ISYS90043 Enterprise Applications and Architectures Examinable Readings Study Pack Semester 2, 2020 1© University of Melbourne 2020 Dr. Rod Dilnutt William Bethwey & Associates
[email protected] ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 2 1. Carr D., and Else S 2018, State of Enterprise Architecture Survey: Results and Findings. Enterprise Architecture Professional Journal (Special edition). The TOGAF Standard Version 9.2 Available from https://publications.opengroup.org/c182 2. Amit R. & Zott C 2012. Creating value through business model innovation. MIT Sloan Management Review p.p. 41-49. 2. Humphrey, W, 1999. Characterizing the Software Process. A Maturity Framework. Software Engineering Institute. Carnegie Mellon University. 2. Osterwalder A., 2013. A Better Way to Think About Your Business Model. Harvard Business Review. 3. Kurnia S. Kotusev S, Dilnutt R & Taylor P., 2020. Artifacts, Activities, Benefits and Blockers: Exploring Enterprise Architecture Practice in Depth Proceedings of the 53rd Hawaii International Conference on System Sciences 2020. 3. Besker T., Olsen R. & Pessi K., 2015. The Enterprise Architect profession: An empirical study. Proceedings of The European Conference on Information Management and Evaluation. 4. Tamm, T., Seddon, P. B., Shanks, G., & Reynolds, P. J. 2011. “How Does Enterprise Architecture Add Value to Organisations?,” Communications of the Association for Information Systems (28:1), pp. 141–168. 4. Kurnia S. Kotusev S. Dilnutt R. & Taylor P., 2020. Can Enterprise Architecture be based on the Business Strategy? Proceedings of the 53rd Hawaii International Conference on System Sciences 2020. 5. Moaz M., 2015, Best Practices for Developing Pace-layered Strategy for CRM, Gartner.Research Note G00273521, 5. Toomey, D 2018 A Pace-Layered Integration. Deloitte Platform Economics. Retrieved 27/7/2020 from: https://platform.deloitte.com.au/articles/a-pace-layered-integration- architecture. 6 Grover, V. Chieng, R., Ting, P., & Zhang, D., 2018. Creating strategic business value from big data analytics. Journal of Management Information Systems 2018, Vol. 35, No. 2, pp. 388–423. 6. Tim, Y, Hallikainen, P, Pan, S, & Tamm, T 2020. Actualizing business analytics for organizational transformation A case study of Rovio Entertainment. European Journal of Operational Research 281 (2020) 642–655. 7. Gerber, A, le Roux, P, Kearney, C, & van der Merwe1, A, 2020. The Zachman Framework for Enterprise Architecture: An Explanatory IS Theory. Springer Nature Switzerland AG 2020. 7. Zachman, J. A. 1999. “A framework for information systems architecture,” IBM Systems Journal (38:2&3), pp. 454–470. 8. Blumberg, S. Bossert, O. Laartz, J. 2016, Deploying a two-speed architecture at scale by McKinsey & Company. 8. Bondar, S, Hsu, J, Pfouga, A & Stjepandic, J 2017. Agile digital transformation of System-of-Systems architecture models using Zachman framework. Journal of Industrial Information Integration 7 (2017) 33–43. 9. Kotusev, S. 2018. TOGAF-based Enterprise Architecture Practice: An Exploratory Case Study. Communications of the Association for Information Systems, 43, Article 20. 9. Qurratuaini, H., 2018. Designing enterprise architecture based on TOGAF 9.1 framework. T2 - IOP Conference Series: Materials Science and Engineering. 10. Gellweiler, C. 2020. Connecting Enterprise Architecture and Project Portfolio Management: A Review and a Model for IT Project Alignment. International Journal of Information Technology Project Management (IJITPM), 11(1), 99-114. doi:10.4018/IJITPM.2020010106. 10. Hopkins, M., S. 2010. “The 4 Ways IT is Revolutionizing Innovation,” MIT Sloan Management Review (51:3), pp. 51–56. 11.Beckett, R, & Dalrymple, J 2019, Business Model Architecture by Design. Technology Innovation 11.Management Review 9(7), 16-27. Ross, J. W.2003. “Creating a Strategic IT Architecture Competency: Learning in Stages,” MIS Quarterly Executive (2:1), pp. 31–43. Readings Study Pack Contents (by week) WEEK 1 Title: State of Enterprise Architecture Survey: Results and Findings Reading: Carr D., and Else S., 2018, State of Enterprise Architecture Survey: Results and Findings. Enterprise Architecture Professional Journal (Special edition). Overview : The article talks about the survey of EA practitioners, conducted by EA Principals and the Enterprise Architecture Professional Journal to better understand how the EA discipline is changing over time and how its relevance will be seen by the practitioners in the future. Learning Objectives for Week 1. • Introduce Basic Enterprise Architecture Terminology; • Define the concept of Enterprise Architecture; • Explore the relationship between Enterprise Architecture and Applications Key Questions • What is current state of EA? • What will be the future of EA as perceived by practitioners? • What value will implementation of EA provide to the organisation? Summary A survey of practitioners had been conducted, to understand the current state of EA discipline and to take informed decisions regarding its future. A series of questions were asked, for instance, what metrics could be used to show how EA adds value to an organisation? or what value could be derived from EA and so on. Through the survey, it was observed that the responsibilities of the EA are broad, with the vision of having strong business- IT alignment. Furthermore, there has been very little consistency in the views of how to measure the value of EA or the awareness of it. It is recommended that practitioners continue to learn about new approaches, tools and techniques, share ideas to have a vibrant community, both locally and globally. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 3 Week 2 Amit & Zott Title: Creating value through business model innovation Reading:. Amit R. & Zott C 2012. Creating value through business model innovation. MIT Sloan Management Review p.p. 41-49 Overview This article talks about how companies are shifting their focus to business model innovation as an alternative to process or product innovation. Furthermore, the article discusses the current business model practices, how to innovate the business model design and lastly, interdependencies between business models. Learning Objectives • Understand the Core Concepts and Definitions • Discuss Architecture Standards • Introduce the Architecture Continuum • Describe Business Operating Models • Analyse Capability Maturity Key Questions 1. What is business model innovation? 2. How are organisations benefiting through new business model design? 3. Why organisations are shifting their focus from process or product change to business model? Summary According to a recent survey, to gain competitive advantage, many companies are shifting their focus to new business models from product and process changes as replicating an entire business model can be difficult than a single process or product. There are three main elements that characterizes a companies business model- content (selection of activities to be performed), structure (the link between activities and their sequences) and lastly, governance (who will perform the activities). In order to design the right business model, organisation should focus on value drivers such as novelty, lock-in, complementarities and efficiency that enhances the value-creation potential of the business model. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 4 • WEEK 2 • Title: Characterizing the Software Process: A Maturity Framework • Reading: W2 Humphrey (1989). Managing the Software Process.pdf • Overview: The article discusses about the improvement in the software process of organisation. The paper talks about the basic principles of software process management. Further, a maturity framework has been provided to improve the software capabilities of the organisation. The framework discusses five level of maturity i.e. Initial, Repeatable, Defined, Managed and Optimised. The key actions required in each phase has been discussed. • Learning Objectives: • Understand the Core Concepts and Definitions • Discuss Architecture Standards • Introduce the Architecture Continuum • Describe Business Operating Models • Analyse Capability Maturity • . • Key Questions: • 1. How organisations can increase the software capabilities? • 2. What is a Maturity Framework and what are the key elements of the framework? • 3. What are the steps which an organisation should follow to achieve the higher level of maturity? • 4. How maturity framework plays a major role in process improvement? • Summary: • Software development is an important part of any organisation and it is important to consider it as a process that can be evaluated and improved. To improve the process in any organisation it is important that an organisation takes steps like understanding the current state, developing vision, prioritising the process which requires improvement, producing the plan and committing the resources. In order to achieve this, Maturity Framework is used which assesses the current level of organisation and the steps which it should take to achieve a higher level. Each level provides a decent understanding of what an organisation process looks like. For example, at an initial level the program operates without any formal procedure however, at a managed level, organisations have a defined process and they could measure the process. Process improvement plays a major role in an organization’s success. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 5 WEEK 2 Title: A Better Way to Think About Your Business Model. Reading: Osterwalder A., 2013, A Better Way to Think About Your Business Model. Harvard Business Review Overview : The article introduces the concept of the ‘business model canvas’, which can help organisations conduct structured and strategic conversations around new businesses or existing ones. Learning Objectives for Week 3: • Understand the Core Concepts and Definitions • Discuss Architecture Standards • Introduce the Architecture Continuum • Describe Business Operating Models • Analyse Capability Maturity Key Questions • How can the ‘business model canvas’ be used to support the design and development of an effective enterprise architecture? Summary The business model canvas’ main objective is to help companies effectively manage strategy or create new opportunities for growth. Using the business model canvas can help companies to move beyond their product-centric thinking, and instead lean towards ‘business model thinking’. The business model canvas encompasses nine key components which help to provide structure for how companies can take a broader perspective of their business model. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 6 Week 3 Title The Enterprise Architect profession: An empirical study Reading: Besker T., Olsen R. & Pessi K., 2015. The Enterprise Architect profession: An empirical study. Proceedings of The European Conference on Information Management and Evaluation. Overview: The article talks about the factors which characterizes the enterprise profession today and what are their primary ambitions. The study uses empirical evidence to support the findings and concluding the study Learning Objectives • Describe the role of an Enterprise Architect • Explore Activities undertaken by architects • Introduce the TOGAF Architecture Development Methodology • Understand Requirements Management Key Questions 1. What are the key areas which are important to an Enterprise Architect? 2. How the factors defined in a research model contribute to the ambition of an enterprise architect? Summary An empirical study to understand enterprise architect professionals has been done to understand their characteristics and their ambitions to formulate enterprise architecture. Ten Swedish organizations took part in this study. A research model is used which consist of 5 driving factors which are Role, Power, Competence, Main Focus and Style of Acting. The study explores impact of these factors on an enterprise architect characteristics. Through the interview it was observed that roles of an architect are important to achieve organisational goals, competence of an enterprise architect plays a major role in promoting the strategic capability of the org., while power to the architect allows architect to make decision freely. Style of Acting of an architect is important to convince organisation about EA strategic capabilities while main focus of architects is a balance between IT and business. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 7 . Week 3 Title: Artifacts, Activities, Benefits and Blockers: Exploring Enterprise Architecture Practice in Depth Reading:. Kurnia S. Kotusev S, Dilnutt R & Taylor P., 2020. Artifacts, Activities, Benefits and Blockers: Exploring Enterprise Architecture Practice in Depth Proceedings of the 53rd Hawaii International Conference on System Sciences 2020. Overview This article talks about enterprise architecture and its activities. It further talks about the benefits and challenges associated with specific EA-related activities and respective artifacts. Learning Objectives • Describe the role of an Enterprise Architect • Explore Activities undertaken by architects • Introduce the TOGAF Architecture Development Methodology • Understand Requirements Management Key Questions 1. What are the major activities that constitute EA practice? 2. What are the potential benefits and blockers of EA practice? Summary Enterprise architecture (EA) is nothing but a collection of special documents, called as artifacts that describe various aspects of the organisation from a business and IT perspective. These EA artifacts could be associated with different activities and the corresponding benefits and blockers. Eight activity area such as business capability modelling, Road mapping and portfolio mapping, IT asset management, project governance and so on have been mentioned which have diverse artifacts, supported by activities that lead to various benefits and are hindered by blockers. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 8 WEEK 4 Title: Can Enterprise Architecture be based on the Business Strategy? Reading: Kurnia S. Kotusev S. Dilnutt R. & Taylor P., 2020. Can Enterprise Architecture be based on the Business Strategy? Proceedings of the 53rd Hawaii International Conference on System Sciences 2020. Overview : The article explores the traditional concept of Enterprise Architecture development being closely coupled with the development of business strategy, and suggests that Enterprise Architect practitioners should seek additional information beyond just the business strategy to better plan corporate information systems. Learning Objectives for Week 4: • Discuss legacy environments • How to establish architecture capability • Understand the importance of the architecture vision • Identify the business benefits realised through Enterprise Architecture Key Questions • What is the actual role of the business strategy in supporting EA initiatives? • What other inputs may be necessary or desirable for EA initiatives? Summary This article posits that there are four key problems with taking business strategy as a basis for EA initiatives. These four key problems include the absence, vagueness, volatility or short-term direction of some business strategies. This article suggests that EA practitioners should find alternative data sources (e.g. informal discussions, improved IT governance) to serve as additional input into the effective design of corporate information systems. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 9 Week 4 Title: How does Enterprise Architecture Add Value to Organisations Reading: Tamm, T., Seddon, P. B., Shanks, G., & Reynolds, P. J. 2011. “How Does Enterprise Architecture Add Value to Organisations?,” Communications of the Association for Information Systems (28:1), pp. 141–168. Overview: The article talks about the EA benefits and why it is useful for organisations. The paper further discusses the EABM model and it proposes that EA leads to organisational benefits through its four benefit enablers. The article discusses the future prospect of this model. Learning Objectives: Week 4 • Discuss legacy environments • How to establish architecture capability • Understand the importance of the architecture vision • Identify the business benefits realised through Enterprise Architecture Key Questions: • 1. How EA could benefit an organisation? • 2. Explain EABM and its component in detail? • 3. How each benefit enabler contributes to an organisation? Summary: The EA Benefits Model shows that it is through improvements in Organisational Alignment, Information Availability, Resource Complementarity and Resource Portfolio Optimisation that EA leads to organisational benefits. Although several other factors that benefits have been suggested, no study appears to have systematically compared the different factors. However, large organisations with a complex IT environment, whose business model favors high levels of organisation-wide standardisation and integration, will benefit the most from EA. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 10 Week 5 Title: Best Practices for Developing a Pace-Layered Application Strategy for CRM Customer Service Reading: Moaz M., 2015, Best Practices for Developing Pace-layered Strategy for CRM Gartner Overview: The paper focuses on using pace layer strategy for CRM customer service. It provides in depth information of each layer contribution to customer service. The paper discusses use of pace layer strategy to assess current and future state model for customer services and support application. Learning Objectives: Week 5 • Understand that an organisation’s application portfolio consists of a wide variety of larger and smaller systems, that evolve and are replaced at a different pace. • Define Enterprise Resource Planning • Explore the rationale for customisation of packaged software. • Discuss the use of industry-specific add-on modules and specialised applications • Recognise that organisations are continuously experimenting with new and better ways to leverage IT Key Questions: 1. How pace layer can help in assessing application capabilities to achieve high customer expectations? 2. What is the reason that application moves between different layers of pace layer strategy? 3. What are the key factors of pace layer which needs to be considered while assessing applications current and future state? Summary: Pace layer strategy provides a platform to the organisations for assessing their business capabilities. Many applications stops at system of records without utilising the extended capabilities which could provide better service and support. Pace layer strategy could be used to assess the current state and create a future-state model. It also helps in measuring the usability of the applications. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 11 Week 5 Title: A Pace-Layered Integration.. Reading: Toomey, D 2018 A Pace-Layered Integration. Deloitte Platform Economics. Retrieved 27/7/2020 from: https://platform.deloitte.com.au/articles/a-pace-layered-integration-architecture. Overview: This article provides the core understanding of Pace Layer Model. It further explains each component of pace layer in terms of enterprise architecture and how it exists in an organisation. The paper further discusses, how these layers can be integrated and why it is important for organisation. Learning Objectives • Understand that an organisation’s application portfolio consists of a wide variety of larger and smaller systems, that evolve and are replaced at a different pace. • Define Enterprise Resource Planning • Explore the rationale for customisation of packaged software. • Discuss the use of industry-specific add-on modules and specialised applications • Recognise that organisations are continuously experimenting with new and better ways to leverage IT Key Questions • What is pace layer model? • What are the different layers and how they fits in an organisation? • How these layers could be integrated and why it is required? Summary Pace layer model could be used to explain the architecture of an organisation. The article explains each layer by relating it with the application in an organisation. For example Proof of concept of any new functionality is considered as System of Innovation. In systems of differentiator, application represent the processes which are unique and are differentiators for the organisation. Systems of Records are not unique and are the core capabilities of an organisation. In order to integrate these layers, sub layers of API could be used which interacts with SOR’s. Systems of Differentiation and Systems of Innovation use external and internal api’s to interact with each other. Best practices to maintain adaptive integration helps in low cost changes and formation of adaptive EA. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 12 . Week 6 Title: Creating strategic business value from big data analytics. Reading: Grover, V., Chieng, R., Ting, P., & Zhang, D., 2018. Creating strategic business value from big data analytics. Journal of Management Information Systems 2018, Vol. 35, No. 2, pp. 388–423 Overview: This paper discusses the importance of big data and how companies can gain competitive advantages by leveraging and analysing it. This process called Business Data Analysis (BDA) and defined as” the application of statistical, processing, and analytics techniques to big data for advancing business”(p 390). The main challenge organisations face is “How to translate big data into commensurately valuable information and business insights via BDA that justify the requisite investments?”. To answer this question, this paper try to identify relationship between IT investment in BDA, BDA capability building and strategic value creation. In order to achieve that, the author describe value proposition of big data analytics, and BDA value creation and realization framework. Learning Objectives: Week 6 learning objectives; Enterprise Applications Part 2 1. Define Business Analytics 2. Analyse Business Analytics and Competitive Advantage 3. Explore the Business Analytics Architecture Key Questions: 1. What does include in big data infrastructure? How do organisations can leverage them? 2. What are the distinct targets of BDA value creation, and how eBay achieve the value through BDA? 3. What are the key challenges in the process of building BDA capabilities? Summary: With the identified business goals, organisations need to firstly ensure that data sources are sufficient to be collected and incorporated, then they need to select appropriate frameworks and platforms for the data transformation. The target of BDA include BDA value creation are organization performance, business process improvement, product/service innovation and customer experience. The capabilities of BDA are mainly restricted by data quality, data integration, data security and management issues. In detail, data quality might be influenced by misspelled words, incorrect grammars and invalidity of data. And the challenge of data integration come from the requirement of integrating data from different sources. Data security is another challenge, which require companies to confront with growing cyber-security threats. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 13 Week 6 Title: Actualizing business analytics for organizational transformation A case study of Rovio Entertainment. Reading: Tim, Y, Hallikainen, P, Pan, S, & Tamm, T 2020. Actualizing business analytics for organizational transformation A case study of Rovio Entertainment. European Journal of Operational Research 281 (2020) 642–655. Overview: With the rise of accessing data and affordable technologies recently, business analytics (BA) has drawn organisations’ attention in the professional world. However, translation of the use of analytics into organizational value is not clear for many organizations. This paper aims to deepen understanding in the effective implementation of analytics within organizations. Learning Objectives: Week 6 learning objectives; Enterprise Applications Part 2 1. Define Business Analytics 2. Analyse Business Analytics and Competitive Advantage 3. Explore the Business Analytics Architecture Key Questions: 1. What are the benefits that BA brings to organisations? 2. What are the challenges for translation of BA into organizational values? 3. What are the BA implements process in Rovio Entertainment? 4. How organisations create value by implementing BA? Summary: In summary, this paper discusses the deeper understanding of the current barriers of actualising BA for organizational transformation, and, main aspects and misconception of BA. As the increasing demand of accessing information and data in the professional world, the focus and emphasis should be put on the use of BA are also discussed. The paper includes some interesting lesson from a successful case as well. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 14 Week 7 Title: The Zachman Framework for Enterprise Architecture: An Explanatory IS Theory Reading:. Gerber, A, le Roux, P, Kearney, C, & van der Merwe1, A, 2020. The Zachman Framework for Enterprise Architecture: An Explanatory IS Theory. Springer Nature Switzerland AG 2020. Overview The article talks about the role of EA, the motivation to use Zachman framework (ZFEA) and the nature of IS theories as defined by Gregor. It further talks about mapping ZFEA to Gregor’s theory (taxonomy and structural components) to determine if the framework can be served as an IS theory. Learning Objectives • Introduce The Zachman Framework • Discuss the rules and structure of the framework • Understand the horizontal and vertical framework perspective • Explore the Information and Strategy dimensions of the Framework • Understand the various business modelling requirements. Key Questions 1. What is Zachman Framework? 2. How can Zachman Framework be regarded as explanatory theory? Summary. The Zachman Framework for Enterprise Architecture (ZFEA) is a descriptive, holistic representation of an enterprise for the purposes of providing insights and understanding of different aspects in an organisation. Each row, column and cell in the architecture supports one another for instance, technology will support the business processes, the business process in turn supports the application and the application the strategy. According to Gregor, “theory allows for different perspectives and aims to enhance the understanding of the world by providing explanation, description, prediction and actionable guidance”. Similarly, It is right to the say that the ZFEA framework serves as an explanatory IS theory as it provides a fresh perspective and a lens for viewing the enterprise which could then lead to make a focused strategic organisational research. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 15 . Week 7 - Zachman Architecture Framework : Part 1 Title: Framework for Information System Architecture Reading: Zachman, J. A. 1999. “A framework for information systems architecture,” IBM Systems Journal (38:2&3), pp. 454–470. Overview This article defines information systems architecture by creating a descriptive framework from disciplines quite independent of information systems, then by analogy specifies Information systems architecture based upon the neutral, objective framework. Also, some preliminary conclusions about the implications of the resultant descriptive framework are drawn. The discussion is limited to architecture and does not include a strategic planning methodology. Learning Objectives Week 7: Components of EA The Zachman: Framework Part 1: Strategy and Information • Introduce The Zachman Framework • Discuss the rules and structure of the framework • Understand the horizontal and vertical framework perspective • Explore the Information and Strategy dimensions of the Framework • Understand the various business modelling requirements. Key Questions 1. What is Information System Architecture? 2. Why do we need a framework for information system architecture? 3. What are the risks for developing architectural representations? Summary By studying fields of endeavour external to the information systems community, specifically those professions involved in producing complex engineering products (e.g., architecture/ construction, manufacturing, etc.), it is possible to hypothesize by analogy, a set of architectural representations for information systems. The resultant "framework for information systems architecture" could prove quite valuable for: • Improving professional communications within the information systems community. • Understanding the reasons for and risks of not developing anyone architectural representation. • Placing a wide variety of tools and/or methodologies in relation to one another. • Developing improved approaches (including methodologies and tools) to produce each of the architectural representations, as well as possibly rethinking the nature of the classic "application development process" as we know it. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 16 • Title: Deploying a two-speed architecture at scale • Reading: Blumberg, S. Bossert, O. Laartz, J. 2016, Deploying a two-speed architecture at scale by McKinsey & Company • Overview: The paper provides insight of how two speed architecture plays a role in defining the business capabilities for an organisation. The paper discusses how two speed architecture could be beneficial and what is the need of using it. • Learning Objectives: • Explore the Process, People, Network, & Time dimensions of the framework • Understand the various business modelling requirements • Identify the Issues, Benefits and Risks of EA • Key Questions: • 1. How organisations can leverage two-speed architecture? • 2. How business capabilities of an organisation plays a major role in working of two-speed architecture? • 3. Can two-speed architecture be standardised? If not, explain why? • Summary: • It is important for companies to take capabilities driven approach to deploy technologies and manage other business issues. The profit of two speed architecture could help an organisation to balance resources, mitigate risks and better trade-off between different business capabilities. It helps architecture to be managed at different speed to accommodate processes and organisational requirements. Week 8 - Zachman Architecture Framework : Part 2 ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 17 Week 8- Zachman Architecture Framework : Part 9 Title: Agile digital transformation of System-of-Systems architecture models using Zachman framework Reading: Bondar, S, Hsu, J, Pfouga, A & Stjepandic, J 2017. Agile digital transformation of System-of-Systems architecture models using Zachman framework. Journal of Industrial Information Integration 7 (2017) 33–43. Overview : The Zachman Framework, as well as TOGAF and FEAF, are suitable architecture frameworks for mitigating the architectural challenges associated with disruption, because they are flexible, adaptable and scalable frameworks. Learning Objectives for Week 8: • Explore the Process, People, Network, & Time dimensions of the framework • Understand the various business modelling requirements • Identify the Issues, Benefits and Risks of EA Key Questions • What is the difference between the Zachman Framework and other frameworks such as TOGAF and FEAF? How can they compliment each other? Summary This article posits that disruptive innovation can create complexity for how Enterprise Architects manage and design their architecture landscape. Some architectural frameworks (e.g. DoDAF and MODAF) may not suitable for developing a disruption-proof architecture, as they are not modular and open enough to support the development of a flexible and adaptable open system architecture. This article suggests that the Zachman Framework and other key architecture frameworks (e.g. TOGAF and FEAF) may be appropriate architecture frameworks for designing with disruption in-mind, due to their open system approach. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 18 Week 9 Title: TOGAF-based Enterprise Architecture Practice: An Exploratory Case Study Reading: Kotusev, S. 2018. TOGAF-based Enterprise Architecture Practice: An Exploratory Case Study. Communications of the Association for Information Systems, 43, Article 20. Overview: The article discusses enterprise architecture practice which is based on TOGAF. The article analyses a case study to understand the use of TOGAF in an organisation and up to what extent it is being implemented Learning Objectives • Introduce the Architecture Development Methodology (ADM) • Explore the ADM development Phases • Business Architecture • Information Systems Architecture - Data and Applications • Technical Architecture Key Questions 1. Could an organisation follow a framework step by step to implement its recommendation in organisation? 2. What are the challenges an organisation faces while adopting a framework? Summary It is evident that TOGAF is a widely used framework. However, it is important to understand the actual implementation of the recommendations provided by TOGAF in an organisation. A study is conducted at central Australian university to compare the original and adapted TOGAF at university. The research concludes that majority of TOGAF prescriptions were not useful. The finding questions the value of TOGAF as a standard for EA and considered it as an Dictionary. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 19 Week 9 Title: Designing enterprise architecture based on TOGAF 9.1 framework Reading:. Qurratuaini, H., 2018. Designing enterprise architecture based on TOGAF 9.1 framework. T2 - IOP Conference Series: Materials Science and Engineering. Overview The article talks about the designing of enterprise architecture. It is nothing but the target architecture to be achieved, gap analysis between the initial architecture and targets, as well as project roadmap to assist enterprises in achieving the desired target and solve their current problems. It further talks about how TOGAF framework is used for designing the architecture. Learning Objectives • Introduce the Architecture Development Methodology (ADM) • Explore the ADM development Phases • Business Architecture • Information Systems Architecture - Data and Applications • Technical Architecture Key Questions 1. What are the benefits of TOGAF? 2. What are the different enterprise architecture design method? Summary Enterprise architecture is the iterative process that aims to analyses the gap between target state and current state, and provides a plan that supports the enterprise’s transformation from current state to the future state. The key components required in designing enterprise architecture for enterprises are based on 4 domains of architecture i.e, business, data, application, and technology with their prime focus on defining and mapping the enterprise’s capabilities, integrating data and system as a whole, and lastly, assessing and planning the company’s readiness to transform. In order to do this, there are four most widely used frameworks in the industry such as Zachman Framework, Gartner Framework, Federal Enterprise Architecture and The Open Group Architecture Framework (TOGAF). However, according to various studies TOGAF has been considered a better choice. The framework presents an iterative and tested processes to develop the architecture. These processes are further divided into different sections and phases such as architecture vision, business architecture and so on. ISYS90043 Enterprise Applications and Architecture Readings Studse pack 2020 20 WEEK 10 Theme 4 Managing Architecture - Governance Title: Connecting Enterprise Architecture and Project Portfolio Management: A Review and a Model for IT Project Alignment Reading: Gellweiler, C. 2020. Connecting Enterprise Architecture and Project Portfolio Management: A Review and a Model for IT Project Alignment. International Journal of Information Technology Project Management (IJITPM), 11(1), 99-114. doi:10.4018/IJITPM.2020010106 Overview : Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology projects. A skillful understanding of the relationship between these two areas is essential for effective IT planning. Learning Objectives for Week 10: • Overview the concept and structures of governance • Introduce the TOGAF view of planning and governance • Discuss the importance of planning • Explore TOGAF Implementation governance • Identify ten EA key success factors • Understand the concept of risk management Key Questions • How can/should Enterprise Architecture practitioners collaborate with Project Portfolio Management stakeholders to ensure IT projects are appropriately prioritised? Summary Alignment between EA design and PPM is integral for sustaining a robust information system architecture. This article introduces a conceptual model to IT project alignment that helps to integrate these two key areas. The article highlights that the enterprise architecture domain ascertains the technical goals and constraints of an organisation, whereas PPM determines the organisation’s business goals and constraints. By combining knowledge from both areas, organisations can accurately propose, select, prioritise and schedule IT projects to enable their architecture to meet the requirements of their organisation. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 21 ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 22 Week 10 – Theme 4 Managing Architecture - Governance Title: The Four Ways IT is Revolutionizing Innovation Reading: Hopkins, M.S.2010. “The 4 Ways IT is Revolutionizing Innovation,” MIT Sloan Management Review (51:3), pp. 51–56. Overview The article elaborates the role of IT in transforming the innovation process and explains how it adds new meaning to the various facets of innovation. The interviewee discusses why it is significant that organizations develop a heightened sense of agility to analyse trends and demands that are rapidly changing and innovate accordingly. A considerable change in culture is inevitable to leverage the benefits of IT. The article also lays down the key skills and responsibilities that management executives must possess in the future to ensure that the organization does not fall behind. Learning Objectives for Week 10: • Overview the concept and structures of governance • Introduce the TOGAF view of planning and governance • Discuss the importance of planning • Explore TOGAF Implementation governance • Identify ten EA key success factors • Understand the concept of risk management Key Questions 1.What are the four dimensions in which IT can transform innovation? 2.How is IT redefining measurement of information? 3.Has the growth of technology altered the way that information is shared and to what extent? 4.How does the effect of IT in innovation alter the perspective of the management? Summary Innovation in IT is the rising trend today redefining every process in business. IT can aid and transform the innovation process in four dimensions, namely, measurement, experimentation, sharing and replication. Collecting and analysing data, running IT experiments to achieve optimal results, sharing information rapidly and replicating processes and data to achieve scalability drives organizations to improve and redefine processes. To aid this trend, organizations must focus more on responsiveness and agility rather than long-term planning. However, the key challenge lies in sifting through huge volumes of data to identify crucial insights. Moreover, transforming the existing processes to leverage the power of IT requires significant effort by the organization so that they can move into the new era without breaking the current system. Week 11 Theme 4 – Consolidation Title: Business Model Architecture by Design Reading: Beckett, R, & Dalrymple, J 2019, Business Model Architecture by Design. Technology Innovation Management Review 9(7), 16-27. Overview: The article discusses the business model architecture and how enterprise specific business model could be crafted. The article tries to explore the tools which can be used to develop the business model Learning Objectives: Week 11 Reading 3 • Understand TOGAF Requirements Management • Overview Architecture Repository • Apply Zachman concepts through the Reesan Group case study. • Introduce an Enterprise Architecture Tool – ARIS Key Questions 1. Explain the components of framework which is used for developing the business model 2. What are the 3 factors which should be considered before developing the business model Summary Business model is correlated to entire ecosystem and therefore designing it should be done by considering various factors. A framework is used which consists of 6 components. Business establishment and goals. Dynamic capabilities, organisation structure and activity systems, business opportunities and stakeholders. Business model identification and value architecture are contextual factors which influence the suitable business model concept. There are 3 questions which needs to be answered before designing the model. They are where to start, what to innovate and how to innovate. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 23 . Week 11 Theme 4 – Consolidation Title: CREATING A STRATEGIC IT ARCHITECTURE COMPETENCY: LEARNING IN STAGES Reading: Ross, J. W. 2003. “Creating a Strategic IT Architecture Competency: Learning in Stages,” MIS Quarterly Executive (2:1), pp. 31–43 Overview: The paper targets architectural competency by using Architectural stages. The paper discusses all the four architectural stages in detail and how an organisation shifts from one stage. The risks and benefits of each stage has been discussed. Learning Objectives: Week 11 Reading 3 • Understand TOGAF Requirements Management • Overview Architecture Repository • Apply Zachman concepts through the Reesan Group case study. • Introduce an Enterprise Architecture Tool – ARIS Key Questions: 1. Discuss four Architectural Stages in detail with their risks and benefits? 2. What are the characteristics of architectural stages and how do they impact an organisation? 3. How organisations attain maturity with the help of architecture stages? Summary: Business strategies usually depends on underlying IT capabilities. Organisational capabilities needs to be developed in order to align with IT and business. Architectural Stages allows an organisation to develop competencies according to their requirement. Each stage has prerequisites which helps an organisation to define their maturity. There are 4 stages, which are application silo, standard technology architecture, rationalized data architecture and modular architecture. The architectural stages offer few learnings at the end which could help an organisation in achieving the higher maturity level. ISYS90043 Enterprise Applications and Architecture Readings Study pack 2020 24 .
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