Enterprise Architecture Management (EAM) - Revision history

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-'''Enterprise Architecture Management (EAM)''' is the practice of enabling and driving business value using enterprise architecture. EAM sets the direction, strategy, and governance for enterprise architecture planning - vision, mission, goals, guidelines, policies, principles, communications, monitoring, control, and other activities that ensure the development and deployment of enterprise architecture in support of business value.
+'''Enterprise Architecture Management (EAM)''' is the practice of enabling and driving business value using [[Enterprise Architecture|enterprise architecture]]. EAM sets the direction, strategy, and governance for enterprise architecture planning - vision, mission, goals, guidelines, policies, principles, communications, monitoring, control, and other activities that ensure the development and deployment of enterprise architecture in support of business value.
 *EAM sets the direction for all activities related to enterprise architecture
 *EAM connects business strategy and enterprise architecture

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−	'''Enterprise Architecture Management Vs. Enterprise Architecture Modeling'''<ref>~~Difference between Enterprise Architecture Management and Enterprise Architecture Modeling~~ [https://cioindex.com/reference/actionable-enterprise-architecture-management/ ~~CIO Index~~]</ref>	+	'''Enterprise Architecture Management Vs. Enterprise Architecture Modeling'''<ref>[https://cioindex.com/reference/actionable-enterprise-architecture-management/ Difference between Enterprise Architecture Management and Enterprise Architecture Modeling]</ref>
	Enterprise Architecture Modelling is a set or series of point-in-time snapshots of the enterprise. These snapshots give us a view of the components and capabilities of the enterprise over time helping us visualize the journey of the enterprise over time. An emphasis on enterprise architecture modeling can result in a complete set of enterprise models that do not deliver business value. An obsession with enterprise architecture tools can create a lot of activity without much movement towards transforming the business to create [[shareholder]] value. Enterprise Architecture Management focuses enterprise architecture modelling to creating business value. Enterprise Architecture Modelling visualizes the enterprise. Enterprise Architecture Management uses these visuals to create business value for the enterprise helping us answer the two critical questions:<br /> 1) Are we doing the right things?<br /> 2) Are we doing them right?		Enterprise Architecture Modelling is a set or series of point-in-time snapshots of the enterprise. These snapshots give us a view of the components and capabilities of the enterprise over time helping us visualize the journey of the enterprise over time. An emphasis on enterprise architecture modeling can result in a complete set of enterprise models that do not deliver business value. An obsession with enterprise architecture tools can create a lot of activity without much movement towards transforming the business to create [[shareholder]] value. Enterprise Architecture Management focuses enterprise architecture modelling to creating business value. Enterprise Architecture Modelling visualizes the enterprise. Enterprise Architecture Management uses these visuals to create business value for the enterprise helping us answer the two critical questions:<br /> 1) Are we doing the right things?<br /> 2) Are we doing them right?

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-'''Enterprise Architecture Management (EAM)''' is the practice of enabling and driving [[Business Value|business value]] using [[Enterprise Architecture|enterprise architecture]]. EAM sets the direction, strategy, and governance for [[Enterprise Architecture|enterprise architecture planning]] - vision, mission, goals, guidelines, policies, principles, communications, monitoring, control, and other activities that ensure the development and deployment of enterprise architecture in support of business value.
+'''Enterprise [[Architecture]] [[Management]] (EAM)''' is the practice of enabling and driving [[Business Value|business value]] using [[Enterprise Architecture|enterprise architecture]]. EAM sets the direction, [[strategy]], and [[governance]] for [[Enterprise Architecture|enterprise architecture planning]] - [[vision]], [[mission]], [[goals]], guidelines, policies, principles, communications, monitoring, [[control]], and other activities that ensure the development and deployment of enterprise architecture in support of [[business]] [[value]].
 *EAM sets the direction for all activities related to [[Enterprise Architecture|enterprise architecture]]
 *EAM connects [[Business Strategy|business strategy]] and enterprise architecture
 *EAM uses enterprise architecture for [[Business Transformation|business transformation]]
-*EAM promotes collaboration between all the stakeholders in the enterprise<ref>[https://cioindex.com/reference/selecting-the-right-tool-for-enterprise-architecture-management/ Defining Enterprise Architecture Management (EAM)]</ref>
+*EAM promotes [[collaboration]] between all the stakeholders in the enterprise<ref>[https://cioindex.com/reference/selecting-the-right-tool-for-enterprise-architecture-management/ Defining Enterprise Architecture Management (EAM)]</ref>
-Enterprise Architecture Management (EAM) helps answer the following questions:
+[[Enterprise Architecture]] Management (EAM) helps answer the following questions:
 *What [[Business Capability|business capabilities]] are necessary to meet your business strategy?
-*What people, process, technology, and information support your business capabilities?
+*What people, [[process]], technology, and information support your business capabilities?
-*How do standards, policies, external and internal forces impact your business?
+*How do standards, policies, external and internal forces [[impact]] your business?
 *What are the critical [[Cost Drivers|cost drivers]] within your [[Organization|organisation]]?
 *How do you [[IT Investment Management (ITIM)|manage investment in your project, application and technology portfolio]]?<ref>What is Enterprise Architecture Management (EAM)? [https://uk.boc-group.com/consulting/enterprise-architecture-management/ Boc Group]</ref>
@@ Line 19: / Line 19: @@
 '''Overview of Enterprise Architecture Management (EAM)'''<ref>Overview of Enterprise Architecture Management (EAM) [https://en.wikipedia.org/wiki/Enterprise_architecture_management Wikipedia]</ref><br />
-The fundamental prerequisites for effective EAM are a current, consistent baseline of information about the as-is landscape and an integrated planning process from demand to budget to reach the to-be landscape. The enterprise architecture function also involves reviewing and consolidating detailed architecture decisions and migration plans to identify efficiencies, advance standardization, and [[Business IT Alignment|align business and IT priorities]]. As IT architectural layers, [[Business Process|business support processes]], and [[Organizational Structure|organizational structures]] become more sophisticated and prone to constant change, EAM will only result in haphazard [[Business IT Alignment|business and IT alignment]] if the primary focus is on delivering sets of technically based models. This approach is only helpful insofar as it depicts the enterprise architecture as a snapshot in time, but it offers no reiterative process support to develop architecture solutions and test against different scenarios, [[Benchmarking|benchmarks]], and standards as dictated by the ever converging business and [[IT Strategy (Information Technology Strategy)|IT strategy]]. Moreover, a model-centric approach is prohibitively time-intensive to keep updated and leaves too much room for error as changes to the architecture occur unchecked and isolated in the heads of small groups of architecture specialists. Instead, the EAM effort has to bring the highly distributed knowledge of all experts to the table and allow every participant to provide such knowledge and input in the terms that best fit the experience and expectations of the contributing [[Stakeholder|stakeholders]].
+The fundamental prerequisites for effective EAM are a current, consistent [[baseline]] of information about the as-is landscape and an integrated planning process from [[demand]] to [[budget]] to reach the to-be landscape. The enterprise architecture function also involves reviewing and consolidating detailed architecture decisions and migration plans to identify efficiencies, advance standardization, and [[Business IT Alignment|align business and IT priorities]]. As IT architectural layers, [[Business Process|business support processes]], and [[Organizational Structure|organizational structures]] become more sophisticated and prone to constant change, EAM will only result in haphazard [[Business IT Alignment|business and IT alignment]] if the primary focus is on delivering sets of technically based models. This approach is only helpful insofar as it depicts the enterprise architecture as a snapshot in time, but it offers no reiterative process support to develop architecture solutions and test against different scenarios, [[Benchmarking|benchmarks]], and standards as dictated by the ever converging business and [[IT Strategy (Information Technology Strategy)|IT strategy]]. Moreover, a [[model]]-centric approach is prohibitively time-intensive to keep updated and leaves too much room for error as changes to the architecture occur unchecked and isolated in the heads of small groups of architecture specialists. Instead, the EAM effort has to bring the highly distributed knowledge of all experts to the table and allow every participant to provide such knowledge and input in the terms that best fit the experience and expectations of the contributing [[Stakeholder|stakeholders]].
@@ Line 31: / Line 31: @@
 '''Enterprise Architecture Management (EAM) Development Phases (See Figure 2.)'''<ref>The Development Phases of Enterprise Architecture Management (EAM) [http://knut.hinkelmann.ch/lectures/ABIT2016/ABIT%2008%20EAM.pdf Knut Hinkelmann]</ref><br />
 *Phase 1: EAM for holistic engineering of information systems
-**Conceptual structure of Architecture (e.g. Zachman Framework)
+**Conceptual structure of Architecture (e.g. Zachman [[Framework]])
-*Phase 2: Advanced Information Systems Management
+*Phase 2: Advanced Information [[Systems Management]]
 **defining role models,
 **planning, implementation and controlling the processes for IT/IS landscape (not only single applications) and ensuring transparent decision-making
@@ Line 51: / Line 51: @@
 '''Enterprise Architecture Management Vs. Enterprise Architecture Modeling'''<ref>Difference between Enterprise Architecture Management and Enterprise Architecture Modeling [https://cioindex.com/reference/actionable-enterprise-architecture-management/ CIO Index]</ref>
-Enterprise Architecture Modelling is a set or series of point-in-time snapshots of the enterprise. These snapshots give us a view of the components and capabilities of the enterprise over time helping us visualize the journey of the enterprise over time. An emphasis on enterprise architecture modeling can result in a complete set of enterprise models that do not deliver business value. An obsession with enterprise architecture tools can create a lot of activity without much movement towards transforming the business to create shareholder value. Enterprise Architecture Management focuses enterprise architecture modelling to creating business value. Enterprise Architecture Modelling visualizes the enterprise. Enterprise Architecture Management uses these visuals to create business value for the enterprise helping us answer the two critical questions:<br /> 1) Are we doing the right things?<br /> 2) Are we doing them right?
+Enterprise Architecture Modelling is a set or series of point-in-time snapshots of the enterprise. These snapshots give us a view of the components and capabilities of the enterprise over time helping us visualize the journey of the enterprise over time. An emphasis on enterprise architecture modeling can result in a complete set of enterprise models that do not deliver business value. An obsession with enterprise architecture tools can create a lot of activity without much movement towards transforming the business to create [[shareholder]] value. Enterprise Architecture Management focuses enterprise architecture modelling to creating business value. Enterprise Architecture Modelling visualizes the enterprise. Enterprise Architecture Management uses these visuals to create business value for the enterprise helping us answer the two critical questions:<br /> 1) Are we doing the right things?<br /> 2) Are we doing them right?
 '''Enterprise Architecture Management Benefits'''<ref>Enterprise Architecture Management Benefits [https://uk.boc-group.com/consulting/enterprise-architecture-management/ uk.boc]</ref><br />
-*[[Disruptive Technology|Prepare early for disruptive change]]: Adapt your strategy, products and processes quickly in response to external factors (e.g., competition, economic, political, social, legal and technological changes) and deal effectively with the impact of internal factors (e.g., product portfolio, organisation structures, legacy applications).
+*[[Disruptive Technology|Prepare early for disruptive change]]: Adapt your strategy, products and processes quickly in response to external factors (e.g., competition, economic, political, social, legal and technological changes) and deal effectively with the impact of internal factors (e.g., [[product]] [[portfolio]], organisation structures, legacy applications).
 *[[Risk Mitigation|Mitigate your risks]]: Achieve early visibility of risks in different parts of the architecture. [[Risk Mitigation|Mitigate these risks]] by conducting periodic [[Risk Assessment|risk assessments]] and taking adequate measures.
 *[[Project Portfolio Management (PPM)|Invest wisely in your project portfolio]]: Get a clear picture of projects that directly support your [[Business Strategy|business strategy]] and reduce investment in non-strategic projects.
-*Enable [[Innovation|innovatio]]n on enterprise level: Learn what technologies are being used in different units. Reuse technologies rather than reinventing the wheel and share the knowledge with all units to support innovation on enterprise level.
+*Enable [[Innovation|innovatio]]n on enterprise level: Learn what technologies are being used in different units. Reuse technologies rather than reinventing the wheel and share the knowledge with all units to support [[innovation]] on enterprise level.
 *Safeguard the future: Future-proof your organisation by following guidelines, standards, and [[Architectural Principles|architecture principles]] and by monitoring the right [[Key Performance Indicator (KPI)|key performance indicators]].
@@ Line 95: / Line 95: @@
 *Where does Enterprise Architecture Management fit in? Capability-based view…[http://www.ariscommunity.com/users/koiv/2010-12-28-where-does-enterprise-architecture-management-fit-capability-based-view Konstantin Ivanov]
 *A Learning Perspective on Enterprise Architecture Management [https://www.alexandria.unisg.ch/249782/1/A%20Learning%20Perspective%20on%20Enterprise%20Architecture%20Management.pdf Maximilian Brosius, M. Kazem Haki, Stephan Aier, Robert Winter]
-*Towards the Design of an Agile Enterprise Architecture Management Method [https://jyx.jyu.fi/dspace/bitstream/handle/123456789/49307/URN:NBN:fi:jyu-201604122173.pdf?sequence=1 Truth Lumor, UNIVERSITY OF JYVÄSKYLÄ]
+*Towards the [[Design]] of an Agile Enterprise Architecture Management Method [https://jyx.jyu.fi/dspace/bitstream/handle/123456789/49307/URN:NBN:fi:jyu-201604122173.pdf?sequence=1 Truth Lumor, UNIVERSITY OF JYVÄSKYLÄ]

@@ Line 1: / Line 1: @@
 '''Enterprise Architecture Management (EAM)''' is the practice of enabling and driving [[Business Value|business value]] using [[Enterprise Architecture|enterprise architecture]]. EAM sets the direction, strategy, and governance for [[Enterprise Architecture|enterprise architecture planning]] - vision, mission, goals, guidelines, policies, principles, communications, monitoring, control, and other activities that ensure the development and deployment of enterprise architecture in support of business value.
-*EAM sets the direction for all activities related to enterprise architecture
+*EAM sets the direction for all activities related to [[Enterprise Architecture|enterprise architecture]]
 *EAM connects [[Business Strategy|business strategy]] and enterprise architecture
 *EAM uses enterprise architecture for [[Business Transformation|business transformation]]
@@ Line 10: / Line 10: @@
 *What people, process, technology, and information support your business capabilities?
 *How do standards, policies, external and internal forces impact your business?
-*What are the critical cost drivers within your organisation?
+*What are the critical [[Cost Drivers|cost drivers]] within your [[Organization|organisation]]?
-*How do you manage investment in your project, application and technology portfolio?<ref>What is Enterprise Architecture Management (EAM)? [https://uk.boc-group.com/consulting/enterprise-architecture-management/ Boc Group]</ref>
+*How do you [[IT Investment Management (ITIM)|manage investment in your project, application and technology portfolio]]?<ref>What is Enterprise Architecture Management (EAM)? [https://uk.boc-group.com/consulting/enterprise-architecture-management/ Boc Group]</ref>
@@ Line 19: / Line 19: @@
 '''Overview of Enterprise Architecture Management (EAM)'''<ref>Overview of Enterprise Architecture Management (EAM) [https://en.wikipedia.org/wiki/Enterprise_architecture_management Wikipedia]</ref><br />
-The fundamental prerequisites for effective EAM are a current, consistent baseline of information about the as-is landscape and an integrated planning process from demand to budget to reach the to-be landscape. The enterprise architecture function also involves reviewing and consolidating detailed architecture decisions and migration plans to identify efficiencies, advance standardization, and align business and IT priorities. As IT architectural layers, business support processes, and organizational structures become more sophisticated and prone to constant change, EAM will only result in haphazard business and IT alignment if the primary focus is on delivering sets of technically based models. This approach is only helpful insofar as it depicts the enterprise architecture as a snapshot in time, but it offers no reiterative process support to develop architecture solutions and test against different scenarios, benchmarks, and standards as dictated by the ever converging business and IT strategy. Moreover, a model-centric approach is prohibitively time-intensive to keep updated and leaves too much room for error as changes to the architecture occur unchecked and isolated in the heads of small groups of architecture specialists. Instead, the EAM effort has to bring the highly distributed knowledge of all experts to the table and allow every participant to provide such knowledge and input in the terms that best fit the experience and expectations of the contributing stakeholders.
+The fundamental prerequisites for effective EAM are a current, consistent baseline of information about the as-is landscape and an integrated planning process from demand to budget to reach the to-be landscape. The enterprise architecture function also involves reviewing and consolidating detailed architecture decisions and migration plans to identify efficiencies, advance standardization, and [[Business IT Alignment|align business and IT priorities]]. As IT architectural layers, [[Business Process|business support processes]], and [[Organizational Structure|organizational structures]] become more sophisticated and prone to constant change, EAM will only result in haphazard [[Business IT Alignment|business and IT alignment]] if the primary focus is on delivering sets of technically based models. This approach is only helpful insofar as it depicts the enterprise architecture as a snapshot in time, but it offers no reiterative process support to develop architecture solutions and test against different scenarios, [[Benchmarking|benchmarks]], and standards as dictated by the ever converging business and [[IT Strategy (Information Technology Strategy)|IT strategy]]. Moreover, a model-centric approach is prohibitively time-intensive to keep updated and leaves too much room for error as changes to the architecture occur unchecked and isolated in the heads of small groups of architecture specialists. Instead, the EAM effort has to bring the highly distributed knowledge of all experts to the table and allow every participant to provide such knowledge and input in the terms that best fit the experience and expectations of the contributing [[Stakeholder|stakeholders]].
@@ Line 43: / Line 43: @@
 **Integrating EAM into the strategy development and strategy implementation processes results in strong synergies, improved decision making and faster strategic change.
 **Strategic decision-making is based on enterprise architecture information, and takes enterprise architecture-specific objectives and policies into account.
-**Adding motivation to Architecture Frameworks and guidelines
+**Adding motivation to [[Enterprise Architecture Framework|Architecture Frameworks]] and guidelines
@@ Line 55: / Line 55: @@
 '''Enterprise Architecture Management Benefits'''<ref>Enterprise Architecture Management Benefits [https://uk.boc-group.com/consulting/enterprise-architecture-management/ uk.boc]</ref><br />
-*Prepare early for disruptive change: Adapt your strategy, products and processes quickly in response to external factors (e.g., competition, economic, political, social, legal and technological changes) and deal effectively with the impact of internal factors (e.g., product portfolio, organisation structures, legacy applications).
+*[[Disruptive Technology|Prepare early for disruptive change]]: Adapt your strategy, products and processes quickly in response to external factors (e.g., competition, economic, political, social, legal and technological changes) and deal effectively with the impact of internal factors (e.g., product portfolio, organisation structures, legacy applications).
-*Mitigate your risks: Achieve early visibility of risks in different parts of the architecture. Mitigate these risks by conducting periodic risk assessments and taking adequate measures.
+*[[Risk Mitigation|Mitigate your risks]]: Achieve early visibility of risks in different parts of the architecture. [[Risk Mitigation|Mitigate these risks]] by conducting periodic [[Risk Assessment|risk assessments]] and taking adequate measures.
-*Invest wisely in your project portfolio: Get a clear picture of projects that directly support your business strategy and reduce investment in non-strategic projects.
+*[[Project Portfolio Management (PPM)|Invest wisely in your project portfolio]]: Get a clear picture of projects that directly support your [[Business Strategy|business strategy]] and reduce investment in non-strategic projects.
-*Enable innovation on enterprise level: Learn what technologies are being used in different units. Reuse technologies rather than reinventing the wheel and share the knowledge with all units to support innovation on enterprise level.
+*Enable [[Innovation|innovatio]]n on enterprise level: Learn what technologies are being used in different units. Reuse technologies rather than reinventing the wheel and share the knowledge with all units to support innovation on enterprise level.
-*Safeguard the future: Future-proof your organisation by following guidelines, standards, and architecture principles and by monitoring the right key performance indicators.
+*Safeguard the future: Future-proof your organisation by following guidelines, standards, and [[Architectural Principles|architecture principles]] and by monitoring the right [[Key Performance Indicator (KPI)|key performance indicators]].

@@ Line 65: / Line 65: @@
 [[Enterprise_Architecture|Enterprise Architecture]]<br />
 [[Enterprise_Architecture_Framework|Enterprise Architecture Framework]]<br />
-[[Business_Systems_Planning_(BSP)|Business Systems Planning (BSP)]]
+[[Business_Systems_Planning_(BSP)|Business Systems Planning (BSP)]]<br />
 [[Enterprise_Architecture_Value_Framework_(EAVF)| Enterprise Architecture Value Framework (EAVF)]]<br />
 [[Federal_Enterprise_Architecture_Framework_(FEA)|Federal Enterprise Architecture Framework (FEA)]]<br />

@@ Line 72: / Line 72: @@
 [[The_Open_Group_Architecture_Framework_(TOGAF)|The Open Group Architecture Framework (TOGAF)]]<br />
 [[Adaptive_Enterprise_Framework_(AEF)|Adaptive Enterprise Framework (AEF)]]<br />
-[[Technical Architecture Framework for Information-Management (TAFIM)]]<br />
+[[Technical Architecture Framework for Information Management (TAFIM)]]<br />
 [[IT Strategy (Information Technology Strategy)]]<br />
 [[IT Governance|Governance of Information Technology]]<br />