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Knowledge Architecture and Design
Published in Denise Bedford, Knowledge Architectures, 2020
How does enterprise architecture relate to knowledge architecture? Enterprise architecture (EA) is a well-defined practice for conducting enterprise analysis, design, planning, and implementation, using a holistic approach at all times, for the successful development and execution of strategy (Bouwman et al., 2011; Chief Information Officer Council, 2001; Clemente, 2016; Harrison, 2018; Len, 2012; McDermott et al., 1996; Pereira & Sousa, 2004; Richards, 2020; Ross et al., 2006; Spewak & Hill, 1992; Urbaczewski & Mrdalj, 2006; Whittle & Myrick, 2004). Enterprise architecture applies architecture principles and practices to guide organizations through the business, information, process, and technology changes necessary to execute their strategy. These practices utilize the various aspects of an enterprise to identify, motivate, and achieve these changes. Enterprise architects are responsible for performing the analysis of business structure and processes. They are often called upon to conclude from the information collected to address the goals of enterprise architecture: effectiveness, efficiency, agility, and durability. Why is this important? What can we leverage from this architecture?
Digital Transformation of Enterprises
Published in Vivek Kale, Digital Transformation of Enterprise Architecture, 2019
Enterprise architecture is a well-defined practice for conducting enterprise analysis, design, planning, and implementation, using a holistic approach at all times, for the successful development and execution of enterprise strategy. Enterprise architecture applies architecture principles and practices to guide enterprises through the business, information, process, and technology changes necessary to execute their strategies. These practices utilize the various aspects of an enterprise to identify, enable and achieve these changes. This chapter described the viewpoints, views and perspectives that enable an enterprise architecture.
Process Architecture
Published in Vivek Kale, Enterprise Process Management Systems, 2018
Enterprise architecture applies architecture principles and practices to guide enterprises through the business, information, process, and technology changes necessary to execute their strategies. These practices utilize the various aspects of an enterprise to identify, enable, and achieve these changes. This chapter described the process views and perspectives that enable an enterprise process architecture. Analogous to the enterprise architecture framework concept described in Chapter 4, this chapter described the WRM as the reference process architecture for the enterprise process architecture.
Managing digital transformation of smart cities through enterprise architecture – a review and research agenda
Published in Enterprise Information Systems, 2021
EA governance provides the processes and structure for implementing municipality’s businesses objectives and strategy. The EA governance component can be utilised to guide digital transformation to ensure business is aligned with IT elements during digital transformations initiatives implementations. A successful EA governance component considers the people (individuals, teams, responsibilities, and roles of the governance board(s)), policies and processes (architecture lifecycle management, review cycles, change management, etc.), technology (infrastructure for implementing the policies and processes of EA governance), and financial (IT cost distribution, city funding models, smart service case tools to regular monitoring for return on investment, etc.) (Oracle 2009). EA Repository
Industry 4.0: state of the art and future trends
Published in International Journal of Production Research, 2018
An enterprise architecture (EA) presents the structure of an enterprise and consists of the main enterprise components such as a company’s goals, organisational structures, information infrastructure and business process. The performance of an enterprise, such as innovations generated within the company, the re-engineering of business processes, and the quality and timeliness of information flow, can be improved if the EA system faithfully represents the characteristics and the nature of the organisation (Xu 2011).
Big data analytics capabilities: a novel integrated fitness framework based on a tool-based content analysis
Published in Enterprise Information Systems, 2023
Sunil Pathak, Venkataraghavan Krishnaswamy, Mayank Sharma
While earlier EAFs focused on integration issues related to the application and database silos, the focus has progressively shifted to distributed service-oriented (SOA) solutions to enable dynamic integration of information and systems with the business. The disruption caused by new digital technologies and digital business models (Romero and Vernadat 2016) requires an extended perspective of EA towards the transformation objectives of the firm and not just integration (Ernst and Schneider 2010). Few EA studies point to this development, and the research is still limited. For example, Gong and Janssen (2021) focused on the role of EA in BDA implementation and called for further research in this area. Likewise, it is argued that EAFs provide practical artefacts to help overcome the challenges caused by digital transformation (Anthony Jnr 2021). While the focus of their work is digital transformation in smart cities, the case for EAs’ relevance in the enterprise context is compelling (Anthony Jnr 2021). Due to the advancement of digital technologies, data-centric products, digital business models, virtual enterprises, and new data regulations such as GDPR, firms require large-scale transformation to remain competitive. Data capabilities are taking new forms and shapes to drive collaboration across firms to include all digitalised enterprise networks, such as extended enterprises, virtual enterprises, integrated enterprises, and globally distributed supply chains (Anthony Jnr and Petersen 2020). Naturally, EA practice, by design, should be considered as playing a critical role in achieving this transformation objective, which requires alterations in business architecture, business processes, and information and technology architecture to address the digital transformation imperatives. This calls for examining the role of EA in aligning BDAC functional and evolutionary business objectives.