Enterprise architecture artefacts as instruments for knowledge management: a theoretical interpretation

2021 ◽  
pp. 1-13
Author(s):  
Svyatoslav Kotusev ◽  
Sherah Kurnia ◽  
Rod Dilnutt
Keyword(s):  
Knowledge Management ◽  
Enterprise Architecture ◽  
Theoretical Interpretation

The Business Transformation Framework and Enterprise Architecture Framework for Managers in Business Innovation

2019 ◽  
pp. 20-49
Author(s):  
Antoine Trad
Keyword(s):  
Knowledge Management ◽  
Software Engineering ◽  
Enterprise Architecture ◽  
Global Business ◽  
Business Transformation ◽  
Knowledge Based ◽  
Architecture Framework ◽  
Enterprise Architecture Framework ◽  
Global Software Engineering ◽  
Technical Recommendations

The KMGSE offers a real-life case for detecting and processing an enterprise knowledge management model for global business transformation, knowledge management systems, global software engineering, global business engineering and enterprise architecture recurrent problems solving. This global software engineering (GSE) subsystem is a driven development model that offers a set of possible solutions in the form of architecture, method, patterns, managerial and technical recommendations, coupled with an applicable framework. The proposed executive and technical recommendations are to be applied by the business environment's knowledge officers, architects, analysts and engineers to enable solutions to knowledge-based, global software engineering paradigms' development and maintenance.

An Applied Mathematical Model for Business Transformation and Enterprise Architecture Projects

2020 ◽  
pp. 211-247
Keyword(s):  
Mathematical Model ◽  
Decision Making ◽  
Knowledge Management ◽  
Enterprise Architecture ◽  
Real Life ◽  
Knowledge Management System ◽  
Complex Case ◽  
Avant Garde ◽  
Business Transformation ◽  
Implementation Model

This chapter presents the holistic and dynamic knowledge management system (H&DKMS) concept that is implemented in a proof of concept to prove the feasibility of the chapter using the book's HMM approach. The H&DKMS supports business transformation projects (BTP) and enterprise architecture projects (EAP) (simply project). The H&DKMS is supported mainly by an adopted fictious case from the insurance domain. The uniqueness of the proposed HMM promotes a holistic architecture and implementation model that supports complex case studies. The integrated knowledge management and decision-making process are used in a day-to-day business and technology problems solving. In this chapter, the proposed solution (or model) is supported by a real-life case of business transformation methodology in the domain of H&DKMS that in turn is based on the alignment of various standards and avant-garde methodologies.

scholarly journals A Hybrid Infrastructure of Enterprise Architecture and Business Intelligence & Analytics for Knowledge Management in Education

IEEE Access ◽  
2019 ◽  
Vol 7 ◽  
pp. 38778-38788 ◽  
Author(s):  
Oswaldo Moscoso-Zea ◽  
Jorge Castro ◽  
Joel Paredes-Gualtor ◽  
Sergio Lujan-Mora
Keyword(s):  
Knowledge Management ◽  
Business Intelligence ◽  
Enterprise Architecture

The Business Transformation and Enterprise Architecture Framework

2020 ◽  
pp. 304-339
Author(s):  
Antoine Trad
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Enterprise Architecture ◽  
Selection Process ◽  
Business Case ◽  
Knowledge Management System ◽  
Business Transformation ◽  
Architecture Framework ◽  
Decision Making System ◽  
Enterprise Architecture Framework

The HSD&E activities are supported by a central decision-making system (DMS) (in which a HR subsystem is included), knowledge management system (KMS), and an enterprise architecture project (EAP). The chapter's proof of concept (PoC) is based on a business case from the insurance domain where the central point is the capacity of the selected manager skillset to successfully start and finalize a BTP or an EAP (or simply a project). The PoC shows the selection process of a manager's skillset to transform the traditional insurance enterprise into an agile and automated enterprise. Projects are managed by managers, who are (or should be) supported by a methodology and a framework that can estimate the risks of failure of a project; at the same time, they should be capable of managing the implementation project processes.

Knowledge Management and Risk Management

2011 ◽  
pp. 624-631
Author(s):  
Eduardo Rodriguez ◽  
John S. Edwards
Keyword(s):  
Risk Management ◽  
Knowledge Management ◽  
Information Systems ◽  
Enterprise Resource Planning ◽  
Enterprise Architecture ◽  
Resource Planning ◽  
Content Management ◽  
Enterprise Risk ◽  
Enterprise Content Management ◽  
Risk Knowledge

This article takes the perspective that risk knowledge and the activities related to RM practice can benefit from the implementation of KM processes and systems, to produce a better enterprise wide implementation of risk management. Both in the information systems discipline and elsewhere, there has been a trend towards greater integration and consolidation in the management of organizations. Some examples of this are: Enterprise Resource Planning (Stevens, 2003), Enterprise Architecture (Zachmann, 1996) and Enterprise Content Management (Smith & McKeen, 2003). Similarly, risk management is evolving into Enterprise Risk Management. KM’s importance in breaking down silos within an organization can help it to do so.

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