Enterprise Architecture Case Study

CONTENT

PART A Setting the Context for Digital Business
1. Chapter 1 Digital Business, Enterprise Architecture, and the Transformation Imperative
1.1 What is Digital Business?
1.2 Digitization Landscape and Opportunities
1.3 Digital Transformation Imperative
1.4 Challenges and Risks in Digital Transformation
1.5 Architecture and Business Organizations
1.6 Enterprise Architecture in Digital Transformation
1.7 Internet of Things, Internet of Everything, and Digital Business
1.8 Enterprise Architecture and Business Architecture

2. Enterprise Architecture and Services Orientation in Digital Transformation
2.1 Enterprise Architecture as a Transformational Framework
2.2 Enterprise Architecture in Digital Transformation
2.3 Enterprise Architecture’s Technology Stack
2.4 Services Oriented Architecture
2.5 Services Landscape
2.6 Business-Driven SOA
2.7 Agility in Digital Business
2.8 Change Management in Digital Transformation

3. Strategic Planning for Digital Business
3.1 Planning for a Data-Driven Digital Business 57
3.2 Digital Business Strategies 59
3.3 Business Capabilities 63
3.4 Business Strategies and Enterprise Architecture 65
3.5 Sources and Digital Strategies 68
3.6 Making Digital Strategy Work 69

4. Collaborative Digital Business
4.1 A Digital Business is a Collaborative Business 73
4.2 Complexities of Collaborative Digital Business 75
4.3 Collaborative EA 80
4.4 Strategies for Collaborative EA 85
4.5 Challenges and Issues with Collaborative EA 90
4.6 Deploying a Collaborative EA 96
4.7 Charting a Road Map for Collaborative EA Deployment 101

PART B The Digital Enterprise Architecture Life Cycle
5. Cloud Capabilities in Digital Transformation
5.1 Cloud and the Enterprise Architecture 115
5.2 Cloud Characteristics for Digital Business 117
5.3 Four Phases of Cloud Adoption through Enablement and their Corresponding Business Value 120
5.4 Three Synergistic Areas of EA and Cloud 121
5.5 Embedding Analytics in Cloud-Based Digital Processes 123
5.6 Challenges in Using Cloud-Based Architecture 125

6. Business Process Digitization and Customer Value
6.1 Business Processes and Digital Transformation 129
6.2 Business Process Digitization 134
6.3 Holistic Approach to Business Process Transformation 138
6.4 The Principles of Digitizing Business Processes 139
6.5 Preparing for Process Transformation 143
6.6 Sharing the Experiences of BPX 148
6.7 Commercial Vendors and Tools 149

7. Digital Transformation and Business Agility
7.1 Agility in Digital Business 153
7.2 Envisioning an Agile Organization 157
7.3 Functioning Agile Business with Embedded Big Data Analytics 160
7.4 Big Data Enables Agility in Business Dimensions 163
7.5 CAMS: Balancing Agility with Formality in Big Data Adoption 167
7.6 Collaborations and Intelligence as Functioning Agile 169
7.7 Ongoing Knowledge Synchronization in a Learning Agile
7.8 Organization 172

PART C L everaging the Value of Digital Enterprise Architecture
8. EA as a Practice in Digital Transformation 179
8.1 Why Consider EA as a Practice in Digital Business? 179
8.2 The Realities of EA Practice 180
8.3 Seven Principles of Running EA as a Practice 183
8.4 The Life Cycle of a Consistent EA Practice 183
8.5 Managing EA as a Practice 192
8.6 EA Practice Maturity 195

9. Measuring EA in Digital Transformation: Metrics, KPIs, and Risks 201
9.1 Establishing Enterprise Architecture Metrics 201
9.2 Making a Case for EA Metrics in Digital Transformation 204
9.3 Formulating EA Metrics 206
9.4 Active Matrix Monitoring Model 210
9.5 Governance of EA Metrics 215
9.6 Challenges in Applying EA Metrics in Practice 217
9.7 Establishing the “Right” EA Metrics 220

10. EA Governance in Digital Transformation 227
10.1 EA Governance and DT 227
10.2 The Business Situation 231
10.3 Advantages of Governance, Risk Management, and Compliance in EA and DT 231
10.4 Key Factors in EA and Governance 233
10.5 Organizational Structure 234
10.6 Charter for EA Governance 237
10.7 EA Framework and Governance Function 239
10.8 Pragmatic EA Governance Structure 243
10.9 Architecture Review and Governance Boards 245

11. Business Architecture Practice: Case Study in Healthcare Domain 249
11.1 Business Architecture 249
11.2 The BA Practice 253
11.3 Challenges, Issues, and Concerns 255
11.4 Establishing the BAP: Stage by Stage 256
11.5 Realities of the BAP: From the Trenches 262
11.6 BEST Practices in BAP 264
11.7 Governance, Risk Management, and Compliance 265
11.8 General Comments and Recommendations 266