A systemic perspective to managing complexity with enterprise architecture:
"This book highlights the current advances in utilizing enterprise architecture for managing organizational complexity by demonstrating its value and usefulness"--
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| Format: | Buch |
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| Sprache: | English |
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Hershey, PA
Business Science Reference
2014
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| Schriftenreihe: | Advances in business information systems and analytics (ABISA) book series
Premier reference source |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "This book highlights the current advances in utilizing enterprise architecture for managing organizational complexity by demonstrating its value and usefulness"-- |
| Beschreibung: | Incl. bibliogr. references and index |
| Beschreibung: | XXV, 554 S. Ill., graph. Darst. |
| ISBN: | 1466645180 9781466645189 9781466645202 |
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Datensatz im Suchindex
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| adam_text | Titel: A systemic perspective to managing complexity with enterprise architecture
Autor: Saha, Pallab
Jahr: 2014
Detailed Table of Contents
Foreword............................................................................................................................................xvii
Preface.................................................................................................................................................xix
Acknowledgment...............................................................................................................................xxv
Section 1
Shaping Enterprise Architecture: The Next Frontier
Chapter 1
Systemic Enterprise Architecture as Future: Tackling Complexity in Governments in the Cusp
of Change................................................................................................................................................1
Pallab Saha, National University of Singapore, Singapore
Governments are changing by design, necessity, and compulsion. This change is being exacerbated
and shaped by megaforces that interact in a complex labyrinth of evolving nodes and connections. As
a result, today s government leaders and policy makers operate in a realm of confounding uncertain-
ties and astounding complexities. These lead to incomplete and often non-actionable information that
make decisions increasingly speculative. To unlock the grid and move forward, it is acknowledged that
governments of the future have to be connected. Connected government is no utopia. It is simply a
pragmatic approach to capitalize on complexity. Enterprise Architecture (EA) as a meta-discipline pro-
vides governments and leaders the means to address the twin challenges of dynamism and complexity.
As governments become increasingly hyper-connected, they ought to be examined as systems, where
holism, causality, heterarchy, and interrelationships are crucial to ensuring overall coherence in a state
of omnipresent flux. This contrasts with the traditional fixation on efficiency and cost. Going beyond
the rhetoric, this chapter demonstrates the value of amalgamating the systems approach within the EA
methodology to address a national priority in Singapore, and provides insights to amplify the impact of
EA by integrating creative thinking to tackle complex problems.
Section 2
Creating Ecologies of Innovations: Developments and Convergence
Chapter 2
Enterprises as Complex Systems: Extended Axiomatic Design Theoiy and its Application in
Enterprise Architecture Practice...........................................................................................................72
Hadi Kandjani, Griffith University, Australia
Peter Bernus, Griffith University, Australia
Lian Wen, Griffith University, Australia
The concept of self-evolving/self-designing systems is defined using the notion of life cycle relationships.
The authors propose that to design complex enterprises as systems of systems on each level of hierar-
chy one should maintain a self-designing property, that is, the designers should be part of the system.
It is explained that by so distributing the design authority, under certain circumstances the apparent
complexity of the system visible to any one designer can be reduced. To ensure the success of organ-
ised self-design, the approach uses their extension of Suh s axiomatic design theory with the axiom of
recursion. The authors quantitatively demonstrate through two examples the benefits of applying these
design axioms in enterprise engineering to reduce the complexity of a system of interest, as well as the
complexity of a system which designs the system of interest.
Chapter 3
Complex Adaptive Systems Thinking Approach to Enterprise Architecture.......................................99
Marc Rabaey, Open-Raxit, Belgium
Complex systems interact with an environment where a high degree of uncertainty exists. To reduce
uncertainty, enterprises (should) create intelligence. This chapter shows that intelligence has two pur-
poses: first, to increase and to assess (thus to correct) existing knowledge, and second, to support decision
making by reducing uncertainty. The chapter discusses complex adaptive systems. Enterprises are not
only complex systems; they are also most of the time dynamic because they have to adapt their goals,
means, and structure to survive in the fast evolving (and thus unstable) environment. Crucial for enter-
prises is to know the context/ecology in which they act and operate. The Cynefin framework makes the
organization and/or its parts aware of the possible contexts of the organization and/or its parts: simple,
complicated, complex, chaotic, or disordered. It is crucial for the success of implementing and using
EA that EA is adapted to function in an environment of perpetual change. To realize this, the chapter
proposes and elaborates a new concept of EA, namely Complex Adaptive Systems Thinking-Enterprise
Architecture (CAST-EA).
Chapter 4
A Theory for Enterprise Coherence Governance...............................................................................150
Roel Wagter, Radboud University Nijmegen, The Netherlands
HenderikA. Proper, Radboud University Nijmegen, The Netherlands
Dirk Witte, Logica, The Netherlands
In this chapter, the authors pose a theory for the governance of enterprise coherence. The proposed
theory consists of three key ingredients: an Enterprise Coherence-governance Assessment (EGA), an
Enterprise Coherence Framework (ECF), and an Enterprise Coherence Governance (ECG) approach. The
EGA provides an explicit indication of the degree at which an organisation governs its coherence, while
also providing a base to achieve a shared understanding of the level of coherence, and actions needed
to improve it. The ECF is a practice-based framework that enables enterprises to make the coherence
between key aspects, such as business, finance, culture, IT, etc. explicit. The ECG approach offers the
instruments to guard/improve the level of coherence in enterprises during transformations. An important
trigger to develop this new theory was the observation that many transformation projects fail. These
failures even included projects that used an explicit enterprise architecture to steer the transformation.
The theory was developed as part of the GEA (General Enterprise Architecting) research programme,
involving twenty client organizations. Based on a survey of the possible causes for the project failures,
the requirements for the research programme are identified. In developing the theoiy on enterprise co-
herence, the following hypothesis is used as a starting point: the overall performance of an enterprise is
positively influenced by a strong coherence among the key aspects of the enterprise, including business
processes, organizational culture, product portfolio, human resources, information systems, IT support,
etc. The research programme uses a combination of design science-based iterations and case study-
based research to develop and iterate the theory for enterprise coherence governance. In this chapter,
the authors also discuss one of the conducted (real world) case studies, showing the application of the
enterprise coherence theory.
Chapter 5
Architecture Leadership and Systems Thinking................................................................................192
Raghuraman Krishnamurthy, Cognizant Technology Solutions, India
Gone are the days when organizations were concerned with increasing efficiency by mastering repetitive
tasks. The competitive, boundary-less world of today has dramatically altered the primary challenges of
an organization: fluidity, coherence, and connectedness are the hallmarks of successful organizations.
Concomitant with this epochal transformation is the emergence of information systems as the backbone
for conducting any business. Today, one cannot find any enterprise or government that is not permeated
by information systems at all levels. That the role of information systems is so central to any organiza-
tion is evident from the prescient words of management legend, Peter Drucker, that the future CEO may
be the CIO. With extended enterprises so very common, how do we not lose sight at the bigger picture
while making decisions? Systems thinking advocates cultivation of viewing the whole and seeing
the parts (of the whole) in the context of dependence with other parts (of the whole) and their interac-
tions. Architecture should help create necessary artifacts to understand and manage the complexities.
Developing insights on how things work together and the influence of one part over the other is at the
heart of architectural conversations. There is thus a natural connect between leadership, architecture, and
systems thinking. This chapter explores the nature of evolving enterprises and the increasing relevance
of systems thinking in architectural activities. The author discusses the importance of systems thinking
to enterprise architecture and illustrate, with TOGAF as an example, how to apply the principles of
systems thinking. A conceptual case study is presented to illustrate the application of systems thinking
in architectural governance.
Chapter 6
Enterprise-in-Environment Adaptation: Enterprise Architecture and Complexity Management.......216
James S. Lapalme, École de Technologie Supérieure, Canada
Donald W. de Guerre, Concordia University, Canada
Enterprise Architecture (EA) is a consulting practice and discipline intended to improve the manage-
ment and functioning of complex organizations. The various approaches to EA can be classified by how
they define what is to be architected and what, as a result, is the relevant environment. Traditionally,
management has been understood as Planning, Organizing, Command, Coordinating, and Control-
ling (POCCC), that is, the role is bounded within the organization. The corresponding EA approach
suggests architecting IT systems to support management, with the implicit environment being members
of the organization as well as partner organizations. As the objective of EA practice expands to include
organizational members, technical systems, and a wider set of stakeholders, so too does the complexity
it must address. This results in an enlarged domain of issues and concerns. Finally, if the objective of
EA is a sustainable enterprise, then physical, societal, and ecological environments radically increase
the complexity of actualizing this goal. Corresponding to this increase in scope is a parallel shift in the
scope of management concerns. With the goal of pushing EA towards concerns regarding enterprise
sustainability, an open socio-technical system design perspective of EA, which we have named Enterprise-
in-Environment Adaptation (EiEA), is discussed. EiEA offers a comprehensive approach to respond to
the demands for complexity management that arise when working towards enterprise sustainability; yet,
it requires that organisations also embrace deep culture changes, such as participative design, worker
empowerment, as well as shared accountability and responsibility, to name a few.
Chapter 7
A Systemic View on Enterprise Architecture Management: State-of-the-Art and Outline of a
Building Block-Based Approach to Design Organization-Specific Enterprise Architecture
Management Functions.......................................................................................................................237
Sabine Buckl, Technische Universität München, Germany
Christian M. Schweda, Technische Universität München, Germany
Multiple approaches for Enterprise Architecture (EA) management are discussed in literature, many of
them differing regarding the understanding of the EA as well as of the performed management activities.
Applying a cybernetic point of view, the differences between these approaches can be mitigated, a more
embracing perspective can be established, and fields for future research that lack support in current EA
management approaches can be identified. In this work, the authors apply the Viable System Model
(VSM) as reference for elaborating an overarching conceptualization of the EA management function. In
comparison to the VSM reference, they discover that system five of the VSM—the identity system—is
underrepresented in prevalent EA management approaches. Using a building block-based approach that
makes reuse of existing best practices for EA management, the authors outline a development method
that addresses the challenge of identity of an EA management function by enabling an organization-
specific design thereof. The development method can be used to govern the EA management function
by providing means and techniques to configure and adapt, that is, to design and to re-design an EA
management function tailored to the specific situation of an organization.
Section 3
The New Science of Practice: Experiments, Cases, and Examples
Chapter 8
Enterprise Architecture of Sustainable Development: An Analytical Framework.............................256
Roberto Villarreal, United Nations, USA
The Outcome Document of the recent international diplomatic conference on sustainable development,
Rio+20, portrays it as a multi-stakeholder process aimed at increasing the wellbeing of present and fu-
ture generations in a dynamic, inclusive, equitable, safe, lasting, and environmentally balanced fashion,
emphasizing that it should lead to poverty eradication, social development, the protection of all human
rights and the el im ination of human-provoked damage to the natural environment and resource-base. This
reflects a highly complex process. Whereas the wording of its features and purposes exhibits consider-
able progress in the international policy dialogue, it appears that, among analysts, policy-makers, and
practitioners around the world, there could be still large dispersion in the precise understanding of many
underlying notions, the main issues, and their interrelationships. Consequently, there is not yet enough
clarity among all stakeholders as to how to proceed on the implementation of coherent and coordinated
strategies and policies for sustainable development. This chapter presents an analytical framework to look
at these matters from a systemic perspective, with the intention of inspiring non-specialists to consider
the advantages ofthe Enterprise Architecture approach to generate more clarity, facilitate communication,
enhance policy coherence, and foster cooperation and partnerships for improving sustainable develop-
ment. Some practical uses of the systems approach to enhance strategy, organization, and management
for sustainable development are suggested.
Chapter 9
Competitive Pattern-Based Strategies under Complexity: The Case of Turkish Managers...............301
Gürdal Ertek, Sabanci University, Turkey
Nihat Kasap, Sabanci University, Turkey
Selin Tokman, Sabanci University, Turkey
Özcan Bilgin, Sabanci University, Turkey
Mert Inanoglu, Sabanci University, Turkey
This chapter augments current Enterprise Architecture (EA) frameworks to become pattern-based. The
main motivation behind pattern-based EA is the support for strategic decisions based on the patterns
prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to
show how different patterns gain priority under different contexts, such as industries. To this end, this
chapter also reveals the value of alternative managerial strategies across different industries and business
functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies
were collected via survey, and the values for strategies were analyzed through the rigorous application of
statistical techniques. Then, evidence was searched and obtained from business literature that support or
refute the statistically supported hypothesis. The results obtained through statistical analysis are typically
confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms
differ significantly in the way they value different managerial strategies. There also exist differences
based on industries and business functions. The study provides guidelines to managers in Turkey, an
emerging country, on which strategies are valued most in their industries. This way, managers can have
a better understanding of their competitors and business environment and can develop the appropriate
pattern-based EA to cope with complexity and succeed in the market.
Chapter 10
Federated Enterprise Architecture: Meaning, Benefits, and Risks.....................................................331
Edward M. Newman, National Defense University, USA
The purpose of the chapter is to provide clarity on what a Federated Enterprise Architecture (FEA) is and
what the benefits as well as risks are in contrast to a non-federated enterprise architecture. The chapter
draws upon organizational theoiy, federalist theory, and case studies to explicate what constitutes a feder-
ated model and the expected federated EA benefits. There are a number of challenges with the concept
of a FEA. Two are focused on in this chapter: the meaning of federated EA and associated benefits and
risks. The first is the use of the term federated, which occurs rather frequently in ICT literature, such
as federated search or federated database design, and in the context of IT governance, federal
model in Drs. Weill and Ross s book IT Governance. The term also appears in the non-ICT context
such as federated insurance. However, the term federated is frequently not defined and when defined
speaks to a decentralization concept. This distinction is relevant to the understanding and success of
a federated EA implementation. In reviewing federalist theory, there is a clear difference between de-
centralization and federalism. It is argued that the so-called federal or federated model, as described,
is not federated but is a form of decentralization. The second challenge within the EA discipline is the
lack of benefits attributed to a FEA. In the few sources that exist for FEA benefits are either not stated
or the stated benefits could equally apply to a non-FEA. It is argued that scalability is the singular key
benefit that FEA provides over a non-FEA, and the following non-FEA benefits are enhanced: 1) agility
and IT innovation, 2) process consolidation and business process standardization and discipline, and 3)
interoperability. However, while there are clear benefits to FEA, there are inherent risks.
Chapter 11
Transitioning to Government Shared Services Centres: A Systems View..........................................361
Torben Tambo, Aarhus University, Denmark
Lars Bœkgaard, Aarhus University, Denmark
Services are fundamental to the provisioning of business activities. Enterprise Architecture (EA) is
maintaining the relationship between strategy, business, and technology. A clear definition and agreed
understanding of services is critical to realising information technology artefacts. Services, however,
tend to be more complex than the mere act of interaction or working processes, and should be seen out of
the cultural, organisational, and managerial factors surrounding them. This chapter uses a service model
consisting of execution, context, and intention with an underlying claim that all three elements must be
present to make services meaningful. EA must be seen in the light of this. This chapter addresses the
issues related to combined transformation of organisations, service systems, and consequently, EA. The
transformation changes loosely coupled, distributed organisations into Shared Service Centres (SSCs).
A case study of a far-reaching SSC transformation from Denmark is presented where eGovemment
services are moved from local government level into a national SSC structure referred to as Udbetal-
ing Danmark (lit. PayDK). Major findings include: (1) When eGovemment reaches a certain level of
maturity, it dissolves its original reason and no longer follows a progressive maturity model. Instead, it
leads to a more radical reorganisation emphasising operational efficiency. (2) Development and manage-
ment of complexities and uncertainties in governmental administrative services are closely associated
with the development of eGovemment through ongoing refinement of EA and service frameworks. (3)
The policy-driven reshaping of governmental services, originally themselves being SSCs, can lead to
iterative SSC formations, each seeking to establish a professional logic of its own. (4) The systemic
perception connected to EA and service science provides valuable insight into service transformation
before, during, and after the transformation. This chapter aims at a deeper understanding and discussion
of services in developing eGovemment policies and architectures, but findings are readily applicable
in general business environments.
Chapter 12
Navigating Complexity with Enterprise Architecture Management..................................................392
Haiping Luo, Department of Commerce, USA
Enterprises are like living creatures in the ecosystem - there are vast varieties of species; each individual
in any species is unique, complex, dynamic, and constantly interacting with its ever-changing environ-
ment. Also, like living creatures, enterprises have many commonalities. These commonalities exist in all
enterprises, regardless of their business, size, environment, culture, lifecycle stage, or any other factor.
Enterprise Architecture (EA) management helps enterprises discover their commonalities, adopt best
practices to manage the commonalities, and apply holistic and systemic approaches to tackling unique
complexity encountered by enterprises. This chapter extracts thinking from many thought leaders in the
EA discipline and consolidates a dynamic and multi-dimensional alignment approach to managing an
enterprise s architecture as a living system. This integrated approach utilizes the Fractal concept in
Chaos Theory and identifies six common alignment dimensions in enterprises. This approach includes
dynamic alignment mechanisms to help enterprises navigate the increasingly complex and ever-changing
world. This approach bridges individual alignments with enterprise optimization. A fictional example of
a disaster relief operation is used to illustrate how the EA approach could help a relief enterprise navi-
gate through the complexity and dynamics of the disaster relief operation to achieve life-saving results.
Chapter 13
Enterprise Architecture s Identity Crisis: New Approaches to Complexity for a
Maturing Discipline............................................................................................................................433
Paul R. Taylor, Monash University, Melbourne, Australia
This chapter outlines the rational foundations of the enterprise architecture discipline to date and describes
ways and situations in which the traditional approaches of enterprise architecture fail to account for a
number of contemporary market and economic situations and organizational behaviors. It characterizes
new methods and approaches loosely based on systems thinking, with examples from the Australian e-
govemment experience, and argues that the discipline must re-invent itself to incorporate a post-rational
perspective to stay relevant. The chapter concludes with narratives of how the new enterprise architecture
must engage with business to stay relevant over the next decade and beyond.
Chapter 14
Growing Complexity and Transformations of the Power Sector: India as an Example of
Developing Regions using Enterprise Architecture and Smart Grids.................................................454
Rahul Tongia, Carnegie Mellon University, USA Smart Grid Task Force, Govt, of India, India
Enterprise Architecture (EA) can be thought of as a powerful tool to transform electricity (distribution)
utilities into more service-oriented and also economically viable enterprises, if not sustainable enterprises
(spanning the so-called triple-bottom-line, viz., profits, people, planet). Developing regions (such as India)
face even greater challenges than global concerns about electricity. Developing regions utilities are often
loss making and have numerous operational challenges (including high theft and a weak/unstable grid).
They also face a populace with limited means to pay (putting pressures on pricing) but also a large swath of
potential consumers whom they have notyet reached. The rise oflnformation and Communications Technol-
ogy (ICT) offers the ability to know what (and how much) is going where, with high time and geographic
precision, covering not merely flows of electricity but also money, information, control, manpower, etc.
More than converting data into information, it can lead to improved decision-making ( knowledge and
wisdom ). Ultimately, harnessing ICT not only speeds up processes, but also transforms the enterprise.
The widest-reaching form of EA transformation has been called a Smart Grid, an ongoing transformation of
utilities worldwide. EA done right is complex, but so is electricity distribution. Instead of hiding or ignor-
ing complexities, EA internalizes them into the decision-making process. While decision-makers cannot
ignore issues of political economy, an Enterprise Architecture lens focuses on incentives, operations, and
planning important for all enterprises independent of public versus private ownership.
Compilation of References 502
About the Contributors..... 545
Index.................................... 552
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| discipline | Wirtschaftswissenschaften |
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| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV041106411 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:39:46Z |
| institution | BVB |
| isbn | 1466645180 9781466645189 9781466645202 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-026082709 |
| oclc_num | 903279748 |
| open_access_boolean | |
| owner | DE-521 DE-355 DE-BY-UBR DE-739 |
| owner_facet | DE-521 DE-355 DE-BY-UBR DE-739 |
| physical | XXV, 554 S. Ill., graph. Darst. |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | Business Science Reference |
| record_format | marc |
| series2 | Advances in business information systems and analytics (ABISA) book series Premier reference source |
| spelling | A systemic perspective to managing complexity with enterprise architecture Pallab Saha [ed.] Hershey, PA Business Science Reference 2014 XXV, 554 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Advances in business information systems and analytics (ABISA) book series Premier reference source Incl. bibliogr. references and index "This book highlights the current advances in utilizing enterprise architecture for managing organizational complexity by demonstrating its value and usefulness"-- Information technology / Management Management information systems Computer architecture System design System theory Management (DE-588)4037278-9 gnd rswk-swf Komplexität (DE-588)4135369-9 gnd rswk-swf Unternehmensarchitektur (DE-588)7856257-0 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Unternehmensarchitektur (DE-588)7856257-0 s Komplexität (DE-588)4135369-9 s Management (DE-588)4037278-9 s b DE-604 Saha, Pallab Sonstige oth Erscheint auch als Online-Ausgabe 978-1-4666-4519-6 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026082709&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | A systemic perspective to managing complexity with enterprise architecture Information technology / Management Management information systems Computer architecture System design System theory Management (DE-588)4037278-9 gnd Komplexität (DE-588)4135369-9 gnd Unternehmensarchitektur (DE-588)7856257-0 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4135369-9 (DE-588)7856257-0 (DE-588)4143413-4 |
| title | A systemic perspective to managing complexity with enterprise architecture |
| title_auth | A systemic perspective to managing complexity with enterprise architecture |
| title_exact_search | A systemic perspective to managing complexity with enterprise architecture |
| title_full | A systemic perspective to managing complexity with enterprise architecture Pallab Saha [ed.] |
| title_fullStr | A systemic perspective to managing complexity with enterprise architecture Pallab Saha [ed.] |
| title_full_unstemmed | A systemic perspective to managing complexity with enterprise architecture Pallab Saha [ed.] |
| title_short | A systemic perspective to managing complexity with enterprise architecture |
| title_sort | a systemic perspective to managing complexity with enterprise architecture |
| topic | Information technology / Management Management information systems Computer architecture System design System theory Management (DE-588)4037278-9 gnd Komplexität (DE-588)4135369-9 gnd Unternehmensarchitektur (DE-588)7856257-0 gnd |
| topic_facet | Information technology / Management Management information systems Computer architecture System design System theory Management Komplexität Unternehmensarchitektur Aufsatzsammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026082709&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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