Investigation into the Impact of Integration of Mobile Technology Applications into Enterprise Architecture

2010 ◽  
pp. 1382-1396
Author(s):  
David Curtis ◽  
Ming-Chien (Mindy) Wu
Keyword(s):  
Mobile Technology ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Strategy ◽  
End User ◽  
Software Applications ◽  
Business Information ◽  
Technology Applications ◽  
The Impact

Enterprise Architecture (EA) is a role or function that primarily ensures the Information Technology strategy and implementation within an organization is correctly aligned with its business strategy and objectives. An EA function focuses on the collection and analysis of information including software applications, business processes, business information (data), technology, and governance (people). The result of this analysis delivers the technology strategy and the roadmap required to support what the organization is trying to achieve. Mobile Technology (MT) integration into the EA function creates the opportunities to deliver and respond to rapidly growing organizations that require immense flexibility from a technology perspective. This is so because mobility can overcome the boundaries of time and location in the dealings of the organization. The result of this extension is the creation of a Mobility Enterprise Architecture (M-EA) model, which will provide the organization with advantages of realtime business processing, better customer and end-user services, and the addition of increased control across the entire organization. This chapter brings together the experience of an Enterprise Architect with a Ph.D research candidate to investigate the M-EA model and its implementation. The chapter includes an overview of EA and M-EA models and also includes investigations of the advantages; limitations and blueprint overcome those challenges of M-EA implementation.

Investigation into the Impact of Integration of Mobile Technology Applications into Enterprise Architecture

2009 ◽  
pp. 529-540 ◽  
Author(s):  
David Curtis ◽  
Ming-Chien (Mindy) Wu
Keyword(s):  
Mobile Technology ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Strategy ◽  
End User ◽  
Software Applications ◽  
Business Information ◽  
Technology Applications ◽  
The Impact

Enterprise Architecture (EA) is a role or function that primarily ensures the Information Technology strategy and implementation within an organization is correctly aligned with its business strategy and objectives. An EA function focuses on the collection and analysis of information including software applications, business processes, business information (data), technology, and governance (people). The result of this analysis delivers the technology strategy and the roadmap required to support what the organization is trying to achieve. Mobile Technology (MT) integration into the EA function creates the opportunities to deliver and respond to rapidly growing organizations that require immense flexibility from a technology perspective. This is so because mobility can overcome the boundaries of time and location in the dealings of the organization. The result of this extension is the creation of a Mobility Enterprise Architecture (M-EA) model, which will provide the organization with advantages of realtime business processing, better customer and end-user services, and the addition of increased control across the entire organization. This chapter brings together the experience of an Enterprise Architect with a Ph.D research candidate to investigate the M-EA model and its implementation. The chapter includes an overview of EA and M-EA models and also includes investigations of the advantages; limitations and blueprint overcome those challenges of M-EA implementation.

Designing a Virtual Enterprise Architecture using Structured System Dynamics

2006 ◽  
Vol 25 (1) ◽  
pp. 13-29
Author(s):  
Nikitas A. Assimakopoulos ◽  
Anastasios N. Riggas
Keyword(s):  
System Dynamics ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Business Goals ◽  
Starting Point ◽  
Efficient Integration ◽  
Structured System ◽  
The Impact

The starting point for establishing a Virtual Enterprise is a set of existing enterprises which might contribute with some of their functionalities (core competencies) to the formation of the virtual entity. The most important issue, in this formation, is the rapid integration of the business processes of the participating companies. The architecture of the VE must assist companies desiring to enter into a virtual relationship by defining the functions and interfaces of critical business processes, thus allowing for a more rapid and efficient integration of the expertise which will be contributed by each partner in the virtual enterprise. While the integration of computer and communication technologies are no doubt critical issues, the successful attainment of the business goals of the virtual enterprise often depends on its ability to align the business processes and practices of partner enterprises. Focus of this paper, is the presentation of Structured System Dynamics (SSPS) multi-methodology for the design and the evaluation of a Virtual Enterprise Architecture. SSPS uses Systems Thinking and System Dynamics principles as launch pad for its approach. The Systemic Methodologies of Problem Structuring Methodology (PSM) and SAST are also integrated in this new Multi-Methodology. SSPS is a new practical and scientific tool in designing and evaluating a VE architecture providing the ability to determine the impact, reliability, success of the Architectures' models created, refine them and identify potential process improvements. A framework for the rapid and efficient integration of the business processes of the participating companies in the virtual enterprise is provided. For this multi-methodology, a real-life application is also presented for a Virtual Enterprise that constructs Wireless Payment Mechanisms.

scholarly journals The Impact of Managers and Network Interactions on the Integration of Circularity in Business Strategy

2021 ◽  
pp. 108602662199463
Author(s):  
Manon Eikelenboom ◽  
Gjalt de Jong
Keyword(s):  
The Netherlands ◽  
Survey Data ◽  
Empirical Research ◽  
Indirect Effect ◽  
Business Strategy ◽  
Business Processes ◽  
Core Business ◽  
Organizational Attributes ◽  
Positive Direct ◽  
The Impact

Integrating circularity in business strategy is difficult to achieve for companies as it requires impactful changes in core business processes. While research has focused on identifying key barriers, little is known about the organizational attributes that can assist businesses in integrating circularity in their strategies. The purpose of this study is to investigate the implications of organizational managers and network interactions for the integration of circularity in business strategy. Through using survey data from 627 SMEs (small- and medium-sized enterprises) in the Netherlands, this study shows that managers who interpret circularity as an opportunity can have a positive direct and indirect effect on the integration of circularity in a company’s strategy. The results furthermore highlight the importance of circular network interactions for the integration of circularity in business strategy. This article contributes to recent calls for more empirical research into the integration of circularity and offers relevant insights for companies aiming to integrate circularity.

scholarly journals Perencanaan Arsitektur Enterprise Berbasis Cloud Computing Menggunakan Togaf (Studi Kasus: PT. XYZ)

2018 ◽  
Vol 13 (1) ◽  
pp. 28-35
Author(s):  
Mokhamad Wahidin
Keyword(s):  
Information System ◽  
Information Systems ◽  
System Architecture ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Infrastructure ◽  
Business Architecture ◽  
Information System Architecture ◽  
Manufacturing Information

PT. XYZ is a manufacturing company engaged in the production of tires. Good business strategy is necessary for the company to compete with local competitors as well as with other companies in the group XYZ. Business strategy is also needed in order to achieve its goal in providing the best services for customers. Support the implementation of information systems and information technology is needed to support the company's business strategy. Planning of the Enterprise Architecture is necessary for the company to run its business processes. Enterprise architecture is composed of the Business Architecture, Data Architecture, Application Architecture and Technology Architecture. Business processes and organizational activities executed using the data collected, managed, secured and distributed using applications, both custom applications and common applications that run over the technology infrastructure and computer networks. The research report in this thesis discusses about planning the Enterprise Architecture of Manufacturing Information System Architecture Based Cloud Computing using TOGAF, a case study in PT.XYZ. In planning this architecture using the TOGAF-ADM to pass the following stages: Defining planning the Architecture Vision, Planning the Business Architecture, Planning the Information System Architecture, Planning the Technology Architecture, Solutions and Opportunities, Migration Planning, Implementation Management, and Change Management Architecture. The research process is done by looking at the business strategy on the manufacturing process and products distribution from PT. XYZ. The results of this study are planning the enterprise architecture of manufacturing information system at PT. XYZ to support the implementation of enterprise information systems as a whole, to solve the integration problems of information systems, and improve effectiveness and efficiency in the implementation of information technology infrastructure.

Appropriation Infrastructure

2012 ◽  
pp. 254-278 ◽  
Author(s):  
Gunnar Stevens ◽  
Volkmar Pipek ◽  
Volker Wulf
Keyword(s):  
Social Construction ◽  
Design Process ◽  
End User ◽  
Communication Infrastructure ◽  
Software Application ◽  
Empirical Results ◽  
Software Applications ◽  
The Social ◽  
The Impact ◽  
Technological Flexibility

End User Development offers technological flexibility to encourage the appropriation of software applications within specific contexts of use. Appropriation needs to be understood as a phenomenon of many collaborative and creative activities. To support appropriation, we propose integrating communication infrastructure into software application that follows an“easy-to-collaborate”-principle. Such an appropriation infrastructure stimulates the experience sharing among a heterogeneous product community and supports the situated development of usages. Taking the case of the BSCWeasel groupware, we demonstrate how an appropriation infrastructure can be realized. Empirical results from the BSCWeasel project demonstrate the impact of such an infrastructure on the appropriation and design process. Based on these results, we argue that the social construction of IT artifacts should be tightly integrated in the material construction of IT artifacts in bridging design and use discourses.

Transitioning Business Processes to a Collaborative Business Environment with Mobility

2009 ◽  
pp. 73-82
Author(s):  
Bhuvan Unhelkar ◽  
Amit Tiwary ◽  
Abbass Ghanbary
Keyword(s):  
Web Services ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Service Oriented Architecture ◽  
Business Environment ◽  
Web Based ◽  
Software Applications ◽  
Comprehensive Service ◽  
Service Oriented ◽  
Web Based System

Web Services (WS) technologies create the potential for an organization to collaborate with partners and customers by enabling its software applications to transact over the Internet. This collaboration is achieved by carefully incorporating Web Services in the organization’s software applications, resulting in comprehensive Service-Oriented Architecture (SOA) for the enterprise. This incorporation of WS-enabled applications and components in the organization’s overall enterprise architecture requires understanding of the service at three interrelated yet distinct layers: policies, activities, and standards. This chapter describes how the existing business processes of an organization are transitioned in to collaborative business processes that would result in a Collaborative Web- Based System (CWBS). The ideas presented in this chapter have been validated through an action-research carried out by the authors in a large energy supplier organization in Melbourne, Australia.

scholarly journals Perencanaan Arsitektur Perusahaan untuk Pengelolaan Aset di PT. Musdalifah Group menggunakan Kerangka Kerja Zachman

2015 ◽  
Vol 1 (2) ◽  
pp. 59 ◽  
Author(s):  
Indah Safarina ◽  
Indra Kharisma Raharjana ◽  
Endah Purwanti
Keyword(s):  
Asset Management ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Swot Analysis ◽  
Relevant Information ◽  
Second Phase ◽  
Management Process ◽  
Architecture Evaluation ◽  
Zachman Framework ◽  
The Impact

Abstrak— Aset adalah hal penting yang dimiliki oleh setiap perusahaan atau organisasi. Proses manajemen aset yang dilakukan dengan tepat akan membuat aset yang dimiliki oleh perusahaan atau organisasi lebih optimal. Karena proses manajemen aset belum terlaksana dengan maksimal, maka pada penelitian ini direncanakan sebuah arsitektur enterprise untuk proses manajemen aset untuk kelompok perusahaan PT. Musdalifah Group dengan kerangka kerja Zachman melalui tujuh tahap. Tahap pertama adalah pengumpulan data terkait manajemen aset perusahaan yang digunakan sebagai acuan perencanaan. Tahap kedua adalah inisialisasi perencanaan yang menghasilkan rencana kerja arsitektur perusahaan sesuai ruang lingkup dan kondisi perusahaan. Tahap ketiga, meninjau kondisi enterprise saat ini perusahaan, dengan hasil tinjauan model proses bisnis dan katalog sumber daya perusahaan terkait manajemen aset. Tahap keempat adalah analisis hasil tinjauan enterprise dengan analisis SWOT, sehingga dapat dihasilkan 5 rencana proses bisnis serta usulan sistem dan teknologi terintegrasi. Tahap kelima melakukan perencanaan arsitektur enterprise yaitu arsitektur data dengan hasil 34 kandidat entitas data, arsitektur aplikasi yang menghasilkan 9 kandidat aplikasi, dan arsitektur teknologi dengan hasil 3 kandidat perangkat keras dan platform aplikasi yang terintegrasi. Sedangkan tahap terakhir, perencanaan implementasi hasil penelitian yaitu, rencana pemenuhan komponen, rencana migrasi, dan evaluasi dampak arsitektur. Evaluasi dari hasil penelitian menyatakan bahwa cetak biru arsitektur dapat diterima oleh perusahaan dan dipertimbangkan untuk diimplementasikan beberapa tahun kedepan.Kata Kunci—Perencanaan Arsitektur Perusahaan, Kerangka Kerja Zachman, Manajemen Aset.Abstract— Asset is an important thing that owned by any company or organization. Asset management process aims to manage an organization’s assets optimally. Because of the asset management process has not been implemented maximally, so in this study planned an enterprise architecture for the process of asset management for the group of companies PT. Musdalifah Group using Zachman framework through seven phases. The first phase, data collection, and the results is relevant information of company’s asset management as a design reference. The second phase, planning initialization, generates enterprise architecture work plan according to the scope and conditions of the company. The third phase, reviewing the company's current enterprise conditions, the results of the review are models of business processes and enterprise resource catalog of related asset management. The fourth phase, results review analysis of enterprise with SWOT analysis, so it can produce 5 plan and proposed business processes and technology systems terintegrasi. The fifth phase, enterprise architecture planning of data architecture with the results are 37 data entities candidates, application architecture which produces 9 applications candidate, and technology architecture with the results are 3 hardware and application platform candidates. The last phase, planning the implementation of the research’s result, plan fulfillment component, the migration plan, and evaluating the impact of architecture. Evaluation of the result of research is describing that the architectural blueprints can be received by the company and considered to be implemented next few years.Keywords— Enterprise Architecture Planning, Zachman Framework, Asset Management.

IMPACT OF DIGITAL TRANSFORMATION ON STRATEGIC RENEWAL OF COMPANIES

2021 ◽  
Vol 3 (9) ◽  
pp. 82-86
Author(s):  
S. M. MOLCHANOVA ◽  
Keyword(s):  
Business Strategy ◽  
Business Processes ◽  
Production Systems ◽  
National Policy ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Technological Innovations ◽  
Strategic Renewal ◽  
Modern Development ◽  
The Impact

The article examines the impact of digital transformation on the strategic renewal of companies. Problems in the diffusion of technological innovations caused by the lack of a coordinated national policy in the field of Industry 4.0 are identified. The influence of the modern development of digital technologies on modeling in the design and operation of production systems, the sustainability and flexibility of the supply chain and the automation of existing activities and business processes is emphasized. Realizing the potential of digital trans-formation is associated with a change in innovation ecosystems, redesign of the management structure, trans-formation of business strategy and changes associated with the acceleration of technological cycles, the fu-sion of science and artificial intelligence.

Ways and Side Ways of Using the Information and Communication Technology (ICT) in Knowledge Sharing in Organizations

2013 ◽  
Vol 11 (4) ◽  
pp. 871-882
Author(s):  
Roman Lavtar
Keyword(s):  
Information System ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Business Strategy ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Information And Communication ◽  
Strategic Information System ◽  
The Impact

Today, the information and communication technology (ICT) is vital for a successful and on-going operation and as support in the decision-making process of an organization. ICT used to serve merely as a data processing support and later as a management information system but it is nowadays becoming understood as a strategic information system, which is no longer separated from an organization’s business strategy. The new functionality requires that an organization does not treat ICT in its business plan separately. Such a role requires a change of business processes, different organizational approaches and a skilled workforce. Knowledge in an organization has been a competitive advantage and not an asset for quite some time now, therefore ICT must also be observed and applied in the light of creating the organizational knowledge. However, there is a risk of the role of ICT being overestimated, both in current operations as well as in the introduction of changes in an organization. The article studies the impact of ICT on the operations of an organization in the context of creating organizational knowledge and introducing changes. Moreover, it points out the traps which the management is exposed to whilst introducing such changes.

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