Definition and Validation of Requirements for Collaborative Decision-Making in Enterprise Architecture Creation

Various understandings of enterprise architecture (EA) exist and there is no agreement on them. The various definitions of EA are not always complementary but sometimes in opposition. Within this study, we conduct a systematic literature review to analyze explicit definitions of EA. Based on concepts from the academic field of terminology, we have broken down these definitions into many parts in order to examine each part individually before making generalizations. The findings show how some of the EA definitions are implicit, incomplete, complex, and incoherent.

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“…“ […] we perceive enterprise architecture as the normative means to direct enterprise transformations .” 40…”

Section: Resultsmentioning

confidence: 99%

Examination of explicit definitions of enterprise architecture

Saint-Louis

Morency

Lapalme

2019

International Journal of Engineering Business Management

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“…Hence they measure the relevance of a candidate architecture by the "net benefit," i.e., quantity obtained by subtracting the costs from the benefits. CEDA [12] considers stakeholder's concerns to develop shared understanding aligned towards an organization's goals. Tools like RADAR [2] use CBAM or ATAM as the starting point of developing an architecture and then handle particular aspects of architecture design decision like uncertainty using a Pareto optimal approach.…”

Section: Related Workmentioning

confidence: 99%

Using Social Choice Theory to Finalize Architectural Decisions

Sharma,

Sodhi

2019

Preprint

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Unbiased and objective architectural design decisions are crucial for the success of a software development project. Stakeholder inputs play an important role in arriving at such design decisions. However, the stakeholders may act in a biased manner in order to ensure that their requirements and concerns are addressed in a specific way in the software. Most of the existing methods of architectural decision-making do not adequately account for such biased behavior of stakeholders. We view the software architecture design as a collective decision making (CDM) problem in social choice theory, and introduce the central ideas of mechanism design to our field. Our contributions are twofold: i) Using the impossibility results from social choice theory, we show that a rational stakeholder can game, to her advantage, almost every known method of software architecture decision making. ii) We also show that if the architect is willing to bear the an extra cost of giving suitable incentives to stakeholders, then architectural decision making can be protected from strategic (biased) manipulations. For achieving this objective, we introduce the Vickrey-Clarke-Groves (VCG) mechanism from social choice theory to the software architecture domain. We illustrate our contributions by comparing and using the examples drawn from the well-known CBAM method of architectural decision making.

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“…collaboration engineering [13] and soft systems methodology [17] in an organisational design and engineering context [67][68][69][70].…”

Section: Social Complexitymentioning

confidence: 99%

Model-enabled design and engineering of organisations and their enterprises

Magalhães¹,

Proper

2017

Organ Des Enterp Eng

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This editorial is concerned with the need for an integrated approach to the design and engineering of organisations and their enterprises. Organisational Design originates from the organisational sciences, while the notion of Enterprise Engineering results from the engineering sciences (most notably information systems engineering, business (process) engineering, business process optimisation, and enterprise architecture). The Organisational Design and Enterprise Engineering journal (OD&EE) is built on the premise that there should not be an "either-or" relation between Organisational Design and Enterprise Engineering, but rather an integrated approach that brings out the best of the two. A driver for the creation of the journal was the observation that the "either-or" mindset was (and still is) a major obstacle to the development of organisational thinking, and that this artificial divide must be abolished. In achieving more integration between Organisational Design and Enterprise Engineering, we suggest to take a model-enabled approach, where models should act as boundary objects between the social processes involved in organisational design processes, This editorial paper is discussed in comments available at doi:10. 1007/s41251-016-0001-0, doi:10.1007/s41251-016-0002-z, doi:10. 1007/s41251-016-0004-x, doi:10.1007/s41251-016-0006-8, doi:10. 1007/s41251-016-0007-7.

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Definition and Validation of Requirements for Collaborative Decision-Making in Enterprise Architecture Creation

Cited by 45 publications

References 32 publications

Examination of explicit definitions of enterprise architecture

Examination of explicit definitions of enterprise architecture

Using Social Choice Theory to Finalize Architectural Decisions

Model-enabled design and engineering of organisations and their enterprises

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