Embedding EAM into operation and monitoring

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner and Jan Löhe
Additional contact information
Frederik Ahlemann: EBS Universität für Wirtschaft und Recht
Eric Stettiner: PricewaterhouseCoopers AG Wirtschaftsprüfungsgesellschaft
Marcus Messerschmidt: PricewaterhouseCoopers AG Wirtschaftsprüfungsgesellschaft
Christine Legner: Université de Lausanne

Chapter Chapter 7 in Strategic Enterprise Architecture Management, 2012, pp 169-199 from Springer

Abstract: Abstract Strategic initiatives and projects are carefully planned and systematically develop an enterprise architecture (EA), but many smaller changes occur daily. If not properly managed, these operational changes might cause an organisation to lose control of and deviate from its target enterprise architecture roadmap. However, given the number of changes and their urgency, making changes requires efficient and lean EAM practices that do not delay business operations.

Keywords: Business Process; Operational Change; Enterprise Architecture; Master Data; Compliance Management (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-24223-6_7

Ordering information: This item can be ordered from
http://www.springer.com/9783642242236

DOI: 10.1007/978-3-642-24223-6_7

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().