Improving Stakeholder Communications and IT Engagement

2007 ◽  
pp. 160-171 ◽  
Author(s):  
G. Verley
Keyword(s):  
Information Technology ◽  
Stakeholder Engagement ◽  
Enterprise Architecture ◽  
Continuous Process ◽  
Stakeholder Involvement ◽  
Business Owners ◽  
It Investments ◽  
Governance Process ◽  
High Level

Stakeholder engagement is critical to applying enterprise architecture (EA) principles and methodologies in order to achieve value from information technology (IT) investments. Stakeholders include the business owners, data owners, developers, and technical infrastructure operational staff. Obtaining stakeholder engagement is a continuous process and is necessary at all levels of the organization. It is also an integral aspect of the governance process for IT investments. This chapter addresses the following topics as they relate to stakeholder engagement:• Obtaining high-level stakeholder involvement in EA governing processes and addressing major challenges in building stakeholder engagement.• Illustrating how stakeholder involvement can lead to consolidation and better management of IT investments.• Identifying vehicles to communicate with EA stakeholders while ensuring the architecture accommodates the style and priorities of the stakeholder community.

scholarly journals Methodology of synchronization among strategy and operation. A standards-based modeling approach

2017 ◽  
Vol 37 (2) ◽  
pp. 111-119
Author(s):  
VICTOR EDWIN COLLAZOS ◽  
HELGA DUARTE AMAYA
Keyword(s):  
Information Technology ◽  
Information System ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Modeling Approach ◽  
Operational Level ◽  
Alignment Process ◽  
Level Design ◽  
High Level ◽  
Help Model

Enterprise Architecture (EA) has gained importance in recent years, mainly for its concept of “alignment” between the strategic and operational levels of organizations. Such alignment occurs when Information Technology (IT) is applied correctly and timely, working in synergy and harmony with strategy and the operation to achieve mutually their own goals and satisfy the organizational needs.Both the strategic and operational levels have standards that help model elements necessary to obtain desired results. In this sense, BMM and BPMN were selected because both have the support of OMG and they are fairly well known for modelling the strategic level and operational level, respectively. In addition, i* modeling goal can be used for reducing the gap between these two standards. This proposal may help both the high-level design of the information system and to the appropriate identification of the business processes that will support it.This paper presents a methodology for aligning strategy and the operation based on standards and heuristics. We have made a classification for elements of the models and, for some specific cases, an extension of the heuristics associated between them. This allows us to propose methodology, which uses above-mentioned standards and combines mappings, transformations and actions to be considered in the alignment process.

How to Use Information Technology Effectively to Achieve Business Objectives

2012 ◽  
pp. 19-35
Author(s):  
Antonio Goncalves ◽  
Natália Serra ◽  
José Serra ◽  
Pedro Sousa
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Enterprise Architecture ◽  
Planning Strategy ◽  
The Business Cycle ◽  
High Level ◽  
Architecture Development ◽  
The Relationship ◽  
Dynamic Alignment

In this chapter the authors show, by using a case study, how it is possible to achieve the alignment between business and Information Technology (IT). It describes several phases of project development, from planning strategy, enterprise architecture, development of businesses supporting tools and keeping dynamic alignment between the business and the IT. The authors propose a framework, framed under an enterprise architecture that guarantees a high level of response to the applications development or configuration as improves its alignment to business by solving some limitations of traditional software development solutions namely: difficulty in gathering clients requirements, which should be supported by the applications; difficulty to connect the organisation processes used to answer the client, which must also be integrated in the applications and the difficulty to develop the applications that can follow the business cycle. To test the approach, this was applied to a real case study consisting in the configuration of an application that manages the relationship with the clients.

Enterprise Architecture Management and its Role in IT Governance and IT Investment Planning

2010 ◽  
pp. 996-1026
Author(s):  
Klaus D. Niemann
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Investment Planning ◽  
Enterprise Architecture Management ◽  
It Investments ◽  
Management Standards ◽  
Management Processes ◽  
Architecture Management

A comprehensive enterprise architecture management has strategic and operative aspects. Strategic tasks cover the identification of appropriate fields of activity for information technology (IT) investments in accordance with business strategy and portfolio management. Enterprise architecture management is cross-linked with other IT management processes and delivers the necessary information for a sustainable governance. The continuous analysis of the IT landscape, the deduction of measures for optimization and its controlling also belong to the tasks of architecture management. Standards for development and infrastructures are made, e.g. reference architectures and a “book of standards”, whose implementation is overseen by solution architects throughout the operative architecture management.

Enterprise Architecture Management and its Role in IT Governance and IT Investment Planning

2011 ◽  
pp. 208-228 ◽  
Author(s):  
Klaus D. Niemann
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Investment Planning ◽  
Enterprise Architecture Management ◽  
It Investments ◽  
Management Standards ◽  
Management Processes ◽  
Architecture Management

A comprehensive enterprise architecture management has strategic and operative aspects. Strategic tasks cover the identification of appropriate fields of activity for information technology (IT) investments in accordance with business strategy and portfolio management. Enterprise architecture management is cross-linked with other IT management processes and delivers the necessary information for a sustainable governance. The continuous analysis of the IT landscape, the deduction of measures for optimization and its controlling also belong to the tasks of architecture management. Standards for development and infrastructures are made, e.g. reference architectures and a “book of standards”, whose implementation is overseen by solution architects throughout the operative architecture management.

Use of Information Technology Investment Management to Manage State Government Information Technology Investments

2009 ◽  
pp. 1-22
Author(s):  
David Van Over
Keyword(s):  
Information Technology ◽  
State Government ◽  
Significant Proportion ◽  
Government Information ◽  
It Investments ◽  
Technology Investment ◽  
Information Technology Investments ◽  
Information Technology Investment ◽  
High Level ◽  
Business Requirements

The expenditures of funds on IT has continued to expand and a significant proportion of the expenditures are hidden, unaccounted for, or never evaluated in terms of the business value derived from the expenditure. This chapter focuses on the methods and means of creating a linkage between business requirements and the IT investments that can address those requirements. An ITIM framework is proposed, which addresses three key elements of ITIM: what decisions are to be made, who should make the decisions, and how decisions are to be made and monitored. ITIM is a management process that provides for the identification (pre selection), selection, control, and evaluation of business driven IT investments across the investment lifecycle. ITIM uses structured processes to minimize risks and maximize return on investments. Additionally, a high-level ITIM implementation plan is discussed.

How to Use Information Technology Effectively to Achieve Business Objectives

2010 ◽  
pp. 21-37
Author(s):  
António Gonçalves ◽  
Natália Serra ◽  
José Serra ◽  
Pedro Sousa
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Enterprise Architecture ◽  
Planning Strategy ◽  
The Business Cycle ◽  
High Level ◽  
Architecture Development ◽  
The Relationship ◽  
Dynamic Alignment

In this chapter the authors show, by using a case study, how it is possible to achieve the alignment between business and Information Technology (IT). It describes several phases of project development, from planning strategy, enterprise architecture, development of businesses supporting tools and keeping dynamic alignment between the business and the IT. The authors propose a framework, framed under an enterprise architecture that guarantees a high level of response to the applications development or configuration as improves its alignment to business by solving some limitations of traditional software development solutions namely: difficulty in gathering clients requirements, which should be supported by the applications; difficulty to connect the organisation processes used to answer the client, which must also be integrated in the applications and the difficulty to develop the applications that can follow the business cycle. To test the approach, this was applied to a real case study consisting in the configuration of an application that manages the relationship with the clients.

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