], [47], [48]. It can thus be said that EA is a tool for strategic decision, providing meaningful information and advice through models and roadmaps regarding current and future states of the organisation [49], [50], [48].…”

Section: Supporting Methods For Strategic Decision-makingmentioning

confidence: 99%

Creating Meaningful Intelligence for Decision-Making by Modelling Complexities of Human Influence: Review and Position

Pina,

Neves-Silva

2022

Technological Innovation for Digitalization and Virtualization

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Strategic decision-making still struggles to cope with the interference of people in its proposed plans, creating a gap between idealised and real-world versions. Even when the existence of humans is considered, models and abstractions tend to be simplistic and lacking in complex human traits (e. g. creativity, sentiment). We analyse the current scientific landscape in the dimensions that overlap in the field of strategic decision making and posit that to provide means to a more informed and robust decision-making, humans should not only be seen as elements that need to accept and adopt decisions, but also as actors that affect their outcomes. Humans should be understood as central pieces and the strategic decision-making process should thus consider their importance both in techniques that foster co-creation, and also in developing dynamic models that demonstrate their influence and impact. In this article, we describe this problem-space and outline an approach integrating Decision Intelligence, Enterprise Architecture, Design Thinking, and architectural principles to achieve a human-centric, adaptive strategic design. We also discuss the influence of information presentation and visuals for meaningful participation in strategic decision-making processes.

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“…Adopting an EA framework will help organizations to develop the performance management initiatives that are in line with the business objectives and strategy (Shanks et al, 2018;Jusuf & Kurnia, 2017). EA is an instrument that has the real potential to improve performance within organizations and help to achieve better results from IS.…”

Section: Ea and Performance Managementmentioning

confidence: 99%

Healthcare Organizations and Enterprise Architecture: A Case Study in Canada

Tallé

Uche

2021

ESJ

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The paper focuses on exploring the perceptions of stakeholders (medical doctors, nurses, pharmacists, IT staff and other employees) in healthcare organizations in Canada on how they developed Enterprise Architecture (EA) to improve managerial decision making and align business activities and Information Technology (IT). Both quantitative and qualitative methods were adopted for this research. A total of 120 questionnaires were sent out but only 72 responses were received. Participants included industry professionals involved in implementing information systems (IS) within healthcare organizations. Data was collected physically and through emails. Also 3 subject matter experts (experts) were interviewed for the study. These experts each have over ten years’ experience in EA practice and are doctorate degree holders (PhDs). The results of the study showed that stakeholders see the potential for EA to be a tool for planning IT/IS projects, breaking down organizational silos, creating digital transformation, and proactively responding to disruptive forces. They do not see EA as the necessary tool for integrating IT solutions.

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Understanding the Benefits and Success Factors of Enterprise Architecture

Abstract: Abstract

Cited by 20 publications

References 8 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

Creating Meaningful Intelligence for Decision-Making by Modelling Complexities of Human Influence: Review and Position

Healthcare Organizations and Enterprise Architecture: A Case Study in Canada

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