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South African Journal of Industrial Engineering

versión On-line ISSN 2224-7890
versión impresa ISSN 1012-277X

S. Afr. J. Ind. Eng. vol.20 no.1 Pretoria  2009


Evaluating and refining the 'Enterprise Architecture as strategy' approach and artefacts



M. de VriesI; A.C.J. van RensburgII

IDepartment of Industrial and Systems Engineering, University of Pretoria, South Africa,
IIDepartment of Industrial and Systems Engineering, University of Pretoria, South Africa




Enterprise Architecture (EA) is a new discipline that has emerged from the need to create a holistic view of an enterprise, and thereby to discover business/IT integration and alignment opportunities across enterprise structures. Previous EA value propositions that merely focus on IT cost reductions will no longer convince management to invest in EA. Today, EA should enable business strategy in the organisation to create value. This resides in the ability to do enterprise optimisation through process standardisation and integration. In order to do this, a new approach is required to integrate EA into the strategy planning process of the organisation.
This article explores the use of three key artefacts - operating models, core diagrams, and an operating maturity assessment as defined by Ross, Weill & Robertson [1] - as the basis of this new approach. Action research is applied to a research group to obtain qualitative feedback on the practicality of the artefacts.


Ondernemingsargitektuur (OA) is 'n nuwe dissipline wat ontstaan het uit die behoefte om 'n holistiese perspektief van 'n onderneming te skep om sodoende besigheid/IT-integrasie en -belyningsgeleenthede regoor ondernemingstrukture te ontdek. Vorige OA waarde-aanbiedings wat hoofsaaklik gefokus het op IT kostebesparings sal bestuur nie meer kan oorreed om in OA te belê nie. Vandag behoort OA bevoegdheid te gee aan onderneming-strategie om werklik waarde te skep. Hierdie bevoegdheid lê gesetel in ondernemingso-ptimering deur middel van prosesstandaardisasie en -integrasie. 'n Nuwe benadering word benodig ten einde OA te integreer met die strategiese beplanningsproses van die organisasie.
Hierdie artikel ondersoek die gebruik van drie artefakte - operasionele modelle, kerndiagramme, en operasionele volwassenheidsassessering soos gedefinieer deur Ross, Weill & Robertson [1] - as die basis van hierdie nuwe benadering. Aksienavorsing word toegepas op 'n navorsingsgroep ten einde kwalitatiewe terugvoer te kry oor die praktiese sin van die artefakte.



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