Abstract
Enterprise architecture is a young, but well-accepted discipline in information management. Establishing the effectiveness of an enterprise architecture practice, however, appears difficult. In this chapter we introduce an architecture effectiveness model (AEM) to express how enterprise architecture practices are meant to contribute to the business goals of an organization. We developed an AEM for three different organizations. These three instances show that the concept of the AEM is applicable in a variety of organizations. It also shows that the objectives of enterprise architecture are not to be restricted to financial goals. The AEM can be used by organizations to set coherent priorities for their architectural practices and to define KPIs for measuring the effectiveness of these practices.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bahadur, K., Desmet, D. and Bommel, E. van (2005) Smart IT Spending: Insights from European Banks, McKinsey on IT, No.6, pp. 23–27.
Basili, V.R., Caldiera, G. and Rombach, H.D. (1994) The Goal Question Metric Approach. Encyclopedia of Software Engineering, Wiley, New York.
Berg, M. van den and Steenbergen, M. van (2006) Building an Enterprise Architecture Practice. Springer, Dordrecht.
Bucher, T., Fischer, R., Kurpjuweit, S. and Winter, R. (2006) Enterprise architecture analysis and application – An exploratory study. In EDOC Workshop TEAR 2006. Hong Kong.
EACE (2007) Enterprise Architecture Conference Europe, London. www.irmuk.co/ eac2007.
Hevner, A.R., March, S.T., Park, J. and Ram, S (2004) Design research in information systems research, MIS Quarterly, Vol. 28, No. 1, pp. 75–105.
Kaplan, R.S. and Norton, D.P. (1992) The balanced scorecard: measures that drive performance, Harvard Business Review,Vol. 70, No. 1, pp. 71–79.
Kaplan, R.S. and Norton, D.P. (2000) Having trouble with your strategy? Then map it, Harvard Business Review, September–October 2000, pp. 1–11.
Kaplan, R.S. and Norton, D.P. (2006) Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Harvard Business School Publishing Corporation, Boston, MA.
Lankhorst, M.M. et al. (2005) Enterprise Architecture at Work. Springer, Heidelberg
Martinsons, M., Davison, R. and Tse, D. (1999) The balanced scorecard: a foundation for the strategic management of information systems, Support Systems, Vol. 25, pp. 71–88.
Op ‘t Land, M. and Proper, H.A. (2007) Impact of principles on enterprise engineering. In Proceedings of the 15th European Conference on Information Systems, pp.1965–1976.
Quinn, R.E. and Rohrbaugh, J. (1983) A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis, Management Science, Vol. 29, No. 3, pp. 363–377.
Raadt, B. van der, Slot, R. and Vliet, H. van (2007) Experience report: assessing a global financial services company on its enterprise architecture effectiveness using NAOMI. In Proceedings of the 40th Annual Hawaii International Conference on System Sciences (HICSS’07), Big Island, Hawaii.
Schekkerman, J. (2005) The Economic Benefits of Enterprise Architecture. Trafford Publishing, UK.
Schelp, J. and Stutz, M. (2007) A balanced scorecard approach to measure the value of enterprise architecture, Journal of Enterprise Architecture, Vol. 3, No. 4, pp. 8–14.
Steenbergen, M. van, Brinkkemper, S. and Berg, M. van den (2007) An instrument for the development of the enterprise architecture practice. In Proceedings of the 9th International Conference on Enterprise Information Systems, pp. 14–22.
The Open Group (2007) The Open Group Architecture Framework (TOGAF) Version 8.1.1, Enterprise Edition.
TOGAF (2007) 14th Enterprise Architecture Practitioners Conference. www.opengroup.org/ paris2007.
Venkatraman, N. and Ramanujam, V. (1986) Measurement of business performance in strategy research: a comparison of approaches, The Academy of Management Review, Vol. 11, No. 4, 801–814.
Verschuren, P. and Hartog, R. (2005) Evaluation in design-oriented research, Quality & Quantity, 39, pp. 733–762.
Wagter, R., Berg, M. van den, Luijpers, L. and Steenbergen, M. van (2005) Dynamic Enterprise Architecture: How to Make It Work. Wiley, Hoboken.
Weiss, D. (2006) Enterprise Architecture Measurement Program, Part 1: Scoping. ID Nr G00142314.
Yin, R.K. (2003) Case Study Research, design and methods, third edition. SAGE Publications, London.
Acknowledgment
The authors wish to thank Rik Bos, Wiel Bruls, and Ralph Foorthuis for their stimulating discussions during the execution of this research.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2009 Springer Science+Business Media, LLC
About this chapter
Cite this chapter
van Steenbergen, M., Brinkkemper, S. (2009). Modeling the Contribution of Enterprise Architecture Practice to the Achievement of Business Goals. In: Papadopoulos, G., Wojtkowski, W., Wojtkowski, G., Wrycza, S., Zupancic, J. (eds) Information Systems Development. Springer, Boston, MA. https://doi.org/10.1007/b137171_63
Download citation
DOI: https://doi.org/10.1007/b137171_63
Published:
Publisher Name: Springer, Boston, MA
Print ISBN: 978-0-387-84809-9
Online ISBN: 978-0-387-84810-5
eBook Packages: Computer ScienceComputer Science (R0)