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ISYS90043
Enterprise Applications and Architectures Examinable Readings Study Pack
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).
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,
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.