Enterprise Architecture as Strategy
Executive Summary
This report is an examination of change process prompted by MEG International, a large and reputable Finnish IT organisation. This report explains Enterprise architecture and how it can be applied as a strategy. It explains Zachman's "framework for enterprise architecture" (Zachman, 1987) and the components of its two dimensional matrix. Criticism that Zachman framework is only a taxonomy follows on identifying next framework "The Open Group Architecture Framework" (known as TOGAF) and it's criticism that can act as architectural process rather than a framework, this report recommends to apply Zachman Framework for taxonomy and TOGAF as architectural process for MEG to implement Enterprise architecture as strategy.
This report then follows on defining Re-engineering process from the key organisational change perspective. The report follows on the next section explaining the critical risks to re-engineer an organisation and how to make sure the re-engineering process has been implemented successfully. While analysing the implementation of re-engineering process this report introduces McKinney’s seven "S" (Systems, Structures, Staff, Skills, Strategy, Style, Shared Values).
The next section of the report then provides the justification that change is inevitable in an organisation and identifies four main reasons for it. These reasons include market changes, increased competition, external forces and internal forces. Finally this report points out the steps and the processes to ensure re-engineering has been implemented appropriately with number of questions to be asked to check the implementation process from start to the end.
Table of Contents
Executive Summary 1
Table of Contents 2
1. Enterprise architecture as strategy and Re-Engineering 3 1.1 Enterprise Architecture as strategy 3 Zachman’s “framework for enterprise architecture” (Zachman, 1987) 4 The Open Group Architecture Framework 5 1.2 Re-engineering 5
2.
This report is an examination of change process prompted by MEG International, a large and reputable Finnish IT organisation. This report explains Enterprise architecture and how it can be applied as a strategy. It explains Zachman's "framework for enterprise architecture" (Zachman, 1987) and the components of its two dimensional matrix. Criticism that Zachman framework is only a taxonomy follows on identifying next framework "The Open Group Architecture Framework" (known as TOGAF) and it's criticism that can act as architectural process rather than a framework, this report recommends to apply Zachman Framework for taxonomy and TOGAF as architectural process for MEG to implement Enterprise architecture as strategy.
This report then follows on defining Re-engineering process from the key organisational change perspective. The report follows on the next section explaining the critical risks to re-engineer an organisation and how to make sure the re-engineering process has been implemented successfully. While analysing the implementation of re-engineering process this report introduces McKinney’s seven "S" (Systems, Structures, Staff, Skills, Strategy, Style, Shared Values).
The next section of the report then provides the justification that change is inevitable in an organisation and identifies four main reasons for it. These reasons include market changes, increased competition, external forces and internal forces. Finally this report points out the steps and the processes to ensure re-engineering has been implemented appropriately with number of questions to be asked to check the implementation process from start to the end.
Table of Contents
Executive Summary 1
Table of Contents 2
1. Enterprise architecture as strategy and Re-Engineering 3 1.1 Enterprise Architecture as strategy 3 Zachman’s “framework for enterprise architecture” (Zachman, 1987) 4 The Open Group Architecture Framework 5 1.2 Re-engineering 5
2.