Embedding EAM into the project life cycle

Frederik Ahlemann, Eric Stettiner, Marcus Messerschmidt, Christine Legner and Johannes Lux
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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 6 in Strategic Enterprise Architecture Management, 2012, pp 141-168 from Springer

Abstract: Abstract Developing a target enterprise architecture (EA) is necessary for the purposeful development of the organisation according to its strategic objectives and vision, but not of itself sufficient to ensure success. Realising a planned EA by means of a set of architecture-aware projects creates new challenges, such as having to translate strategic, long-term EA objectives into operational, short-term targets; additional, numerous stakeholders; the diverging objectives of the ‘planner’ and the ‘implementer’; the day-to-day management of scarce enterprise architecture management (EAM) resources; and the management of hundreds of ‘micro-decisions’ that all determine the future EA. A holistic EAM should therefore include a set of practices that structures, controls and monitors the projects that shape your EA.

Keywords: Business Process; Project Team; Solution Design; Project Portfolio; Target Architecture (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1007/978-3-642-24223-6_6

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