Architectural Coordination of Enterprise Transformation

The Enterprise Engineering Series
Henderik A. Proper
Robert Winter · Stephan Aier
Sybren de Kinderen Editors
Architectural
Coordination of
Enterprise
Transformation
Explorations
Series Editors
Jan L.G. Dietz
Henderik A. Proper
José Tribolet
Editorial Board
Terry Halpin
Jan Hoogervorst
Martin Op ’t Land
Ronald G. Ross
Robert Winter
More information about this series at http://www.springer.com/series/8371
Henderik A. Proper • Robert Winter •
Stephan Aier • Sybren de Kinderen
Editors
Architectural
Coordination of
Enterprise
Transformation
123
Editors
Henderik A. Proper Robert Winter
Luxembourg Institute of Science Institute for Information Management
and Technology University of St. Gallen
Esch-sur-Alzette, Luxembourg St. Gallen, Switzerland
Stephan Aier Sybren de Kinderen

Institute for Information Management University of Duisburg-Essen
University of St. Gallen Essen, Germany
St. Gallen, Switzerland
ISSN 1867-8920 ISSN 1867-8939 (electronic)

ISBN 978-3-319-69583-9 ISBN 978-3-319-69584-6 (eBook)
https://doi.org/10.1007/978-3-319-69584-6
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The Enterprise Engineering Network

informed design and operation of enterprises
Preface
Enterprises frequently engage in transformations. Typical examples of such enter-

prise transformations include changes of the business model, mergers and acquisi-
tions, large-scale outsourcing, and the introduction and/or replacement of core en-
terprise information systems. Due to their strategic character, their complexity, and
the amount of effort, enterprise transformations significantly impact the competi-
tiveness of enterprises, their economic success, and the people that are involved or
affected. As a consequence, they are a phenomenon of great significance for society,
economy, and business informatics.
The complexity of enterprise transformations creates challenges for its coor-
dinated planning as well as for the many concurrent projects involved in its im-
plementation. Enterprises, and senior management in particular, struggle with the
question to steer and/or coordinate enterprise transformations. In complex organi-
sations, enterprise-wide changes imply that a wide variety of actors are involved in
the design and implementation of a large number of local changes. To make large
enterprise transformations feasible and manageable, they are typically split into pro-
grammes and eventually into projects. Even more, larger enterprises typically do not
just conduct one transformation programme at a time, but conduct multiple in par-
allel, which all need to be coordinated with the enterprise’s strategy. Local changes,
as made in the projects that collectively make up the transformation programme(s),
are not always in line with overall objectives because not only subunit-specific con-
cerns “pull” or “tug” the direction taken by the transformation, but also perceived
direction may deviate from intended direction. Thus, local changes need to be coor-
dinated in order to constitute a purposefully engineered and coherently implemented
intervention to the enterprise instead of an “emergent” change process. There is a
need to guard the coherence between the different concerns and aspects of an enter-
prise across programme(s).
These challenges have triggered us to initiate a broad research programme on
architectural coordination of enterprise transformation (ACET (A list of frequently
used acronyms is provided on page xxiii)) involving a collaboration between re-
searchers from Luxembourg, Switzerland, as well as the Netherlands. The ACET
vii
viii Preface
programme involved four applied research projects: the core ACET project, the gen-
eral enterprise architecting (GEA) project, the Corporate Intelligence project, and
the Rational Architecture project, involving different constellations of the Univer-
sity of St. Gallen in Switzerland, the Luxembourg Institute of Science and Technol-
ogy in Luxembourg, the Radboud University in the Netherlands, the University of
Luxembourg, and several industrial partners such as Ordina and SAP.
Each of these applied research projects focussed on different aspects of enterprise
transformations and different strategies to use enterprise architecture to steer the
direction of such transformations. The ACET project formed the integrative core
of these four research projects, also leading to the general focus of this book on
architectural coordination of enterprise transformation.
The resulting book brings together the work of ten PhD researchers and six se-
nior researchers. While this book is built around individual contributions of the re-
searchers involved, the final result goes beyond being a mere collection of discon-
nected chapters. As the work involved four related research projects, the different
results are well connected to each other, while some terminological and theoretical
integration across the different researchers has also been achieved. At the same time,
it should be said that this book can only provide a humble beginning towards the cre-
ation of a more complete understanding of architectural coordination of enterprise
transformation and the development of an integrated set of instruments supporting
ACET in practice.
The ambitions at the start of the ACET research programme were high. It was,
indeed, the ambition to develop an integrated design theory for ACET. However,
the early stages of the projects involved in the programme provided the insight that
the heterogeneity and multifacetedness of the domain of ACET was so high that
the development of an integrated design theory for ACET would be too ambitious.
A choice had to be made between the creation of a “superficial” overall method
for ACET or, for the moment, a set of disconnected and partial, yet well-founded,
elements/components towards a more comprehensive method for ACET. We made
a choice for the latter, where the research efforts were compartmentalised, in the
sense that each of the involved researchers focussed on a specific (set of related)
aspect(s), with the aim to develop an initial explanatory theory covering the aspect.
Finally, we would like to thank our primary sponsors, the FNR (Fonds National
de la Recherche) in Luxembourg and the SNSF (Swiss National Science Founda-
tion) in Switzerland. We would also like to explicitly thank Dirk van der Linden,
who helped in converting different Word sources into LATEX. Using a mix of Word
and LATEX across the team requires a technical integration at some stage, and Dirk
was very helpful in achieving this. We would also like to express our gratitude to
the proofreaders of this book, which, next to the co-authors of the different chapters,
included Bas van Gils.
Looking back on developing and shaping the content of this book, two important
events come to our mind. The first event was a writing workshop of the core team
on Crete. As it turned out, it was more cost efficient for the entire core team to meet
there, as opposed to either gathering in full in St. Gallen or in Luxembourg. The
result was a very productive, and enjoyable, workshop. The second event involved
Preface ix
the final push in structuring the book. Two of the editors worked closely together for
almost a week, being hosted by our dear friend José Tribolet in Lisbon, Portugal.
This allowed us to “hide away” from day-to-day activities and focus on structuring
the book.
As editors, we sincerely hope you will enjoy reading this book, while exploring
the richness of the architectural coordination of enterprise transformation playing
field and gaining more insights into both its practical and theoretical aspects.
Belval, Luxembourg Henderik A. Proper

St. Gallen, Switzerland Robert Winter
St. Gallen, Switzerland Stephan Aier
Essen, Germany Sybren de Kinderen
Contents
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 Enterprise Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 The Need for Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3 Enterprise Architecture Management. . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4 Architectural Coordination of Enterprise Transformation . . . . . . . . 7
1.5 Outline of This Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Part I Observing Architectural Coordination in Practice
2 A Major Transformation at a Global Insurance Company . . . . . . . . 15

2.1 The Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.2 The Enterprise Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.3 Structuring the Enterprise Architecture Management Function . . . 17
2.4 The Role of Enterprise Architecture Management . . . . . . . . . . . . . . 19
2.5 Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
3 Centralised Monitoring of Pensions in Greece . . . . . . . . . . . . . . . . . . . 21

3.1 A Fragmented Social Security Landscape. . . . . . . . . . . . . . . . . . . . . . 21
3.2.1 Baseline Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.2.2 Target Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.2.3 Scenario 1: Fully Consolidated Architecture . . . . . . . . . . 25
3.2.4 Scenario 2: Aggregation of Pension Payments Files . . . 25
3.3 Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
4 Enterprise Coherence in the Public Sector . . . . . . . . . . . . . . . . . . . . . . 31

4.3 The Used Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
4.4 The Management Dashboard for DGA . . . . . . . . . . . . . . . . . . . . . . . . 34
4.5 Answering the Business Issue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
xi
xii Contents
4.6 Results of the Programme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

4.7 Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
5 Public Services Opening Up To Innovation . . . . . . . . . . . . . . . . . . . . . . 43

5.2.1 Introduction of Architecture Board . . . . . . . . . . . . . . . . . . 45
5.2.2 Introduction of Innovation Department . . . . . . . . . . . . . . . 46
5.2.3 Introduction of New Project Types. . . . . . . . . . . . . . . . . . . 46
5.3 Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
5.3.1 Unclear Role of the Architecture Board . . . . . . . . . . . . . . 47
5.3.2 Legitimacy of the Architecture Board . . . . . . . . . . . . . . . . 47
5.3.3 Long Communication Lines. . . . . . . . . . . . . . . . . . . . . . . . . 48
5.3.4 Innovation as an Addition . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
5.3.5 Double Role of Architects . . . . . . . . . . . . . . . . . . . . . . . . . . 49
5.3.6 The Pace of the Enterprise Transformation . . . . . . . . . . . 50
5.3.7 Change in Mindsets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
5.4 Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Part II Exploring Architectural Coordination of Enterprise Transformation
6 Degrees of Change in Enterprises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
6.2 Domains of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
6.2.1 Added-Value Domain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
6.2.2 Innovation Domain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
6.2.3 Value Systems Domain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
6.3 Causal Texture of the Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
6.3.1 Placid, Randomised Environment. . . . . . . . . . . . . . . . . . . . 62
6.3.2 Placid, Clustered Environment . . . . . . . . . . . . . . . . . . . . . . 62
6.3.3 Disturbed-Reactive Environment . . . . . . . . . . . . . . . . . . . . 63
6.3.4 Turbulent Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
6.4 Types of Change Interventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
6.4.1 Restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
6.4.2 Reengineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
6.4.3 Rethinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
6.5 Three Information Technology Realms . . . . . . . . . . . . . . . . . . . . . . . . 65
6.6 Three Degrees of Enterprise Change . . . . . . . . . . . . . . . . . . . . . . . . . . 66
6.6.1 Scope of Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
6.6.2 Environmental Contingency . . . . . . . . . . . . . . . . . . . . . . . . . 68
6.6.3 Type of Change Interventions . . . . . . . . . . . . . . . . . . . . . . . 68
6.6.4 The Role of Information Technology. . . . . . . . . . . . . . . . . 69
6.7 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Contents xiii
7 Enterprise Transformation from a Social Perspective . . . . . . . . . . . . . 71

7.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
7.1.1 Structuration-Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
7.1.2 Origin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
7.1.3 Type. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
7.1.4 Momentum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
7.1.5 Trajectory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
7.2 Applying the Structuration-Foundation. . . . . . . . . . . . . . . . . . . . . . . . 75
7.3 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
8 More than Engineering: The Role of Subcultures . . . . . . . . . . . . . . . . 77

8.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
8.2 What is an Organisational Subculture? . . . . . . . . . . . . . . . . . . . . . . . . 78
8.3 Relevance of Organisational Subcultures in ACET . . . . . . . . . . . . . 79
8.4 Potential Consequences if Cultural Differences Are Ignored . . . . . 82
8.5 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
9 The Need for a Use Perspective on Architectural Coordination . . . . 87

9.1 Introduction: The Importance of a Use Perspective on ACET . . . . 87
9.2 Importance of the Use of Architectural Coordination . . . . . . . . . . . 88
9.3 ACET Artefacts from the Users’ Perspective. . . . . . . . . . . . . . . . . . . 90
9.4 Relevant State of the Art of Use-Centricity in Literature . . . . . . . . 91
9.5 Managerial Implications for Architectural Artefacts . . . . . . . . . . . . 95
9.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
10 Enterprise Coherence Governance: Involving the Right

Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
10.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
10.2 Beyond Engineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
10.3 Stakeholder Fragmentation in Enterprise Transformation . . . . . . . . 101
10.3.1 Social Complexity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
10.3.2 Wickedness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
10.4 The Need to Govern Enterprise Coherence. . . . . . . . . . . . . . . . . . . . . 103
10.4.1 Enterprise Coherence Governance . . . . . . . . . . . . . . . . . . . 103
10.4.2 Beyond Blue-Print Thinking . . . . . . . . . . . . . . . . . . . . . . . . 104
10.4.3 Engaging Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
10.5 Requirements for Enterprise Coherence Governance . . . . . . . . . . . . 106
10.5.1 Stakeholder Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
10.5.2 Management Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
10.5.3 Change Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
10.5.4 General Systems Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
10.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
11 Information Requirements for Enterprise Transformation . . . . . . . . 111

11.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
11.2 State of the Art . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
xiv Contents
11.3 Dimensions of Information Requirements. . . . . . . . . . . . . . . . . . . . . 113

11.3.1 People: Consumers of Information . . . . . . . . . . . . . . . . . . . 114
11.3.2 Structure: Organisational Scope of Information . . . . . . . 115
11.3.3 Task: Purpose of Information . . . . . . . . . . . . . . . . . . . . . . . . 115
11.3.4 Technology: Detail of Information . . . . . . . . . . . . . . . . . . . 116
11.4 Information Processing During Enterprise Transformation . . . . . . 116
11.5 Information Provision in the Context of ACET . . . . . . . . . . . . . . . . . 118
11.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
12 Institutionalisation of ACET: Needs and Foundations . . . . . . . . . . . . 123

12.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
12.2 Theoretical Perspectives on the Effective Anchoring of ACET . . . 126
12.3 An Institutional Theory Perspective on ACET . . . . . . . . . . . . . . . . . . 129
12.3.1 Institutional Theory Foundations . . . . . . . . . . . . . . . . . . . . 129
12.3.2 Application of Institutional Theory Concepts
to ACET. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
12.4 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
13 The Need for Model Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

13.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
13.2 Limits to One-Size-Fits-All Languages. . . . . . . . . . . . . . . . . . . . . . . . 138
13.3 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
13.4 Candidate Existing Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
13.4.1 Expressing Architectural Concerns by Language
Federation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
13.4.2 Situational Method Engineering . . . . . . . . . . . . . . . . . . . . . 142
13.4.3 Domain-Specific Language Design . . . . . . . . . . . . . . . . . . 143
13.5 Our Approach: Component-Based Language Composition . . . . . . 144
13.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
14 Steering Transformations with Architecture Principles . . . . . . . . . . . 147

14.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
14.2 Challenges in Using and Evaluating Architecture Principles . . . . . 150
14.3 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
15 The Need for Explicit Decision-Making Strategies . . . . . . . . . . . . . . . 153

15.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
15.2 Design Rationale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
15.2.1 What is Design Rationale? . . . . . . . . . . . . . . . . . . . . . . . . . . 155
15.2.2 Design Rationale Fundamentals . . . . . . . . . . . . . . . . . . . . . 156
15.2.3 Types of Design Rationale Approaches. . . . . . . . . . . . . . . 156
15.2.4 Design Rationale Approaches and Related Work . . . . . . 159
15.3 Design Rationale and Enterprise Architecture . . . . . . . . . . . . . . . . . . 160
15.4 Objectives of a Rationale Management System. . . . . . . . . . . . . . . . . 161
15.5 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Contents xv
Part III Harvesting Components of an ACET Design Theory
16 ACET Constructs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

16.1 General ACET Constructs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
16.1.1 Enterprise Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . 169
16.1.2 Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
16.1.3 Enterprise Architecture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
16.1.4 Enterprise Architecture Management . . . . . . . . . . . . . . . . 170
16.1.5 Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
16.1.6 Method Fragment/Method Chunk . . . . . . . . . . . . . . . . . . . 171
16.1.7 Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
16.1.8 Stakeholder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
16.2 Key Constructs for ACET Method Fragments . . . . . . . . . . . . . . . . . . 171
16.2.1 Value. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
16.2.2 Organisational Subculture . . . . . . . . . . . . . . . . . . . . . . . . . . 172
16.2.3 Decision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
16.2.4 Architecture Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
16.2.5 Information Systems Model. . . . . . . . . . . . . . . . . . . . . . . . . 172
16.2.6 Reference Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.2.7 Community of Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.2.8 Boundary Object. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.2.9 Institution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
16.2.10 Institutionalisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
17 Transformation Intelligence Capability Catalogue . . . . . . . . . . . . . . . 175

17.1 Role of the Capability Catalogue for ACET. . . . . . . . . . . . . . . . . . . . 177
17.2 Method Fragments of the Capabilities Catalogue . . . . . . . . . . . . . . . 178
18 Coherence Management Dashboard for ACET . . . . . . . . . . . . . . . . . . 183

18.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
18.2 The Enterprise Coherence Framework . . . . . . . . . . . . . . . . . . . . . . . . . 184
18.2.1 Coherence at the Strategic Level. . . . . . . . . . . . . . . . . . . . . 185
18.2.2 Coherence at the Design Level . . . . . . . . . . . . . . . . . . . . . . 187
18.2.3 Coherence Between the Levels . . . . . . . . . . . . . . . . . . . . . . 190
18.3 Coherence Management Dashboard . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
18.4 Case studies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
19 Guidelines for Architecture Models as Boundary Objects . . . . . . . . . 193

19.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
19.2 Boundary Objects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
19.2.1 Boundary Object Properties. . . . . . . . . . . . . . . . . . . . . . . . . 196
19.2.2 Enterprise Architecture Models as Boundary
Objects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
19.3 Semantic Boundary Object Capacities. . . . . . . . . . . . . . . . . . . . . . . . . 198
19.3.1 Visualisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
19.3.2 Experimental Setup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
xvi Contents
19.3.3 Experimental Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202

19.3.4 Modularity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
19.3.5 Abstraction/Concreteness. . . . . . . . . . . . . . . . . . . . . . . . . . . 205
19.3.6 Stability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
19.3.7 Development of Boundary Object Design Principles . . . 206
19.4 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
20 The ACET Information Requirements Reference Model . . . . . . . . . . 211

20.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
20.2 Research Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
20.3 ACET Information Requirements Reference Model. . . . . . . . . . . . . 213
20.3.1 Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
20.3.2 Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
20.3.3 Business Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
20.3.4 Project Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
20.3.5 Design Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
20.3.6 Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
20.3.7 Social Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
20.3.8 Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
20.3.9 Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
20.3.10 Risks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
20.3.11 IT Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
20.4 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
21 Model Bundling: Componential Language Engineering . . . . . . . . . . 221

21.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
21.2 Model Bundling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
21.2.1 The e3 RoME Model Bundling Artefact. . . . . . . . . . . . . . . 222
21.2.2 Adapting a Value-Based Service Bundling
Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
21.3 Experiment: Integrating e3 Value and ArchiMate via DEMO . . . . . 223
21.4 Two e3 RoME Ontologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
21.4.1 The Stakeholder Perspective Ontology . . . . . . . . . . . . . . . 225
21.4.2 The Catalogue Perspective Ontology . . . . . . . . . . . . . . . . . 228
21.5 Generating Model Bundles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
21.5.1 Creating an Initial Model Bundle . . . . . . . . . . . . . . . . . . . . 230
21.5.2 Modifying a Model Bundle . . . . . . . . . . . . . . . . . . . . . . . . . 232
21.6 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
22 Principle-Based Goal-Oriented Requirements Language . . . . . . . . . . 235

22.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
22.2 Guidelines for the Formulation of Architecture Principles . . . . . . . 237
22.3 Semiformal Representation of Architecture Principles . . . . . . . . . . 239
22.4 Constraints for Architecture Principle Representation . . . . . . . . . . . 242
Contents xvii
22.5 Relevance and Consequences for ACET . . . . . . . . . . . . . . . . . . . . . . . 244

22.5.1 Support for Formulation of Architecture Principles . . . . 244
22.5.2 Supporting Design Decisions Based on Architecture
Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
22.5.3 Supporting Consistency Checks . . . . . . . . . . . . . . . . . . . . . 245
22.5.4 Evaluate Consistency with Architecture Principles . . . . 245
22.6 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
23 The EA Anamnesis Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249

23.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
23.2 Decision Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
23.3 Decision-Making Process Concepts. . . . . . . . . . . . . . . . . . . . . . . . . . . 252
23.4 Enterprise Architecture Decision Relationships . . . . . . . . . . . . . . . . 254
23.5 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255
24 Formalising Enterprise Architecture Decision Models . . . . . . . . . . . . 257

24.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
24.2 Preliminaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259
24.2.1 Meta-model and Decision Design Graphs . . . . . . . . . . . . 259
24.2.2 Reflection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262
24.3 A Formal Model for Architectural Decision Modelling . . . . . . . . . . 263
24.3.1 Elementary Definitions for Architectural Decision
Modelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263
24.3.2 Layered Decision Model and Logical Relations . . . . . . . 265
24.4 Case Study: ArchiSurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269
24.4.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269
24.4.2 Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
24.5 Related Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
24.6 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274
25 Situational Adaptations of ACET . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277

25.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
25.2 Situational Method Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
25.3 Classifying Enterprise Architecture Management Approaches . . . 278
25.4 Classification of Transformation Types . . . . . . . . . . . . . . . . . . . . . . . . 282
25.4.1 Configurable Reference Models . . . . . . . . . . . . . . . . . . . . . 282
25.4.2 Design of an Enterprise Transformation
Information Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
25.5 Situations in ACET . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286
25.6 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
Part IV Epilogue
26 Conclusion and Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293

26.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
26.2 Summary of Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294
xviii Contents
26.3 Reflections on the Development of Large-Scale Methods. . . . . . . . 295

26.3.1 Change of Programme Strategy . . . . . . . . . . . . . . . . . . . . . 295
26.3.2 A Method as a Design Theory . . . . . . . . . . . . . . . . . . . . . . . 296
26.3.3 Complexity and Uncertainty for the Use of Methods . . . 297
26.3.4 Research Methodological Guidance . . . . . . . . . . . . . . . . . . 297
26.4 Suggestions for Future Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
26.4.1 Sociocultural Context of ACET . . . . . . . . . . . . . . . . . . . . . 301
26.4.2 Enterprises Are in Motion . . . . . . . . . . . . . . . . . . . . . . . . . . 301
26.4.3 Enterprise Architecture Modelling . . . . . . . . . . . . . . . . . . . 302
26.4.4 Enterprise Architecture Principles . . . . . . . . . . . . . . . . . . . 303
26.4.5 Architectural Decision-Making . . . . . . . . . . . . . . . . . . . . . . 303
26.4.6 Integrated Method for ACET. . . . . . . . . . . . . . . . . . . . . . . . 304
26.5 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 304
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305
About the Authors
Ralf Abraham During the ACET programme, Dr. Ralf Abraham worked as a PhD
researcher at the Institute of Information Management, University of St. Gallen, in
Switzerland. Currently, Ralf works at DATEV eG in Nürnberg, Germany.
Stephan Aier Prof. Dr. Stephan Aier is an Assistant Professor at the Institute of
Information Management, University of St. Gallen, in Switzerland. His research
interests are in architecture, integration, and transformation management. He heads
the Architectural Coordination Group at the Institute of Information Management
and is responsible for fundamental research funded by public research organisations,
such as the Swiss National Science Foundation, and for applied research funded by
industry partners.
Stefan Bischoff During the ACET programme, Dr. Stefan Bischoff worked as a
PhD researcher at the Institute of Information Management, University of St. Gallen,
in Switzerland.
Sybren de Kinderen During the ACET programme, Dr. Sybren de Kinderen
worked as a postdoctoral research fellow at the Luxembourg Institute of Science
and Technology (LIST) in Luxembourg. Currently, he is an Assistant Professor at
the University of Duisburg-Essen, in Germany.
Hella Faller During the ACET programme, Dr. Hella Faller worked as a PhD re-
searcher at the Luxembourg Institute of Science and Technology (LIST) in Lux-
embourg. In March 2016, she received her PhD from the Radboud University, Ni-
jmegen, in the Netherlands.
Sepideh Ghanavati During the ACET programme, Dr. Sepideh Ghanavati worked
as a postdoctoral research fellow at the Luxembourg Institute of Science and Tech-
nology (LIST) in Luxembourg. Currently, she is an Assistant Professor in the De-
partment of Computer Science at Texas Tech University, in Lubbock, Texas, USA.
Janne J. Korhonen During the ACET programme, Janne J. Korhonen was a vis-
iting researcher at the Luxembourg Institute of Science and Technology (LIST) in
Luxembourg, while being enrolled as a PhD candidate at the Aalto University in
Finland.
xix
xx About the Authors
Nils Labusch During the ACET programme, Dr. Nils Labusch worked as a PhD
Switzerland.
Diana Marosin During the ACET programme, Diana Marosin worked as a PhD re-
searcher at the Luxembourg Institute of Science and Technology (LIST) in Luxem-
bourg. She expects to defend her doctoral thesis at Radboud University, Nijmegen,
the Netherlands, by the end of 2017. Currently, she is working at Sopra Steria Lux-
embourg as a Solution Building Engineer.
Wolfgang A. Molnar Dr. Wolfgang Molnar currently works as a researcher at War-
wick Business School and practitioner in the automotive industry for ZF in Ger-
many. Previously, he was a Research Fellow at the Luxembourg Institute of Science
and Technology. He earned his PhD in Information Systems and Management from
the Warwick Business School, University of Warwick. His research expertise fo-
cuses on socio-technical aspects in developing information systems.
Georgios Plataniotis During the ACET programme, Dr. Georgios Plataniotis
worked as a PhD researcher at the Luxembourg Institute of Science and Technol-
ogy (LIST) in Luxembourg. In April 2017, he received his PhD from the Radboud
University, Nijmegen, in the Netherlands. Georgios is currently working as a scien-
tific officer at the e-Government Center for Social Security (IDIKA), Greece.
Henderik A. Proper Prof. Dr. Henderik A. Proper, Erik to friends, is Head of Aca-
demic Affairs at the Luxembourg Institute of Science and Technology (LIST) in
Luxembourg and Senior Research Manager within its IT for Innovative Services
(ITIS) Department. Since 2003, he has been a Professor at the Radboud University,
Nijmegen, the Netherlands. Since May 2017, he is also an Adjunct Professor at the
University of Luxembourg, in Luxembourg. Professor Proper is the editor-in-chief
of Springer’s Organisational Design & Enterprise Engineering journal as well as
an editor of Springer’s Enterprise Engineering series. He serves as Associate Editor,
or is member of the editorial board, for several journals, including the Business &
Information Systems Engineering journal, the International Journal of Cooperative
Information Systems, and Enterprise Modelling and Information Systems Architec-
tures.
Marc van Zee During the ACET programme, Dr. Marc van Zee worked as a PhD
researcher at the University of Luxembourg, in Luxembourg. Currently, Marc is a
researcher at Google Research in Zurich, Switzerland.
Roel Wagter During the ACET programme, Dr. Roel Wagter was enrolled as a PhD
candidate at the Radboud University, Nijmegen, the Netherlands, while also being
a principal consultant at Ordina Consulting in the Netherlands. Currently, Roel is
Associate Partner at Solventa in the Netherlands, while also being Senior Lecturer
at the Antwerp Management School in Antwerp, Belgium.
Simon Weiss During the ACET programme, Dr. Simon Weiss worked as a PhD
Switzerland.
About the Authors xxi
Robert Winter Prof. Dr. Robert Winter is Full Professor of Business & Information
Systems Engineering at the University of St. Gallen (HSG) and Director of HSG’s
Institute of Information Management. He was vice editor-in-chief of the Business &
Information Systems Engineering journal and currently serves as Senior Associate
Editor of the European Journal of Information Systems and member of the editorial
boards of several journals including Enterprise Modelling and Information Systems
Architectures and MIS Quarterly Executive. His research interests include design
science research methodology, enterprise architecture management, transformation
management, and the management of very large IT projects/programmes.
List of Acronyms
ACET Architectural coordination of enterprise transformation

GEA General enterprise architecting
IT Information technology
KPI Key performance indicator
OCL Object constraint language
TOGAF The Open Group Architecture Framework
UCM Use case maps
URN User requirements notation
xxiii
Chapter 1
Introduction
Henderik A. Proper, Robert Winter, Stephan Aier,

and Sybren de Kinderen
Abstract In this chapter, we introduce the phenomenon of enterprise transfor-

mation, its enterprise-wide character and the challenges that result from the co-
existence of top-down design of transformations and decentralised implementation
of change activities. We introduce architectural coordination of enterprise transfor-
mation [ACET (A list of frequently used acronyms is provided on page xxiii)] as an
approach that addresses these challenges and outline the playing field of contribu-
tions to the ACET body of knowledge.
1.1 Enterprise Transformation
An enterprise is understood as being “any collection of organisations that have a

common set of goals” (The Open Group 2011), for example, a company, a network
organisation, or a government agency. In the context of business informatics, the
common set of goals is usually related to economic value creation in a specific
context—such as offering certain services, addressing certain markets, or exploiting
certain capabilities or resources.
Enterprises are dynamic systems which are constantly changing and evolving.
There is a distinction, though not always a clear one, between what constitutes rou-
tine change or optimisation and what can be regarded as transformation. Hammer
H.A. Proper ()

Luxembourg Institute of Science and Technology, Esch-sur-Alzette, Luxembourg
e-mail: e.proper@acm.org
R. Winter • S. Aier
Institute of Information Management, University of St. Gallen, St. Gallen, Switzerland
S. de Kinderen
University of Duisburg-Essen, Duisburg, Germany
© Springer International Publishing AG, part of Springer Nature 2017 1

H.A. Proper et al. (eds.), Architectural Coordination of Enterprise Transformation,
The Enterprise Engineering Series, https://doi.org/10.1007/978-3-319-69584-6_1
2 1 Introduction
and Champy (1993) characterise transformation as fundamental change regarding an

enterprise’s products, markets or cost structures, whereas Winter (2010) concludes
that the distinction between optimisation, on the one hand, and “small” transforma-
tions, on the other hand, is fluent. Optimisation is regarded as a gradual, continuous
process that evolves existing structures step-by-step. Transformation, on the other
hand, is seen as taking place in unique and context-specific programmes and being
wider in scope (Winter 2010). In line with Rouse (2005), we define enterprise trans-
formation as a fundamental change that “substantially alters an [. . . ] [enterprise’s]
relationships with one or more key constituencies, e.g., customers, employees, sup-
pliers, and investors. Enterprise transformation can involve new value propositions
in terms of products and services, how these offerings are delivered and supported,
and / or how the enterprise is organised to provide these offerings” (Rouse 2005).
As such, the concept of enterprise transformation is thus concerned with generally
top-down initiated, and governed, change.
Typical exemplars of enterprise transformations include changes of the business
model (Aspara et al. 2011), mergers and acquisitions (Johnston and Madura 2000),
large-scale outsourcing (Loh and Venkatraman 1992), and introductions and re-
placements of core enterprise information systems (Sarker and Lee 1999; Proper
2001; Bhattacharya et al. 2010; Hock-Hai Teo et al. 1997).
Due to their strategic character, their complexity, and their consumption of re-
sources, enterprise transformations significantly impact the competitiveness of en-
terprises, their economic success, and the people that are involved or affected. As
a consequence, enterprise transformations are a phenomenon of great significance
for society and economy, and thus also for business informatics focusing on the role
of information systems in these transformations. Enterprise transformations may be
triggered by internal drivers (e.g. strategic repositioning, efficiency enhancement
programmes) or by external drivers (e.g. market changes, technology disruptions).
Due to the related effort and risks, organisations only once in a while undergo enter-
prise transformations. Enterprise transformation is about fundamentally changing
the business, not about running the business. As a consequence, organisations often
lack well-tested and established enterprise transformation approaches, and most of
the standard management approaches are not sufficient to successfully plan and im-
plement enterprise transformations. Enterprise transformations entail fundamental
changes that do not only affect individual processes, organisational units, informa-
tion technology (IT) systems, or products, etc., but rather touch upon several as-
pects of an enterprise simultaneously. They require cross-cutting, enterprise-wide
perspectives to successfully deliver on the goals of the overall enterprise transfor-
mation.
The complexity of enterprise transformations creates challenges for its coordi-
nated planning as well as for the many concurrent projects for its implementation.
One of the challenges of planning enterprise transformations is to provide the rel-
evant information regarding drivers, stakeholders, their goals and benefits, possible
solutions, and contingencies of the transformation to the respective stakeholders.
Insufficient information may for example lead to the underestimation of the trans-
formation’s complexity and to setting too ambitious and unrealistic targets. One of
the challenges of implementing enterprise transformations is to consistently refine
1.2 The Need for Coordination 3
and implement the transformation plans locally by division of labour. Locally man-
aged implementation projects may lead to inconsistent designs, conflicting goals,
local project teams working against each other, and finally to inconsistent or infe-
rior solutions.
1.2 The Need for Coordination
Despite the relevance of enterprise transformation, industrial reports indicate fail-

ure rates ranging from 70% to 90%, across a broad range of domains (CHAOS
1999, 2001). Dietz and Hoogervorst (2008) name a lack of coordination in enter-
prise transformation projects as one key reason for the high rates of inadequate
strategy implementations.
In complex organisations, enterprise-wide changes imply that a wide variety of
actors are involved in the design and implementation of a large number of local
changes. To make large enterprise transformations feasible and manageable, they
are typically split into programmes and eventually into projects. Even more, larger
enterprises typically do not just conduct one transformation programme at a time,
but conduct multiple in parallel, which all need to be aligned with the enterprise’s
strategy. Local changes, as made in the set of projects that collectively make up the
transformation programme(s), are not always in line with overall objectives because
not only sub-unit specific concerns “pull” or “tug” the direction taken by the trans-
formation, but also the perceived direction may deviate from the intended direction.
Thus, local changes need to be coordinated in order to constitute a purposefully
engineered and coherently implemented intervention to the enterprise instead of an
“emergent” change process. There is a need to guard the coherence between the dif-
ferent concerns and aspects of an enterprise across programme(s) (Op ’t Land et al.
2008; Wagter et al. 2005; The Open Group 2009).
Traditionally, project management and programme management are put forward
as being responsible for these coordination tasks (Axelos 2009; PMI 2001). How-
ever, these approaches focus primarily on the management of typical project param-
eters such as budgets, resource use, and deadlines. When indeed only considering
the typical project parameters, one runs the risk of conducting “local optimisations”
at the level of specific projects.
For example, when making design decisions that have an impact that transcends
a specific project, projects are likely to aim for solutions that provide the best
cost/benefits ratio within the scope of that specific project, while not taking the over-
all picture into account. Regretfully, however, in practice such local optimisations
do not just remain a potential risk. The risk actually materialises, and consequently
damages the overall quality of the transformation result (Op ’t Land et al. 2008).
This type of risk generally occurs when stakes regarding general infrastructural ele-
ments of an enterprise collide with local short-term interests. This especially endan-
gers the needed coherence/alignment between different aspects within an enterprise
(such as business and IT, but also human resources, physical infrastructures, etc.).
4 1 Introduction
Table 1.1 Overview of coordination mechanisms (reprinted by permission from Martinez and
Jarillo 1989)
Structural Informal
(1) Departmentalisation or grouping of organi- (6) Lateral or cross-departmental relations: di-
sational units, shaping the formal structure rect managerial contact, temporary or perma-
nent teams, task forces, committees, integra-
(2) Centralisation or decentralisation of tors, and integrative departments
decision-making through the hierarchy of
formal authority (7) Informal communication: personal contacts
among managers, management trips, meetings,
(3) Formalisation and standardisation: written conferences, transfer of managers, etc.
policies, rules, job descriptions, and standard
procedures, through instruments such as man- (8) Socialisation: building an organisational
uals and charts culture of known and shared strategic objec-
tives and values by training, transfer of man-
(4) Planning: strategic planning, budgeting, agers, career path management, measurement
functional plans, scheduling, etc. and reward systems, etc.
(5) Output and behaviour control: financial per-

formance, technical reports, sales and market-
ing data, etc., and direct supervision
As a result, more often than not (CHAOS 1999, 2001; Op ’t Land et al. 2008), enter-
prises fail to actually realise the desired transformation even though it might be the
case that all projects are finished on time, within budget, and delivering the specified
(local) quality.
Malone and Crowston (1990) define coordination as the “act of working together
harmoniously” and as “managing dependencies between activities”. Coordination
can be achieved through different mechanisms. Several scholars (March and Simon
1958; Thompson 1967; Mintzberg 1983) have identified coordination mechanisms
in organisations and provide classification systems for these mechanisms (Abraham
et al. 2012a).
Martinez and Jarillo (1989) provide an extensive review of literature on coordi-
nation mechanisms. They discuss two classes of coordination mechanisms. The first
class is comprised of structural mechanisms that represent a formally defined part
of an organisation, while the second class is comprised of informal mechanisms that
are not formally decided upon but that may evolve over time. Table 1.1 provides an
overview of the classification.
The numerical order of the mechanisms, from 1 through 8, indicates both the
level of rising effort in implementation and the level of increasing complexity level
of strategies they are able to support. While simple strategies can be coordinated
using structural mechanisms only, more complex strategies demand the additional
use of informal mechanisms of coordination. Informal coordination mechanisms
are more costly, but at the same time capable of supporting more complex strategies
than structural coordination mechanisms (Chan 2002; Martinez and Jarillo 1989).
Although coordination is often interpreted as an intra-organisational issue, more
and more enterprise transformations involve enterprises across organisational bound-
1.3 Enterprise Architecture Management 5
aries (e.g. a value creation network) so that we understand coordination also as an

inter-organisational issue.
A number of disciplines intend to provide means to achieve coordination. Lead-
ership aims at influencing an actor’s behaviour in a certain way, HR management
guides actors’ behaviour by defining personal goal and reward systems, budgeting
and financial control allocate an enterprise’s resources in a distinct way, or enter-
prise architecture management restricts the way certain artefacts are designed. The
above mentioned disciplines have in common that they have a potentially cross-
cutting, that is, enterprise-wide, coordinating effect. They implement some of the
coordination mechanisms listed in Table 1.1 to different degrees. Thus, they provide
different lenses, that is, methods and models, for implementing these coordination
mechanisms.
In this book, we focus specifically on the methods and models of enterprise archi-
tecture management as a starting point for improving the coordination of enterprise
transformations.
1.3 Enterprise Architecture Management
One of the most often cited publications on the definition of architecture is the
IEEE standard 1471-2000 (IEEE 2000)1 and its adaptation to enterprise architec-
ture by The Open Group (2011). Architecture is defined there as (1) “[t]he fun-
damental organisation of a system embodied in its components, their relationships
to each other, and to the environment”, and as (2) “the principles guiding its de-
sign and evolution” (IEEE 2000). In the field of enterprise architecture, “system”
is then specialised to “enterprise”. As enterprises are social systems with a pur-
pose and typically use technological artefacts to (better) achieve their purpose,
enterprise architecture covers a diverse set of artefacts ranging from social con-
structs (e.g. shared objectives, valuations) all the way to technical constructs (e.g.
software, IT infrastructure). The (1) fundamental organisation (the “what”) of en-
terprise architecture can be represented by models of its as-is state and/or possible
to-be states. The (2) principles guiding an EA’s design and evolution (the “how”) are
related to enterprise architecture management, which is concerned with the estab-
lishment and development of enterprise architecture in order to consistently respond
to business and IT goals, opportunities, and necessities (Abraham et al. 2013a). En-
terprise architecture intends to represent a holistic perspective on an enterprise as a
socio-technical system.
“Managing”, the M in enterprise architecture management, therefore, is not only
concerned with describing and envisioning aggregate representations of a diverse set
of artefacts, their dependencies, and their evolution, but is also concerned with the
task of reaching, and maintaining, consensus among stakeholders about the current
status and the desired future development of the enterprise.
1 As well as its later versions in ISO/IEC 42010:2007 and ISO/IEC/IEEE 42010:2011.

6 1 Introduction
The “holistic” perspective of enterprise architecture spans at least three dimen-

sions of the enterprise (Jonkers et al. 2006; Lankhorst 2012; Winter and Fischer
2007; van’t Wout et al. 2010):
1. Enterprise architecture covers the entirety of artefacts of a specific type in an
enterprise, for example, all objectives or all applications or all processes or all
projects.
2. Enterprise architecture covers the entirety of aspects/concerns that stakehold-
ers have in an enterprise, for example, strategic concerns, operational business
concerns, IT implementation concerns, or social concerns (company culture,
company politics, leadership style).
3. Enterprise architecture covers at least a complete transformation cycle, for
example, the entire lifecycle (from requirements analysis, via design to decom-
missioning) of all affected artefacts.
Due to complexity limitations, no management discipline can be holistic and
cover all details at the same time. Enterprise architecture management looks at the
enterprise from a holistic, but aggregate, perspective. This differentiates enterprise
architecture management approaches from other management disciplines like busi-
ness process management or IT project management, which have a more focused
perspective and, as a consequence, can cover more detail. Please note that enter-
prise architecture may of course be applied with more focus [e.g. positioned towards
project management or portfolio management (Op ’t Land et al. 2008)]—but in this
book we take an enterprise-wide perspective and therefore use enterprise architec-
ture management in a holistic way.
If enterprise architecture covers an enterprise transformation holistically, then
enterprise architecture management is expected to identify and leverage potential
synergies (or detect incoherence) that cannot be detected or handled by a single
project, in a single process, or a single organisational unit. Hence, enterprise ar-
chitecture management appears to enable appropriate coordination mechanisms for
enterprise transformation. The enablement can be achieved by providing the neces-
sary transparency throughout the business-to-IT stack and over the planning horizon
as a basis to support discourse and decision-making for diverse stakeholder groups
in organisations, thereby implementing some of the coordination mechanisms pre-
sented in Table 1.1 by, for example, enterprise architecture planning or enterprise
architecture principles. Enterprise architecture planning contributes to coordination
by deriving local transformation activities from and/or fitting local transformation
activities to a consistent overall plan that describes the preferred to-be state of the
enterprise architecture as well as the projects or programmes necessary to achieve
this state. Enterprise architecture principles do not describe the preferred to-be state;
they rather guide the design decisions in the enterprise transformation in a con-
sistent way. Therefore, enterprise architecture management supports the constant
(re-)alignment of an organisation’s resources internally as well as with the changing
requirements of its environment (Abraham et al. 2012b).
This understanding of enterprise architecture management, however, is only one
aspect of architecting. Plans and principles are, in a top-down manner, a restriction
1.4 Architectural Coordination of Enterprise Transformation 7
of design freedom of affected actors/actor groups (Dietz 2008; Hoogervorst 2004,

2009; Greefhorst and Proper 2011). This traditional way of implementing enterprise
architecture management makes establishing it in a given organisation’s governance
structure a key challenge. Although an enterprise as a whole is expected to benefit
from EAM (Schmidt and Buxmann 2011; Tamm et al. 2011b), individuals or groups
in the enterprise are often hesitant or openly refuse to adopt enterprise architecture
management or its consequences (Aier and Weiss 2012).
In the face of the necessity to be accepted by a large number of actors that need
to be coordinated in an enterprise transformation, the traditional, stipulative, and
governance-enforced implementation of enterprise architecture management there-
fore needs to evolve. Supportive elements that specifically address the large number
of local decision-makers, such as informing design, visualising dependencies, and
simulating indirect impacts, need to complement the traditional, often centralised
toolbox of enterprise architecture management in order to create an effective means
for architectural coordination.
1.4 Architectural Coordination of Enterprise Transformation
ACET utilises the holistic perspective of enterprise architecture management to sup-

port the coordination of enterprise transformations. The core purpose of ACET is to
inform decision-makers with local concerns as well as decision-makers with more
enterprise-wide concerns in a way that overall transformation goals can be success-
fully pursued, that is, that inconsistencies are reduced and local decisions contribute
to overarching goals. Therefore, ACET integrates and aggregates local information
and provides different viewpoints, such as financial, structural, or skill perspectives
to the respective stakeholder groups. ACET aims at creating a shared understand-
ing and consensus among the stakeholders of an enterprise transformation—often
such a shared understanding is only needed among a few stakeholders and only with
regard to a selection of concepts.
ACET, therefore, does not aim to perform direct steering of enterprise transfor-
mation, but rather focuses on providing the actors who are responsible for steering
an enterprise transformation with the relevant information in order to increase the
efficiency and effectiveness of their action. ACET will indeed take the diversity of
enterprise transformations into account and provide configuration mechanisms for
adapting ACET to transformation types.
The focus of ACET is to provide coherency and alignment at an architectural
level. It does not focus the implementation on a project level. More specifically, as
also summarised in Table 1.2:
• ACET is global, not local—ACET is enterprise-wide, instead of concentrating
on local (e.g. project/programme/department level) optimisations.
• ACET is long-term oriented, instead of short to mid-term oriented—
Architecture is concerned with that part of the enterprise that remains stable
over a long time, and with translating this long-term view into short-term ac-
tions. This is opposed to operational change management programmes, which
8 1 Introduction
Table 1.2 What ACET is, and what it is not

ACET is ACET is not
Nature of time horizon Long-term oriented Short- to medium-term oriented
Span of control Global, across projects or Local, project specific
programmes
Intentionality of change Purposeful Emergent
Type of change Fundamental Routine change, continuous
improvement
Essentiality Based on the consensus of key No explicit consensus required
stakeholders
Planning of change Planned Unplanned, bricolage, or
improvisation
focus on the short to medium-term perspectives without considering the long-

term strategic perspective.
• ACET is purposeful and planned, not emergent and improvised. ACET concen-
trates on engineering oriented change: purposeful, planned, and employing a
defined set of methods. This is opposed to emergent/evolutionary change. From
the point of view of emergence, change just happens and, as a result, responses
to change are improvised on the fly rather than a priori planned.
ACET approaches the integration of enterprise transformation and enterprise
architecture management approaches from two directions. First, ACET identifies
those aspects of enterprise transformations that potentially benefit from architectural
coordination. Second, ACET translates and extends EAM’s methods and models in
a way to make them accessible and valuable to enterprise transformation managers.
From a functional perspective, ACET should be specified in terms of its goals,
products, and resources. From a constructional perspective, ACET should be spec-
ified in terms of its constructs and their dependencies, its processes, capabilities,
and principles. These specifications can partially be adopted from existing enter-
prise architecture management approaches (for overviews, see Aier et al. 2008;
Mykhashchuk et al. 2011; Schelp and Winter 2009; Schönherr 2009; Simon et al.
2013) and existing enterprise transformation approaches (e.g. Rouse 2006; Uhl and
Gollenia 2012), but need to be adapted, integrated, and extended by configuration
mechanisms as enterprise transformation is largely contextual and a “one size fits
all” approach would not be able to exploit the full potential of ACET.
Compared to existing proposals to apply enterprise architecture management for
supporting enterprise transformations (see Lankhorst 2012; Ross et al. 2006; Op ’t
Land et al. 2008; Pulkkinen et al. 2007; Greefhorst and Proper 2011), the approach
outlined in this book (a) goes far beyond the IT perspective of enterprise transfor-
mations (Asfaw et al. 2009) and (b) is conceptually “outside in”, that is, develops
the approach based on context and stakeholder analysis instead of being driven by a
collection of models and methods that have been developed in a different domain.
Scientifically, ACET can be approached from fundamentally different directions.
Descriptive research would aim at understanding ACET as a phenomenon in the
real world, identifying relevant constructs, hypothesising and validating cause—
1.5 Outline of This Book 9
effect relations. Design research would aim at understanding ACET as a problem

(i.e. a gap between a—to be determined—desired state and observed state in the
real world) and proposing effective means that address important aspects of that
problem. The ACET initiative summarised in this book adopts the latter approach,
that is, aims at understanding ACET as a situated design problem and ultimately
proposing effective configurable solution components.
1.5 Outline of This Book
These challenges have triggered us to initiate a broad research programme on

ACET, involving a collaboration between researchers from Luxembourg, Switzer-
land, as well as the Netherlands. The ACET programme involved four applied re-
search projects: the core ACET project, the GEA project, the Corporate Intelligence
project, and the Rational Architecture project, involving different constellations of
the University of St. Gallen in Switzerland, the Luxembourg Institute of Science
and Technology in Luxembourg, the Radboud University in the Netherlands, the
University of Luxembourg, and several industrial partners such as Ordina and SAP.
Each of these applied research projects focused on different aspects of enterprise
transformations, and different strategies to use enterprise architecture to steer the
direction of such transformations. The ACET project formed the integrative core
of these four research projects, also leading to the general focus of this book on
architectural coordination of enterprise transformation.
The resulting book brings together the work of ten PhD researchers and six se-
nior researchers. While this book is built around individual contributions of the
researchers involved, the final result goes beyond being a mere collection of dis-
connected chapters. As the work involved four collaborative projects, the different
results are well connected to each other, while some terminological and theoretical
integration across the different researchers has also been achieved. At the same time,
it should be said that this book can only provide a humble beginning towards the cre-
ation of a more complete understanding of architectural coordination of enterprise
transformation and the development of an integrated set of instruments supporting
ACET in practice.
The ambitions at the start of the ACET research programme were higher. It was,
indeed, the ambition to develop an integrated design theory for ACET. However,
the early stages of the projects involved in the programme, provided the insight that
the heterogeneity and multifacetedness of the domain of ACET was so high that
the development of an integrated design theory for ACET would be too ambitious.
A choice had to be made between the creation of a “superficial” overall method
for ACET, or a, for the moment, set of disconnected and partial, yet well-founded,
elements/components towards a more comprehensive method for ACET. We made a
choice for the latter, where the research efforts were compartmentalised, in the sense
that each of the involved researchers focused on a specific (set of related) aspects,
with the aim to develop an initial explanatory theory covering the aspect.
10 1 Introduction
Regardless of whether their concerns are primarily local or enterprise-wide,

decision-makers will accept and use ACET solutions only as long as the perceived
specific characteristics of the enterprise and of the transformation are considered.
As a consequence, we adopt a clear outside-in approach in this book. Starting with
an analysis of the current state of corporate ACET practice (Part I), we continue
with an exploration (Part II) of the challenges facing ACET from a more theoretical
perspective.
In Part III, we propose a collection of concrete components for “doing” ACET.
These components have been “harvested” from the work of the individual re-
searchers in the programme. This collection of components, one could say method
fragments, can be arranged and/or tuned in different ways depending on the spe-
cific situation, in particular, the actual enterprise architecture management approach
used, the enterprise transformation type, and the transformation’s context.
Chapter 26 concludes the book with a brief review on the results presented in
this book, as well as a reflection on the use of design science in the development of
a large-scale design theory as the ACET programme set out to do at the start, and
finally a discussion of what could/should be the next steps in future research.
Part I
Observing Architectural Coordination
in Practice
13
To gain a better appreciation of the issues involved in actual enterprise transfor-

mations, as well as the possible role of architectural coordination, and the associated
challenges, this Part reports on real world situations involving architectural coor-
dination. Each of these situations will touch upon challenges facing architectural
coordination.
Chapter 2
A Major Transformation at a Global
Insurance Company
Nils Labusch, Stephan Aier, and Robert Winter
Abstract In this chapter, we report on the case of a globally operating insurance

company that has leverage enterprise architecture management to support business
transformations. In order to do so, the company has developed enterprise architec-
ture management capabilities that help the business structure the business transfor-
mation, particularly in the early stages before handing over respective responsibil-
ities to more specialised corporate functions later on. This case is interesting for
understanding ACET because it is one of the rare cases where enterprise architec-
ture management truly bridges the business–IT gap.
2.1 The Organisation
GlobalSurance1 is a globally operating insurance company with more than 10,000

employees, who are employed across a large number of countries. The company
mostly deals with corporate solutions. In a volatile and changing environment, Glob-
alSurance needs to be flexible and open-minded concerning changes—a capability
that was not necessary for insurance companies in the past.
To contribute to that goal, GlobalSurance has established enterprise architec-
ture management as a strong and business-focused function within the organisation.
More specifically, the enterprise architecture management function was assigned
1 An actual Switzerland-based insurance company. However, the corporate communications

department of GlobalSurance prefers the actual name not to be used.
N. Labusch () • S. Aier • R. Winter

Institute of Information Management, University of St.Gallen, St. Gallen, Switzerland
e-mail: nils.labusch@gmail.com

16 2 A Major Transformation at a Global Insurance Company
to a central “business engineering” unit that, in addition to enterprise architecture

management, also centralised other functions that are relevant to enterprise transfor-
mations, such as project management (keeping track on deliverables and financial
aspects) and change management (keeping track on people aspects). Although the
enterprise architecture management function was recently moved to the IT depart-
ment, close relations to the “business” (in the sense of senior management) were
maintained.
In more specific terms, the enterprise architecture management function at Glob-
alSurance involves four major tasks:
1. Adhere to the implementation of the corporate strategy by leveraging gov-
ernance bodies, providing a common architecture framework, and managing
enterprise-wide architecture communities.
2. Manage an “architecture heat map”, particularly concerning integration topics
and thus deal with existing requirements for change.
3. Provide resources to projects, drive the reuse of existing architectural themes,
and resolve cross-domain integration issues.
4. Achieve business benefit realisation by measuring and steering the architecture
health and assessing the maturity of shared business capabilities.
As a result, the enterprise architecture management function provides a clear value
proposition by enabling long-term business agility, using a common language,
strengthening shared capabilities, and enabling effective end-to-end change.
2.2 The Enterprise Transformation
Based on this mission statement, enterprise architecture management is involved

in major transformations at GlobalSurance. One of the transformations conducted
at GlobalSurance is the “Transform” programme. This programme affects almost
7000 employees in one of the major business lines of GlobalSurance. It aims at
realising three major goals:
1. Increase client centricity.
2. Increase operational excellence.
3. Increase revenues.
Transform is, therefore, not merely an IT-driven transformation, but clearly a
business-driven transformation. It involves major changes and consolidations in the
business processes, information flows, and the information system landscape. Con-
nected to the aforementioned goals, the business transformation needs to address
the following problems:
1. Ease of doing business needs to be improved and the response time to clients
has to become faster.
2. Administrative work creates too much overhead and administrative systems are
cumbersome.
2.3 Structuring the Enterprise Architecture Management Function 17
3. Overly complex processes and low available capacity need to be handled at no

additional costs.
Based on an analysis of the value chain, especially the client offering and contract
management areas were identified as opportunities for change. Transform is planned
to take 4 years and involves an investment of more than 20 million Euro.
In general, enterprise architecture management has to ensure that the planning
and realisation of the business transformation fits to the proposed, and signed-off,
goals and designs of business processes and IT solutions. Thus, its general roles
involve, on the one hand, being the trusted advisor to senior business management,
and, on the other hand, overseeing the IT implementation. With these two major
roles, the architects involved in the enterprise architecture management function,
find themselves involved in many of the activities of the Transform programme.
2.3 Structuring the Enterprise Architecture Management

Function
The enterprise architecture management function at GlobalSurance uses a “capabil-

ity catalogue” to structure its activities. The goal of this “capability catalogue” is to
provide guidance to architects regarding the scope of their target transformation sup-
port capabilities. As such, it primarily provides a reference model for the capabilities
that could be supported by enterprise architecture management, and are considered
necessary to conduct successful business transformations. Thus, the catalogue com-
prises not necessarily all capabilities that are necessary for business transformations,
but rather focuses on those that could be effectively supported by a state-of-the-art
corporate enterprise architecture management function. The capability catalogue is
illustrated in Fig. 2.1.
The capability catalogue is structured in terms of five major perspectives that
deliver coordination support to the overall transformation management function.
From a strategy perspective, the general goals of the transformation need to be
agreed upon, while a common understanding and stakeholder buy-in also needs to
be achieved. The value and risk perspective aims at identifying and safeguarding
benefits that justify the transformation, as well as at achieving transparency about
the related risks. Transparency about both benefits and risks is regarded as being
important in communicating the transformation in a credible manner. The goal of
the design perspective is to develop the future processes, organisational structures,
and IT landscape, on an essential level. The transition from the current state (“as-is”
architecture) to this future state (“to-be” architecture) needs to address the identified
benefits and risks. The implementation perspective covers the actual realisation of
the developed design (“to-be” architecture). Thus, a main part of the perspective is
the coordination of activity streams, sub-projects, or projects of the transformation
as much as their harmonisation with existing architectures, processes, and cultural
Transformation Management
Sponsorship, Governance, Control
Strategy Value & Risk Design Implementation

Perspective Perspective Perspective Perspective
Analyze initial Plan benefit Assess risk Manage Conduct program Manage program
situation realization requirements planning time & cost
Architectural Coordination
Analyze needs & Develop business Define risk Manage Manage program Manage program
maturity level case mitigation principles scope HR
Define overall Monitor risk Assess as-is Manage program Conduct program
Define KPIs
goals & benefits realization architecture quality reporting
Define Conduct
Design to-be Manage program
transformation Evaluate results ex-post program
architecture procurement
scope alignment
Establish
Perform gap Manage program
potentials for
analysis integration
further benefits
Change Perspective
Conduct Analyze & set Establish
Assess change Manage Establish change
stakeholder cultural common
readiness communication agent network
management environment language
Fig. 2.1 Capability catalogue
Ensure that ad-hoc changes and workarounds during the transformation

are later on embedded in the overall plan.
Required Inputs • Project portfolio
• Reports about architecture defects
Roles • Program manager
• Project management Office
• Architects
• Project manager
Conduct Activities • Identify and review defects
ex-post program • Provide solution ideas that can be realized in future
alignment
years and programs
• Restore consistency
• Question the validity of principles
Techniques • Analyze dependencies between program and external
environment
• Architecture board meetings
Results • Project requests for consolidation projects
• Changes in the principle catalogue
Fig. 2.2 Exemplary capability description
aspects. The change perspective addresses the people involved in and/or affected by
a transformation.
The capability catalogue should not be understood as a process model of trans-
formation support. It rather defines different perspectives on business transforma-
tion that exist simultaneously. For each of the perspectives, different capabilities
are considered important. For all of them, the required inputs, involved roles, con-
ducted activities, applied techniques, and typical results, have been documented. An
exemplary capability description is illustrated in Fig. 2.2.
2.4 The Role of Enterprise Architecture Management 19
2.4 The Role of Enterprise Architecture Management
From the strategy perspective, enterprise architecture management is involved in

gathering the expectations of the different managers involved in the Transform pro-
gramme. This means that the architects conduct interviews with executives, and
top-managers in general, to gather their perceptions of the business transformation.
The architects afterwards analyse and consolidate the results, and discuss these with
various stakeholders. In many cases, the challenge is to identify the actual meaning
of statements made. This leads to a definition of the transformation’s scope. This, in
turn, provides the foundation of a more detailed definition of goals and benefits. In
this stage of the business transformation, the architect takes the role of a consultant:
providing expertise concerning specific topics but also being able to structure the
overall consolidation process.
In the Transform business transformation, the architects are also involved in the
value and risk perspective. They take the lead in the planning of benefits realisation,
as well as the consolidation of the business case. Important key performance indica-
tors (KPIs) are defined together with the major business stakeholders. The risks that
have been analysed at the start of the transformation programme differ from those
that are analysed by enterprise architecture management during the transformation.
While in the beginning the risk analysis was concerned with the “risk of doing or not
doing the transformation”, during the transformation this shifted towards more op-
erational risks such as “when doing X what might happen”. In general, many of the
tasks that needed to be done from the value and risk perspective have been conducted
first by architects and have later on been transferred to more specific functions in
the governance of the transformation programme. For example, while architects did
the first iteration of benefits identification, this task was transferred to a dedicated
corporate centre of excellence for the following iterations. Thus, architects describe
their role in the business transformation support as “building the machine in such a
way that it can run”.
The design perspective is considered to be “the most classical perspective”. How-
ever, the scope of the capabilities at GlobalSurance differs from that of many other
architects in other organisations. Architecture here does not cover IT infrastructure
and applications only. Instead, architects also have responsibility concerning pro-
cesses and information. Partially, also external constraints belong to the architects’
responsibility.
In the implementation perspective, the architects at GlobalSurance are only par-
tially involved. Managing programme time and cost, HR, and reporting are usu-
ally done by the respective programme functions. Concerning procurement, the
architects are only involved in technology decisions. When it comes to programme
scoping and planning, the architects are strongly involved again. Enterprise archi-
tecture management usually is not involved in the day-to-day planning of the pro-
gramme, but instead focuses on subsequent iterations. Their main focus, however, is
on programme integration. This capability especially includes the identification and
realisation of common tasks among projects. An example from the Transform pro-
gramme is the integration of different work streams. A new target front-end working
model was introduced and enterprise architecture management found that different
work streams identified the same input channel of a customer requests (e.g. mail).
By identifying this matter, one common solution for all work streams could be set
up—instead of three individual and possibly inconsistent solutions.
The change perspective is also considered by the GlobalSurance architects.
Stakeholder management is considered a major part of their job. Analysing the cul-
tural environment is understood as finding resistances and understanding how state-
ments by the diverse stakeholders are meant and need to be addressed. Assessing
the change readiness was part of the enterprise architecture management work in the
beginning of Transform. However, these tasks have been shifted to the formal pro-
gramme organisation during the transformation. Establishing a common language
was also considered especially important in the beginning of the programme. This
also includes creating a common understanding. Communication was partially con-
ducted by the architects in the beginning of the programme, but later shifted to more
specialised functions in the programme. The same is true for the establishment of
change agent networks.
2.5 Reflection
In this chapter, we have reported on the capability catalogue we have developed

together with partners, where these partners consider enterprise architecture man-
agement as a valuable means to support business transformation. The above brief
description of the case study indicates that GlobalSurance makes more use of enter-
prise architecture management in the steering of business transformation than other
companies tend to do. Architects who are involved at GlobalSurance and who also
worked for other companies before, also confirm this perception of the researchers.
From our point of view, it is especially interesting how enterprise architecture man-
agement shifts its role during the transformation: while being heavily involved in
structuring and performing many tasks in the beginning in the role of a consultant,
these tasks are shifted to more specialised functions later on—once those corporate
functions are established.
GlobalSurance also learned that positioning the enterprise architecture manage-
ment function purely within the business domain also brings some disadvantages, in
particular in terms of the perception of business stakeholders regarding IT knowl-
edge of the architects. After shifting the enterprise architecture management func-
tion from the business domain to the IT domain, the architects receive more trust
regarding their IT knowledge from business stakeholders—they are now perceived
to be better able to consult on IT-related matters.
Chapter 3
Centralised Monitoring of Pensions
in Greece
Georgios Plataniotis
Abstract In this chapter, we present an enterprise transformation of the Greek social

security system. More specifically, we present the incorporation of a centralised
monitoring system for pension payments in Greece. This monitoring system enabled
the Greek government to have an overview of the amount of budget that was spent
for pension payments across the various social security institutions.
3.1 A Fragmented Social Security Landscape
The financial crisis that started in the late 2000s forced the Greek government to
implement, in a very short period of time, major structural reforms. One of the most
important reforms was the establishment of the national register of pensioners and
pension payments.
In the past years, social insurance policies were developed in a fragmented
way (OECD 2002) through the establishment of social insurance institutions per
different socio-professional categories. For example, doctors have their own social
security institution, engineers a different one, etc. Greece had, by the end of 2002,
a total of 170 different social security institutions (OECD 2002). In the following
years, consecutive Greek governments initiated a series of mergers. As a result, the
number of the institutions was significantly reduced. However, the number of these
institutions is still high compared to the average number of institutions in other EU
member states. Furthermore, the mergers were not executed at a deep level in terms
G. Plataniotis
e-Government Center for Social Security (IDIKA), Likourgou 10, 105 51 Athens, Greece
e-mail: georgeplataniotis@gmail.com

22 3 Centralised Monitoring of Pensions in Greece
of the organisational structure of the institutions. As a result, there are cases where
these merged social security institutions have departments with overlapping activi-
ties and information systems.
The fragmented landscape of social insurance institutions caused a variety of
problems. One of the largest problems was the lack of a centralised control re-
garding the money spent on pension payments, and the huge delays in the initial
awarding of pension payments. The problems were getting even worse when the
same person had worked in two or more different types of professions during their
career. For example, someone that had worked 10 years as a professional driver and
the rest of their career as an employee in a company had to wait more than 2 years
to have an accurate estimation and award of their pension payment. This was due
to the fact that different social insurance institutions had to exchange in paper the
social security information for this person and then make a common decision re-
garding the amount of pension that each institution had to pay to this person. Even
the pension payment was fragmented among the institutions. Each institution was
sending separate payment notices, per pensioner, to the bank.
As a result of the increased number of social security institutions and the lack
of a standardised process on the pension payment calculation, as well as the actual
payment, in each of these institutions, there was a lack of central monitoring of
the aggregate amount of budget that was spent nationally on pension payments. On
the one hand, the government was not able to make projections regarding the money
spent on pension payments, while, on the other hand, there were cases where citizens
were cheating the system in a variety of ways (receiving double allowances, etc.).
To address these issues, the Greek government established a centralised system
for pensions and their payment. The planning, design and operation of this project
was assigned to the Social Security e-government centre of the Ministry of Labour
(e-gov centre). The agency had to deliver in a short period of time a system that
would provide a unified report of the pension payments by the Greek government.
We now provide the description of the enterprise transformation by means of en-

terprise architecture models. In our analysis, we used the ArchiMate modelling lan-
guage. We do not provide the enterprise architecture models for every social security
institution. Instead, we use the abbreviation “SSI01” to refer to the first social se-
curity institution of our study and “SSI...n” to signify that we have more than one
institution in our analysis. By doing so, we reduce the complexity of the enterprise
architecture models. Moreover, for simplicity reasons, in our models we do not use
architecture elements that have a supportive role in the current setup like network
infrastructure, etc.
3.2 The Enterprise Transformation 23
3.2.1 Baseline Architecture
Figure 3.1 presents the enterprise architecture model of the baseline architecture
(i.e. the architecture of the pre-existing situation) before the incorporation of the
pension report system. Each of the institutions has, independently of the others, the
business role “Pension administrator”. Two business services support the “Pension
administrator” business role, the “Pension salary invoice” and “Pension payment
SSI”. These business services are subsequently realised by the business processes
“Pension calculation SSI” and “Pension payment SSI”. The institution calculates
the amount of pension payment to be made, based on:
1. The years that each citizen was insured in the specific institution
2. The special legal regulations that are applied for each profession
Roles and Actors
Pension SSI 01 Pension SSI...n Receives Citizen

administra... administration pension
SSI 01 SSI...n salary
Internal business services
Pension salary Pension payment Pension salary Pension

invoice SSI 01 SSI 01 invoice SSI...n payment...n
Business processes
Pension calculation Pension payment SSI Pension calculation Pension payment

SSI 01 01 SSI..n SSI...n
Pensioner's Pensioner's
payment data payment data
SSI 01 SSI...n
Application services
Pension calculation
Pension calculation
Appication Service
Appication Service
SSI...n
SSI 01
Application components an d services
Pension Pension
calculation Payment file calculation Payment file
Appication SSI SSI 01 Appication SSI...n
01 SSI...n
Technology layer
Application Database Application Database

Server SSI 01 server SSI 01 Server SSI...n server SSI...n
Fig. 3.1 Baseline architecture

During the lifetime of a citizen’s pension, several calculations are performed to de-
termine the correct payment. This is because the amount to be paid has to be adapted
to several factors like inflation, new regulations, etc. After the calculation of the pen-
sion payment, a salary statement is issued and forwarded to the pensioner. Moreover,
the pension payment information is forwarded through the business object “Pen-
sioner’s payment data” to the business process “Pension payment SSI” in order to
execute the payment order of a pension payment through the banking system. It is
worthwhile to mention again that due to the high number of social security insti-
tutions, there are cases that a pensioner receives pension payments from more than
one institution. This situation is depicted in the enterprise architecture model by the
multiple links between the citizen’s role “Receives pension salary” and the busi-
ness services “Pension salary invoice SSI01”, “Pension payment SSI01”, “Pension
salary invoice SSI...n” and “Pension payment SSI...n”. In other words, a pensioner
instead of receiving an aggregate pension payment was still receiving separate parts
of pension payments by the different social security institutions.
On the application layer, each of these social security institutions has its own ap-
plication services and systems that support the aforementioned business processes.
The “Pension calculation application SSI01” incorporates the business logic and the
legal regulations for the calculation of pension payments. The pension payment ap-
plications are realised by the Technology layer elements “Application server SSI01”
and “Database server SSI01”.
As we can see from the enterprise architecture diagram in Fig. 3.1, the services
of the different social security institutions were mirrored at each of the institutions,
while the Greek government did not have any centralised way for monitoring and
controlling the money spent on pension payments.
3.2.2 Target Architecture
As mentioned before, the Greek government assigned the responsibility of the

national pension payment and report system to the e-government centre for social
security. The main goal of this project was the calculation and reporting of the
money spent on pensions payments on a monthly basis, the enforcement of cutouts
in the aggregate amount of payments per pensioner, and the apportionment and re-
porting of the pension payment to the pensioner’s social security institution(s). As a
first step, the various social security institutions defined a common reference point
for pensioners by using the national security number (unique number per citizen) of
each pensioner. Before the development of this project, each social security institu-
tion was using its own social registry numbers and there were cases that each person
had several of them. After a few months, the social security institutions adopted and
migrated their records with the national social security number. By doing so, the
e-gov centre responsible for making the cutouts was able to collect data from the
different institutions and make mappings across the different pensioner’s records.
Below, we provide two alternative enterprise architecture scenarios that were

considered as solutions for the national pension payment and report registry. The
first scenario is the “Fully consolidated architecture” and the second is the “Ag-
gregation of social security institutions’ pension reports”. The two scenarios have
commonalities only in the provision of the requested business services.
3.2.3 Scenario 1: Fully Consolidated Architecture
Figure 3.2 presents a candidate architecture scenario where the national payment
report business service is provided by the unification of the individual business pro-
cesses and information systems. The business process “Unified pension calculation”
which realises the business service “Unified pension salary invoice” would be cre-
ated by establishing a common business process for the calculation of the pension
payments. Moreover, the “Unified pension payments” business process would be
created by the integration of the individual Pension payments’ business processes
of the social security institutions. Through this integration, the e-gov centre respon-
sible for making the cutouts, would also be able to provide the “National payment
report” business service to the government. In other words, the national pension
payment and report project would be used as an opportunity for the unification of
the individual business processes among the various social security institutions and
this implies that the e-gov centre would be the responsible authority not only for the
reporting of pension payments, but also for the calculation of the pensions, as well
as their actual payment.
On the information systems side, the aforementioned business processes would
be supported by the corresponding application and technology artefacts. One of the
biggest challenges in this transformation scenario was the migration of the individ-
ual pension calculation applications into a new “Migrated Pension Application” that
would incorporate a core business logic for the calculation of the pension payments
and in parallel it would take into account the different pension calculation specifici-
ties among the various social security institutions. The application architecture team
should coordinate a migration procedure where the characteristics of the individual
pension calculation application per institution would be taken into account. In paral-
lel, the application architecture team should coordinate a data migration procedure
in order to integrate the pensioner’s data into a common database based on the na-
tional social security number. The e-gov centre should also provide “Application
servers” that would host the “Migrated pension application” and “Database servers
for the migrated pensioners” data.
3.2.4 Scenario 2: Aggregation of Pension Payments Files
Figure 3.3 presents the alternative enterprise architecture scenario which was actu-
ally selected by the architecture team. At first glance, we can see that the business
Roles and Actors
Receives Citizen National Social security

pension Payments e-government
salary report center
Unified Unified National

Pension Salary Pension Payment
invoice Payment Report
Business processes
Unified Pension Unified Pension

calculation payments
Pension calculation Pension payment

Application Service Application Service
Application components and services
Migrated
Pension
Application
Technology layer
Application Database
Servers Servers
Fig. 3.2 Fully consolidated architecture
services “Unified pension salary invoice”, “Unified pension payment” and “National
payment report” are provided in a completely different way. The main difference is
that the pension payment calculations are still kept under the authority of the indi-
vidual social security institutions, while the pension payments and national payment
reports is the responsibility of the e-gov centre. More specifically, we can observe
that the business process “Pension calculation” is still maintained in every social
security institution and, moreover, each social institution has to provide a business
object “Pension payment data” to the e-gov centre. Therefore, the social security
Roles and Actors
Pension SSI 01 SSI...n Pension Receives Citizen

Social security National
administra... administra... pension
e-gov center Payments
SSI 01 SSI...n salary
report
National Unified Pension Unified

Payment Salary invoice pension
Report payment
Business processes
Pension calculation Pension calculation Unified pension report

SSI 01 SSI...n Unified Pensioners'

payment
Import SSI...n Unified pension salary

Pensioners' file calculation
Export SSI...n
Pensioners file
Pensioner's Pensioners'
payment data payment data
SSI 01 SSI...n
Pension payment
Pension calculation File transfer Pension calculation Application Service
Pension calculation
Application Service Application Service
Application Service
SSI...n
SSI 01
Application components and services
File upload/
Pension Pension Pension
download
calculation Payment file calculation Payment file Calculation
application
Application SSI SSI 01 Application SSI...n
01 SSI...n
Technology layer
Application Database Application Database e-gov center e-gov center

servers SSI 01 servers SSI 01 servers SSI...n servers SSI...n application database
servers servers
Fig. 3.3 National pension report by aggregation of pension payments files

27
institutions not only have to keep their existing information systems (“Pension cal-
culation application”, “Application servers” and “Database servers”), but they also
have to send “Pensions payment data” business objects to the e-gov centre. In other
words, this indicates that each institution has established next to the “Pension cal-
culation” business process a new task that sends the pensioner’s payment data to
the e-gov centre. The business object “Pensioner’s payment data” is realised by the
use of the standardised data object “Payment file”. This means that the information
between the social security institutions and the e-gov centre is exchanged through
standardised data files.
On the other side, the e-gov centre has established the business collaboration
“Unified pension report”, which acts as an aggregator of the “Pensioners payment
data” business objects. This business collaboration consists of four different busi-
ness processes. The first, “Import SSI...n pensioner’s file”, is the business process
with the responsibility of collecting on a monthly base the payment data files from
the various social security institutions. As mentioned earlier, we have cases where
citizens have pension rights from more than one institution. Therefore, one of the
most crucial tasks of this business process is the provision of a unified data file which
has as a reference key the pensioner’s social security number and the information
from the various social security institutions that correspond to this social security
number. As we can see from the enterprise architecture model, this exchange of
information is done by using the “File transfer” service of a specialised “File up-
load/download application”.
The subsequent business process is the “Unified pension salary calculation”.
This is one of the most important business processes since it is responsible for the
calculation of the payment per pensioner by taking into account the new government
measures regarding the maximum amount of pension payments in the country. The
business logic regarding the calculation of the pension payments is realised by the
“Pension calculation” application. The aggregated pension payments information is
stored in the “e-gov centre database servers”.
As a final step, the e-gov centre runs the “Export SSI...n pensioner’s file” busi-
ness process. As mentioned before, the social security institutions are still in charge
of their “Pension administration” business role and they provide to the e-gov centre
(via the “Import SSI...n pensioner’s file” business process) information regarding
the amount of their pension payments spending. Moreover, the e-gov centre applies
some government measures which actually influence the total amount of pension
payment per pensioner. Due to the fact that the pension calculation is scattered
among the various social security institutions, the e-gov centre through the busi-
ness process “Export SSI...n pensioner’s file” informs each social security institution
about its actual spending on pension payments. This is done by using another type
of payment file. To simplify, architectural description of this type of data exchange
is not included.
Last but not least, the business process “Unified pensioner’s payment” is respon-
sible for executing the payment orders of the aggregated pension payment to the
pensioner’s bank.
3.3 Reflection 29
3.3 Reflection
In this chapter, we discussed two different enterprise architecture scenarios for the
national pension payment and report project. The “National pension report by ag-
gregation of pension payments files” scenario was finally selected by the stakehold-
ers’ team. By just observing the enterprise architecture scenarios, it is obvious that
“Scenario 1: Fully consolidated architecture” seems better in terms of complexity
and the number of enterprise architecture elements. More specifically, we can see
that each social institution maintains individually the “Pension calculation business
process”, which means that institutions spend a significant amount of budget on
employees that are actually executing a quite similar task. Moreover, each of these
institutions is maintaining their own information systems, which implies additional
cost for IT systems and their maintenance.
The examination of the enterprise architecture models triggers questions regard-
ing their rationalisation. For example, what made the architecture team decide on a
more complicated architecture, which factors played a role in the decision-making
process, etc. Without rationalisation support, these questions remain unanswered
and enterprise architects and relevant stakeholders (especially newcomers) have to
search through unstructured documentation in order to provide the answers. More-
over, the lack of design rationale support causes design integrity issues when archi-
tects want to maintain and further change the architecture.
In order to identify the extent to which design rationale can support practitioners,
we conducted interviews with the involved stakeholders both from the business as
well as the IT domain of the organisation. The purpose of these interviews was to
understand how they addressed the enterprise architecture challenges from their own
domain of responsibility, what were the most important design decisions for them
and how they documented these design decisions. Moreover, stakeholders provided
us with the documentation of the project. We analysed this documentation, we ex-
tracted design decisions, and finally compared them with those that emerged from
the interviews.
Our findings indicate that practitioners found the exercise of revisiting design ra-
tionales extremely useful. They were able to make explicit the reasons behind the
selection of specific design decisions and they also recalled the constraints they had
during the decision-making process. For example, in most of the cases, the neces-
sity to deliver the solution as soon as possible forced them to select less desirable
alternatives.
Furthermore, practitioners recognised that capturing design rationales raises
awareness for problematic situations in the enterprise. The national pension pay-
ment and report system is considered quite a successful project, especially if we
take into account how quickly it was implemented. However, our analysis showed
that there are a lot of malfunctions in the enterprise architecture of this project. Dur-
ing our study we observed that some obvious malfunctions that actually increased
the operation costs of the business collaboration were not considered as open issues
for further improvement. Most of the problems were disregarded since the project
was providing the requested results and the key stakeholders were preoccupied with
the operational support in the current architecture context. In other words, there was
no time to reflect on possible improvements of the enterprise architecture. Our study
helped stakeholders to realise and rethink about these problematic situations.
Last but not least, we observed that some design decisions had a high impact in
the enterprise architecture, in terms of changes in the architectural design. On the
other hand, we came up with design decisions which did not play a significant role
in our analysis. Based on this observation, we argue that the capturing effort for a
potential design rationale approach for enterprise architecture can be significantly
reduced by capturing selectively the most critical design decisions.
Chapter 4
Enterprise Coherence in the Public
Sector
Roel Wagter
Abstract This chapter is concerned with a real-world case study in Business/IT

alignment, at the strategic level. The case study is situated in the Dutch public sec-
tor, in the context of a Dutch government agency responsible for the processing of
European subsidy applications lodged by companies. The specific business issues
addressed in the case are: a drive for more operational excellence, in combination
with a general lack of management control. The case study will also illustrate that
Business/IT alignment is not only a matter of aligning “the business” and “the IT”
aspects of an enterprise. The case indicates that a more refined perspective is called
for. This is also why we uses the term Enterprise Coherence, rather than Business/IT
alignment, as it more explicitly stresses the need to align multiple aspects with the
goal of achieving coherence among these aspects.
In the case of the Dutch government agency, the general enterprise architect-
ing (GEA) method was used. This chapter will therefore take the GEA method as
a given. Nevertheless, to better understand and appreciate the case study, we will
also briefly review the GEA method and its background. Furthermore, we will also
provide an evaluation on the GEA method, which was/is developed using a design
science approach combined with case study research.
R. Wagter
Solventa B.V., 3439 ML Nieuwegein, The Netherlands
e-mail: roel.wagter@solventa.nl

32 4 Enterprise Coherence in the Public Sector
The case is situated in the Dutch public sector, involving a Dutch government
agency (DGA1 ). DGA has to deal with a business issue on the subject of oper-
ational excellence and lack of management control, while carrying out a number
of European subsidy arrangements. These subsidy arrangements cover thousands
of companies which, to be eligible for these subsidies, submit an annual applica-
tion. For a smooth execution of all this work, about 30 internal and external parties,
whose contributions are interdependent and time critical, have to work together. Be-
sides this factor of synchronicity, the complexity of the process is also increased
by outsourcing factors, as well as factors pertaining to the communication channels
used to lodge and process the applications. Two primary, massively batch-oriented,
processes were already outsourced. Besides the traditional collection form based
subsidy applications, applications are now also gathered via the Internet. The pro-
cessing of these subsidies has a high level of political exposure, in the sense that
a flaw, or even a drop in the performance, will immediately become public by the
national press, causing serious damage to the reputation of the organisation. Fur-
thermore, non-compliance with laws and regulations will lead to heavy financial
fines.
After outsourcing the batch-oriented processes, the outsourcing party remained in

default with respect to the quality of their services to be provided. Partly due to
the fact that these services were on the critical path, the primary processes got out
of control. Some figures to substantiate this are: approximately 60% of the client
dossiers had to be returned to the applicants, while about 20% of the subsidy ap-
plications resulted in submitted objections by the clients causing the statutory dead-
lines to be exceeded, which ultimately resulted in a threatening of a 20 million Euro
fine. As a result, the existence of this government agency was put at risk, while the
situation quickly raised critical questions in parliament. As a result, the core busi-
ness issue that had to be investigated by the enterprise architects was: How can the
execution of the subsidy submission, evaluation, and allocation process be made
more manageable and efficient? In this regard, it was also argued that the failing
outsourcing situation was not the only symptom of the real problem, and that more
elements were involved that led to the current situation.
1 An actual Netherlands-based government agency. However, DGA prefers the actual name not to
be used.
4.3 The Used Approach 33
4.3 The Used Approach
Management at DGA decided to follow the GEA method (Wagter 2009) in meet-
ing the above business issue. The GEA method comprises three core ingredi-
ents (Wagter 2009). Next to the Enterprise Coherence Assessment (ECA), that
allows organisations to assess their ability to govern coherence during enterprise
transformation, it involves an enterprise coherence framework and a (situational)
enterprise coherence governance approach. The latter includes the identification of
specific deliverables/results to be produced, processes needed to produce these de-
liverables/results, as well as an articulation of the responsibilities and competences
of the people involved. The enterprise coherence framework, which will be sum-
marised below (and discussed in more detail in Chap. 18), enables enterprises to set
up their own management dashboard in terms of how the enterprise coherence can
be governed/improved during enterprise transformations. This, enterprise-specific
dashboard enables senior management to govern the coherence between key aspects
of an enterprise during transformations.
Enterprises which have never used GEA before, as was the case at DGA, will
have to set up their enterprise coherence framework based dashboard before pro-
ceeding the activities of the enterprise coherence governance part of the method.
Once the dashboard has been created, it can be used over and over again, and up-
dated based on major changes to the enterprise and/or experiences.
The enterprise coherence framework (Wagter 2009) defines a series of cohesive
elements and cohesive relationships, which together define the playing field for an
enterprise’s coherence. By making the definition of these elements explicit in a spe-
cific enterprise, a management dashboard helps one gain insight into the “state of
coherence” while also being able to assess the impact of potential/ongoing transfor-
mations. This then enables a deliberate governance of enterprise coherence during
transformations. The enterprise coherence framework is defined in terms of two
levels and their connections: the level of purpose and the level of design. The level
of purpose involves a description of the enterprise’s strategy in commonly known
concepts from strategy formulation (Balogun et al. 2003; Simons 1994), such as
mission, vision, core values, goals and strategy. The design level involves concepts
such as the following:
Perspective—an angle from which one wishes to govern/steer/influence enterprise
transformations. The set of perspectives used in a specific enterprise depend
very much on its formal and informal power structures; both internally and
externally. Typical examples are culture, customer, products/services, busi-
ness processes, information provision, finance, value chain, corporate gover-
nance, etc.
Core concepts—a concept, within a perspective, that plays a key role in govern-
ing the organisation from that perspective. Examples of core concepts within a
perspective such as “Finance” are, for instance, “Financing” and “Budgeting”.
Guiding statement—an internally agreed and published statement, which directs
desirable behaviour. They only have to express a desire and/or give direction.
Mission
Vision
Core Values
Core model
Goals
Chain cooperation
Strategy
Et cetera Processes
Relevant relationship
Perspective
Employees Customer
Core
concept
Finance Org. governance
Culture Information provision

Guiding statement
• Principle
• Policy statement
Services
• Objective
Fig. 4.1 The enterprise coherence framework
Guiding statements may therefore cover policy statements, (normative) princi-

ples (Greefhorst and Proper 2011) and objectives.
Core model—a high level view of a perspective, based on, and in line with, the
guiding statements of the corresponding perspective.
Relevant relationship—a description of the connection between two guiding state-
ments of different perspectives.
The presence of a well-documented enterprise mission, vision, core values, goals
and strategy are preconditions to be able to determine the content of the core fac-
tors on the design level of the organisation and they are the essential resources for
this determination. The coherence elements and their relationships are illustrated in
Fig. 4.1.
4.4 The Management Dashboard for DGA
Since this was the first time for DGA to apply/use GEA, it was necessary to first
develop an organisation-specific management dashboard. To this end, the case at
DGA started with an intensive desk research activity, conducted by a small team
of architects. This team studied relevant policy documents from DGA, resulting in
the first version of the management dashboard for the agency, in terms of a list of
4.4 The Management Dashboard for DGA 35
Table 4.1 Definitions of perspectives for DGA

Perspective Definition
ICT All processes, activities, people and resources for obtaining, processing and de-
livery of relevant information for DGA
Chain cooper- The collaboration of the parties involved in the subsidy arrangement chain
ation
Processes A coherent set of activities needed to deliver results of DGA
Organisational The governance and organisational structure of the DGA organisation so that de-
structure sired goals are attained
Employees All persons who execute tasks or activities within the DGA-organisation
Suppliers Companies or organisations that supply or sell products and/or services to DGA
Culture Explicit and implicit norms, values and behaviours within the DGA organisation
Services All services that DGA within legal frameworks, or through agreed appointments
with statutory authorities, establishes and delivers to applicants
Customer The applicant of a service of DGA
Law and regu- All legal frameworks that form the basis for the task performance of DGA
lations
the cohesive elements and their definitions, covering both the purpose level and the
design level. Starting point for creating this list were the strategic documents of the
organisation such as the mission statement, vision notes, policy plans, business strat-
egy, business plan, etc. In a validation workshop, this draft management dashboard
was then validated with the major stakeholders and approved after some modifi-
cations. This validation workshop involved the executives of DGA, complemented
with a number of (internal) opinion leaders and key stakeholders.
Table 4.1 (page 35) shows the perspectives that were selected by DGA, while as
an example the core concepts of five of the perspectives are listed in Table 4.2.
This set of perspectives also illustrates the need to align more aspects of an en-
terprise rather than just business and IT. Several of the perspectives may put re-
quirements towards ICT, for instance, customer followed by chain cooperation and
processes being some dominant ones in this sense. However, the chosen set of per-
spectives shows that when it comes to alignment, the stakeholders do not simply
think in terms of Business/IT alignment, but rather in a much more refined web of
aspects that need alignment. During desk research at DGA, more than 200 guid-
ing statements were derived from the aforementioned policy documents. Needless
to say, presenting all guiding statements goes beyond the purpose of this chapter.
Therefore, as an example Table 4.3 only shows those guiding statements that turned
out to be relevant to the processes perspective.
Table 4.2 Core concepts for DGA

Organisational Customer Chain cooperation Processes ICT
structure
Governance Applicants Collaboration Formal checks Standardisation
Political leader- Third parties Chain test Material checks Architecture
ship
Responsibilities Channel selection Chain parties Seasonal peaks Integrality
and tasks
Organisational Internet Chain mandate Efficiency Security
division
Employership Supply coordination Service level agreements Effectiveness Facilities
Policy cores Objections Chain management Predictability Information
Programme Switchers Objections Transparency Maintenance
management
Scaling up Planning Systems
Combined Procedures Ownership
arrangements
Work council Regulations Storage
Table 4.3 Guiding statements relevant to the processes perspective

Processes
Execute three subsidy arrangements through one application
Execution of the subsidy arrangements should be compliant to legislation
All sub-processes should contribute to sustainability
All processes must be described and provided with work instructions
Of all the processes timely progress reports have to be delivered to the control department
Processes should be implemented more cost efficiently
Our aim for DGA is an agile, transparent and fast operation
Factory work as data entry and scanning of maps are outsourced
All process activities must be performed within the statutory time limits
The initialisation activities of the new subsidy year should start in parallel to the 3rd main ‘judge’
process
The processes of the various partners must connect seamlessly
Also determined by the number of subsidy applications received, we aim to compile an optimal
size of batches to be processed
Batches of subsidy applications may only move to the next procedure after approval through
formal and material checks
Objections should as much as possible be prevented by means of an active application of the
possibility of administrative modification
As a result of far-reaching expected changes in European legislation, only the most needed process
improvements should be performed
4.5 Answering the Business Issue 37
4.5 Answering the Business Issue
With the dashboard in place, the next step was to organise a workshop, where the
business issue at hand was put central and analysed in terms of four questions. Dur-
ing the workshop, each of the ten perspectives of Table 4.1 had an explicit rep-
resentative with clear (delegated) ownership of the cohesive elements (in the real
organisation, i.e. not just the documentation) of that perspective.
At the start of this workshop, the owner(s) of the business issue gave a thorough
introduction of the issue in terms of causes, degree of urgency, degree of interest,
implications, risks, etc. This introduction gave the representatives of the perspec-
tives a deeper insight into the associated issues of this business issue, enabling them
to make a translation of the issue to their own perspective. Now the representatives
of the perspectives were capable of determining jointly which perspectives were
most affected by/related to the business issue at hand.
The core business issue: “How can the execution of the subsidy submission, eval-
uation, and allocation process be made more manageable and efficient?” was ad-
dressed in terms of four questions, leading to four sub-analyses of the business issue:
1. Determine the impact of the business issue on the dominant perspectives.
2. Determine the impact of the business issue on the sub-dominant perspectives.
3. Determine the solution space for the business issue from the dominant perspec-
tives.
4. Determine the solution space for the business issue from the sub-dominant per-
spectives.
In the first two sub-analyses, the analyses were conducted from the viewpoint of
the business issue at hand, resulting in the description of the potential impact and/or
needed change initiatives, in relation to the respective perspective, in order to solve
the given business issue. In the last two sub-analyses, the analyses were conducted
from the viewpoint of the guiding statements of the perspectives, resulting in the
possibilities and/or necessary change initiatives, but also the limitations with re-
spect to the solution of the business issue, the so-called solution space. This creates
appropriate solutions within the framework of the organisation. Conversely, it be-
comes clear whether and which frames as a result of a solution should be adjusted
and continue to give direction to the organisation. The synthesis of the results from
these sub-analyses then formed the integral solution and preferred approach to meet
the business issue at hand.
Examples resulting from the four sub-analysis are shown in Table 4.4. The col-
umn Problem shows the sub-problems that have been expressed by the problem
owners. The third column, “Perspective”, shows the perspectives which the repre-
sentatives perceived as most relevant to a sub-problem. The impact on this perspec-
tive is expressed in terms of new or modified guiding statements in the adjacent col-
umn “Guiding statement” (column 4). The impacts resulting from this sub-problem
on other possible perspectives (columns 5 and 7) are adjacently expressed in terms
of guiding statements (columns 6 and 8). The last column shows the formulated
38
Table 4.4 Partial cross-perspective impact analysis

Nr. Problem Perspective Guiding statement Perspective Guiding statement Perspective Guiding statement Solution elements
1 Awareness of Organisational New: The change Chain cooperation New: Entire chain Remove steering from the
low change structure ability must management line organisation, and bring
ability towards continually adjust to should be under it under programme control.
the necessary our ambitions programme Organise programme man-
interventions control agement
2 Execution is Laws and Existing: Execution Processes New: Checks Suppliers New: All outsourced Renew the outsourcing par-
insufficiently regulations should be compliant should be carried activities shall be ties and outsourcing con-
compliant with legislation out at the place of performed in the tracts, and refocus them on
with execution by Netherlands legal regulations
international authorised
laws officials
3 ICT support is ICT New: ICT must Chain cooperation New: Support and Services New: We Picture the file exchange and
insufficient support the entire control the chain communicate only by govern this exchange. Organ-
chain at the level of file e-mail, telephone and ise multi-channel support
sharing Internet
4 Many Customer New: Status of Process New: transparency Automate logistics on file
complaints progress file logistics per file in massive level
from must always be processing
customers visible to customer
about not
knowing the
state of
progress
5 Many Supplier New: No deals with Processes New: Manage Organisational New: Separation of Organise professional supply
discussions operational staff suppliers by structure functions and management
and problems supply performance
with suppliers management accountability
on their
payments
... ... ... ... ... ... ... ... ...
... ... ... ... ... ... ... ... ...
4 Enterprise Coherence in the Public Sector
4.5 Answering the Business Issue 39
solutions of the sub-problems in which the representatives reached consensus as

part of the integral solution.
To further illustrate the problem analysis, we will elaborate on one concrete ex-
ample. Problem number 2 as listed in Table 4.4: “The execution was not sufficiently
compliant with international laws”. Every year, a number of checks are conducted
by European officials on the degree of compliance with European laws and regu-
lations. There was a need for better anticipation to these checks. This provided a
further confirmation of the existing guiding statement in the perspective Laws and
regulations, that is, “the execution should be compliant with the international law”.
In addition, a new guiding statement was created in the perspective Processes: The
checks have to be carried out on the place of execution by authorised officials. Fi-
nally, a new guiding statement to the perspective Suppliers was added as well: “All
outsourced activities shall be performed in the Netherlands”. The reached solution
for this problem was: “Renew outsourcing parties and outsourcing contracts and re-
focus them on the legal regulations”. This solution meant that the involved suppliers
could not re-outsource the activities to a lower wage country and that the outsourced
processes could be monitored in an easier way. The detailed analysis is illustrated
in terms of the coherence framework [see Fig. 4.1 (page 34)] in Fig. 4.2.
Fig. 4.2 Problem analysis using the coherence framework

4.6 Results of the Programme
As a first step in the synthesis process that followed, the participants clustered the
logically belonging together sub-solutions of the four sub-analyses. This is shown
on the right side of Table 4.5, which results from clustering the most right column
of Table 4.4 (page 38), and the associated solution approaches for the business issue
at hand, as shown on the left side of Table 4.5.
During the synthesis process, the participants could also add additional solutions.
These could, on the one hand, be based on the new established guiding statements,
or, on the other hand, be based on the overall insight of the integral solution and
choice of approach. In Table 4.6 (page 41), some examples are provided for the
clusters Renew outsourcing and Govern the chain.
The elaboration of this solution and choice of approach resulted after a final
decision into a programme start architecture for controlling the subsequent change
programme (Wagter et al. 2005). The resulting programme start architecture was
the first part of the contract made with the designated programme manager. The
execution of the change programme according to the programme start architecture
led to the following results and associated benefits:
Table 4.5 Clustering sub-solutions

Clusters of the integral solution Sub-solutions from sub-analyses
Organise supply management Organise professional supply management
Develop SLA’s and sanctions
Govern the chain Remove the steering from the line organisation and bring it
under programme control
Organise programme management
Organise chain management including chain mandate and
development of a chain-test
Redesign processes Redesign the primary processes
Insert pre-filled forms and complete printing solution at the
solution “Redesigning primary processes”
Organise multi-channel support
Automate logistics on file level
Renew outsourcing Renew the outsourcing parties and outsourcing contracts and
refocus them on legal regulations
Maintain the outsourcing, and govern the outsourcing profes-
sional
Govern file exchange Picture the file exchange and govern this exchange
Renew Internet application Redevelop the Internet application
Encourage use of the internet channel, maintaining freedom of
choice of channels
Insert personalised website solution at the solution “Redevelop
Internet application”
Remain combined data gathering Proposed unbundling is not accepted, and the status quo main-
tained
Working in multiple shifts was no longer seen as a solution
4.7 Reflection 41
Table 4.6 Added solutions from the synthesis process

Cluster of Solutions, source Solutions added during Solutions added during
integral sub-analyses synthesis process based on synthesis process based
solution overall insight on new guiding state-
ments
Renew Renew the outsourcing par- Set the existing outsourcing Include measurements
outsourcing ties and outsourcing con- parties liable for damages of throughput in the
tracts and refocus them on suffered contract
legal regulations Retraining of employees Sanction of ¤5000 per
Maintain the outsourcing, lost record in the
and govern the outsourcing contract
professional Suppliers carry out
outsource activities
under one roof
Govern the Remove the steering from Organise a quality assurance
chain the line organisation and project
bring it under programme
control
Organise programme
management
Organise chain
management including
chain mandate and
development of a chain-test
• The execution of the subsidy arrangements was within time and agreed budget.
• The return of application forms due to application errors was reduced from 62%
to 35%, and consequently fell within the error tolerance.
• The number of objections was reduced from 22,000 to 7000 with corresponding
reduction in associated costs.
• The Internet participation of applicants rose from 0.5% to 6.0%.
• The European supervisory authority and the Dutch parliament were satisfied
about the results and answers on their submitted questions.
• With regard to the new outsourcing parties:
– Their performance was in line with the agreed quality, time and budget.
– Not one client dossier has been lost.
– Given the good performance all contracts were subsequently prolonged.
4.7 Reflection
The case also illustrates that Business/IT alignment is not only a matter of aligning
“the business” and “the IT” aspects of an enterprise. The case suggests that a more
refined perspective is called for. More specifically, we see how “the business” is not
just a single aspect that needs to be aligned to “the IT”, but rather that it involves
many more aspects that need mutual alignment just as well. This is also why we
prefer to use the term enterprise coherence. It more clearly expresses the fact that
it is more about achieving coherence between multiple aspects, rather than merely
aligning the business and IT aspects.
Chapter 5
Public Services Opening Up To
Innovation
Hella Faller
Abstract This chapter introduces an enterprise transformation taking place in the

passport issuing and registration office of the Dutch government: adding innovation
to the strategic agenda of a purely maintenance-focused organisation. This transfor-
mation is divided into three projects: introduction of a formal architecture board,
introduction of an innovation department, and introduction of new project types (in-
novation projects). During the transformation, the architecture board faces different
challenges linked to the institutionalisation of ACET, cultural aspects and commu-
nication defects.
The passport issuing and registration office of the Dutch government, called the Ba-
sisadministratie Persoonsgegevens en Reisdocumenten (BPR), belongs to the min-
istry of the interior in the Netherlands and is responsible for the registration and de-
livery of the personal data and travel documents of all Dutch citizens. As such, their
core business is the maintenance of different registration systems, that is, ensuring
that the systems are secure and reliable.
BPR’s key stakeholders are the users of those systems: the municipalities but also
non-governmental institutions such as the police, credit card institutes or insurance
companies. Another key stakeholder is BPR’s sponsor, which is also an agency of
the ministry of the interior [Directie Burgerschap en Informatiebeleid (B&I)]. B&I
is responsible for making laws concerning the registration and the use of personal
data. BPR can be understood as an execution organisation, which is strongly influ-
enced by the laws made by B&I.
H. Faller
knk Business Software AG, Darmstadt, Germany
e-mail: hella.faller@gmail.com

44 5 Public Services Opening Up To Innovation
Table 5.1 Characteristics of interviewees

# Position Department Gender At BPR Experience
1 Former project leader System knowledge and innovation Male 0.17 years 15 years
2 System architect System knowledge and innovation Male 5.33 years 38 years
3 Senior project employee Customer Relation Management Male 12 years 45 years
4 Project leader System knowledge and innovation Female 14 years 25 years
5 Project architect System knowledge and innovation Male 12.5 years 25 years
6 Head of department Customer Relation Management Female 1.5 years 12 years
7 Business architect Business Control Male 6.5 years 25 years
In general, BPR has three kinds of tasks:

1. Their regular work of maintaining the data systems
2. Internally initiated projects concerning BPR’s infrastructure
3. Projects initiated through external requests coming from B&I
In the following sections, we present an enterprise transformation taking place at
BPR (Sect. 5.2) and the Enterprise Architecture (EA)-related challenges BPR is fac-
ing during that transformation (Sect. 5.3). In Sect. 5.4 we reflect on those challenges
in the context of architectural coordination of enterprise transformation (ACET).
The case-related information presented in this chapter originates from multiple
sources of data: we analysed some of BPR’s internal documents, such as strategic
documents, organisational charts and project plans, to gain information on the or-
ganisational context. Furthermore, we conducted a focus group meeting with BPR’s
architecture board to triangulate the data gained from the document analysis (Yin
2009). In addition, the focus group meeting provided insights into the challenges
the enterprise architecture function encountered during the enterprise transforma-
tion. As a third source of information, we used qualitative interviews. In total, we
conducted six semi-structured and one unstructured interview with different types of
employees. Table 5.1 shows the interviewees’ characteristics. The interviews lasted
between 30 min and 3 h, depending on the interviewee’s availability. The unstruc-
tured interview was conducted with interviewee #7.
Traditionally, BPR is a maintenance organisation. However, in 2010 a new director

is appointed to BPR. In 2011 she decides, together with B&I, to add innovation to
BPR’s strategic agenda. They want BPR to become an open, flexible and learning
organisation. Thus, BPR has the task to develop from a solely maintenance organi-
sation to an organisation that, in addition, is open and able to innovate. To this end,
the new director decides to restructure the entire organisation (Fig. 5.1). Within this
restructuring, two changes are particularly relevant to the introduction of innovation
1) Before restructuring Director
Management team
(heads of department)
Service level & Information Business

account management management management
2 ) After restructuring Director
Management team
Architecture board
(heads of department)
Business Customer relation System knowledge Information provision ICT- Administrative

Control management & innovation & management management support
Legend
Department Board
Relevant structural
changes
Fig. 5.1 Structural changes to open up for innovation
and will be highlighted in the following paragraphs: (1) introduction of a formal

architecture board and (2) introduction of an innovation department. In addition to
these two structural changes, the director also introduces a change concerning BPR’s
operations: (3) the introduction of new project types, namely of innovation projects.
5.2.1 Introduction of Architecture Board
Before the start of the transformation, BPR already had architects but there was no
formal enterprise architecture body. By opening up to innovation, the organisation
extends their scope of tasks. To ensure that this opening up does not come at the
expense of achieving operational excellence,1 BPR introduces an architecture board
(Fig. 5.1). This board is responsible for helping the organisation in achieving their
strategic goals, that is, in reaching operational excellence and excellence in innova-
tion.
To this end, a new procedure concerning project plans and changes in projects
is implemented: every project plan or other document that needs to be decided on
by the management team of BPR has to be approved by the architecture board be-
1 Given that BPR is a maintenance organisation, operational excellence, that is, providing secure
and reliable services, is one of their main goals.
fore the management team takes a decision. Hence, the architecture board has an
advisory function towards the management team. It is responsible for ensuring co-
herence among the different tasks and projects conducted in BPR and the different
systems used at BPR.
The architecture board is composed of three architects coming from different
departments: a business architect (business control department), a system architect
(department of system knowledge and innovation) and an information and commu-
nications technology (ICT) architect (ICT management department). Furthermore,
a quality manager is part of the architecture board.
5.2.2 Introduction of Innovation Department
While opening up to innovation, BPR keeps their maintenance focus. To separate

these two types of tasks, BPR introduces a department dedicated to innovation: the
system knowledge and innovation department (Fig. 5.1). This department is respon-
sible for identifying and investigating new developments and for embedding them
in BPR’s existing structure and processes.
5.2.3 Introduction of New Project Types
To open the organisation up to innovation, new projects are started. The project
requests come from B&I. These new projects do not concern the maintenance of
the data systems but for instance the development of new instruments. We now
introduce two example projects. We will frequently refer to these when illustrating
challenges and conflicts later on.
The first example of such a new project type is the development of a self-
assessment tool that can be used to check the quality of the data collected in the
different systems. Before, data quality was checked for each municipality every 3
years in the context of an audit. The new tool aims at helping municipalities to con-
tinuously assess the quality of their data themselves. Thus, the self-assessment tool
contributes to maintaining the quality of the data systems. That is, it supports BPR’s
main task. What is new is that the project of developing the self-assessment tool
is conducted within BPR. Before the start of the enterprise transformation, such a
project would have been conducted entirely by an external company.
Another new project is the creation of a contact centre for citizens who have
become victims of identity fraud. This contact centre shall advice individual cit-
izens regarding what to do about the fraud, that is, whom to contact and which
other steps to take. One innovation of this project is that BPR has contact with in-
dividual citizens. Usually, they only communicate with other organisations, such as
the municipalities and the insurance companies. This means that BPR’s customer
relation management (CRM) enlarges their group of stakeholders. In the context of
5.3 Challenges 47
the identity fraud project, communication channels need to be set up for the citizens
to contact BPR. Furthermore, a suitable database needs to be established to collect
the data BPR receives from the citizens. Also, the project employees have to be in-
formed about what can and/or has to be done regarding different types of identity
fraud.
5.3 Challenges
During the enterprise transformation, the architecture board faces the following
challenges.
5.3.1 Unclear Role of the Architecture Board
To help BPR in coordinating the enterprise transformation, the architecture board

has been created as a formal enterprise architecture body in the beginning of the
transformation. However, within BPR the role of the architecture board is not clear.
Different stakeholders have different perspectives and opinions on what the archi-
tects are supposed to do and where they should intervene. For instance, lots of
project employees understand the architecture board as an advisory board that can
be used when they have a problem in their project. They do not interpret the archi-
tecture board as an organ that should already be involved in the planning phase of a
project to prevent potential problems.
In contrast, the architects would like to be involved in projects from the beginning
on. They complain about being contacted too late: “we are used as trouble shoot-
ers” (interviewees #2 and #7). There are also employees who share the architects’
understanding of their role. The head of the CRM department (interviewee #6) says
for instance:
I think it would be better if the architects were involved from the start. But that doesn’t
happen. It’s difficult to reach them.
The examples show that the role of the architecture board is not clear within
BPR. Different understandings exist. And even if two groups seem to have the same
understanding of the role of the architecture board, the degree of the architecture
board’s involvement does not comply with that understanding.
5.3.2 Legitimacy of the Architecture Board
To ensure that the innovation projects are coherent with BPR’s project and system
landscape, a new rule has been implemented that requires every project plan, change
request, etc. to be approved by the architecture board before the management team
takes a decision on it. However, while this rule exists on paper it is not always
followed in practice. New project requests coming from B&I are usually sent to
the director of BPR or to one of the heads of department. And on some occasions
the architecture board is not consulted before taking a decision regarding a project
request. This behaviour raises questions regarding the legitimacy of the architecture
board and makes it more difficult for the architects to fulfil their role as advisers.
5.3.3 Long Communication Lines
As illustrated in Sect. 5.2, the enterprise transformation entails that development

projects are conducted within BPR. This means that BPR is the owner of the inno-
vation projects and is therefore responsible for the project management. Yet, it does
not mean that new systems and/or products are developed by BPR’s employees. In
many cases BPR hires an external company to develop new products. This is due to
the fact that BPR’s employees are often not skilled for developing new tools.
The external product development is accompanied by long communication lines,
which result in a lack of communication between the external developers and BPR’s
architects: on the one hand, the developers do not involve the architecture board; on
the other hand, the architecture board does not try to engage themselves, that is, they
are not very proactive regarding external developments. This lack of communication
makes it more difficult for the architecture board to monitor during the development
phase if the product is coherent with BPR’s enterprise architecture. Often the archi-
tecture board is confronted with the finished product, which sometimes is difficult to
integrate within BPR. Also, because of long lines of communication some conflict-
ing requirements are not identified early enough. This leads to problems that need
to be solved after the product has been developed.
The following example illustrates the challenge of long communication lines.
Consider the “self-assessment tool for municipalities” project (Sect. 5.2): currently,
all the systems and applications BPR is responsible for are hosted on a Windows-
based server. However, BPR plans to move them to a Linux-based server. Therefore,
when the development of the self-assessment tool is outsourced, one of the require-
ments is that the final application needs to run on Linux. So the external company
develops the tool for Linux. However, before the tool is fully implemented and can
be used by all municipalities BPR wants to run a pilot with only a few munici-
palities. This pilot is conducted before the operating system is changed from Win-
dows to Linux. Thus, for the pilot the application needs to run on Windows. Yet,
the requirement for the pilot is only discovered when the development of the self-
assessment tool is finished. So, the external company has to change the tool to make
it work on Windows, which leads to an increase in costs and to delays for BPR.
In theory, these extra costs should have been avoided by using enterprise archi-
tecture management. The architecture board should have an overview over existing
and planned organisational components (van der Raadt et al. 2010) and should point
out inconsistencies. However, in the described project, the architecture board is not
5.3 Challenges 49
involved in the tool development. The outsourcing leads to longer communication

channels, which has two consequences in the case of BPR: first, the developers do
not involve the architecture board; second, the architecture board does not try to
engage themselves in the development. Therefore, the outsourcing of development
favours problems of integrating the respective tool/system into BPR’s landscape.
5.3.4 Innovation as an Addition
At BPR, employees distinguish their “regular work” from project work. A pecu-
liarity of BPR is that project work is usually done in addition to people’s regular
work. That is, employees have a larger workload when they are contributing to a
project. This is particularly challenging for the opening up to innovation because, as
explained in Sect. 5.2, the introduction of innovation happens to a large extent
through projects. A consequence of this system is that employees do not have
enough time for the innovation projects:
One of the big issues here is the lack of capacity. It is very important that people who work
here do the regular work, they have tasks and every day they do their job. But they also have
to think about the new development, the project. One of the problems of projects is that they
are separated from the organisation (interviewee #4).
Another challenge that is related to this double load is that most employees do
not have their minds clear for innovation:
So, if they are available and they have to think, they have a lot in mind. They are sitting next
to you and they still have a lot of things in their head. So, they can’t really be free in their
heads to think with us (interviewee #4).
In other words, many employees do not have time for innovation and/or cannot
concentrate on innovation-related tasks because they are busy with their regular
work. This makes the introduction of innovation more difficult.
5.3.5 Double Role of Architects
As described in Sect. 5.2, the architecture board is composed of employees who

belong to different departments. In their departments they have certain roles, which
entail interests that are different from those of the architecture board. For exam-
ple, the system architect (interviewee #2), who works in the system knowledge and
innovation department, explains:
the architecture board’s focus is more on long term aspects. And I’m a system architect. So
my focus is more towards the short term.
This quotation illustrates the problematic of holding two different roles. The sys-
tem architect needs to balance the different interests:
in the architecture board I try to keep in mind the long term aspects. But I also try to
convince the other architects in the board that B&I has a wish, which we have to take into
account as well, and which can also be very important.
While the variety of perspectives in the architecture board offers the advantage
of not being too isolated from the rest of the organisation, it also adds some bias
to the decisions made by the members of the architecture board. The double role
sometimes leads to situations in which a single person has conflicting interests. In
the quote above, the system architect decided to be on the side of his department
and, in particular, of his manager.
5.3.6 The Pace of the Enterprise Transformation
As stated in Sect. 5.2, one measure to introduce innovation at BPR is to conduct in-
novation projects. Yet, the architecture board and the management team of BPR have
different opinions about how many of such projects should be carried out, that is,
about how fast innovation is introduced in the organisation. While the management
team is more in favour of accepting most of the innovation requests B&I sends, the
architecture board first wants to reach internal stability. They argue that BPR needs
to optimise their internal procedures before they are able to innovate. Due to the
difference in opinions about the optimal pace of the enterprise transformation, the
architecture board invests a lot of time in convincing the management team of their
point of view. Therefore, they have less time to spend on the coordination of the
accepted innovation projects.
5.3.7 Change in Mindsets
Another challenge BPR is facing is related to the employees’ mindsets. As described

in Sect. 5.2, BPR’s core business has traditionally been the maintenance of different
data systems.
Most of the people in our organisation are focused on maintenance. It’s not a development
organisation. We are a maintenance organisation (interviewee #2).
This is reflected in most employees’ mindsets. Those employees are not ready
for doing innovation because it requires a different way of thinking. As a solution,
BPR starts hiring new employees:
The director is trying to get more people from a different culture into the organisation. They
are trying to find people who do not come from a culture like us – keeping the system up
and running – but more people that think with creativity (interviewee #1).
5.4 Reflection 51
However, new employees have to be integrated in the organisation, which means

more work for BPR. Furthermore, some of the “old” employees still need to be
involved in innovation projects, which means that their mindsets need to be changed.
5.4 Reflection
The challenges BPR is facing in the context of their enterprise transformation can
be (partially) linked to the problem perspectives, as will be discussed in Chap. 12.
For instance, BPR introduces a new rule stipulating that every change request or
project plan has to be approved by the architecture board before it can be approved
by the management team. Yet, this rule is not always followed, meaning that the
management team sometimes accepts requests without asking the architecture board
for approval (see Sect. 5.3). This challenge reveals a lack of institutionalisation
of ACET. As will be explained in Chap. 12, it is not sufficient to introduce new
tools, regulations and guidelines to institutionalise architectural coordination in an
organisation. It is important that many stakeholders comply with the new rule so
that ACET achieves a “rule-like status in social thought and action” (Meyer and
Rowan 1977). This status has not (yet) been reached at BPR. Another indication for
ACET not being institutionalised at BPR is the fact that the role of the architecture
board is not clear. Different employees have different opinions about the architects’
responsibilities. When institutionalised, the role of the architecture board should be
clear to everyone. ACET should become part of BPR’s culture and identity.
Among the presented challenges we also recognise a number that are related to
cultural aspects. Organisational subculture has been defined as the aggregate “of
values, norms, and attitudes, which are adopted consciously or unconsciously by
the members of an organisational subgroup, and which distinguish the members of
that subgroup from those of another subgroup in the same organisation” (Faller and
de Kinderen 2014). A more elaborate discussion of the role of such subcultures in
the context of ACET will be provided in Chap. 8.
One example of subculture-related challenges is the necessary change in the em-
ployees’ mindsets. As illustrated in Sect. 5.3, many employees need to adapt a new
way of thinking to be able to innovate. In their (sub)culture framework Detert et al.
(2000), introduce the orientation to change (with the two dichotomous values: sta-
bility and change/innovation) as one culture dimension. Hence, the way of thinking
about innovation is closely linked to the cultural background of an employee.
Furthermore, the challenge of architects having two roles is related to subculture,
more precisely to differences between organisational subcultures: the illustration in
Sect. 5.3 indicates that within BPR there are different attitudes towards time. While
the architecture board focuses on the long-term perspective, the system knowledge
and innovation department is predominantly short-term oriented. These two groups
can be interpreted as two subcultures. The system architect has a role in both sub-
cultures (Sect. 5.3). He tries to concentrate on the long term within the architecture
board. However, he personally is more short-term than long-term oriented. This
might lead to difficulties within the architecture board given that in a way he has to
act in conflict with his own attitude.
In this case description, we also identify challenges related to communication de-
fects, which will also be addressed in more detail in Chap. 8 [in particular Sect. 8.4
(page 82)]. For instance, the challenge that the role of the architecture board is un-
clear cannot only be discussed in the context of institutionalisation (see beginning of
this section). We can also analyse it through the lens of communication: in Sect. 5.3
(“Unclear role of the architecture board”), we have introduced the example of a
department head having the same understanding of the architecture board as the ar-
chitects themselves. Still, the head of department complains that it is too difficult
to reach the architects, which is a problem of communication. The potential coop-
eration between the architecture board and the head of department suffers from a
lack of communication as the architects are not involved and do not seem to engage
proactively.
Another example of lacking communication is the outsourcing of development
tasks. In Sect. 5.3, we have illustrated that communication does not take place be-
tween external developers and the architects, which makes it difficult for the archi-
tects to coordinate the transformation. In both examples, the lack of communication
results in the architects not being involved early enough.
The case of BPR shows that the ACET has to face different challenges. In this
chapter, we have illustrated that such challenges can be analysed from different
problem perspectives. Chapter 8 introduces theoretical solutions to overcome (some
of) BPR’s challenges.
Part II
Exploring Architectural Coordination of
Enterprise Transformation
55
Where the previous part provided an analysis of the current state of corporate
ACET practice, this part will continue with an exploration of the challenges facing
ACET from a more theoretical perspective, in particular:
• Chapter 6 will start by exploring different types of changes and transformations
as they may occur in enterprises.
• Chapter 7 then considers enterprises as social systems and explores enterprise
transformation from this perspective.
• An important aspect of social systems are cultures. In particular subcultures, as
they play an important role in the coordination of enterprise transformations.
By their very nature, enterprise transformations will bring together different
subcultures. Therefore, Chap. 8 explores the potential role of subcultures in the
coordination of enterprise transformations.
• In Chap. 9, we will then continue to explore (the need for) a use perspective for
ACET, in particular the use of the created architectural artefacts.
• In Chap. 10, we then zoom in on the role of stakeholders during ACET and
explore a possible strategy to engage, in a controlled way, the key forces that
should/will influence enterprise transformations.
• As coordination relies on the capturing and processing of information, Chap. 11
considers the information requirements for doing ACET.
• Chapter 12 is concerned with the question on how to establish a sustainable
discipline of “doing ACET” in an organisation, that is, how it can be institu-
tionalised.
• Architecting also involves a myriad of models and associated modelling lan-
guages, be it highly informal languages, be it languages with a precise/formally
defined syntax, or even languages with a formally defined semantics. The land-
scape of modelling languages, and how to manage this in practical settings for
ACET, is discussed in Chap. 13.
• Next to models, another key ingredient of architectures are architecture princi-
ples. Their role in ACET, particularly how one might operationalise their mean-
ing as a restriction of design freedom, is explored in Chap. 14.
• Decisions taken at an architectural level, be they explicit or implicit, have a
major impact on the enterprise architecture as it will finally materialise. In
Chap. 15, we therefore explicitly consider the motivation and rationalisation
of architectural design decisions.
As mentioned above, this part is concerned with an exploration only. Part III pro-
vides several elements of a design theory for ACET that address the challenges as
addressed in the remainder of this part.
Chapter 6
Degrees of Change in Enterprises
Janne J. Korhonen
Abstract Enterprise change can be seen to have different degrees, each of which
is progressively wider in scope and different in nature, varies in type of interven-
tion, and absorbs an increasing amount of environmental complexity. In this chapter,
three degrees of enterprise change are identified. The first degree of change is about
restructuring in an operational scope with focus on reliability, cost containment,
and efficiency. The second degree is broader in scope, more dynamic in nature, and
focused on value creation through reengineering. The third degree of change is com-
plex, strategic, and aimed at fundamental rethinking and value innovation. It is ar-
gued that each successive degree of change addresses a progressively more complex
environmental context and calls for increasingly developed information technology
capability.
6.1 Introduction
In the increasingly interconnected, complex, and dynamic environment, the un-

precedented frequency and magnitude of exogenous shocks forces organisations not
only to change continually, but also to reinvent their very essence. At the same time,
the role of IT as the enabler and driver of enterprise change has increased in impor-
tance.
Enterprise change is not uniform in its type, scope, or environmental contingen-
cies, but differs in its degree in distinct orders of magnitude. In this chapter, a typol-
ogy of three degrees of enterprise change is put forward. It is suggested that each
J.J. Korhonen
Department of Computer Science, Aalto University School of Science, Konemiehentie 2,
FI-02150 Espoo, Finland
e-mail: janne.korhonen@aalto.fi

58 6 Degrees of Change in Enterprises
successive degree is progressively wider in scope, more sophisticated in type, and

absorbs an increasing amount of environmental complexity. Moreover, the nature
and role of IT in these different degrees of enterprise change is discussed.
In the following, Sects. 6.2 through 6.5 provide a theoretical background for
the proposed typology. In Sect. 6.2, we will review three qualitatively different yet
interdependent “domains of work” as identified in the classical sociological liter-
ature (Parsons 1960; Thompson 1967) and elaborated by Hoebeke (1994) from
the work levels perspective (also: Jaques 1998; Rowbottom and Billis 1987). In
Sect. 6.3, we summon four “causal textures” (Emery and Trist 1965) of the envi-
ronment that denote increasingly complex types of environment. And in Sect. 6.4,
we review three types of enterprise change as frequently distinguished in litera-
ture (Hamel and Prahalad 1994; Keidel 1994). In Sect. 6.5, we summarise and ex-
tend our earlier work on the typology of IT Realms (Korhonen and Poutanen 2013;
Korhonen and Hiekkanen 2013). Finally, in Sect. 6.6, we put forward the typol-
ogy of three degrees of enterprise change, integrating the concepts introduced in the
earlier sections.
6.2 Domains of Work
In the classical sociological literature (Parsons 1960; Thompson 1967), three levels
of social organising are commonly identified. Parsons (1960) identifies three distinct
levels of responsibility and control—technical, managerial, and institutional. The
functions at these levels are interdependent and qualitatively different.
Relatedly, Hoebeke (1994) identifies recursively linked domains of work, each
with its own language, interests, and other emergent characteristics. Each domain
comprises three vertical levels, or strata (Jaques 1998), with the top and bottom
level overlapping with another domain (see Table 6.1). The first three domains in
Hoebeke’s scheme—the added-value domain, innovation domain, and value sys-
tems domain—appear to be in line with Parson’s three levels, respectively. These
domains are described in more detail below.
6.2.1 Added-Value Domain
The added-value domain (Hoebeke 1994) spans requisite strata I–III (Jaques 1998).
The focus is on efficiency of operations, operational quality and reliability, not on
Table 6.1 Levers of change at strata I–III

Stratum Work output Lever of change
III Systematic provision Linear extrapolation from current trends
II Situational response Continuous improvement of work
I Prescribed output Streamlining work; eliminating waste
6.2 Domains of Work 59
the conception of new products and services. It addresses the question of “how” and
is concerned with doing: producing, selling, or providing services (Olivier 2013).
The “requirements of a group of clients are transformed into those requirements
being met” (Hoebeke 1994). Decision-making involves accountability for existing
resources. According to Olivier (2013), this is where most companies operate and
where 95% of adult human work takes place.
At Stratum I, work has a prescribed output (Rowbottom and Billis 1987), con-
fined by specifications, requirements, quality standards or acceptance criteria. To
materialise this specified output in the most efficient way, the prescribed means are
employed with a minimum of waste (Hoebeke 1994). Change at this level is there-
fore directed at streamlining the existing processes.
At Stratum II, situational response (Rowbottom and Billis 1987) to each case
of work requires judgement, interpretation, and reflection of each specific situation
and adjustment to the varying customer needs. The specific client requirements are
moulded into minimal critical specifications on the input, output, procedures and
tools for the people working at Stratum I (Hoebeke 1994). As work is continually
redefined, improved and automated to increase efficiency and reliability of opera-
tions, change at this level is about continuous improvement.
The output of Stratum III work is systematic provision (Rowbottom and Billis
1987) that accommodates to the varying needs of today as well as those of the future.
This requires developing alternative products and services, as well as alternative
ways of meeting the requirements and needs of known clients (Hoebeke 1994). The
kind of product or service to be provided is given, as are the people, buildings, and
equipment, yet there is much room for technical improvement and innovation (Mac-
donald et al. 2006). At this level, the changing requirements of the as-yet-unknown
but probable future are predicted by extrapolating from current trends.
Table 6.1 summarises the three strata in the added-value domain.
6.2.2 Innovation Domain
Strata III–V comprise the innovation domain (Hoebeke 1994). This domain shifts
away from operational business-as-usual and is concerned with added value for the
future: managing continuity and change, devising new means to achieve new ends,
and letting go of obsolete means and ends (McMorland 2005). The domain is about
asking “why” or “so what” and it entails more complex and often abstract activi-
ties that maintain the continuity of operations, while following the organisation’s
strategic intent (Olivier 2013).
Stratum III forms a hinge between the added-value domain and the innovation
domain, as the relations between the two domains need an overlapping set of com-
mon activities (Hoebeke 1994). Work at Stratum IV entails comprehensive provi-
sion (Rowbottom and Billis 1987), where the means and ends of underlying added-
value work systems are adjusted to reshape profitability within the overall business
Table 6.2 Levers of change at strata IV–V

V Field coverage Whole system transformation
IV Comprehensive provision Pairwise comparison of known systems
purpose. The signals of change in the value systems of the major stakeholders are
transformed into “new generic products and services, which, at the same time, make
this change perceptible to them” (Hoebeke 1994). Resources need to be negotiated
and reallocated between the Stratum III work systems. Change is discontinuous, but
predictable, and sought through pairwise comparison of existing systems.
Field coverage (Rowbottom and Billis 1987) at Stratum V expands the scope
from a range of products or services to a framework that specifies a general field
of need. Changes in the value systems are sensed and reflected in the creation of
whole new product/service/market/technology combinations (Hoebeke 1994). The
whole system addressing a field of need is transformed, which creates a point of no
return (ibid.).
A summary of the two additional strata provided by the innovation domain is
provided in Table 6.2.
6.2.3 Value Systems Domain
Hoebeke (1994) refers to Strata V–VII as the value systems domain. This is the do-
main of multinational corporations and international institutions and about creating
“new languages and new descriptions and prescriptions about the world” (Hoebeke
1994). Decisions pertain to often-global issues of resource allocation and where and
in what to invest or disinvest, when and why, which requires integrated thinking
across diverse fields (Olivier 2013).
Again, Stratum V forms a hinge between the innovation domain and the value
systems domain. Stratum VI represents multi-field coverage (Rowbottom and Billis
1987), where the task is to ensure that the output covers the whole complex of fields
of need in a coordinated way. Complexity is not so readily contained, but the “great
organisational divide” is crossed to a “whole world” view (Jaques 1998). Stratum
VI widens the perspective from an individual system, such as organisation, to the
larger ecosystem. Stratum V systems are shaped from the outside. This involves ar-
ticulating the relationships between the strategic business units (Cashman and Stroll
1987) and direct interaction with the external social, political, and economic envi-
ronment (Macdonald et al. 2006). Development becomes non-teleological (Hoebeke
1994) and change is about creating the future rather than predicting it.
Meta-field coverage (Rowbottom and Billis 1987) at Stratum VII is concerned
with managing the development, formation, and construction of various complexes
or conglomerates of Stratum V organisations in order to produce an output that cov-
ers the whole model-field. Rather than responding to the needs of specific markets
6.3 Causal Texture of the Environment 61
Table 6.3 Levers of change at strata VI–VII

VII Meta-field coverage Shaping conglomerates of stratum V systems
VI Multi-field coverage Shaping stratum V whole systems
or sections of the population, Stratum VII work is concerned with judging the needs
of society, nationally and internationally, and deciding what types of business units
to provide to satisfy them. Change at this level pertains to the development of lan-
guage, values, and culture (Hoebeke 1994).
The summary of the two additional strata provided by the value systems domain
is provided in Table 6.3.
6.3 Causal Texture of the Environment
Just as the complexity of biological organisms cannot be isolated from the complex-
ity of their environment (Lineweaver et al. 2013), the complexity of the organisation
is contingent on the complexity of its environment. While the organisation cannot
be characterised without characterising its environment, the environment cannot be
characterised without characterising the kinds of organisations for which it is an
environment (cf. Emery and Trist 1973).
To analyse the exchange processes between the organisation and elements in its
environment, Emery and Trist (1965) reintroduce the concept of the causal texture
of the environment (Tolman and Brunswik 1935) at a social level of analysis. The
causal texture refers to the processes through which interdependencies in the envi-
ronment come about.
Emery and Trist (1965) identify four “ideal types” of causal texture:
1. Placid, randomised environment
2. Placid, clustered environment
3. Disturbed-reactive environment
4. Turbulent field
Emery and Trist (1973) have hinted at a possible fifth type of environmental
texture, while McCann and Selsky (1984) and Babüroğlu (1988) have indeed elabo-
rated on such a fifth type. However, this hyperturbulent (McCann and Selsky 1984),
or vortical (Babüroğlu 1988), environment is a theoretically limiting case in the
same vein as Type 1 environment. Thereby, it is excluded from this discussion.
The four environment types identified by Emery and Trist (1965) are discussed
in more depth below.
6.3.1 Placid, Randomised Environment
The simplest type of environmental texture is the placid, randomised environ-

ment (Emery and Trist 1965), in which goals and noxiants (“goods” and “bads”)
are independent, relatively unchanging, and randomly distributed. Organisations can
exist adaptively as single and small units with no need to differentiate between tac-
tics and strategy (ibid.): “the optimal strategy is just the simple tactic of attempting
to do one’s best on a purely local basis” (Schützenberger 1954, p. 101). The survival
of an organisation in this type of environment is a simple function of the availability
of environmental relevancies and the response capabilities of the organisation—no
complex organisational capacity needs to be postulated (Emery and Trist 1973).
Emery and Trist (1973) go as far as to say that system behaviour in the placid,
randomised environment does not involve choice. Hence, such environment would
necessitate a state-maintaining system (Ackoff 1971). However, even a modest
planning horizon and storage capacity is adaptive to the system in such environ-
ment (Emery and Trist 1973). Appropriate learning behaviour in the placid, ran-
domised environment is conditioning rather than trial-and-error. Consequently, to
survive in these environments, higher-order systems must degrade their learning ac-
cordingly, yet they will also strive to create more order in the randomness (ibid.).
Emery and Trist (1973) consider this type of environment as an extreme theo-
retical limit. They recognise it as relevant for “some secondary aspect” of an or-
ganisation and as likely to occur in environments designed to maximise prediction
and control of human behaviour, for example, the blank, unvarying environments of
psychological conditioning experiments.
6.3.2 Placid, Clustered Environment
In the placid, clustered environments (Emery and Trist 1965), goals and noxiants
are not randomly distributed, but occur together in certain ways. The probability
of an organisation’s survival is thus critically dependent on its position in the envi-
ronment (Emery and Trist 1973). To reach these “optimal locations”, clustering of
resources and development of competences, subordinate to the strategic objective,
are required. Organisations tend to grow in size and become hierarchical, with a
tendency towards centralised control and coordination (Emery and Trist 1965).
The need arises to distinguish strategy from tactics. Survival in the placid, clus-
tered environment requires a threshold mechanism to evoke reaction only to the
more general aspects of the environment rather than dealing tactically with each
environmental variance as it occurs (Emery and Trist 1973).
An organisation must be at least goal-directed to adapt this type of environ-
ment (Emery and Trist 1973): the course of action is determined more by the goal
of the system than by the immediately present goals and noxiants. A goal-seeking
system, according to Ackoff (1971), has a choice of behaviour: it does not react
deterministically but can respond differently to particular events in an unchanging
6.3 Causal Texture of the Environment 63
environment until a particular outcome is attained (Emery and Trist 1973). Survival
of the system is contingent on its knowledge of its environment.
6.3.3 Disturbed-Reactive Environment
The disturbed-reactive environment (Emery and Trist 1965) is like a placid, clus-
tered environment in which more than one organisation of the same kind is pos-
tulated. This co-presence has fundamental implications on the environmental field:
what each organisation knows about the environment can also be known by another,
which is also known by this other (Emery and Trist 1973).
This type of environment gives rise to actions aimed at invoking tactics of other
organisations so that one may further its goals. The organisation must therefore
be able to choose between a number of possible tactical options (Emery and Trist
1973). Such a purposeful system (Ackoff 1971) exhibits will: it can change its goals
as well as select ends and means. The capacity or power to move at this will in the
face of competitive challenge becomes a more defining objective than that of finding
the optimal location (Emery and Trist 1973).
The disturbed-reactive environment is still a relatively stable ground. The com-
peting organisations can be considered as an ultrastable unit (cf. Ashby 1960).
6.3.4 Turbulent Field
In the turbulent field (Emery and Trist 1965), the dynamic properties arise not only
from the interactions of the organisations but also from the field itself—the “ground”
is in motion. The complexity exceeds individual organisations’ capacities for predic-
tion and control; they cannot adapt to the turbulent environment through their direct
interactions but must rely on commonly held values as the control mechanism in the
field (ibid.).
Emery and Trist (1973) identify four trends that together contribute to the emer-
gence of dynamic field forces:
• Organisations becoming so large that their actions induce autochthonous pro-
cesses in the environment
• The emergence of active field forces due to the increasing interdependence be-
tween the economic and the other facets of the society
• The increasing rate of change and deepening interdependence between organ-
isations and their environment due to the increasing reliance upon scientific
research and development
• The radical increase in the speed and ease of communication and travel
6.4 Types of Change Interventions
Three types of enterprise change interventions are frequently distinguished in liter-

ature. These types go with different names, but labels such as restructuring, reengi-
neering, and rethinking (Keidel 1994) capture the essence and are commonly used.
6.4.1 Restructuring
In restructuring (Hamel and Prahalad 1994; Keidel 1994) type of interventions,

strategic design actions are mostly focused on the number of nodes (size) and
links (density), for example, downsizing or expansion in the resource base (Dijk-
sterhuis et al. 1999), number of organisational units, and number of organisational
levels (Keidel 1994).
Hamel and Prahalad (1994) point out that change interventions of this type is
often “denominator management”, aimed at reducing the denominator component
of return on investment: investment, net assets, capital employed, or headcount.
Whereas growing the net income would require insight into new growth opportu-
nities, changing customer needs, required new competencies, and so on, cutting
the denominator “doesn’t need much more than a red pencil” (Hamel and Praha-
lad 1994, p. 9). They liken downsizing to “corporate anorexia” that can make an
organisation thinner, but not necessarily healthier.
6.4.2 Reengineering
Reengineering (Hammer and Champy 1993; Hamel and Prahalad 1994; Keidel
1994) the organisation pertains to changing the position of nodes or links within
the organisation (Dijksterhuis et al. 1999), for example, through process innovation,
redesign of business processes, or redeployment of resources.
Reengineering is about radical redesign of business processes to achieve dra-
matic performance improvements (Hammer and Champy 1993). It tends to be tac-
tical, rather than strategic, focusing on operational processes with a relatively near-
term improvement time frame (Keidel 1994). According to Hamel and Prahalad
(1994), it offers at least the hope of getting better, not just smaller. However, the real
goal of reengineering is often reduced costs rather than higher customer satisfaction.
Also, reengineering measures tend to be about catching up with competition rather
than “competing for the future”.
6.5 Three Information Technology Realms 65
6.4.3 Rethinking
Rethinking (Keidel 1994), as well as reinventing industries and regenerating strate-

gies (Hamel and Prahalad 1994), addresses organisational identity, purpose, and ca-
pabilities (Keidel 1994). Strategic design actions are about changing the content of
nodes and links (Dijksterhuis et al. 1999). Such changes pertain to properties such
as individual and collective mindsets, norms and beliefs, and organisational culture.
According to Keidel (1994), organisational design mirrors the mental models
of people, that is, the organisational cognition. The leverage of rethinking lies in
cognitive change, not behavioural; and in distinctive organisational capabilities, not
in resources or processes. While “thinking about thinking” is difficult, the potential
of rethinking is significant. It is rarely pursued for immediate or even mid-term
ends (ibid.).
6.5 Three Information Technology Realms
In earlier work, we have postulated a tri-partite approach to enterprise architec-

ture (Korhonen and Poutanen 2013) or, more broadly, three “IT Realms” (Korhonen
and Hiekkanen 2013).
Technical realm has an operational focus and is geared to present-day value re-
alisation. IT can be said to follow business; it is used to create resources, such as
information assets or application and technology infrastructure. IT planning is a
rational, deterministic, and economic process that aims at business–IT alignment,
operational efficiency, and IT cost reduction. The focus of IT is on operational qual-
ity and reliability—producing predictable outcomes on a consistent basis. Variance
is eliminated through cascaded goals, metrics, and internal controls. Human error
is removed from the production process through established work practices, quality
standards, and policies that regulate discretion.
This is the realm of technically oriented IT work: information systems design and
development, enterprise integration, solution architecture work, and IT operations.
It also addresses architectural work practices and quality standards, for example, ar-
chitectural support of implementation projects, development guidelines, and change
management practices.
Socio-technical realm plays an important role as the link between strategy and
execution: the business strategy is translated to the design of the organisation so that
the strategy may be executed utilising all the facets of the organisation, including IT.
Knowledge about the internal operation and construction of the organisation is of
essence in enabling organisational change (Hoogervorst 2009). IT has an enabling
role of enhancing organisational competencies (cf. Peppard and Ward 2004), that is,
abilities to utilise and mobilise organisation-specific resources to strategic ends.
This is the realm of business domains and their assigned business activities; busi-
ness functions and business concepts that these business domains need to perform
their assigned business activity; and high-level business processes that show how
the business domains collaborate to achieve the organisational goals and strategies
(Versteeg and Bouwman 2006).
In the ecosystemic realm, the organisation relates to its business ecosystem, in-
dustry, markets, and the larger society, co-evolving vis-à-vis its environment: its
business ecosystem and the society at large. The perspective shifts from the rela-
tively stable, closed, and controllable system of a self-sufficient enterprise to the
relatively fluid, open, and transformational system-of-systems of networked, co-
evolving, and co-specialised entities. The focal organisation is objectified from the
outside, as a co-evolutionary constituent within the broader business ecosystem.
In the ecosystemic realm, IT enables strategic capability (cf. Peppard and Ward
2004); in other words, business follows IT.
6.6 Three Degrees of Enterprise Change
In the following, we operationalise the three degrees of enterprise change in terms

of their scope, environmental complexity, type of intervention, nature of change,
and the role of IT in change, as summarised in Table 6.4 and illustrated in Fig. 6.1.
The three degrees of change are elaborated below.
Table 6.4 The three degrees of enterprise change

First degree Second degree Third degree
Scope Operational Tactical Strategic
Environmental texture Static Disturbed-reactive Turbulent field
Clustered
Type of intervention Restructuring Reengineering Rethinking
Conceptualisation of change Static Dynamic Complex
IT realms involved Technical Technical Technical
Socio-technical Socio-technical
Ecosystemic
Focus of IT Reliability Validity Resilience
Cost containment Value creation Value innovation
Efficiency Effectiveness Efficacy
6.6 Three Degrees of Enterprise Change 67
Fig. 6.1 The environmental complexity determines the type and scope of enterprise change
6.6.1 Scope of Change
Enterprise changes of the first degree take place within the operational scope of the
added-value domain (Hoebeke 1994). In this scope, the actual day-to-day work of
the change initiative takes place in change projects (Greefhorst and Proper 2011).
Enterprise changes of the second degree are of tactical scope. As any level of
change requires consideration of all subordinate levels (Rouse 2005), this scope
would embrace both the added-value domain and innovation domain (Hoebeke
1994). The overall enterprise change is executed through a portfolio of change pro-
grammes. The definition, overall planning and mutual synchronisation of these pro-
grammes are additional concerns within this scope (Greefhorst and Proper 2011).
Enterprise changes of the third degree are strategic in scope and span all three
work system domains: added-value, innovation, and value systems (Hoebeke 1994).
They embrace the tactical scope of change but further encompass the overall enter-
prise transformation at the strategic level: strategic direction, strategy formulation,
and execution (Greefhorst and Proper 2011).
6.6.2 Environmental Contingency
Enterprise changes of the first degree appear to be requisite in environments, whose

environmental texture (Emery and Trist 1965) is placid and clustered. Historically,
this environment has been “man’s accustomed social habitat” (Trist 1977). It repre-
sents the first departure from the theoretical limit for the organisation: placid, ran-
domised environment, where the planning horizon is zero and the organisation’s be-
haviour fully predictable. The organisation clusters resources to competences that
allow systematic provision (Rowbottom and Billis 1987) to cater for the general
need in the environment (cf. Emery and Trist 1973). Enterprise changes of the first
degree pertain to resizing these resource clusters.
Enterprise changes of the second degree would address the disturbed-reactive
environment (Emery and Trist 1965). The organisation must be able to choose be-
tween tactical options and to set and change its goal, that is, its strategic intent (cf.
McMorland 2005). Changes of the second degree are about changing the way in
which resources are used vis-à-vis these changing goals.
Enterprise changes of the third degree would be needed in the face of the tur-
bulent field (Emery and Trist 1965). The organisation is subject to increasing en-
tanglement with its environment at the institutional level (Parsons 1960) and must
increasingly rely on value-based controls to maintain cohesion (Emery and Trist
1965). Accordingly, changes of the third degree go deep into shared values, norms,
and beliefs that need to be changed to enable full-system transformation.
6.6.3 Type of Change Interventions
Removing the waste (Stratum I), improving the work processes (Stratum II), and
changing the ways of producing and providing products and services (Stratum III)
exemplify change interventions of the restructuring type (cf. Hamel and Prahalad
1994; Keidel 1994). They take place within a certain resource base that can be scaled
up (e.g. increasing production capacity) or down (e.g. reducing headcount).
Restructuring is typically conceptualised as static change (Eoyang and Holladay
2013): the situation before is compared to that of after, but there is no consideration
of movement between the two. This simplified view is applicable to changes that
are short-term or limited in scope, when there are few complicating factors and
control of the environment can be assumed. Same change can successfully be made
in similar circumstances.
Change interventions of the second degree would be about reengineering (cf.
Hamel and Prahalad 1994; Keidel 1994): reassembling resources to altogether new
Stratum III work systems of production or service delivery in order to ensure com-
prehensive output that caters for a given territorial or organisational society (cf.
Rowbottom and Billis 1987).
Reengineering could be characterised as dynamic change (Eoyang and Holladay
2013) that assumes a predictable, yet moving, endpoint, towards which multiple
6.6 Three Degrees of Enterprise Change 69
forces cause movement. The endpoint can be changed by manipulating those forces.
This view of change is applicable to progressions or state-based changes with one-
way causality, few influences, and clear boundaries.
Enterprise changes of the third degree would focus on whole-system enterprise
transformation that calls for rethinking (cf. Hamel and Prahalad 1994; Keidel 1994)
type of change interventions.
The respective view of change would be dynamical change (Eoyang and Holla-
day 2013) that results from unknown forces acting unpredictably and whose path or
outcomes cannot be predicted or controlled. Patterns emerge, but can only be dis-
cerned in retrospect. An example of this variety would be a cascading change, when
the accumulated tensions and pressures are released in an unpredictable and un-
controlled way. This view of change is applicable when boundaries are open, many
factors influence events, and root causes are elusive.
6.6.4 The Role of Information Technology
The role of IT in enterprise change varies by the degree, ranging from operational
support to a strategic driver. With each additional degree of enterprise change, a
new IT realm would be activated and the emphasis in the previous realms shifted,
accordingly. This proposition is illustrated in Table 6.5.
In enterprise changes of the first degree, IT investments usually pertain to one-
off application or solution development and are based on expected IT cost reduc-
tions (cf. Ross 2003; Ross et al. 2006). With the focus on efficiency, cost contain-
ment, and reliability, they are typically geared to restructuring type of changes:
automating operational work and business processes in Technical Realm. The de-
livered systems may fully fulfil the specified business needs, but with the lack of
technology standards and enterprise-wide IT architecture, the proliferation of legacy
systems and idiosyncratic point-to-point integrations renders the application land-
scape inert, expensive, and risky in the face of change.
In enterprise changes of the second degree, IT plays a dual role of supply and de-
mand. On the one hand, enterprise-wide IT architecture in Technical Realm provides
efficiencies through technology standardisation and centralised shared infrastructure
Table 6.5 Focus of IT in different degrees of enterprise change

First degree Second degree Third degree
Ecosystemic Strategic IT capability
and digital business
models
Socio-technical Enterprise architecture Modular architecture
Technical Development to require- Technology standardisa- Optimised core of digi-
ments tion, shared infrastructure tised data and processes
(cf. Ross 2003; Ross et al. 2006). On the other hand, resources and IT investments
are shifted from application and solution development to enterprise (business) archi-
tecture (cf. Korhonen and Molnar 2014), business process management, portfolio
management, and the development of IT-enabled competences. With the focus on
effectiveness, value creation, and validity, IT enables reengineering type of changes:
IT is increasingly leveraged to informate (Zuboff 1985) knowledge work and appro-
priate business processes.
Enterprise changes of the third degree are driven by IT. The business model is
digital and enabled by IT-enabled strategic capability. With the focus on efficacy,
value innovation, and resilience, IT enables continuous reconfiguration of unbun-
dled and liquefied (Normann 2001) resources, through which the organisation can
shift its value proposition vis-à-vis its ecosystem (Vargo and Akaka 2009) in align-
ment with semi-coherent strategies. The core of data and processes is optimised
and digitised in Technical Realm. It is difficult to make changes to that core, but
building new products and services onto the core becomes easier and faster. Modu-
lar architecture (cf. Ross 2003; Ross et al. 2006) in Socio-Technical Realm enables
strategic agility through reusable modules built upon the optimised core or by allow-
ing locally customised modules to connect to core data and core processes. While
not reducing the need for standardisation, the modular architecture allows for local
customisation and provides a platform for innovation.
6.7 Conclusion
In this chapter, we proposed a typology of three degrees of enterprise change, while

also discussing the nature and potential role of IT in these different degrees of enter-
prise change. Each successive degree of change is progressively wider in scope,
more sophisticated in type, and absorbs an increasing amount of environmental
complexity.
Chapter 7
Enterprise Transformation from a Social
Perspective
Wolfgang A. Molnar
Abstract Modern enterprises continue to develop their profile into an even more
complex assembly. Reasoned by increasing environmental turbulences and delib-
erate changes, researchers and practitioners need to acknowledge that addressing
transformations of enterprises is a multiplex interplay between different factors.
Identifying enterprises as social systems means that the system elements are social
individuals and that the essence of an enterprise’s operation lies in the capabilities
and interaction between involved social actors. Insights from sociology literature
may help to address transformations of enterprises adequately. Rooted in the sociol-
ogy literature, a framework for the analysis of change is brought forward, involving:
origin, type, momentum and trajectory. By enriching those dimensions with con-
cepts from socio-technical literature, a powerful instrument is forged to analyse and
address transformations of enterprises.
7.1 Introduction
Modern enterprises experience different trends due to increasing environmental tur-

bulences and deliberate changes (Harmsen and Molnar 2013). One trend that enter-
prises experience is the bias to become more dynamic. Previously static enterprises
need to adapt and partly reinvent their eco-system in an increasing pace, so that they
can progress or at least maintain their status. The increased dynamics of enterprises
may relate to projects or programmes that relate to development, marketing or other
activities. Increased attention is drawn on agile methods, which may leverage the dy-
W.A. Molnar
Warwick Business School, Coventry, UK
ZF, Friedrichshafen, Germany
e-mail: wolfgangmolnar@gmail.com

72 7 Enterprise Transformation from a Social Perspective
namic capabilities of enterprises. Another trend relates to the approaches enterprises

may undertake. Traditional enterprises were able to solve many problems with rather
generic solutions. However, modern enterprises require the capability to create situ-
ational solutions, such as “just-in-sequence” or “just-in-time” logistics. In addition,
enterprises are in a permanent state of flux. Elements of an enterprise that were
initially considered stable may become “transformational”, due to several reasons,
such as new regulations, technological change, and stakeholder influence.
The experiences of modern enterprises are not limited to the trends mentioned
above, but these examples provide an idea of the growing environmental turbulences
and intended changes. To handle this continuous motion, present-day successful en-
terprises have well-defined role models and priorities, while also enabling the pro-
cesses to be agile enough. Hence, these enterprises may re-innovate themselves and
do not rely on mechanistic and organic processes and structures (Weick and Quinn
1999). As a result, transforming enterprises is more than planned change, initiated
by people on purpose or in response to environmental changes (Dunphy 1996)—it
is a combination of deliberate and/or organic changes, as well as serendipity.
Previous research in the field of enterprise transformation hardly expanded on
“nonlinear processes”. Those nonlinear processes include organic and serendipitous
changes, and we imply that proper understanding of organisational change must
allow emergence and surprises. This means that the possibility of organisational
change must be take into account, when having consequences beyond those initially
imagined or planned (Greenwood and Hinings 1996). When agents perform planned
activities or even routines, these activities may contain the seeds of change (Giddens
1984, pp. 1–5). Hence, even supposed to be stable structures of an organisation,
such as routines, are changeable. Change is potentially always there, if only we are
willing to see it (Feldman 2000).
Understanding enterprises as social systems with a purpose requires any study to
take the social dimension into consideration. In doing so, we try to have a holistic
perspective for generating space for a comprehensive study of transforming enter-
prises. Previously, attempts by the traditional, strong functionalistic literature failed
to provide significant help. More recently, researchers called for more self-reflection
within the field of enterprise transformation and more balanced discourse with re-
spectively more advanced frameworks that help practitioners better achieve their
goals (Molnar and Korhonen 2014). In doing so, insights into social aspects of trans-
forming enterprises are scant, and practitioners only have a partial view on the en-
gineering of socio-technical systems as conveyed by related literature (Molnar and
Korhonen 2014). In order to have a holistic perspective for a more comprehensive
study of transforming enterprises, we looked into the work of a contemporary so-
ciologist Anthony Giddens. Giddens’ ideas aid the study of changes and we think
that his categorisation of various dimensions into a framework of change is a per-
tinent structuration-foundation for a new perspective of addressing transformations
of enterprises.
7.1 Introduction 73
origin
momentum trajectory
type
Fig. 7.1 Framework to analyse social change. Reprinted with permission from Giddens (1984).
c 1984 Politi Press, Cambridge, United Kingdom; reprinted with permission
7.1.1 Structuration-Foundation
Giddens is recognised as a well-known sociologist and is known for his contribu-

tions in scientific studies of human society and its origins, development, change and
organisations. Research domains, such as information system research, frequently
cite his work as well (Jones and Karsten 2008). He categorised various dimensions
of change in a framework, so that ‘the assessment of the nature of specific forms
of episode’ may take place (Giddens 1984). This assessment is founded on four
different dimensions: origin, type, momentum and trajectory (Fig. 7.1).
We think that those dimensions (origin, type, momentum and trajectory) are in-
terwoven and cannot be separated in steering analysis of transformative processes
of enterprises. In addition, the incorporation of various details of other literature
leverages the structuration-foundation of pertinently assessing the nature Harmsen
and Molnar (2013).
7.1.2 Origin
In understanding the origin of social change, various considerations are relevant.

These considerations may be obtained from different perspectives, such as inter-
nal vs. external causes (Rouse and Baba 2006) or improvement vs. renewal (De
Caluwé and Vermaak 2003). These perspectives only show a fraction of the potential
bandwidth of change origins, but provide a first stand in applying the structuration-
foundation. Moreover, the variety of different considerations provides an initial at-
tempt to assemble the potential origins of changes that can be investigated when
studying enterprise transformation. Therefore, we do not advocate for the conven-
tional perspective of internal vs. external or any other perspective, because in differ-
ing settings, the analysis of varying factors may make sense. Consequently, there is
74 7 Enterprise Transformation from a Social Perspective
no silver bullet for providing one unique origin factorisation that helps in all possible
situations (Harmsen and Molnar 2013).
7.1.3 Type
The type of social change relates to how intensive and extensive change is. Giddens
(1984) relates this to the profoundness of changes, which relates to the situation
“before and after” the change. Those changes may involve formal and informal as-
pects of an organisation (De Caluwé and Vermaak 2003), pertaining to the structure
of communication, power and sanctions. The formal organisation may involve its
architecture, rules, roles, responsibilities, etc. The informal organisation consists of
coalitions, psychological needs, power, informal leadership, moral, social codes, etc.
Giddens (1984) emphasises the potential thresholds of changes that can hinder the
morphosis between overall societal types. In the understanding of enterprise trans-
formations, this relates to the potential hurdles that need to be taken (e.g. just enough
formal structures, or just enough loyalty) when organisational change (should) hap-
pen. Hence, a critical threshold of characteristics of change needs to be met in order
for profound organisational change to occur (Harmsen and Molnar 2013).
7.1.4 Momentum
Temporal aspects of organisational change are related to the dimension momentum.

Macro-level changes understood as episodic changes involve periods of routines and
periods of breaching of those routines. Giddens (1984) described his framework to
analyse social change as a tool to assess the features of certain episodes. How-
ever, we believe the structuration-foundation for a new perspective of approaching
transforming enterprises fits well with the analyses of non-episodic changes as well.
Non-episodic changes (micro), the ongoing adjustment of practices so to speak, have
a momentum of their own. This momentum is continuous and small changes may
accumulate and result in essential transformations (Lanzara 1999). Therefore, the
temporal characteristic of different momentums (macro and micro levels of anal-
ysis) is an important dimension in analysing social change (Harmsen and Molnar
2013).
7.1.5 Trajectory
Giddens (1984) details the dimension of trajectory only superficially by stating that
it concerns the direction of change. Different directions of change may involve dif-
ferent ways change is achieved. De Caluwé and Vermaak (2003) describe different
7.3 Conclusions 75
ways of change and label those with different colours, such as yellow, blue, red,
green, white, silver and steel-print. Varying levels of rationality, intuition and social
aspects may alter the direction of change and consequently influence this process.
For example, blue colour symbolizes the pure rational approach and intuition is not
considered to determine aspects of the change process. Yellow colour stands for an
exchange of power politics that drives the change process. In distinguishing different
directions of change, the various colours provide a fine-grained conceptualisation of
potential trajectories of transformation.
7.2 Applying the Structuration-Foundation
The strength of structuration-foundation is its ability to accommodate the study of

change. An appropriate understanding of transforming enterprises should not favour
one method over the other. However, some choices for researchers and practition-
ers are necessary in approaching transforming enterprises with the structuration-
foundation. These choices are important in getting a sophisticated elaboration of
what is happening from a non-particularistic and integrated perspective. The vari-
ous dimensions of origin, type, momentum and trajectory can have different consid-
erations. For example, the origin of enterprise transformation can be derived from
different positions, such as internal vs. external causes (Rouse and Baba 2006) or
improvement vs. renewal (De Caluwé and Vermaak 2003). The position that has to
be taken for the analysis of transformation origins remains to be answered by the
users of the structuration-foundation. Therefore, a general advice cannot be given
for researchers and practitioners, since this choice is dependent on different situ-
ational factors. Consequently, a case-by-case decision needs to be taken, so that a
comprehensive analysis from a holistic point of view can be accomplished. Similar
choices need to be made for the type, momentum and trajectory of transforming
enterprises.
7.3 Conclusions
Giddens’ work concerns the nature of social systems and does not involve consid-
erations of technologies or the influence of technology on social life (Jones and
Karsten 2008; Poole and DeSanctis 2003). However, Giddens’ contributions (such
as the framework to analyse social change that is presented in this chapter) are ap-
pealing to transforming enterprises, because of its focus on structures and on the
processes by which those structures are used and modified over time. In addition, we
elaborated on the structuration-foundation so that it may involve various elements
of additional literature, such as De Caluwé and Vermaak (2003). Involvement of ad-
ditional literature leverages users of the structuration-foundation to have a holistic
perspective. Therefore, researchers and practitioners may understand transforming
enterprises better.
Chapter 8
More than Engineering: The Role
of Subcultures
Hella Faller
Abstract This chapter introduces the notion of organisational subculture to ACET.

During an enterprise transformation, enterprise architects interact with many differ-
ent stakeholder groups coming from different departments, having different roles,
functions and mindsets. We argue that enterprise architects need to pay attention to
the existing organisational subcultures to get the different stakeholders on board. In
this chapter, we explain that cultural differences have an indirect impact on ACET
and that communication is an important intermediary factor. We reflect on potential
consequences of ignoring cultural differences in the context of ACET. Finally, we
suggest developing a framework to analyse the role of cultural differences in ACET.
To this end, we introduce four research questions.
8.1 Introduction
When coordinating enterprise transformations, enterprise architects have to interact

with a variety of stakeholders. These stakeholders have different interests, exper-
tise and concerns, which need to be considered when designing, implementing and
communicating an EA (Op ’t Land et al. 2008; van der Raadt et al. 2010). However,
stakeholders also differ in terms of their way of working and their way of thinking,
that is, their work-related world view.
The different world views existing in an organisation are referred to as organisa-
tional subcultures (Detert et al. 2000; Hofstede 1998; Schein 2004). Such subcul-
tures can, for instance, differ in terms of their preferences regarding control, their
H. Faller
knk Business Software AG, Darmstadt, Germany
e-mail: hella.faller@gmail.com

78 8 More than Engineering: The Role of Subcultures
motivation or their orientation towards co-workers (Detert et al. 2000; Hofstede

et al. 2010). Literature on enterprise transformation acknowledges the importance
of being aware of organisational subcultures and their impact on the transformation
success (Detert et al. 2000; Rouse and Baba 2006). Yet, most enterprise architecture
literature (e.g. Lankhorst 2012; Sowa and Zachman 1992; The Open Group 2011)
is engineering oriented and, as such, does not account for the role of cultural differ-
ences. However, as cultural differences have an impact on the success of enterprise
transformations, they are likely to also have an impact on the ACET.
In this chapter, we argue why cultural differences should be considered in the
context of ACET (Sect. 8.3) and illustrate potential consequences of not taking into
account cultural differences in ACET (Sect. 8.4). However, before addressing the
relevance of organisational subcultures, we present our definition of organisational
subculture (Sect. 8.2).
8.2 What is an Organisational Subculture?
Culture can be studied on different levels depending on the unit of analysis, for
example, the national level (Hofstede 2001), organisational level (Detert et al. 2000;
Hofstede et al. 2010; Schein 2004) or organisational-subgroup level (Detert et al.
2000; Hofstede 1998; Schein 2004). When considering stakeholder differences in
EA-guided enterprise transformations, we study organisational subgroups. Thus,
organisational subcultures are our unit of analysis.
Culture—as a generic term—has been defined in different ways by different
authors. Schein (2004) defines culture as “a pattern of shared basic assumptions
that was learned by a group and it solved its problems of external adaption and
internal integration, that has worked well enough to be considered valid and, there-
fore, to be taught to new members as the correct way to perceive, think, and feel in
relation to those problems”.
To describe culture more precisely Schein (2004) compares it to an iceberg which
has three levels: artefacts, espoused beliefs and values, and underlying assumptions
(Fig. 8.1). The tip of the iceberg corresponds to a culture’s artefacts, for exam-
ple, language, technology, clothing or buildings. Furthermore, artefacts are easier
to change than other parts of the culture. The middle part of the iceberg represents
the culture’s espoused beliefs and values. Those beliefs and values include strate-
gies, philosophies and goals of a group and characterise what is perceived as right
or wrong. Beliefs and values cannot be seen on the surface but need a bit of digging
to discover them. Also, changing beliefs and values requires more effort and more
time than changing artefacts. The lowest part of the iceberg symbolizes a culture’s
underlying assumptions. They are taken-for-granted perceptions or beliefs of the
members of a culture. Assumptions are difficult to discover, similar to the bottom
part of an iceberg, which is deep below sea level and has the largest circumference.
Finally, assumptions are the most difficult to change part of the culture.
8.3 Relevance of Organisational Subcultures in ACET 79
artefacts
espoused beliefs & values
underlying assumptions
Fig. 8.1 The culture iceberg.

c 2004 John Wiley & Sons, Inc.; reprinted with permission
from Schein (2004)
The culture definitions of Schein (2004) and Hofstede et al. (2010) share that a
culture is specific to a group. Hofstede et al. (2010) add the aspect of differentiating
one culture from another one. In our own definition, we also consider that the adop-
tion of a culture’s values, etc., happens either consciously or unconsciously (Kraus
et al. 2006). Thus, we define culture as the sum of values, norms and attitudes,
which are adopted consciously or unconsciously by the members of a group, and
which distinguish the members of the group from those of another group. In our
research, we focus on organisational subgroups such as departments, hierarchy lev-
els and functions.
8.3 Relevance of Organisational Subcultures in ACET
Traditional enterprise architecture approaches, such as the Zachman framework

(Sowa and Zachman 1992), The Open Group Architecture Framework (TOGAF)
(The Open Group 2011), CIMOSA (Computer Integrated Manufacturing Open Sys-
tem Architecture) (Kosanke 1995), ARIS (Architecture of Integrated Information
Systems) (Scheer 2000) or TEAF (Treasury Enterprise Architecture Framework)
(Department of the Treasury (United States of America) and Chief Information
Officer Council 2000) are predominantly engineering oriented. They imply that
change will be achieved by determining a clear result, that is, a to-be enterprise
architecture, and by defining the steps to get to this result (Wagter et al. 2011).
These engineering-oriented frameworks largely ignore the influence of soft fac-
tors and especially organisational subculture. Yet, organisational subculture is con-
sidered an important factor of influence in enterprise transformation (Rouse and
Baba 2006). As a response, culture-oriented enterprise architecture approaches have

emerged recently. GEA, for instance, focuses on the influence of enterprise coher-
ence on the success of enterprise transformations (Wagter et al. 2011). GEA dis-
tinguishes several perspectives to govern a transformation, so as to improve the en-
terprise coherence (GEA 2011). One of these perspectives is organisational culture.
In addition, Lange (2012) shows the importance of culture. He discusses enterprise
architecture management culture, which is defined as the values and norms that are
preferable when using EAM (Lange 2012). As one result of his study, which looks
for factors that influence the success of enterprise architecture management, he con-
cludes that cultural aspects have a direct impact on the use of enterprise architec-
ture management and an indirect impact on the realisation of enterprise architecture
management benefits. Thus, Wagter et al. (2011) as well as Lange (2012) strengthen
the importance of cultural aspects in the context of enterprise architecture. However,
they consider culture as just one of multiple factors. As a result, they do not go into
detail regarding the question how organisational culture influences enterprise archi-
tecture.
In contrast, Steenbergen (2011) links specific cultural values to specific patterns
of enterprise architecture techniques, for example, ‘developing just enough archi-
tecture’ or ‘embedding enterprise architecture in the organisation’. She shows that
the use of particular enterprise architecture techniques depends on three culture
dimensions:
1. The degree of autonomy in an organisation
2. The attitude towards collaboration
3. An organisation’s focus on either processes or results
For example, architects use different techniques to gain acceptance from division
managers depending on the organisation’s attitude towards collaboration. In
collaborative organisations, architects would use the technique ‘aligning the enter-
prise architecture format to the client perspective’, while in less collaborative organi-
sations they would use the technique ‘making explicit the added value’ (Steenbergen
2011). Aier (2014) analyses the role of organisational culture for the mechanisms
of enterprise architecture principles,1 namely, enterprise architecture principles
grounding, enterprise architecture principles management, enterprise architecture
principles guidance and enterprise architecture principles effectiveness, and their
effects on enterprise architecture success. He concludes that organisational culture
is a moderating factor for the relations between enterprise architecture principles
mechanisms, their effects and enterprise architecture success. Based on his empiri-
cal study, Aier (2014) provides recommendations on how to best develop and intro-
duce enterprise architecture principles in a given cultural environment (Aier 2014).
Steenbergen (2011) and Aier (2014) focus on the influence of organisational culture
on enterprise architecture. However, similarly to Wagter et al. (2011) and Lange
1 Enterprise architecture principles are “a restriction of design freedom for projects transforming
enterprise architecture from an as-is state into a to-be state. An enterprise architecture princi-
ples should be based on corporate strategy. It does not include statements on particular business
requirements but on the way these requirements are implemented” (Aier 2014)
8.3 Relevance of Organisational Subcultures in ACET 81
(2012), they focus on the organisational level of culture and do not study the impact
of cultural diversity within an organisation.
Yet, in the field of enterprise transformation the importance of organisational sub-
culture and of cultural differences is well acknowledged. Rouse and Baba (2006),
for instance, state that next to the technical perspective, that is, the technical prob-
lem that needs to be solved, enterprise transformations also comprise a behavioural
perspective. The latter concerns “the nature of human work groups and their inter-
action with work processes; that is, how people are organised to accomplish work,
how they interact with one another and with technology, and how they conceptu-
alise work and understand the meaning of their actions” (Rouse and Baba 2006).
Following Niemietz et al. (2013), we interpret this perspective as a cultural perspec-
tive where the nature of human work groups can be understood as organisational
subcultures. The interaction with each other, the conceptualisation of the work and
the understanding of the actions’ meaning are related to the values and attitudes of
a subgroup. Furthermore, a culture’s norms concerning hierarchy and cooperation
form the basis for the way people organise themselves (Niemietz et al. 2013).
Rouse and Baba (2006) consider organisations as socio-technical systems.
Accordingly, they argue that during enterprise transformations an optimal solu-
tion can only be reached when considering both the technical and the behavioural
perspectives because they depend on each other. Likewise, van der Raadt et al.
(2010) indicate that—next to technical EA means—the interaction between enter-
prise architects and EA stakeholders is important for enterprise architecture to be
effective. According to those authors, the main reason for enterprise architecture not
being effective in practice, does not lie in the technical perspective—which seems
to be handled well by practitioners—but in the behavioural perspective (van der
Raadt et al. 2010). To account for the behavioural aspects of an enterprise transfor-
mation, Rouse and Baba (2006) recommend that methodologies used in enterprise
transformation should vary depending on the cultural context. Within ACET, this
suggestion has the consequences that enterprise architects need to pay attention to
the existing organisational subcultures when interacting with different enterprise ar-
chitecture stakeholders (Fig. 8.2) to ensure to “get them on board”.
Figure 8.2 represents a simplification of stakeholder interactions taking place
in ACET. As enterprise architects have the role of coordinators, they interact with
the (key) stakeholder groups such as operations management or change manage-
ment (van der Raadt et al. 2008). Furthermore, the different stakeholder groups
communicate with each other. Note that the arrow between change management
and project management exemplifies the interaction between stakeholder groups.
(To avoid overcrowding, Fig. 8.2, we decided not to include more arrows for this
type of interaction.) Finally, each stakeholder group comprises multiple individuals
potentially belonging to different departments.
Cultural differences can exist between each of the represented groups, that is,
on a departmental level or on a stakeholder-group level. The latter also includes the
enterprise architects themselves who may be culturally different from (some of) the
stakeholders they interact with. The cultural differences shown in Fig. 8.2 are likely
to impact the effectiveness of ACET.
Senior
IT dpt. cultural
management
differences
Change
R&D
management
dpt.
Enterprise cultural
architect(s) differences
Marketing
dpt.
cultural
Project
differences IT
management
dpt.
Operations
management
HR dpt.
Sales dpt.
Fig. 8.2 Stakeholder diversity (

c Springer-Verlag Berlin Heidelberg 2008; reprinted with per-
mission from van der van der Raadt et al. 2008) and potential cultural differences in the context of
enterprise architecture
8.4 Potential Consequences if Cultural Differences Are Ignored
Our earlier work (Niemietz et al. 2013) investigates the consequences of cultural
differences for the work of enterprise architects in the context of enterprise trans-
formations. The findings are based on semi-structured expert interviews with eleven
senior enterprise architects and one management consultant familiar with enterprise
architecture.
Our main findings are that (1) cultural differences have an indirect impact on
ACET and (2) that communication is an important intermediary factor between
cultural differences and the effectiveness of architects in enterprise transformations.
The findings of Niemietz et al. (2013) are summarised in Fig. 8.3. Specifically,
Fig. 8.3 shows that cultural differences can cause the following communication
defects: no shared frame of reference, inappropriate means of communication, in-
appropriate communication style, lack of communication and over-communication.
Furthermore, Fig. 8.3 indicates how such defects may influence ACET. We now
explain each of the links in further detail.
Subcultures can differ regarding the desired amount of communication (Niemietz
et al. 2013). Here we find two communication defects: over-communication and
lack of communication. Consider the scenario of an architect providing information
during an enterprise transformation: when architects address a large number of sub-
jects in a short period of time, they run the risk that some people perceive this as
over-communication. As a result, the provided information may be treated as being
irrelevant just because of the large amount of communication. Consequently, that
group of people is likely not to commit to the transformation (Fig. 8.3).
However, the same amount of communication can be perfect for another group
of people. Thus, if the architect adapts his entire communication to the first group of
people, the second group will perceive this behaviour as a lack of communication.
8.4 Potential Consequences if Cultural Differences Are Ignored 83
Communication defects Potential consequences

potentially resulting from of communication
cultural differences defects
no shared
understanding
no shared frame
of reference
no agreement
inappropriate
means of misunderstandings
communication
differences uncertainty
inappropriate
between
style of
organisational
communication
subcultures no commitment
lack of
communication redundancy
interpersonal
over- conflicts
communication
inconsistency
Fig. 8.3 Potential consequences of cultural differences and communication defects (adopted from
Niemietz et al. 2013)
In the context of enterprise transformations, this is likely to lead to uncertainty in

the group that prefers more communication (Fig. 8.3). This finding is also supported
by literature on EA (Aier and Schelp 2010; Nakakawa et al. 2010a). The described
scenario illustrates that different subcultures require a different amount of commu-
nication. Both too much and too little communication can have a negative impact
on ACET. Therefore, enterprise architects need to be aware of such differences to
be able to adapt the amount of communication to the respective preferences.
An illustrative scenario of cultural differences resulting in a lack of communica-
tion is shown in Fig. 8.4: a head of department of an enterprise receives a change
request from an external customer. As the enterprise wants to use enterprise architec-
ture to coordinate their enterprise transformations, the ideal procedure of handling
such change requests is to first consult the architect to what extent the request fits the
enterprise’s architecture. However, in this particular scenario this procedure is not
followed by the head of department due to cultural differences between the architect
and the head of department (see upper part of Fig. 8.4). As the head of department
wants to take his own decisions (autonomous decision-making), is short-term ori-
ented and likes to work on his own (isolation), he does not consult the architect first.
Instead, he directly accepts the change request. It results in the requested change
conflicting with the enterprise’s architecture. If the architect had been consulted,
she would not have agreed to that project. Thus, in this scenario the cultural pro-
long-term oriented short-term oriented

enterprise centralized decision-making head of
autonomous decision-making
architect dpt. xyz
collaboration isolation
positive answer
head of change request external
dpt. xyz customer
conflicting
legend
actual communication
enterprise communication not taking
architect place
conflict
Fig. 8.4 Illustrative scenario of cultural differences decreasing the effectiveness of ACET
file of the head of department leads to behaviour that conflicts with the enterprise
architecture.
A second potential conflict—this time on a personal level—may arise between
the architect and the head of department: if the architect is not aware of the cul-
tural differences between him and his colleague, he is likely to take his colleague’s
behaviour personally.
Another finding of Niemietz et al. (2013) is that the way of interpreting pictures
and texts depends on a person’s values and beliefs. Such differences in the frames
of reference (Fig. 8.3) can be twofold: (1) two groups address different things using
the same vocabulary, which leads to misunderstandings; (2) two groups address the
same thing but use a different vocabulary and therefore do not understand each
other. Both scenarios can cause disagreement among the stakeholders. The find-
ing that cultural differences are a major challenge in achieving shared understand-
ing is also emphasised in other contexts, such as software development (Nakakoji
1996). Given the important role of models in enterprise architecture having a shared
frame of reference is particularly interesting in the context of ACET. However, if
cultural differences are not taken into account, frames of reference are likely to
differ among stakeholders without them being conscious about that. Also, subcul-
tures differ in terms of their preferred communication style (Gilsdorf 1998; Niemietz
et al. 2013). An example presented in Niemietz et al. (2013) refers to an architect
who likes to build in small mistakes when communicating models. He discovers
that similar minded people appreciate this communication style because they like to
be challenged and can show that they notice the mistake. However, management’s
reaction to this style is completely different: this subculture does not interpret the
mistake as an intended challenge but as a mistake as such, which triggers a feeling of
uncertainty concerning the architect’s expertise. As communication plays an impor-
tant role in ACET, it is especially crucial that architects are aware of the different
8.5 Conclusion 85
preferences regarding the communication style (Op ’t Land et al. 2008; Steenber-
gen 2011). If such differences are not considered, architects are likely to encounter
misunderstandings and uncertainty among the stakeholders (Fig. 8.3). As a conse-
quence, architects risk that stakeholders will not involve them anymore.
Similar to the communication, style cultures can vary concerning their preferred
communication means (Niemietz et al. 2013). For instance, some subcultures prefer
face-to-face communication as their predominant communication means, whereas
other subcultures prefer computer-based communication (Niemietz et al. 2013).
Thus, the communication channel should be adapted to the audience at hand
(Sledgianowski and Luftman 2005). Otherwise, a possible consequence is that im-
portant information is not perceived as such and therefore does not receive the
required attention (see Fig. 8.3). This can result in a lack of shared understand-
ing between two (or more) subcultures. To adapt the communication means to the
audience, the respective persons need to be aware of the different preferences.
8.5 Conclusion
As discussed in this chapter, cultural differences are likely to have an indirect

impact on the effectiveness of ACET. Particularly, cultural differences may influ-
ence communication. Figure 8.3 suggests different types of communication defects
as consequences of not taking into account cultural differences. Such defects can
result among others in uncertainty, a lack of shared understanding, redundancy or
misunderstandings. To prevent or at least reduce those direct and indirect conse-
quences architects need to be aware of organisational subcultures. To this end, we
suggest developing a framework to analyse the role of cultural differences in ACET.
Ideally, such a framework provides architects with potentially relevant cultural dif-
ferences. In doing so, it helps architects to focus their attention. Furthermore, the
framework should comprise a list of likely direct and indirect consequences of cul-
tural differences. This could be an elaboration of the lists provided in Fig. 8.3. In
addition, we consider it as important to study the links between cultural differences
and the lists of consequences in more detail similar to the illustrative scenario pre-
sented in Fig. 8.4.
In summary, we suggest developing a framework that addresses the following
questions:
Research Question 8.5.1 What kind of cultural differences have a relevant impact
on ACET?
Research Question 8.5.2 What are the direct consequences for ACET if cultural
differences are not taken into account?
Research Question 8.5.3 What are the indirect consequences for ACET if cultural
differences are not taken into account?
Questions 8.5.1–8.5.3 aim at sensitising architects to organisational subcultures and

at helping architects pay attention to relevant cultural aspects. Once architects are
aware of the cultural differences relevant in the context of the respective enterprise
transformation, they probably wish to take some action to reduce the negative impact
on ACET. Therefore, another important question is:
Research Question 8.5.4 How can architects intervene to prevent or reduce the
direct consequences of cultural differences?
Chapter 9
The Need for a Use Perspective
on Architectural Coordination
Stefan Bischoff
Abstract This chapter highlights the importance of the use perspective for design-
ing ACET. Based on a reflection of use-related information system literature and
a review of the use-related enterprise architecture literature, the importance of the
use perspective for the appropriate design of ACET is emphasised. Additionally, the
importance of acceptance and use of ACET is identified as an important prerequisite
for enterprise transformation support and benefit creation. From the users’ perspec-
tive, ACET appears in the form of different artefacts (e.g. models, methods, and
principles) that need to be specifically addressed by the management of ACET in
order to ensure a use-centric design. Different groups of artefacts are identified that
need to be embedded in the organisation differently following a use-centric perspec-
tive. Finally, the chapter proposes a research agenda that needs to be completed to
design ACET from a use-centric perspective. The research agenda consists of four
steps (understand user’s behaviour, understand the acceptance of architectural coor-
dination for supporting enterprise transformation, understand the continuous use of
architectural coordination for supporting enterprise transformation, and design en-
terprise architecture/architectural coordination from a use-centric perspective) that
are broken down into six research questions.
9.1 Introduction: The Importance of a Use Perspective on ACET
Enterprise architecture management has an image problem. As soon as employ-

ees hear the word enterprise architecture, “eyes start to roll” (Asfaw et al. 2009,
p. 20 and further). This negative image has multiple causes. First, enterprise archi-
tecture management is perceived as restriction of design freedom because it allows
S. Bischoff
e-mail: dv3_bischoff@web.de

88 9 The Need for a Use Perspective on Architectural Coordination
organisational change only within predefined boundaries (Dietz 2008; Hoogervorst

2009) and therefore limits employees’ professional design freedom. Second, based
on the tradition of enterprise architecture management and its origin from IT archi-
tecture (Schmidt and Buxmann 2011), it is mostly designed following a design-to-
built (Marchand and Peppard 2008) approach. Architects design enterprise archi-
tecture artefacts (e.g. as-is and to-be models, methods, and principles) and offer the
descriptive and prescriptive artefacts in the form of accessible information supply.
Possible users (e.g. transformation managers) therefore are free to access the enter-
prise architecture artefacts or acquire the required information differently. As ACET
aims at supporting enterprise transformation by providing appropriate enterprise ar-
chitecture artefacts (i.e. architectural coordination), it should incorporate the use
perspective and develop an understanding of how enterprise transformation man-
agers use enterprise architecture artefacts and what influences their use behaviour.
Consequently, the use perspective needs to be addressed during the design activities
of ACET to ensure an effective and efficient final design.
In order to successfully address the transformation managers’ needs and design
ACET appropriately, the current approach of enterprise architecture design needs
to be shifted from a design-to-built paradigm to a design-for-use paradigm (Marc-
hand and Peppard 2008). In addition to shifting the design paradigm, architectural
coordination managers need principles that help them to design their systems from
a use-centric perspective (Marchand and Peppard 2008).
This chapter proceeds as follows: First, the importance of the use perspective
for designing architectural coordination is highlighted from a general and an ET-
specific point of view. Second, enterprise architecture artefacts are introduced as the
interface between the architectural coordination functions and enterprise transfor-
mation managers. Third, an analysis of the state of the art of use-centric architec-
tural coordination and enterprise architecture literature is presented, highlighting the
lack of use-centric architectural coordination and enterprise architecture research.
Fourth, a concept is presented that highlights the importance of distinguishing dif-
ferent classes of enterprise architecture artefacts from a use perspective, when it
comes to designing enterprise architecture artefacts. Fifth, an agenda for research-
ing ACET from a use-centric perspective is presented.
9.2 Importance of the Use of Architectural Coordination
The importance of the use of information systems, in general, has been widely
discussed and researched in literature. Various studies highlight the importance of
use for value creation of information system. Benbasat and Zmud (2003) state that
“usage” is the direct prerequisite for information system impact and value creation.
From a practitioner point of view, value creation and therefore use is an important
argument that helps managers to justify their budget for system development and
operation. In times of rising cost pressures, the business-case-based justification
9.2 Importance of the Use of Architectural Coordination 89
of information system investments gains importance. Information systems should

only be implemented and maintained if they contribute value to the organisation.
Therefore, use behaviour needs to be one major target variable that managers need to
influence to increase the value contribution of their systems and consequently keep
their information systems and the unit they manage alive. High-value contribution
helps to justify the existence and size of their unit, and to argue against cost and
staff reductions that are initiated by senior management.
In scientific literature, use is traditionally researched from two perspectives. Ini-
tial use of an information system (i.e. acceptance) and ongoing (i.e. continuous,
post-acceptance) use of an information system. Based on the theory of reasoned ac-
tion (TRA) (Ajzen and Fishbein 1980; Fishbein and Ajzen 1975), Davis (1986) in-
troduced the technology acceptance model (TAM) as one of the first theories related
to the use of information systems (Davis 1986, 1989; Davis et al. 1989). This work
and the related theory of planned behaviour (TPB) (Ajzen 1991) initiated a compre-
hensive research stream that intensively studies the users of information systems,
their attitudes towards the information systems, and their acceptance (i.e. first-time
use) behaviour. Subsequent models including TAM2 (Venkatesh and Davis 2000),
TAM3 (Venkatesh and Bala 2008), the unified theory of acceptance and use of tech-
nology (UTAUT) (Venkatesh et al. 2003), and UTAUT2 (Venkatesh et al. 2012)
enhance the level of explained variance of the dependent variable by adding addi-
tional constructs to the research models. While these theories focus on technology
acceptance, another use-related research stream, which originated in the expecta-
tion confirmation theory (ECT) (Oliver 1977, 1980), investigates the continuous
use intention (Bhattacherjee 2001; Bhattacherjee et al. 2008). Use-related research
streams intensively study constructs like perceived usefulness, perceived ease of
use, and behavioural use intentions of users towards different specific information
systems (Hess et al. 2014).
The general models and theories aim at the use of information systems and
mostly do not take the characteristics of specific types of information system into
account. However, additional research is required to address specific questions and
to rigorously research the use of ACET. Therefore, the use perspective needs to be
sufficiently tailored to ACET in order to be helpful and applicable. Unless further
specified, the understanding of use in the proposal at hand follows the view of Bhat-
tacherjee (2001), who relies on the perspective of continuous use (i.e. continuity,
ongoing, post-acceptance, and post-adoptive use) of an artefact.
Building upon the importance of use for impact creation and utility, the concept
of value co-creation (Maglio and Spohrer 2008) applies to ACET. As with infor-
mation systems in general, benefits of ACET are achieved in the users’ specific use
scenario and during the specific use process (Maglio and Spohrer 2008). In other
words, the benefit creation of ACET is based on the individual transformation con-
text of ACET users and the tasks that these users have to fulfil while applying ACET.
The benefits are initially created on the level of the individual transformation and
have an impact on the organisation in general.
Following the general acceptance- and use-related research streams, it becomes
obvious that ACET managers need to aim at two goals from a use-centric perspec-
tive: First, they need to achieve the acceptance of architectural coordination for
supporting enterprise transformation. Second, they need to apply measures to estab-

lish continuous ACET use behaviour during transformations to ensure an ongoing
value creation through ACET.
9.3 ACET Artefacts from the Users’ Perspective
From the users’ perspective, architectural coordination can have different roles dur-
ing an enterprise transformation:
1. It can appear as an information provider or supporter of different transformation
activities (The Open Group 2011).
2. It is the restrictor of design freedom (Dietz 2008; Hoogervorst 2009; The Open
Group 2011).
Thus, ACET appears in two different shapes, materialised in the form of artefacts,
which support and impact enterprise transformation. Descriptive artefacts, in the
form of as-is models, fulfil the information provider role and document the current
state of an organisation’s enterprise architecture. Prescriptive artefacts document the
desired future state of the enterprise architecture, in the form of to-be models, and
restrict enterprise transformation managers’ freedom to act by defining standards
and principles that need to be followed by any initiative (e.g. transformations) that
has an effect on the enterprise architecture. Due to the fact that enterprise architec-
ture artefacts are important interaction vehicles for ACET, architectural coordina-
tion managers need to pay special attention to the use-centric design of enterprise
architecture artefacts for enterprise transformation support.
As a consequence, enterprise architecture artefacts not only need to be specif-
ically designed in order to address the special needs of enterprise transformation
from a content perspective but also need to be embedded in the overall organisation
and enterprise architecture management landscape in the way that best addresses
the requirements of enterprise transformation and enterprise transformation man-
agers. The embedding of enterprise architecture artefacts in the organisation there-
fore needs to be aligned with the use preferences of enterprise transformation man-
agers. Aspects that need to be considered include the way artefacts are accessed and
the level of pressure that exists for using the artefact.
As discussed in more detail in Sect. 9.4, enterprise architecture is rarely consid-
ered as a means for supporting enterprise transformation. To address this issue and
make sure that enterprise architecture artefacts are used in an enterprise transforma-
tion environment, architectural coordination preferences of enterprise transforma-
tion managers and their use behaviour concerning enterprise architecture artefacts
need to be understood. Based on this understanding, the architectural coordination
function as a whole (including the enterprise architecture artefacts and their em-
bedment into the organisation) needs to be designed following the design-for-use
paradigm. This makes sure that the architectural coordination function meets the
requirements of potential users.
9.4 Relevant State of the Art of Use-Centricity in Literature 91
9.4 Relevant State of the Art of Use-Centricity in Literature
After the use perspective has been motivated from a practical perspective, a review
of scientific literature is conducted to identify relevant concepts that help to design
enterprise architecture artefacts and the organisational embedment of the architec-
tural coordination function from a use-centric perspective.
In order to identify the most relevant publications, a literature search in the lead-
ing information systems and management science journals is conducted. The search
is based on the Senior Scholars’ Basket of Journals (Association for Information
Systems 2011), the English language journals listed in the information systems and
information management sub-ranking of the VHB Jourqual 2.1 ranking which are
classified with a rating of ‘A+’, ‘A’, or ‘B’ (Verband der Hochschullehrer für Be-
triebswirtschaft 2011)1 and a set of eight leading management journals (Barreto
2010).2 All of these searches were limited to title and abstract.
For building the search term, synonyms of (continuous) use that are com-
monly used in scholarly literature are identified. Those are continuity, continu-
ance (Bhattacherjee et al. 2008), ongoing use (Marchand and Peppard 2008), post-
acceptance (Bhattacherjee 2001), post-adoptive use, and routinization (Cooper and
Zmud 1990) of an artefact.
A first literature search with the term (using American English):
(‘architectural coordination’ OR AC)
AND
(use OR usage OR continuity OR continuance OR post-acceptance OR routinization)
did not lead to any relevant results. Thus, the search term was extended. The more
commonly used term for architectural coordination is enterprise architecture man-
agement. In order to include related literature in the analysis of the state of the
art, the term: enterprise architecture and its abbreviation EA are also included in the
search term for the literature search. The following search term (again, in American
English) was therefore used:
(‘enterprise architecture’ OR EA OR ‘architectural coordination’ OR AC)
AND
(use OR usage OR continuity OR continuance OR post-acceptance OR routinization)
This search resulted in 12 distinct results. Four publications were classified as rele-
vant after an initial review of the titles and abstracts (Boh and Yellin 2007; Bradley
et al. 2012; Peristeras and Tarabanis 2000; Ross and Beath 2006). The relevant
1 Schrader and Hennig-Thurau (2009) present the method that is applied to create the VHB
Jourqual rankings 2.x based on the predecessor ranking of Jourqual 2.1, which is Jourqual 2.
2 The eight leading management journals according to Barreto (2010) are: Academy of Man-
agement Journal, Academy of Management Review, Administrative Science Quarterly, Journal of

Management, Journal of Management Studies, Management Science, Organisation Science, and
Strategic Management Journal.
literature is discussed below. Existing literature reviews addressing enterprise archi-

tecture management and the concept of architectural coordination are summarised
and presented afterwards.
The research of Boh and Yellin (2007) focuses on the use of enterprise architec-
ture standards. They identify measures that influence the use of different enterprise
architecture standards and also hypothesise the effect of using defined standards.
Their general research model hypothesises the effect of governance mechanisms on
the use of enterprise architecture standards and contains four consequences of the
use of enterprise architecture standards, namely reduced heterogeneity of physical
IT infrastructure, reduced replication of IT infrastructure services, improved busi-
ness application integration, and improved enterprise data integration. They empir-
ically test and verify the impact of governance mechanisms on the use of enterprise
architecture standards and therefore highlight the importance of well-defined and
executed governance mechanisms on the use of one enterprise architecture artefact
type (i.e. standards).
Bradley et al. (2012) as well as Ross and Beath (2006) base their research on the
concept of enterprise architecture maturity and the related enterprise architecture
maturity model that was published by Ross (2003). Bradley et al. (2012) explore the
effect that enterprise architecture maturity has on the agility of an enterprise. They
hypothesise this relationship using operational IT effectiveness and IT alignment as
intermediary constructs and find the relation using the intermediary constructs to
be significant based on a quantitative empirical approach. Ross and Beath (2006)
focus on the effect that enterprise architecture maturity has on the selection of
appropriate outsourcing strategies. They conclude with IT outsourcing strategies
that are suitable for organisations that find themselves on different stages of enter-
prise architecture maturity.
Peristeras and Tarabanis (2000) address the aspect of enterprise architecture use
in the setting of public administration. They incorporate the special characteristics
of this setting into an enterprise architecture framework for public administration.
Additionally, relevant literature is identified in two domain specific academic out-
lets, the Journal of Enterprise Architecture (JEA) and the journal Enterprise Mod-
elling and Information Systems Architecture (EMISA). Google Scholar is used for
searching these outlets with the term:
use OR usage OR continuity OR continuance OR ‘post-acceptance’ OR routinization
This search then resulted in 37 hits in JEA and one hit in EMISA from which seven
(JEA) and zero (EMISA) are relevant.
The results can be assigned to one group which addresses application scenarios
for EA (Bernard 2006; Greefhorst et al. 2013; Gryning et al. 2010; Niemann 2005)
(also see below for a detailed analysis) and another group which discusses the value
of enterprise architecture use (Cameron and McMillan 2013; Greefhorst et al. 2013;
Niemann 2005; Rodrigues and Amaral 2010; Tamm et al. 2011a).
The rather small number of identified use-related papers in the area of enter-
prise architecture is also confirmed by published literature reviews. Extensive lit-
erature reviews highlight lacking use focus in the area of EA (Aier et al. 2008;
9.4 Relevant State of the Art of Use-Centricity in Literature 93
Mykhashchuk et al. 2011; Schönherr 2009; Simon et al. 2013). Existing enterprise
architecture research specialises on creating a common understanding of the re-
search stream itself (Aier et al. 2008; Schönherr 2009; Simon et al. 2013), the use
scenarios and focus of enterprise architecture (e.g. layers between infrastructure and
strategy (Winter and Fischer 2007) are addressed by enterprise architecture), EA’s
anchoring within the organisation (Aier et al. 2008), and details regarding enterprise
architecture artefacts [i.e. representations of the as-is, and to-be architecture in the
form of models as well as method fragments and principles for transferring an as-is
into a to-be architecture (Schönherr 2009)].
To discover the application scenarios of enterprise architecture in practice, a sec-
ond literature search is conducted using identical restrictions as above (journal list,
limitation to title and abstract, database) and the following search term:
(‘enterprise architecture’ OR EA OR ‘architectural coordination’ OR AC)
AND
(application OR apply OR utilization OR utilisation OR utilize OR utilise)
The search leads to seven unique results. After an initial review of titles and
abstracts, three are relevant (Boh and Yellin 2007; Weiss 2010, 2012). Boh and
Yellin (2007) discuss the support of compliance, programmes, as well as reduced
heterogeneity of physical IT infrastructure, consolidation of IT infrastructure ser-
vices, business application integration, and enterprise data integration as application
scenarios for enterprise architecture. Weiss (2010) presents the enterprise architec-
ture application scenarios based on one case and highlights the following scenarios:
Facilitation of integration and standardisation, definition of major development di-
rection and the reference architecture, government of processes and policies, super-
vision of project implementations, and identification of shared assets. Weiss (2012)
lists the definition of technology and data standards and application integration as
additional application scenarios.
Additionally, JEA and EMISA are searched using Google Scholar with the term:
application OR apply OR utilization OR utilisation OR utilize OR utilise
The search leads to 29 hits in JEA and one hit in EMISA from which five (JEA)
and zero (EMISA) are relevant after a review of titles and abstract (Greefhorst et al.
2013; Gryning et al. 2010; Niemann 2005; Sidorova and Kappelman 2011; Winter
et al. 2007). The applications scenarios that are discussed in the individual publica-
tions are listed in Table 9.1.
The review of the state-of-the-art literature reveals the missing use-focus in the
existing architectural coordination and enterprise architecture body of knowledge
despite the fact that a vast amount of application scenarios exists and is presented
in literature (cf. Table 9.1). The only publication that was identified in top informa-
tion systems and management journals is research by Boh and Yellin (2007) on the
influence of governance mechanisms on the use of enterprise architecture standards
and the benefits that the use of enterprise architecture standards has in organisations.
The literature analysis is summarised in Fig. 9.1.
Table 9.1 Enterprise architecture application scenarios

ID Application Scenario Source
1 Compliance support Boh and Yellin (2007), Greefhorst et al.
(2013), Winter et al. (2007)
2 Programme support and project portfolio Boh and Yellin (2007), Greefhorst et al.
planning (2013), Weiss (2010), Winter et al. (2007)
3 Heterogeneity reduction of physical IT Boh and Yellin (2007)
infrastructure
4 Consolidation of IT infrastructure services Boh and Yellin (2007)
5 Business application integration Boh and Yellin (2007), Weiss (2012),
Winter et al. (2007)
6 Enterprise data integration Boh and Yellin (2007), Winter et al. (2007)
7 Integration and standardisation Bernard (2006), Weiss (2010, 2012)
8 Definition of major development direction Greefhorst et al. (2013), Weiss (2010)
and the reference architecture
9 Government of processes and policies Niemann (2005), Weiss (2010)
10 Identification of shared assets Weiss (2010)
11 IT business alignment Gryning et al. (2010), Sidorova and Kappelman
(2011), Winter et al. (2007)
12 Business continuity planning Winter et al. (2007)
13 Security management Winter et al. (2007)
14 Technology risk management Winter et al. (2007)
15 Project initialisation Greefhorst et al. (2013), Winter et al. (2007)
16 Business process optimisation Winter et al. (2007)
17 Quality management Winter et al. (2007)
18 Post-merger integration Winter et al. (2007)
19 Adoption of commercial off-the-shelf Winter et al. (2007)
software
20 Sourcing decisions Greefhorst et al. (2013), Winter et al. (2007)
21 IT service management Winter et al. (2007)
22 IT operations costs management Winter et al. (2007)
23 IT consolidation Winter et al. (2007)
24 Strategic, tactical, and operational decision Greefhorst et al. (2013)
support
25 System requirements determination Greefhorst et al. (2013)
26 Knowledge transfer Greefhorst et al. (2013)
27 Stimulation of discussion Greefhorst et al. (2013)
28 Capability-based planning Greefhorst et al. (2013)
9.5 Managerial Implications for Architectural Artefacts 95
EA use EA application
use application
Enterprise Architecture OR usage Enterprise Architecture OR apply
OR EA OR continuity OR EA OR utilization
OR Architectural Coordination AND OR continuance OR Architectural Coordination AND OR utilisation
OR AC OR post-acceptance OR AC OR utilize
OR routinization OR utilise
IS and general management journals (12 hits / 4 relevant) IS and general management journals (7 hits / 3 relevant)
Specialized EA journals (38 hits / 7 relevant) Specialized EA journals (30 hits / 5 relevant)
only Boh and Yellin (2007)

focus on use-centric
EA design
Fig. 9.1 Summary of enterprise architecture use and enterprise architecture application literature
The research agenda proposed in this chapter aims at addressing this research gap
with a special focus on the use of the architectural coordination function and enter-
prise architecture artefacts for supporting enterprise transformation. In conclusion,
the agenda advocates the use-centric design of ACET.
9.5 Managerial Implications for Architectural Artefacts
Enterprise architecture artefacts represent the interface between the architectural

coordination function and the transformation manager. Therefore, the artefacts need
to be designed from a use-centric perspective. Bischoff et al. (2014) find four dif-
ferent classes of enterprise architecture artefacts that can be distinguished from a
use-centric perspective based on the use intensity in practice and their susceptibil-
ity for pressure to use the artefact. Bischoff et al. (2014) argue that artefacts need
to be designed and managed differently depending on their characteristics in both
dimensions. The resulting matrix is visualised in Fig. 9.2.
The quadrants can be interpreted as follows (Bischoff et al. 2014):
1. The enterprise architecture superstar class consists of enterprise architecture arte-
facts which show a beyond median use intensity and a below median impact of
pressure on use intensity. Enterprise architecture superstars are used even in the
absence of pressure (Bischoff et al. 2014).
2. The enterprise architecture shelf-warmer class consists of enterprise architecture
artefacts that are used with below median intensity and show below median im-
pact of pressure on use intensity. Enterprise architecture shelf-warmer artefacts
are mainly enterprise architecture principles, for example, “shared use of data”,
“consistent definitions”, and “reusability” (Bischoff et al. 2014).
3. The enterprise architecture annoyances class consists of artefacts that are used
with a below median intensity and show an above median impact of pressure on
use intensity. Even though pressure has an above median impact on use, it is not
applied in practice in order to influence the use intensity. Consequently, artefacts
I EA superstars EA pressure beneficiaries IV

High use intensity
A.3 Process map A.1 Product catalog

A.4 Model of organizational structure A.2 Map of company goals
A.5 Role catalog A.15 Target application landscape
A.6 Map of applications A.17 Roadmap
A.8 Platform model A.19 Business Continuity
A.9 Hardware landscape
A.24 Ease of use
A.26 Standardization
A.10 Business interaction matrix
A.11 Application / data matrix
Low use intensity
A.12 Application / organization matrix

A.7 Data model A.13 Application / technology matrix
A.21 Shared use of data A.14 Target process map
A.22 Consistent definitions A.16 Target hardware landscape
A.23 Being independent of technologies A.18 Programs
A.25 Reusability A.20 TCO analysis
II EA shelf-warmers EA annoyances III
Low impact of pressure on use intensity High impact of pressure on use intensity
Fig. 9.2 Four classes of enterprise architecture artefacts.

c 2014 IEEE. Reprinted, with permis-
sion, from Bischoff et al. (2014)
associated with this quadrant do not have perceived value for the organisation
and managers do not foster their use by applying pressure (Bischoff et al. 2014).
4. The enterprise architecture pressure beneficiaries class consists of artefacts that
are used with an above median level of intensity and show an above median
impact of pressure on use intensity. Consequently, either pressure is applied to-
wards using the artefacts or the artefacts are used on a voluntary basis because
their benefits are perceived by the users (Bischoff et al. 2014).
This previous study highlights the importance of situative and artefact-specific
design and management of enterprise architecture artefacts that can also be used
in different ways to support an enterprise transformation. To foster continuous use,
artefacts need to be designed and managed depending on the class they belong to.
Thus, an initial step of research should (1) identify which artefacts are impor-
tant for enterprise transformation and then (2) determine, based on the artefacts’
classification, suitable design and management strategies.
9.6 Conclusion
In putting the users in the main focus of the ACET design goal, it is important to
first understand their interaction with the architectural coordination function during
an enterprise transformation. Therefore, the initial research step needs to create a
9.6 Conclusion 97
profound understanding of enterprise transformation managers’ use behaviour and

their interaction with the architectural coordination functions. In order to obtain this
understanding, the following two research questions need to be answered:
Research Question 9.6.1 How are enterprise architecture artefacts used in prac-
tice to support enterprise transformation?
Research Question 9.6.2 How can enterprise architecture artefacts that are used
in enterprise transformation be classified?
Both research questions contribute to the research objective: Understand how
enterprise architecture artefacts are used during enterprise transformation.
After the user interaction has been understood, further understanding needs to be
established regarding the factors that influence enterprise transformation managers’
initial and continuous use of ACET. As acceptance is the initial step of informa-
tion system adoption and therefore a prerequisite for continuous use (Bhattacherjee
et al. 2008; Cooper and Zmud 1990; Venkatesh et al. 2003), corresponding fac-
tors and cause–effect relations (Chmielewicz 1994) need to be identified first. Thus,
the identification of factors that influence the acceptance of ACET represents part
one of the second step of the research agenda. The identification of factors influ-
encing the continuous use of ACET represents part two of the second step of the
proposed research agenda. Consequently, the following research questions need to
be answered in the second step:
Research Question 9.6.3 Which factors influence the acceptance of enterprise ar-
chitecture artefacts for supporting an enterprise transformation?
Research Question 9.6.4 Which factors influence the continuous use of enterprise
architecture artefacts for supporting enterprise transformation?
Both research questions contribute to the research objective: Understand the use
of architectural coordination for supporting enterprise transformation.
After the influencing factors for ACET acceptance and continuous use are
identified, the cause–effect relations need to be converted into means–ends rela-
tions (Chmielewicz 1994) that are represented by suitable design principles and
management guidelines contributing to acceptance and continuous use of ACET
(step three of the proposed research agenda). Consequently, the research questions
are:
Research Question 9.6.5 How do enterprise architecture artefacts need to be de-
signed from a use-centric point of view to ensure their acceptance for enterprise
transformation support?
Research Question 9.6.6 How do enterprise architecture artefacts need to be de-
signed from a use-centric point of view to ensure their continuous use for enter-
prise transformation support?
Both research questions contribute to the research objective: Design ACET from
a use-centric perspective.
The answers to the previously presented research questions help to design ACET
from a use-centric perspective. Another important task towards a comprehensive
embedment of ACET is to completely anchor ACET within the organisation and
institutionalise it (Weiss et al. 2013). This aspect is presented in Chap. 12 in more
detail.
The use perspective is also central to enterprise architecture models. Models can
become “boundary objects” and play a vital role in establishing shared understand-
ing during an enterprise transformation, but only when they are designed from a
use-centric perspective. Principles to that effect are provided in Chap. 19.
Chapter 10
Enterprise Coherence Governance:
Involving the Right Stakeholders
Roel Wagter and Henderik A. Proper
Abstract In this chapter, we argue that ACET requires the involvement of (at least)
two complementary types of frameworks. From a Blue-print thinking perspective,
a design framework is needed to structure the actual architectural design thinking.
Existing frameworks such as Zachman, IAF, Dya and TOGAF are candidates for
the role of the design framework. Which of these frameworks fits best a specific
organisation depends on the type of organisation and the best fitting design philos-
ophy. Next to a design framework, the Yellow-print thinking perspective suggests
the use of an organisation-specific engagement framework that is concerned with
the question of which groups of stakeholders to include in enterprise architecture
decision-making during an enterprise transformation, and how to operationally en-
gage them. This framework depends, more than a design framework, on the (strate-
gic) priorities of the organisation, and the stakeholders involved in enterprise trans-
formations. Moreover, depending on the scope and impact of an actual enterprise
transformation, more situation-specific tuning of the engagement framework may
be needed. The engagement framework suggested by the GEA method involves the
(organisation-specific) enterprise coherence dashboards.
10.1 Introduction
Efforts to transform an enterprise, from its business processes to the underlying IT,
often fail. In Op ’t Land et al. (2008), the authors provide a summary of possible
causes for failures of strategic initiatives: “The road from strategy formulation to
R. Wagter ()
H.A. Proper

100 10 Enterprise Coherence Governance: Involving the Right Stakeholders
strategy execution, including the use of programmatic steering, is certainly not an

easy one to travel. Research shows that less than 60% of the strategic objectives in
organisations are reached”. In addition, our own experiences with enterprise trans-
formations in practice also indicate that existing methods and frameworks for en-
terprise architecture often fail to contribute to the success of such transformation
projects.
As argued by Op ’t Land et al. (2008) and Wagter (2009), architecture should
offer senior management the means to obtain insight, and to make decisions about
the direction of enterprise transformations. As such, it should act as a means to steer
enterprise transformations, while in particular enable senior management to govern
coherence. In 2006, these experiences and insights triggered the consultancy firm
Ordina to initiate a multi-client research programme, resulting in the development
of the GEA method (Wagter et al. 2007; Wagter 2009). As a prelude to the actual
development of GEA, in line with design science (Hevner et al. 2004), a survey
was conducted among the participating organisations to identify the requirements
on GEA. This survey showed that these experiences were not limited to Ordina
only, but was shared among a broad range of client organisations participating in
the programme. The underlying issues were also considered grave enough for the
participating client organisations to indeed co-invest, in terms of time and money,
in the development of GEA.
This chapter and Chap. 18 are based on elements from the GEA method, in par-
ticular those pertaining to the involvement of the right stakeholders.
10.2 Beyond Engineering
Enterprise transformations typically touch upon various aspects of an enterprise,

while the resulting changes are likely to have a profound and lasting impact (see
Sect. 1.2). As a result, enterprise transformations involve many stakeholders with
differing stakes and interests, who will try to influence the direction and/or speed of
the transformation accordingly.
As suggested in general project/programme management approaches (Franckson
and Verhoef 1999; PMI 2001; Axelos 2009), it is important to manage the interests
and stakes of stakeholders explicitly. This particularly applies to situations where
there is a large variety of stakeholders involved, such as enterprise transformations.
As also argued in Chap. 8, stakeholder communication in enterprise transfor-
mation requires more than an engineering approach. Several existing architec-
ture approaches and frameworks, such as Zachman (Sowa and Zachman 1992),
DYA (Wagter et al. 2005), Abcouwer (Abcouwer et al. 1997), Henderson and
Venkatraman (Henderson and Venkatraman 1993), TOGAF (The Open Group 2009),
IAF (van’t Wout et al. 2010), and ArchiMate (Lankhorst 2012; Iacob et al. 2009),
advocate a rather “engineering-oriented” style of communicating with senior man-
agement and stakeholders in general. The architecture frameworks underlying each
of these approaches are very much driven by “engineering principles”, and as such
correspond to a Blue-print style of thinking about change (De Caluwé and Vermaak
10.3 Stakeholder Fragmentation in Enterprise Transformation 101
2003). To act as a steering instrument for senior management, a Blue-print style

of thinking, however, does not suffice. Stakeholder interests, formal and informal
power structures within enterprises, and the associated processes of creating win-
win situations and forming coalitions, should also be taken into consideration. In
terms of De Caluwé (De Caluwé and Vermaak 2003), this is more the Yellow-print
style of thinking about change.
In the remainder of this chapter, we will therefore start by exploring the under-
lying causes that drive the need to explicitly manage stakeholders during enterprise
transformations in terms of social complexity and fragmentation (Sect. 10.3). We
then continue by considering the impact of fragmentation on enterprise transfor-
mation, in particular its impact on enterprises coherence and the need to govern
this coherence explicitly (Sect. 10.4). This then provides us the insight to formulate
specific requirements towards approaches for ACET (Sect. 10.5).
10.3 Stakeholder Fragmentation in Enterprise Transformation
To explain how social complexity may seriously jeopardise the success of a project
and/or programme, Conklin (2003b) has coined the term fragmentation:
Fragmentation suggests a condition in which the people involved see themselves as more
separate than united, and in which information and knowledge are chaotic and scattered.
The fragmented pieces are, in essence, the perspectives, understandings, and intentions of
the collaborators.
Conklin (2003b) also argues that stakeholder fragmentation is one of the key
forces that threatens the success of projects and/or programmes (such as enterprise
transformations). There is a clear danger that stakeholder variety, and the potential
fragmentation it may cause, is not seen and/or acknowledged on time. As Conklin
(2003b) states:
Fragmentation can be hidden, as when stakeholders don’t even realise that there are incom-
patible tacit assumptions about the problem, and each believes that his or her understandings
are complete and shared by all.
Conklin (2003b) identifies two core factors that contribute towards fragmenta-
tion: social complexity and wickedness. Below we will discuss these factors in more
detail.
As discussed in Sect. 1.2, local optimisation may have a detrimental effect on the
ability of enterprise transformations to meet their goals. We argue that this tendency
for “local optimisation” is actually a symptom of stakeholder fragmentation.
10.3.1 Social Complexity
Conklin (2003b) introduces the notion of social complexity as the number and diver-
sity of stakeholders involved in a project. In terms of this definition, if the number
of stakeholders and influencers of an enterprise transformation increases, and/or the

diversity of their stakes increases, then the social complexity of the enterprise trans-
formation is also said to increase.
Specific stakeholders might even harbour contradicting stakes and interests them-
selves. Such contradictions might for example involve short-term needs vs. long-
term needs, and local (business unit) needs vs. global (enterprise-wide) needs. The
actual prioritisation between such needs may depend on the role/perspective the
stakeholder takes. Therefore, when “counting” the number of stakeholders it is actu-
ally better to think in terms of stakeholder roles rather than merely counting people.
Stakes and interests are not the only contributors to the diversity of the players
involved in an enterprise transformation. As discussed in Chap. 8, cultural diversity
is also a major factor influencing success and failure of transformations, as it largely
determines the attitudes of stakeholders towards the way they regard the world, their
position in negotiations, their attitude to changes, etc. This can be summarised by
the pseudo formula:
social complexity = # stakeholder roles × diversity of stakes × diversity of cultures
10.3.2 Wickedness
Another major factor contributing to stakeholder fragmentation is the inherent

complexity of the “problem” that is to be “solved” by the project/programme.
Large-scale transformations of enterprises tend to behave as wicked problems (Rit-
tel and Webber 1973; Conklin 2003b). As discussed by Conklin (2003b) and
Head and Alford (2015), wicked problems distinguish themselves from tame prob-
lems in that:
• A wicked problem is not understood until after the formulation of a possible
solution.
• Solutions to wicked problems are not simply right or wrong. One might be
better than the other, but there is no clear right or wrong.
• Wicked problems have no clear stopping rule, that is, it is not clear when the
problem has been solved.
• Every wicked problem is essentially novel and unique.
• Every solution to a wicked problem is a “one shot” operation. Trying out a
possible solution (if possible at all), will already alter the circumstance towards
future attempts.
• Wicked problems have no clear given alternative solutions.
It should be noted here that tame problems are not necessarily easy problems. For
example, Fermat’s Last Theorem (no three positive integers a, b, and c can satisfy
the equation an + bn = cn for any integer value of n greater than two), is indeed a
hard problem. At the same time, however, it is a highly tame problem.
Enterprise transformations are wicked by nature in the sense that more often than
not, the precise requirements of a solution are not known clearly beforehand. It is
10.4 The Need to Govern Enterprise Coherence 103
also not clear what challenges may have to be overcome “along the way”, while
the circumstances/context under/in which the transformation takes place changes
during the transformation.
As mentioned before, the factors of wickedness and social complexity actually
amplify each other (Conklin 2003b). This can be summarised by the pseudo for-
mula:
fragmentation = wickedness × social complexity
10.4 The Need to Govern Enterprise Coherence
Enterprise architecture is generally positioned as a means to steer and coordinate en-

terprise transformations. As argued by Op ’t Land et al. (2008) and Wagter (2009)
for example, architecture should offer senior management the means to obtain in-
sight in, and to make decisions about, the direction of enterprise transformations. As
such, it should act as a means to steer the direction of enterprise transformations. At
the same time, however, experience in practice shows (Wagter 2009) that enterprise
architecture fails to deliver on its promise to steer the direction of a transformation,
and essentially succumbs to the powers of stakeholder fragmentation.
10.4.1 Enterprise Coherence Governance
Wagter (2009) results from the multi-year and multi-party research project GEA.
This programme was triggered by the observation that enterprise architecture fails
to deliver on its promises. A survey (Wagter et al. 2007) held at the start of the GEA
research programme showed that key triggers for the participants to participate in
the programme were indeed:
• Many enterprise transformation efforts fail
• Failing to adopt a holistic approach to address key business issues frequently
resulted in a unilateral approach from an IT-oriented perspective
• Existing architecture methods fall short in meeting their promises because:
– They are set up from an IT perspective only
– They hardly address the strategic level of the organisation
– They are set up in terms of the Business/IT gap
– Their underlying IT architectures applied on the enterprise-wide level are
unjustly called EAs
The GEA programme took the following as its driving hypothesis (Wagter et al.
2013a; Wagter 2013):
the overall performance of an enterprise is positively influenced by a proper coherence
among the key aspects of the enterprise, including business processes, organisational cul-
ture, product portfolio, human resources, information systems, IT support, etc.
where enterprise coherence is defined as:

The extent to which all relevant aspects of an enterprise are connected, necessary to let the
enterprise meet its desired results.
What is to be regarded as relevant aspects, as referred to in the above defini-

tion, is organisation-dependent. Moreover, the clarity (and resolve) with which an
organisation has identified/prioritised these aspects is one of the parameters deter-
mining their ability/maturity to govern enterprise coherence. In Wagter et al. (2012d,
pp. 28–52), we have discussed the concept of the (organisation-specific) coherence
dashboard, which enables organisations to precisely express the relevant aspects that
need to be connected.
As argued above, during enterprise transformations, stakeholder fragmentation is
likely to have a negative impact on enterprise coherence, unless explicitly governed.
A key first step in the aforementioned GEA programme was the development of an
Enterprise Coherence-governance Assessment (ECA) (Wagter et al. 2011, 2012d)
to obtain a clearer understanding of the challenges to enterprise coherence and its
associated governance of coherence, as well as the impact of enterprise coherence
governance on organisational performance. An assessment (Wagter et al. 2011) done
among the participating organisations showed that more then 85% of the organisa-
tions involved in the first ECA studies lack explicit enterprise coherence governance
as part of their traditional enterprise architecture approaches.
10.4.2 Beyond Blue-Print Thinking
The driving hypothesis of the above mentioned GEA programme was translated
to the ambition to extend the means of enterprise architecture management with
the ability to better govern enterprise coherence (Wagter 2013; Wagter et al. 2011,
2012a,b, 2013b). As a result, the main challenge facing the GEA programme (Wagter
2009, 2013) was to develop a strategy to better manage stakeholder fragmentation,
and as a result better govern enterprise coherence.
To enable enterprise architecture management to better deal with (potential)
stakeholder fragmentation, it was necessary to, as also argued in Chap. 8, look be-
yond a traditional “engineering style” of thinking. To more precisely define what
is meant by “engineering style”, we turn to the work of De Caluwé and Vermaak
(2003), who have identified a number of core perspectives on change processes in
organisations:
Yellow-print thinking—Bring the interests of the most important players together
by means of a process of negotiation enabling consensus or a win-win solution.
Blue-print thinking—Formulate clear goals and results, then design rationally a
systematic approach and then implement the approach according to plan.
Red-print thinking—Motivate and stimulate people to perform best they can, con-
tracting and rewarding desired behaviour with the help of HRM-systems.
10.4 The Need to Govern Enterprise Coherence 105
Green-print thinking—Create settings for learning by using interventions, allow-

ing people to become more aware and more competent on their job.
White-print thinking—Understand what underlying patterns drive and block an
organisation’s evolution, focusing interventions to create space for people’s
energy.
When we used the term “engineering style”, we, therefore, actually refer to a Blue-
print style of thinking. As suggested by De Caluwé and Vermaak (2003), it is rec-
ommendable to also take the other (complementary) perspectives into consideration
when changing/transforming (parts of) an enterprise
Traditional enterprise architecture approaches and frameworks, including, for
example, the Zachman (Sowa and Zachman 1992) and IAF (van’t Wout et al. 2010)
frameworks, the ArchiMate language (Lankhorst 2012; Iacob et al. 2012), as well
as the DYA (Wagter et al. 2005) and TOGAF (The Open Group 2011) architec-
ture methods, essentially take a Blue-print perspective on change. Each of these
approaches is based on an a priori fixed design philosophy in terms of which dif-
ferent perspectives are identified, usually going from business to IT (the so-called
Business-to-IT stack). The identified perspectives, are solely based on a prescrip-
tive design philosophy, following a pure rational line of reasoning (i.e. following
Blue-print style of thinking), rather than on the actual stakes and interests of the key
stakeholders in a specific organisations. The latter would require the inclusion of a
more Yellow-print style of thinking.
When indeed including a Yellow-print style of thinking, it also becomes nec-
essary to look beyond the traditional Business-to-IT stack focus of most existing
enterprise architecture approaches and frameworks, which has also been identified
by Proper and Lankhorst (2014) as one of the important trends in enterprise archi-
tecture. Case studies involving the use of GEA (e.g. Wagter et al. 2012b) indeed
also support this view. We return to this issue in Sect. 10.5.
10.4.3 Engaging Stakeholders
Including a Yellow-print style of thinking in enterprise architecture practices would

also suggest the integration of methods and techniques such as the Soft-Systems
Methodology (Checkland 1981), Group Based Modelling (Vennix 1996), Collab-
oration Engineering (Briggs 2004; Briggs et al. 2006), IBIS (Conklin 2003a), and
Dialogue Mapping (Conklin 2005) into an approach for ACET.
Early results on the use of such techniques to better involve stakeholders of en-
terprise transformations can be found in, for example, Nabukenya (2005, 2009), and
Nabukenya et al. (2007, 2009) in terms of collaborative strategies to formulate poli-
cies/principles for Business-IT alignment, and in Nakakawa et al. (2011a, 2010b)
and Nakakawa (2012) in terms of a collaborative approach for the formulation of
enterprise architectures.
Some of these results have been operationalised in terms of, for example, GEA’s
enterprise coherence dashboard (Wagter et al. 2012a, 2013a) and the CAEDA
approach (Nakakawa et al. 2013, 2011b; Nakakawa 2012).
10.5 Requirements for Enterprise Coherence Governance
As argued by Op ’t Land et al. (2008) and Wagter (2009), architecture offers a means
for management to obtain insight into the organisational structure, as well as to make
decisions about the direction of enterprise transformations. As such, it should act as
a means to steer enterprise transformations, while in particular enabling senior man-
agement to govern the enterprise’s coherence. We regard enterprise architecture as
the appropriate means to make enterprise coherence explicit, as well as control-
lable/manageable, or at least influenceable.
The GEA project (Wagter 2009) used four key sources to identify the require-
ments for enterprise coherence governance:
1. The involvement of stakeholders, and senior management in particular
2. Management control
3. Change management
4. General systems theory
Below we discuss these requirements in more detail. Requirements we would con-
sider to be not only relevant to the GEA project, but to architectural coordination in
general.
10.5.1 Stakeholder Involvement
Effective governance of enterprise coherence requires an active involvement of se-

nior management. This, however, implies two important requirements:
Strategy driven—It is necessary to take the concerns, and associated strategic di-
alogues, of senior management as a starting point. In other words, the way in
which architecture is integrated into the strategic dialogue should take the con-
cerns, language, and style of communication of senior management as a starting
point. When not doing so, it will be difficult to really involve senior manage-
ment. Moreover, the strategic dialogues provide the starting point for steering
enterprise transformations and to guard coherence.
Respecting social forces—The social forces within an enterprise, be they political,
informal, or cultural in nature, should be a leading element in governing enter-
prise coherence. As discussed in the introduction, an important reason for using
architecture to steer and coordinate enterprise transformations is the fact that
those design decisions which, in principle, transcend the interests of a specific
project can be guarded/enforced that way.
10.5 Requirements for Enterprise Coherence Governance 107
Doing so, however, also requires a strong commitment from senior management
to these design decisions. Local business stakeholders, such as business unit
managers, who have a direct interest in the outcome of a project, may want to
lead projects in a different direction (more favourable to their own local/short-
term interests) than would be desirable from an enterprise-wide perspective.
Such divergent forces are also likely to lead to erosion of the desired enterprise
coherence. This explains the need to reduce the space for own interpretation
on lower management levels by substantiating the decisions, made on strategic
level, with unambiguous arguments harmonising all concerns at stake.
As argued above, existing architecture approaches (Sowa and Zachman 1992; van’t
Wout et al. 2010; Lankhorst 2012; Iacob et al. 2012; Wagter et al. 2005; The Open
Group 2011) operate from a Blue-print style of thinking. The above requirements
clearly suggest the use of another style of thinking in terms of stakeholder interests,
formal and informal power structures within enterprises, as well as the associated
processes of creating win-win situations and forming coalitions. According to De
Caluwé and Vermaak (2003), this would be more of a Yellow-print style of think-
ing about change. In the GEA programme, the latter line of thinking was taken as a
starting point, by taking the perspective that the actual social forces and associated
strategic dialogues within an enterprise should be taken as a starting point, rather
than the frameworks of existing architecture approaches, suggesting the full make-
ability of an organisation.
The latter does not imply that the existing “Blue-print style frameworks” are
not useful. On the contrary. An engineering perspective is much needed. At the
same time, it needs to be embedded in a Yellow-print-oriented process. Architecture
models produced from an engineering perspective potentially provide thorough un-
derpinning of the views, sketches, and models used in the strategic dialogues with
senior management. However, rather than structuring the models and views in terms
of ‘information architecture’, ‘application architecture’, and ‘infrastructure’, they
would have to be structured based on those domains that are meaningful within the
strategic and political dialogue in an enterprise, for example, in terms of ‘human
resourcing’, ‘clients’, ‘regulators’, ‘culture’, ‘intellectual property’, and ‘suppliers’.
Needless to say that this is also highly organisation-specific.
10.5.2 Management Control
One of the leading theories in the field of management control is “Levers of Control”
by Simons (1994). Simons identifies the following levers of control:
1. Diagnostic control systems used to monitor and adjust operating performance
2. Belief systems that communicate core values such as mission statements, cre-
dos, and vision statements
3. Boundary systems that define the limits of freedom, such as codes of conduct
and statements of ethics
Table 10.1 Enterprise coherence governance requirements from a management control perspective
Lever of control Requirement
Diagnostic control systems Goals have to be an element of enterprise coherence at the level of
the purpose of an organisation and objectives an element of enterprise
coherence at the design level of an organisation
Belief systems The level of purpose of the organisation must be within the scope of
enterprise architecture This requirement is associated with the previ-
ously mentioned requirement scope
Boundary systems Boundaries must be made explicit since boundaries define relations
between angles of an organisation and as such form a basic asset of
enterprise coherence
Interactive control systems The effect of intended strategic interventions on the enterprise coher-
ence should be made clear interactively and beforehand
4. Interactive control systems that provide strategic feedback and vehicles to up-
date and redirect strategy such as competitive analysis and market reports
These levers of control led us to the following insights. To give direction on a strate-
gic level we have to distinguish between a sustainable purpose and a changeable
shape of an organisation. The purpose is formulated on the level of purpose and the
shape is described on the design level. Belief systems typically contribute to the level
of purpose. This leads to the requirements for enterprise coherence governance, as
shown in Table 10.1.
10.5.3 Change Management
A third foundation for requirements on enterprise coherence governance is based

on the notion that organisations are a social technical combination of humans
and supporting technology. Here we refer to the work of Balogun et al. (2003):
“Exploring Strategic Change”. The basic idea is that every choice made in a change
process should be based on the context and the purpose of the change process. A
study conducted by Reitsma et al. (2004) “What is the best change approach” has
enhanced this basic idea with the statement that there is a link between the choice
of approach and purpose of the change. Since this study concerns successful change
processes (in various sectors), the conclusion has been drawn that it is sensible re-
garding change processes to consider on which organisational aspects the change is
essentially focused and in line with this to choose an appropriate approach.
Based on these insights the requirements on enterprise coherence governance as
formulated in Table 10.2 were derived.
10.5 Requirements for Enterprise Coherence Governance 109
Table 10.2 Enterprise coherence governance requirements from a change management perspective
Socio-technical combinations Requirement
Choice made in a change pro- The scope of enterprise coherence governance should include both
cess should be based on the internal and external angles of the organisational transaction envi-
context and the purpose ronment
The purpose of a change process should be in line with the goals
on the level of purpose and objectives on the design level
The organisational aspects that are dominant in the solution for a
business issue, determine the choice of approach
Every change process should be argued by the application of the
enterprise coherence governance before execution
Choice of an appropriate The solution direction and choice of approach should be just one
approach determines the element of the decision
success Regarding the decision-making process, enterprise coherence gov-
ernance should contribute to both the solution direction and choice
of approach of a business issue
Enterprise coherence governance should guide the realisation of
the solution direction and choice of approach of a business issue
An appropriate approach needs appropriate enterprise coherence
products
10.5.4 General Systems Theory
The second theoretical foundation concerns the general systems (cybernetics) per-
spective, where an organisation is seen as a controllable open system (de Leeuw
1982). The control paradigm, as introduced by de Leeuw (1982) and de Leeuw
and Volberda (1996) for example, identifies a set of conditions for effective con-
trol. Compliance with these conditions also implies a promise, namely to achieve
an effective control situation. These conditions are (de Leeuw 1982; de Leeuw and
Volberda 1996):
1. The controlling system must have a goal to guide it in governing the controlled
system.
2. The controlling system must have a model of the controlled system.
3. The controlling system must have information about the controlled system,
namely the state of the specified system parameters and subsequent acting en-
vironment variables.
4. The controlling system must have sufficient control variety.
5. The controlling system must have sufficient information processing capacity to
transform information (3), using a model (2), taking into account the objectives
(1) into effective control measures (4).
Based on these conditions for effective control the requirements for enterprise co-
herence governance as listed in Table 10.3 were derived.
Table 10.3 Enterprise coherence governance requirements from a general systems perspective
Conditions for effective control Requirement
Specify a goal to the controlled Objectives have to be an element of enterprise coherence at the
system design level of an organisation
Have a model of the controlled The model of enterprise coherence must represent the dynamics
system of the design level of an organisation
Have actual information about The actual state of enterprise coherence must be represented on
the controlled system a permanent basis, including current state as well as future direc-
tions
Have sufficient control variety Enterprise coherence governance must have sufficient levers to
influence enterprise coherence on the design level, and support
the interdependancy with the level of purpose as well. The latter
should include: forward and backward governance, event driven
and cyclic governance, single and multi level governance (recur-
sivity and projection)
Have sufficient information Restrict the complexity and information overload by differenti-
processing capacity ating enterprise coherence in several interdependent levels. Allo-
cate sufficient resources to enterprise coherence governance, dis-
tinguished by processes, products, people, means, governance,
methodology and all based on a clear vision
10.6 Conclusion
As also suggested by Proper (2014), we argue that ACET requires the involve-
ment of (at least) two complementary types of frameworks. From a Blue-print
thinking perspective, a design framework is needed to structure the actual ar-
chitectural design thinking Proper and Op ’t Land (2010). Existing frameworks
such as Zachman (Sowa and Zachman 1992) and IAF (van’t Wout et al. 2010),
ArchiMate (Lankhorst 2012; Iacob et al. 2012), DYA (Wagter et al. 2005), or
TOGAF (The Open Group 2011) are candidates for the role of the design frame-
work. Which of these frameworks fits best to a specific organisation, depends on the
type of organisation, and the best fitting design philosophy.
Next to a design framework, the Yellow-print thinking perspective suggests
the use of an organisation-specific engagement framework that is concerned with
the question of which groups of stakeholders to include in enterprise architecture
decision-making during an enterprise transformation, and how to operationally en-
gage them. This framework depends, more than a design framework, on the (strate-
gic) priorities of the organisation, and the stakeholders involved in enterprise trans-
formations. Moreover, depending on the scope and impact of an actual enterprise
transformation, more situation-specific tuning of the engagement framework may
be needed.
The engagement framework suggested by the GEA method involves the (organi-
sation specific) enterprise coherence dashboards (Wagter et al. 2011, 2012d) as will
also be discussed in Chap. 18.
Chapter 11
Information Requirements for Enterprise
Transformation
Nils Labusch
Abstract In this chapter, we aim at analysing information requirements and provid-

ing an analysis of related dimensions. Thus, an overview of research in the field is
provided and dimensions are derived. Furthermore, the management mechanisms
related to information processing in terms of the organisational information pro-
cessing theory during enterprise transformations are described. This leads to an ex-
amination of where and how enterprise architecture management could occur in the
information processing in organisations.
11.1 Introduction
Transformation managers are concerned with many challenges (Labusch and Win-
ter 2013; Uhl and Gollenia 2012; Ward and Uhl 2012) that are oftentimes induced
by the complexity of the transformation task (Purchase et al. 2011), the uncertainty
involved (Huy 1999), and the high amount of decisions that need to be taken during
the course of the enterprise transformation (McGinnis 2007). In order to deal with
these challenges, enterprise transformation managers need to be provided with dif-
ferent inputs of which they need to be aware. One of those inputs is information. An
appropriate information provision enables dealing with complexity and uncertainty
by purposefully providing information to take necessary decisions.
According to Laudon and Laudon (2006, p. 14), information is “data that have
been shaped into a form that is meaningful and useful to human beings.” In contrast,
data “are streams of raw facts representing events occurring in organisations or the
N. Labusch

112 11 Information Requirements for Enterprise Transformation
physical environment before they have been organised and arranged into a form that
people can effectively understand and use” (Laudon and Laudon 2006, p. 14). Thus,
when referring to information in this chapter, the understanding is not limited to
technical aspects of information processing. A requirement is defined by the IEEE
(1990, p. 62) as “(1) A condition or capability needed by a user to solve a problem
or achieve an objective. (2) A condition or capability that must be met or possessed
by a system or system component to satisfy a contract, standard, specification, or
other formally imposed documents. (3) A documented representation of a condition
or capability as in (1) or (2).” In consequence, an information requirement describes
information that is needed by a user to achieve an objective. The most substantial
objective in terms of ACET is to take meaningful decisions that enable the success
of the enterprise transformation.
Managerial information provision can face serious problems. Fredenberger et al.
(1997) mention examples like piecemeal information formats, faulty presentations,
information irrelevant to problems, or non-timely information provisioning.
Processing information and providing an overview of organisational dependen-
cies is one of the major tasks of EAM (Boh and Yellin 2007; Strano and Rehmani
2007). For this reason, the information perspective is valuable in terms of the ACET
research. The role of the enterprise architect is considered “one of making order
out of chaos by taking the overwhelming amount of information available and pre-
senting it in a manner that enables effective decision-making” (Strano and Rehmani
2007, p. 392). Solid foundations have emerged about information processing mecha-
nisms in organisations, most considerably the organisational information processing
theory (OIPT) (Clark et al. 2006; Galbraith 1974; Premkumar et al. 2005; Tushman
and Nadler 1978).
This chapter proceeds as follows: In the second part, an overview of the related
state of the art is provided. Dimensions of enterprise-transformation-relevant infor-
mation are introduced in the third part. Part four emphasises the information pro-
cessing in the organisation. Part five asks how enterprise architecture management
can contribute to information processing and thus provides a foundation for the fol-
lowing parts.
11.2 State of the Art
When an enterprise is being transformed, a large number of decisions need to be

taken (McGinnis 2007). To take these decisions, manifold information has to be
collected, consolidated and processed (Fry et al. 2005; Singh et al. 2011). A major
success factor during an enterprise transformation is being aware of the impor-
tance of information requirements. A McKinsey study with more than 2000 partic-
ipants (Roy and Kitching 2013) finds that having information about the progress
of an enterprise transformation accounts for a four times higher likelihood of
success. Kilmann (1995) recognises a dysfunctional information provision, for ex-
ample, by purposefully withholding information, as a major hinderer of transfor-
mation. He considers the willingness to exchange information as a prerequisite to
11.3 Dimensions of Information Requirements 113
conduct successful enterprise transformations. McAdam (2003) identifies sharing

and exchanging information as an important part in the human resources manage-
ment during an enterprise transformation. Rouse and Baba (2006, p. 69) state that
decision-making processes in enterprise transformations “can be substantially im-
proved by making them evidence based or data driven, thereby enhancing the quality
and timeliness of resource allocation decisions”.
Information requirements have been a topic in information systems research for
a long time, especially in the context of executive or management information sys-
tems. For this purpose, frameworks exist that strive after helping to determine the
appropriate information requirements (Byrd et al. 1992; Gordon and Miller 1976;
Gorry and Scott Morton 1971; Yadav 1985). The claimed goal in this research
stream is “determining correct and complete information requirements” (Byrd et al.
1992, p. 118). Early analysis of requirements is considered to be a success factor
for IT implementation by many top-level managers (Byrd et al. 1992). However,
determining such requirements is described as a difficult challenge since managers
have not much time to articulate their information requirements (Watson and Frolick
1993).
Nevertheless, the mentioned frameworks provide rather abstract guidance. In ad-
dition, they focus mainly on financial aspects of managerial tasks and on supporting
the daily business instead of enterprise transformation. Fredenberger et al. (1997)
provide a framework that is more specifically designed for the purpose of enterprise
transformation. Its focus is on the analysis of information requirements that inter-
mediary managers (thus, managers that are responsible to turn around a company
being in a crisis) pose. According to the authors, dealing with crisis management
differs from regular management: partners are less benevolent (due to the financial
losses incurred), and time is scarce. Therefore, different planning and control pro-
cesses are needed. The framework of Fredenberger et al. (1997) still puts a focus on
financial information requirements and identifies, among others, information about
financials, expenses, costs, personnel, market working capital, and assets as impor-
tant.
Summarised, the existing frameworks and related literature on information re-
quirements provide a rather finance-oriented perspective and seldom focus explic-
itly on enterprise transformations. Information about strategy, structure, systems,
people, and culture especially needs to be processed and available to lever the trans-
formation process (By 2007). Thus, information requirements should be identified
while keeping this purpose in mind. In the following part, dimensions of information
requirements in enterprise transformations are discussed.
11.3 Dimensions of Information Requirements
Information requirements can be posed in different dimensions during an enterprise

transformation. A clarification is necessary to understand how the term “informa-
tion” should be interpreted in the ACET context. Rough guidance for this discussion
is drawn from socio-technical systems theory (Bostrom and Heinen 1977) that
distinguishes people, tasks, technology and structure as important constructs of a

socio-technical system (like the organisation that is affected from the enterprise
transformation).
11.3.1 People: Consumers of Information
During the course of an enterprise transformation, a lot of stakeholders require in-

formation. In general terms, those who are leading the enterprise transformation and
those who are affected can be distinguished (Stiles et al. 2012).
Concerning the latter, traditional change management strongly emphasises ap-
propriate change communication (Kotter 1995). Establishing communication plans
and stories is part of almost all change frameworks (e.g. Keller and Price 2011; Uhl
and Gollenia 2012). The information that stakeholders may need differs depend-
ing on their position (Prosci 2014): Employees first need to be informed about the
reasons of the change, direct consequences for themselves, the change process and
later on about the details. Supervisors and middle-managers, in addition, need to
be informed about roles during the enterprise transformation. For senior manage-
ment, the information has to be more aggregated. For example, details about the
enterprise transformation are only relevant on an aggregate level instead of very de-
tailed process or procedure-related information. Aside from the internal stakehold-
ers, customers and other external parties need information to adapt their processes
and behaviour (Davidson 1993).
The stakeholders that are, apart from the senior management, in charge of the
enterprise transformation could be subsumed as enterprise transformation manage-
ment. Stakeholders of this group deal with managing the enterprise transforma-
tion (Stiles et al. 2012). This group needs a holistic overview and is responsible
for managing the information provision to other groups. If information does not ex-
ist, the enterprise transformation needs to collect, consolidate and generate it. While
in large enterprises this role might exist strictly separated from others (like portfolio
management, project management, business engineering), in medium to small en-
terprises, such a strict distinction does not usually exist. Thus, in practice, the role
of the enterprise transformation manager is often not directly mentioned—a search
on LinkedIn in July 2014 revealed a total of 8.314 transformation managers but al-
most five million project managers on the platform. Thus, our understanding of the
enterprise transformation manager (or the enterprise transformation management
team) includes people that have the best overview of the enterprise transformation.
It heavily depends on the specific enterprise transformation, who the best person is
that should be addressed and who has information requirements that come closest to
the information requirements of the role enterprise transformation. Addressing such
managers and collecting their information requirements in practice is a challenging
task due to the usually high workload that these experts have to perform (Watson
and Frolick 1993).
11.3 Dimensions of Information Requirements 115
11.3.2 Structure: Organisational Scope of Information
Enterprise-transformation-relevant information may be required concerning differ-

ent organisational scopes, some of which are illustrated in Fig. 11.1.
Information concerning the environment of the organisation [also referred to as
external information (Watson and Frolick 1993)] may include regulatory standards,
customer-related information, etc. Such information may traditionally be received
by trade journals, contacts in industry, customers, etc. (Watson and Frolick 1993).
Information concerning the organisation may include lots of pieces that are related
to the current state. Some examples are the current organisational units, processes,
the culture, enterprise transformation history, etc. Such information is oftentimes
collected by conducting meetings (Watson and Frolick 1993). On the enterprise
transformation level, a multitude of relevant information may be collected, such
as planned changes, projects, etc. Information about groups may focus on differ-
ent departments, teams and other sub-groups of the organisation that are affected
by an enterprise transformation (Gersick 1991). Information about stakeholders is
comparably hard to gather, but enterprise transformation still needs to cover this
perspective up to a certain degree.
11.3.3 Task: Purpose of Information
Information is required for different tasks during enterprise transformations. Abra-

ham et al. (2013c) consider enterprises as systems in which several feedback loops
run in parallel. Based on Åström and Murray (2008), they consider management as a
cyclic feedback loop that involves transforming an enterprise. Based on this perspec-
tive, the organisation can be described by observable variables. Information about
these variables flows to the responsible organisational actors. During the enterprise
transformation, a subset of the observable variables, the controllable variables of
the enterprise, are changed. This means, information about the necessary changes
is provided as feedback to the organisation. In the described case, the information
Environment
Organization
Transformation
Group
Stakeholder / Individual
Fig. 11.1 Organisational scopes of information

has a steering function. It is not used to form a decision but it already represents the
final decision (see Yadav (1985) for an explication of the decision process).
The information could already be relevant during an earlier stage in the decision
process—when the decision is not yet taken but information is required to thor-
oughly take the decision and consider different scenarios. Here information con-
ducts rather an informing task. The information could be further differentiated into
those that directly have an effect on how to take the decision (e.g. a standard that
needs to be applied) and those that only support the decision process (e.g. the num-
ber of affected employees).
11.3.4 Technology: Detail of Information
Information can be required in different levels of detail. The technology dimension

is related to this degree of detail that the information is comprised of. Available in-
formation could be very detailed, for example, down to single technical attributes. In
terms of the ACET project, it seems to be appropriate to rather consider a wide and,
thus, less detailed perspective on enterprise transformation. Information is rather
addressed on a high degree of abstraction containing less detail. This abstract infor-
mation needs to be broken down to the level of a specific enterprise transformation
or specific systems that are supposed to be developed.
11.4 Information Processing During Enterprise Transformation
After explicating possible dimensions of information requirements, special attention

is needed on explicating how information is shared and value is created. The enter-
prise transformation manager needs to understand how information is processed in
the enterprise during the enterprise transformation and he or she needs to know
which of these information is relevant for the management tasks.
The well-established organisational information processing theory (OIPT) (Gal-
braith 1974, 1977) stresses three important issues: an organisation’s information
processing need, its information processing capability, and the fit between both. The
OIPT applies to large organisations that are comprised of many specialist groups
and resources who provide the output. These groups perform group-interdependent
subtasks. However, the task performers are not able to communicate with all other
dependent tasks performers in the organisation. Thus, mechanisms need to be estab-
lished that allow for a coordination of the different groups and handling uncertainty.
Some basic mechanisms are prevalent in almost every organisation: (1) Coordina-
tion by rules or programmes, suitable for routine tasks that occur in a very pre-
dictable manner and can be precisely described; (2) hierarchy, suitable for higher
levels of uncertainty; and (3) coordination by targets and goals, suitable for very
high levels of uncertainty.
11.4 Information Processing During Enterprise Transformation 117
The described mechanisms become problematic when uncertainty increases and

too many exceptions occur (e.g. during transformations). Rules, for example, are
only efficient if situations are foreseen and already documented. Hierarchy may
become overloaded when too many exceptions occur (since supervisors are over-
loaded with decision workload). Coordination by goals and sub-goals only works
well when these are properly defined.
When transformation occurs, uncertainty increases and so does the amount of in-
formation that needs to be processed (Galbraith 1974). How far information needs
to be processed depends on the individual corporate environment and organisa-
tional structure. Tushman and Nadler (1978) differentiate the tasks that need to be
conducted by different properties: subunit task characteristics (are the tasks pre-
dictable?), subunit task environment (is the environment often changing?), inter-
unit task interdependence (how dependent is the subunit from others?). They further
argue that organismic (and thus more self-organising) structures can better cope
with an increased information processing need than mechanistic ones. However,
this comes at the costs of less control and potentially slower response time.
No matter how well the organisation is able to deal with a certain level of infor-
mation processing need, if an enterprise transformation occurs, the current configu-
ration of processing need and capability needs to be adjusted. The theory provides
mechanisms that help to reduce the processing need and to increase processing ca-
pability. The first mechanism to reduce the processing need is the creation of slack
resources. This may include increasing budgets to decrease the interdependence of
business units. The result would be a planned redundancy. The second proposed
mechanism is the creation of self-contained tasks (e.g. change organisation from
resource-based to output-based by organising the hierarchy by products instead of
functions).
When the information processing need cannot be lowered and no longer handled
by the existing structures, the capability of the organisation to deal with the new cir-
cumstances needs to be increased. For this purpose, two mechanisms are proposed
by the theory. First, the organisation could conduct investments in vertical infor-
mation systems. This means, to introduce systems that allow transferring decision
relevant information faster to decision-makers that are positioned higher in the hier-
archy. Such systems can be IT systems but also organisational roles like assistants or
support departments. The mechanism works especially well with information that is
easy to quantify and formalise. The second introduced mechanism is the creation of
lateral relationships (establishing joint decisions by establishing teams, task forces
or direct contacts that range across the lines of authority but do not escalate neces-
sary decisions within the hierarchy). The mechanism attempts to avoid overloading
of the hierarchy by increasing the information processing capability on lower lev-
els. This mechanism is especially realised in matrix organisations that have different
lines of authority.
To decide which mechanisms to apply, detailed information about the current in-
formation processing and the anticipated information processing need are necessary.
This means that not only the sheer mass of information is important, but also infor-
mation that reduces equivocality (Daft and Lengel 1986) (i.e. reducing the amount
of different interpretations). Managers need to apply their experience to interpret

the information cues or discuss them to achieve a common understanding of the
situation (Daft and Lengel 1986).
11.5 Information Provision in the Context of ACET
In this chapter, the potentials of enterprise architecture management to support the

described information provision during enterprise transformation are elaborated.
Not every kind of information is suitable to be provided by enterprise architecture
management. Figure 11.2 provides a first draft on how information requirements
that are supported by enterprise architecture management might be limited.
Basically, information that is provided by enterprise architecture management
arrives, in some sort, for all stakeholders in the end. However, in the first place, the
enterprise transformation management seems to be the primary consumer during
a transformation. Since the steering mandate is oftentimes given to the enterprise
transformation management, information in most cases serves the purpose of be-
ing informative rather than directly steering. The scope of enterprise architecture
management is on the organisation and the transformation initiative rather than on
the environment or individual stakeholders or groups. Information may be provided
with different amounts of details, depending on the topic area. For example, infor-
mation about IT systems might be provided in a very detailed way, while informa-
tion about business goals is less available.
Information provision is not a simple task. Information is not just handed over
at a certain point of time from the supplier to the consumer. Instead, the informa-
tion supplier (in this case, enterprise architecture management), is involved dur-
ing many process steps of information processing. Corner et al. (1994) as well as
Clark et al. (2006) distinguish different steps that information processing is com-
prised of. While the first authors describe a strategic context and distinguish encod-
ing, storage/retrieval, decision, action and outcome, the latter suggest information
generation, dissemination and interpretation. Thus, information processing is not
Information
Consumers Scope
All via ET Management Focus on organisation and
transformation
Purpose Details
Mostly informing, partially Different degrees of detail.
steering On average less detailed.
Fig. 11.2 Information characteristics

11.5 Information Provision in the Context of ACET 119
Interpreting and understanding information, risk of bias due to

individually existing knowledge.
Encoding EAM is able to support the encoding of information by communicating with
many stakeholders and collecting information about business and IT
structures.
Preservation of interpreted information and retrieval if strategic

decision is necessary. Risk of lost information due to insufficient
Storage/ storage mechanisms.
Retrieval Due to manifold modelling and documentation techniques that were

developed, EAM is very mature in storing and retrieving information.
Based on information retrieved from storage, decisions emerge from

former process steps.
EAM is involved in decisions but is not supposed to be the decision taker.
Decision The final decision is with the ET management.
Enactment of a strategic decision.

The responsibility for the “action” is not with EAM but with the
transformation management.
Action
Result of the decision enactment, for example, performance

evaluations or individual feedback.
EAM could be involved in qualitative evaluations of the outcome. These
Outcome could be documented as lessons learned in the encoding step again.
Well supportable Less supportable Almost not supportable by

by EAM by EAM EAM
Fig. 11.3 Information processing steps and enterprise architecture management support (based on
Corner et al. 1994)
one single activity, but a complex process that needs different supportive means.
Figure 11.3 discusses how information processing is conducted and where enter-
prise architecture management could be involved.
Enterprise architecture management can be used to overcome the information
processing issues to support some of the mechanisms that OIPT proposes. When
referring to the reduction of information processing need, the creation of slack re-
sources cannot be supported by enterprise architecture management—here the strat-
egy is simply “add more resources”. The creation of self-contained tasks, however,
provides more opportunities for enterprise architecture management. The goal is
reshaping the tasks in the enterprise during the enterprise transformation. Such a
restructuration would require deep and fundamental knowledge about the organi-
sation itself. Here enterprise architecture management seems to be able to provide
input. The core of the discipline is the knowledge about fundamental structures of
the organisation—business or IT structures. The third proposed mechanism is man-
aging the environment. The mechanism refers to influencing media or politics to
achieve the organisation’s goal to reduce information processing. Here enterprise
architecture management seems to be unable to provide valuable support. For a
summary, see Table 11.1.
Table 11.1 Enterprise architecture management support of enterprise transformations: reduction

of the information processing need
Mechanism Enterprise architecture management support
Creation of slack Mechanism in general seems not to be efficient and rather to be an emer-
resources gency solution. Thus, not suitable for enterprise architecture management
support
Creation of Mechanism is not trivial to establish since a lot of knowledge about cor-
self-contained tasks porate structures and conducted tasks is necessary. Since is able to provide
plenty of information about the corporate structures (e.g. applications, pro-
cesses, goals), the mechanism has the potential to be supported by enterprise
architecture management
Management of the Rather influenced by public relations or lobbying, not the domain of enter-
environment prise architecture management
Table 11.2 Enterprise architecture management support of enterprise transformations: increase of

the information processing capability
Information Enterprise architecture management support
Investment in Enterprise architecture management collects information and quickly pro-
vertical information vides information to top management. In addition, enterprise architecture
systems management could provide information that is necessary to introduce IT
that also aims at providing top management information
Creation of lateral For this mechanism, a business-oriented enterprise architecture manage-
relationships ment would be necessary. Based on capability or process documentations,
enterprise architecture management could help to determine how teams
should be staffed and guide their coordination without intervention by
higher levels of the hierarchy
On the other side, to increase the information processing capability, the organi-
sation could invest in vertical information systems. To support this mechanism, an
enterprise architecture management would be required that collects information and
provides them to the management. Enabling other stakeholders in the organisation
to take their own informed decisions would not be in focus. Enterprise architecture
management could also be involved by providing foundations for IT systems that
enable the faster information transfer.
The second introduced mechanism is the creation of lateral relationships. To
support the introduction of the second mechanism, enterprise architecture manage-
ment would need to enable not only the top-management to take decisions but also
line managers or even lower-level employees. Such a source of information for ev-
erybody could be used as foundation for the necessary coordination (Abraham et al.
2012a). For a summary, see Table 11.2.
11.6 Conclusion 121
11.6 Conclusion
In this chapter, information requirements as a concept were analysed and the or-
ganisational information processing theory was introduced. Further, this chapter
examined where and how enterprise architecture management could occur in the
information processing in organisations. On the one hand, the analysis provides un-
derstanding about the challenges and mechanisms that occur during a transforma-
tion from an information perspective. On the other hand, the analysis raises further
questions about the role that enterprise architecture management plays or might be
able to play.
In general, determining the information requirements is a difficult task. Lohman
et al. (2003) identify different pitfalls in this endeavour: data availability and quality
do not meet requirements, requested and provided information are unrelated, infor-
mation needs are poorly assessed, and information is used in a non-performance
increasing manner. To address some of these problems, a reference model for infor-
mation requirements is developed in Chap. 20. Such models lower efforts since they
are reusable and contain best-practices (Fettke and Loos 2007).
In addition, the analysis reveals three major areas where enterprise architecture
management could be able to provide enterprise transformation support from an in-
formation perspective. First, enterprise architecture management is involved in the
general information processing that an organisation conducts all the time (and not
just during enterprise transformations) in addition to other departments and disci-
plines. Especially concerning information encoding and storage/retrieval, enterprise
architecture management seems to be able to provide value. Second, in terms of
lowering the information processing need that occurs during a transformation, en-
terprise architecture management can be involved in designing better-suited tasks.
For this purpose, information about processes, projects and relations between stake-
holders need to be provided by a business-oriented enterprise architecture manage-
ment. Third, when the information processing need cannot be lowered any longer,
enterprise architecture management is able to provide value to both proposed mech-
anisms that increase the information processing capability of the organisation.
However, while the theoretical analysis shows the value of enterprise architecture
management for the management of enterprise transformations in general, concrete
guidance for practitioners or scientists cannot be derived at the current state. The
theoretical lens instead raises questions: Which information can enterprise architec-
ture management exactly provide? Which information do enterprise transformation
managers in specific types of enterprise transformations exactly need? Is the same
information always needed, or is different information requested in the different
types of transformation? What can architects do in addition to the currently known
enterprise architecture management approaches to further extend the value of EAM?
This book is going to provide answers and thoughts in the following parts.
Chapter 12
Institutionalisation of ACET: Needs
and Foundations
Simon Weiss
Abstract In this chapter, we elaborate on the critical need to anchor, that is, institu-
tionalise, architectural coordination in organisations in order to make ACET effec-
tive and be able to capture value from it. We do so by first explaining the problem,
namely to bring ACET into more effective operation among stakeholders. We then
review several theoretical lenses that may contribute to a solution of the problem,
concluding that institutional theory is a powerful perspective to inspect in detail.
The chapter then explains institutional theory foundations and applies them to the
ACET context. We close with a roadmap of research questions culminating in a
prescriptive, design-oriented solution for institutionalising ACET in organisations.
12.1 Introduction
Various ACET-specific problem areas and solution approaches are discussed in

this book. This is done under the notion that the ACET toolset is particularly
fuelled by contributions from enterprise architecture management and enterprise
transformation. On the enterprise architecture management side, we can find well-
developed artefacts such as meta-models for representing current and future states of
an EA (Aier and Gleichauf 2010; Iacob et al. 2012; Winter and Fischer 2006), princi-
ples for governing its design and evolution (Aier 2014; Greefhorst and Proper 2011),
frameworks for overarching reference (IFIP-IFAC Task Force on Architectures for
Enterprise Integration 2003; The Open Group 2011), good practices (Ross and
Beath 2006), and software tools to support architects’ work (Matthes et al. 2008).
On the enterprise transformation side, we find reference of why and how transfor-
mations happen and how they are addressed (Rouse 2005; Rouse and Baba 2006),
S. Weiss
e-mail: simon.weiss@hsgalumni.ch

124 12 Institutionalisation of ACET: Needs and Foundations
a classification and decomposition of transformations for a situational transforma-

tion approach (Baumöl 2005, 2006), as well as guidelines of how to execute single
transformations with the aid of existing methods such as value management, busi-
ness process management and programme management (Uhl and Gollenia 2012).
This chapter discusses the challenge of bringing architectural coordination, and in
this sense the foregoing toolset, into more effective operation by means of institu-
tionalising it among ACET stakeholders.
Architectural coordination represents a critical and difficult part of EAM, as
it denotes the task of coordinating and mediating architectural concerns among
different groups and individuals in an organisation. Architectural refers to the
broad and aggregate perspective into the business-to-IT stack (Winter and Fis-
cher 2006) as encompassed by enterprise architecture management, whereas co-
ordination refers to “the process of managing dependencies among activities” by
the means of formal and informal coordination mechanisms (Malone and Crowston
1994; Williams and Karahanna 2013). The critical issue is that despite the aforemen-
tioned achievements, it remains challenging for practitioners to effectively anchor,
that is, institutionalise, architectural coordination in an organisation (cf. Tamm et al.
2011b). However, coordination of architectural changes due to concurrently exe-
cuted projects and programmes across organisational functions and/or levels is nec-
essary to compose these activities into larger purposeful wholes (Holt 1988). These
coordinated larger purposeful wholes, for example, enterprise transformations, are
in general to achieve overarching goals, to leverage synergies and to make the trans-
formation or enterprise architecture itself more effective and efficient. Architectural
coordination addresses these coordination challenges from an architectural view.
ACET applies architectural coordination to the scenario of supporting enterprise
transformation. The problem exploration of this chapter focuses on architectural co-
ordination, asking what can be done to diffuse and entrench it in an organisation so
as to make AC (Enterprise Transformation) more effective.
Indeed, several schools recently identified entrenching a cross-departmental func-
tion like enterprise architecture management in an organisation as a difficult albeit
critical task. Ross and Quaadgras (2012, p. 1) for example, found that “business
value accrues through management practices that propagate architectural think-
ing throughout the enterprise”. This means that architectural coordination practices
need to be actively promoted and diffused in order to deliver their full potential.
In a similar vein, several highly renowned enterprise architecture and enterprise
transformation scholars agree upon the growing value of enterprise architecture for
enterprise transformation and emphasise the necessity and challenge of adopting
architectural thinking (Winter 2014) as a form of fostering AC integrated into an
organisation (Gardner et al. 2012). Relating to the institutionalisation of another
cross-departmental function, business process management (BPM), vom Brocke
et al. (2012) likewise emphasise the necessity of governance structures, that is,
defined roles, agreed upon terminology, chosen methodology and tools, being
“actually lived by all employees”. In order to achieve this, respective structures
“need to be perceived as useful and easy to apply” (vom Brocke et al. 2012).
12.1 Introduction 125
vom Brocke et al. conclude their motivation for dealing with means for institu-
tionalising BPM by attesting that most BPM initiatives fail because of a lack of
adoption.
With respect to architectural coordination, we see similar patterns and challenges.
A definition of the architectural coordination toolset is hardly sufficient. In order to
make ACET effective, it is necessary to institutionalise architectural coordination
in the organisation. The difficulty and criticality of institutionalising architectural
coordination has several reasons. One reason might be found in the fact that archi-
tectural coordination partially aims at utilising potential synergies in an organisation
by restricting the design freedom of affected stakeholders (Dietz 2008; Hoogervorst
2009). Yet, reasonable arguments exist to do so, that is, to pursue a global optimi-
sation (e.g. reducing functional redundancies on the overall application landscape)
based on a coordinated enterprise-wide perspective instead of several only local op-
tima found in the individual goals of projects or organisational units, etc. However,
affected stakeholders are often reluctant to follow architectural norms and values,
to take part in the coordination effort and to eventually also give up some auton-
omy. As adequate stakeholder participation is critical for architectural coordination,
respective stakeholders (1) need to be convinced of architectural coordination prac-
tices, (2) understand the necessity for coordination and (3) must be willing to take
part in architectural coordination. If they do not, much of the aforementioned toolset
may not realise its expected benefits.
Besides architectural coordination’s inherently abstract and design-restricting
nature, the challenge of institutionalising architectural coordination may also be ex-
plained by the observation that so far enterprise architecture management was much
more concerned with technical issues addressing business and IT matters. Only few
works take a more dedicated organisation or people perspective (e.g. Aier 2014;
Ross and Beath 2006; Ross and Quaadgras 2012). As noted however, for architec-
tural coordination to be effective, it is crucial that many stakeholders take part in and
comply with it. This problem area is also acknowledged by other scholars. Asfaw
et al. (2009, p. 20), for example, attest that “Enterprise architecture has an image
problem” and Winter and Aier (2011, p. 320) note that “only very few organisations
consistently apply and manage enterprise architecture principles” and that princi-
ple enforcement difficulties may be related to the way the principles are defined and
justified.
In conclusion, this chapter’s problem perspective deals with the challenges of
making regulations, norms and values pertaining to architectural coordination stick
in the organisation so as to give them “a rule-like status in social thought and
action” (Meyer and Rowan 1977). To discuss this challenge, we first portray dif-
ferent potential theoretical perspectives on the issue (Sect. 12.2), prior to discussing
concepts from institutional theory as our choice for underpinning this problem per-
spective in Sect. 12.3. The chapter concludes by deriving relevant research questions
from the problem perspective discussion.
12.2 Theoretical Perspectives on the Effective Anchoring

of ACET
When going beyond solely technical issues and incorporating socio-economic

aspects into the area of interest, one faces tremendously increased problem complex-
ity. In this sense, we are confronted with an even more wicked problem space than
ACET techniques alone already deal with. In contrast to tame problems, “wicked
problems” are those where at maximum the definition of the problem is clear, but
the solution is not (Head and Alford 2015). This is due to the fact that wicked prob-
lems are complex and comprise an economic as well as a social component where
different values and perceptions encounter each other. Furthermore, they are unique
in each problem situation (Conklin 2005; Head and Alford 2015). Thus, (generally)
solving a wicked problem is hardly possible. Rather, generating an understanding
of the problem and its possible solutions is at the core of tackling these kinds of
problems (Conklin et al. 2007).
In our case, we ask for alternative theories and concepts that may inform us on
how to bring architectural coordination into more effective operation among stake-
holders. To that end, wide bodies of knowledge in sociology, political science, psy-
chology and organisational sciences with many potential possibilities for grounding
and informing this issue exist. This chapter restricts itself to providing a brief review
of prominent theories used in information systems research that offer insights and
perspectives for building an understanding of the wicked problem of institutionalis-
ing architectural coordination.
As part of ACET-related enterprise architecture research, several approaches
were adopted to underpin and inform this rather practice-driven discipline with the-
oretical foundations. Abraham and Aier (2012), for example, look at ACET chal-
lenges from a game theory perspective. Generally speaking, “game theory concerns
the behaviour of decision-makers whose decisions affect each other” (Aumann
2008). Abraham and Aier translate three games from game theory into organisa-
tional coordination situations and analyse how enterprise architecture management
may help in these situations and how enterprise architecture management should
be designed, accordingly. Abraham and Aier conclude that an application of game
theory helps theorising and classifying a certain set of ACET situations. Their per-
spective is related to the problem of institutionalising architectural coordination in
the sense that game theory can provide input as to how stakeholders may behave and
decide when their goals are conflicting with architectural coordination purposes. On
the other hand though, implications derived from game theory are generally limited
by the theory’s strong assumptions such as rationality of players and information
asymmetry.
Another approach to make enterprise architecture artefacts more effective was
taken by understanding the role of culture (Aier 2013, 2014). Aier (2013, p. 1) pro-
poses to “take organisational culture as a highly aggregated construct describing the
context of enterprise architecture management initiatives for building situational–or
for that matter culture sensitive enterprise architecture management methods–into
12.2 Theoretical Perspectives on the Effective Anchoring of ACET 127
account” as he finds that the success of enterprise architecture management in gen-

eral (2013) and of enterprise architecture principles in particular (2014) are moder-
ated by an organisation’s or business unit’s culture. In general, the analysis of organ-
isational culture deals with the way humans behave as part of an organisation and
what meanings they attach to certain actions and values. To that end, Schein (2010)
distinguishes three levels of culture ranging from artefacts (visible organisational
structures and processes, but hard to decipher), to espoused values (espoused justifi-
cations such as strategies, goals and philosophies), to basic underlying assumptions
(the ultimate source of values and action in terms of unconscious, taken-for-granted
beliefs, perceptions, thoughts and feelings). In most cultural information system
studies, culture is analysed on the intermediate values level and incorporated as
mediating or contextual variable. However, despite its importance (Rouse and Baba
2006), it is generally agreed that organisational culture is both difficult to capture
and to design. Still, Keller and Price (2011) found that organisations with an open
and transparent, but also operationally disciplined, culture perform better. These
characteristics can be seen as both arguments and enablers for institutionalising
architectural coordination: On the one hand, architectural coordination fosters
project and architectural transparency, and it calls for operational discipline to the
better end of architectural coordination. On the other hand, if an organisation already
exhibits these cultural characteristics, it may be more receptive to architectural co-
ordination in the first place.
A popular theory that aims at understanding and predicting how new ideas
and technology spread through social groups is the diffusion of innovations the-
ory (Rogers 2003). Diffusion of innovations combines the concepts of adoption and
diffusion. Adoption takes place at the individual level where people may adopt or
reject an innovation, whereas diffusion describes the aggregate percentage of indi-
viduals that adopted an innovation as well as the respective process thereof. Similar
to other large theories, diffusion of innovations represents an umbrella for many
concepts such as diffusion models, diffusion processes, adopter categories, and key
elements and antecedents that influence an innovation’s diffusion success. However,
diffusion of innovations also makes several assumptions and comprises comparably
simple theoretical models as pointed out and criticised by Lyytinen and Damsgaard
(2001). They note that diffusion of innovations is well-suited to explain individual
adopters’ behaviours with respect to a static technological artefact, but that diffusion
of innovations lacks constructs and explanations for complex and networked innova-
tions. To that end, they propose to take further concepts into account such as political
or institutional models as well as theories of team behaviour. Nielsen et al. (2014)
make a similar point in their recent work by pointing out that diffusion of innova-
tions regards innovations often as fixed or immutable and ready-to-wear artefacts
that are reproduced and transmitted without subsequent modification. To account
for the more complex, socio-economic processes of diffusion, Nielsen et al. (2014),
in their analysis of mobile IT use within Danish home care, build upon concepts
from institutional theory instead. Indeed, concepts from institutional theory mir-
ror the problem of institutionalising architectural coordination inside organisations
well. In the next chapter, we will therefore provide a more detailed view into this
perspective.1
Outside ACET-related research, Aladwani (2001) for instance, in an attempt to
overcome workers’ resistances to implementation of enterprise resource planning
(ERP) systems, suggests to adapt marketing concepts and strategies. Concurrently
grounded in change management practices, he proposes a model of successful ERP
adoption. By employing change management as foundation, his approach is similar
to ours, as change management can be regarded as the practical counterpart to the
aforementioned theories. Change management is particularly related to diffusion of
innovations in organisations and deals with mechanisms to change attitudes, habits
and values of individuals or teams, usually as part of transformation projects (Green-
halgh et al. 2004).
Thus, on the one hand, change management practices may provide guidance on
how to introduce architectural coordination. The other way round though, Espinoza
(2007) argues, enterprise architecture is also able to encourage change. The afore-
mentioned concepts for embedding new practices in organisations originated largely
from organisational sciences. Besides them, the unified theory of acceptance and use
of technology (UTAUT) (Venkatesh et al. 2003) as well as the DeLone and McLean
(2003) information system success model have received a lot of attention in in-
formation systems research. In part, these models conceptualise constructs that are
relevant for and can be adapted to our issue of making a coordination/management
approach stick in organisations (cf. Weiss and Winter 2012). Accordingly, respective
constructs and their measurement items may contribute to the understanding of our
problem. However, in their nature, both models are rather technology-oriented and
try to predict the initial usage intention of comparably immutable information sys-
tem. In contrast to this, we are concerned with a mutable coordination/management
approach to be long-term entrenched in organisations. We therefore intend to build
upon foundations from organisation and/or social sciences with a closer focus on
entrenchment and social dynamics.
In conclusion, all aforementioned concepts and theories have in common that
they aim at making information system artefacts more effective by considering
their surrounding socio-economic context. This indicates that AC-related informa-
tion systems research is progressing by incorporating dimensions other than the
better understood technical ones. However, what is missing is an elaborate concep-
tualisation that (a) pinpoints critical elements relevant for entrenching architectural
coordination and bringing it into more effective operation, (b) takes social processes
and idiosyncrasies into account, and (c) is based on solid theoretical grounds. This
chapter and its respective problem perspective intend to narrow that gap. Follow-
ing the general review of the playing field above, the next chapter will therefore
review in depth the theory that shares its name with our challenge of institutionalis-
ing architectural coordination. We choose concepts from institutional theory as the
informing foundation for our perspective, because institutionalisation “is concerned
1 A thorough comparison of diffusion and institutionalisation is provided by Colyvas and Jonsson

(2011).
12.3 An Institutional Theory Perspective on ACET 129
with stickiness, or how things become permanent” as opposed to, for example,
diffusion, which “is concerned with spreading, or how things flow” (Colyvas and
Jonsson 2011, p. 30). As motivated, we are interested in clues that go beyond an
initial straw fire of adoption, but make architectural coordination stick and, ideally,
self-reproducing in organisations. These considerations represent a core focus of
institutional theory (Colyvas and Jonsson 2011).
12.3 An Institutional Theory Perspective on ACET
Parts of this chapter have been adopted from Weiss et al. (2013).
12.3.1 Institutional Theory Foundations
Institutional theory deals with questions of how and why institutions get adopted,
refused and changed over space and time. Institutional theory is contributed to by
a wide field of research analysing institutional effects and processes following var-
ious research methods in the disciplines of economics, political science, sociology
and organisational studies on varying levels ranging from world-system and soci-
etal level to organisational sub-system and individual level [for an overview, see
for instance, Hall and Taylor (1996) and Scott (2013)]. In our case, we build upon
the new institutionalism in organisational analysis that developed from the founda-
tional works of Meyer and Rowan (1977), DiMaggio and Powell (1983) and Zucker
(1977). In this chapter we review the basic concepts from this stream prior to dis-
cussing our adoption of this theoretical lens at the micro, that is, intra-organisational,
level.
According to Jepperson (1991, p. 145), an institution “represents a social order
or pattern that has attained a certain state or property”, which Meyer and Rowan
(1977, p. 341), in other words, refer to as “a rulelike status in social thought and
action”. Institutionalisation “denotes the process of such attainment” (Jepperson
1991, p. 145). Institutions coordinate interactions, distribute tasks and roles, and
define relationships among the actors (Walgenbach and Meyer 2008). As such, in-
stitutions provide stability and meaning to social life (Scott 2013), and they enable
ordered thought, expectations and behaviour. But, they may also hinder critical re-
flection and the detection of more efficient ways of organising (Zucker 1987). Con-
sequently, institutions influence division of labour, specialisation and productivity,
and determine how efficient commercial activity may take place. The configuration
and efficacy of institutions are therefore decisive factors for hampering or facilitat-
ing economic performance, prosperity and social development (Zucker 1987).
Classic examples of institutions are traffic rules, the handshake, systematic book-
keeping, contracting and human resource management departments. These exam-
ples represent institutions that are commonplace today and that have attained a rule-
like status and a high degree of resilience. However, what actually makes these
examples in to institutions? Four criteria can be derived from literature concern-

ing the formation or existence of an institution and the applicability of institutional
concepts, respectively.
• First, the practice in question should not be a “fad”, but something that exists a
prolonged period of time and reaches entrenchment as opposed to initial adop-
tion only (Zeitz et al. 1999).
• Second, institutionalisation takes place on both the macro and micro levels
(Davis and Greve 1997; Walgenbach and Meyer 2008). Both levels are in-
terlinked and forces fuelling an institutionalisation come from multiple lev-
els (Currie 2009; Zeitz et al. 1999). Respective institutionalising practices and
structures manifest both across and within organisations (Colyvas and Jonsson
2011).
• Third, institutional theory originates from and presumes a social context with
boundedly rational actors (humans) (Greenwood et al. 2008, 2011). An institu-
tion is shaped and enacted through social systems.
• Fourth, institutionalisation is bound to legitimacy (Suchman 1995) in terms of
norms, values and beliefs. Based thereon, institutionalised practices may even-
tually become self-sustaining. This is important for not equating institutional-
isation with formal authorisation or faddish innovations (Colyvas and Jonsson
2011).
Notably, none of these four criteria dealt with the degree of diffusion of a prac-
tice. Diffusion and institutionalisation may mutually support each other, but they
should not be conflated. As Colyvas and Jonsson (2011, p. 29) point out in their ma-
trix comparing diffusion and institutionalisation, practices exist that are “ubiquitous
but not accepted” (diffusion: yes; institutionalisation: no), and practices exist that
are “accepted, but not prevalent” (diffusion: no; institutionalisation: yes).
Institutions can be analysed through what Scott (2013) termed the three pil-
lars of institutions. The most prominent—the regulative pillar—underscores how
institutions constrain and regularise behaviour through coercive mechanisms and
regulative rules. The normative pillar, focusing on social obligation and binding
expectations, calls attention to norms and values, which prescribe and evaluate how
and to which valued ends things should be done. Finally, the cultural-cognitive pil-
lar stresses underlying, taken for granted, shared conceptions and beliefs embraced
by the mechanism of mimicries, that is, imitation. The presence of a certain pil-
lar/diffusion mechanism may vary strongly between institutions, though. Consider-
ing the handshake as a form of mutual agreement, the regulative mechanisms are
essentially not present. Traffic rules in turn are usually imposed through mecha-
nisms of all three pillars.
The decisive underlying proposition of institutional theory is that organisations
are deeply embedded in social and cultural contexts as part of which organisational
structures and management practices are influenced by institutional demands. Ac-
cording to this, the institutional view can be summed up as follows: (1) An institu-
tion exerts pressures on actors to comply with the institution’s demands (DiMaggio
and Powell 1983). (2) Actors’ compliance to institutional pressures is primarily mo-
tivated by an attainment of legitimacy and consequent survival in the institutional
environment (Meyer and Rowan 1977). (3) Actors do not act solely rationally and
autonomously—they are inherently influenced and constrained by their institutional
environment (Scott and Meyer 1991).
Concerning the level of analysis, the so-called macro level (focusing on the sec-
toral, field or global level) has been the primary level of institutional analysis so far:
The aforementioned “actors” in this case are organisations or groups of organisa-
tions that adapt to expectations and demands of the institutional environment, that
is, demands from outside the organisational boundaries. However, this view has also
been criticised: Some argue that people were situated in an “iron cage” (DiMaggio
and Powell 1983), others that the behaviour of organisations and individuals in or-
ganisations appear as “oversocialized” (Powell 1991). As a consequence, Oliver
(1991), for example, has drawn attention to the fact that organisations may indeed
respond differently, that is, more actively and interest-driven, to institutional pres-
sures aside from compliance. Furthermore, Zucker spearheaded research at the mi-
cro level (Powell and Colyvas 2008), where the organisation may be regarded as
institution and individuals or groups of individuals inside the organisation as re-
sponding actors (cf. Zucker 1991). As a matter of fact, this micro level has been
paid increased attention to recently. In their profound review, Greenwood et al.
(2008) see this level as one direction for future research, stating that other levels of
analysis aside from the organisational field or environment level “have been rarely
considered. For example, few studies treat the organisation as the level of analy-
sis [ldots ] or examine how the organisation might be treated as an institutional
context for understanding intraorganisational behaviour.” The ACET perspective
adopts this micro level of analysis. In doing so, our research connects to the recent
work by Pache and Santos (2013), who, on a micro level and likewise building upon
work by Oliver (1991), conceptualise how individuals in organisations respond to
competing institutional logics.
In an information systems context, institutional theory has been considered in
many facets. The interplay between IT and organisational research (e.g. Orlikowski
and Barley 2001), the influence of institutional pressures on information system
adoption (e.g. King et al. 1994; Teo et al. 2003), the interaction between IT and
institutions (e.g. Soh and Sia 2004), institutionalisation and de-institutionalisation
processes of IT (e.g. Baptista 2009), or a more general argumentation that and how
theories from other disciplines can and should be used to contribute to information
systems research (e.g. Boudreau and Robey 1996; Markus and Robey 1988) are a
few prominent examples. However, the vast majority of studies are rather generic
and take place at the inter-organisational level of analysis, as is shown in the model
review by Mignerat and Rivard (2009). Similar to Greenwood et al. (2008), they
conclude that there is room for an institutional perspective to be applied to the level
of organisational sub-systems such as groups, departments and processes (Mign-
erat and Rivard 2009). Out of the 53 papers reviewed by Mignerat and Rivard, we
analysed all papers that were attributed to the micro level of analysis, that is, where
either the entity from which pressures arise and/or the entity on which pressures are
exerted are located at an intra-organisational level. We identified 11 papers where
management, employees, groups or individuals were in the focus of studies at the
organisation or individual level of analysis. From these studies, we found six studies
to be informative to the present problem perspective in a wider sense. Most notably,

top (but also local) management championship and commitment were found to be
strong influencing factors for an institutionalisation of IT or of information system
concepts such as knowledge platforms (Purvis et al. 2001), web technologies (Chat-
terjee et al. 2002), IT use in general (Lewis et al. 2003), or information system
security concerns (Hu et al. 2007). In these studies, management is considered an
institution exerting in particular normative pressures on organisational actors. To
that end, the management provides significance and legitimisation to the respec-
tive system and its use within an organisation. Furthermore, an “organising vision”
has been found to be substantial for institutionalising an innovation (Swanson and
Ramiller 1997). An organising vision is a focal community idea for the application
of an information system innovation in organisations. It facilitates interpretation and
legitimisation of an innovation as well as mobilisation of resources and actors for its
realisation (Swanson and Ramiller 1997). Lastly, Phang et al. (2008) point at several
measures that fostered organisational learning of an enterprise-wide e-government
information system. For example, managers may consider to first equip employ-
ees with required IT knowledge, and to then align their performance appraisal and
training with corporate goals (Phang et al. 2008). In conclusion of this review, we
see several factors that we envisage to be also relevant for an institutionalisation of
architectural coordination. However, none of the aforementioned studies dealt with
enterprise architecture management specifically. Furthermore, we would like to look
beyond the well-researched effect of top management support and create a broader
picture of antecedents for architectural coordination’s institutionalisation.
12.3.2 Application of Institutional Theory Concepts to ACET
During the past 10 years that we have been actively involved in what could best
be described as action design research projects (Sein et al. 2011) in the area of en-
terprise architecture management and enterprise transformation, it became obvious
that, despite methodological achievements, EAM’s line of thought is challenging
to institutionalise. We conclude that the enterprise architecture management ap-
proach does not only have to be methodically sound, but, in order to become effec-
tive across large parts of an organisation, it also needs to respect an organisation’s
system of social norms and values that structure interactions. We argue that the
latter issues are particularly important for architectural coordination for several rea-
sons: First, while being an increasingly important function to manage proliferation
and dependencies of information systems, architectural coordination as well as re-
lated enterprise architecture management approaches are still rather young corporate
functions compared to marketing, production or controlling, for example. Conse-
quently, the awareness of architectural requirements, the necessity for a coordinated
approach to enterprise architecting, transformation and standardised procedures are
still lacking widely (Gardner et al. 2012). Second, architectural coordination is not
only a technical issue, but to a large extent also a social and political one, because
(1) architectural coordination is about coordinating changes/transformations across
levels and departments in an organisation, which, after all, is about coordinating and
arbitrating between people. (2) Architectural coordination is concerned with over-
arching transparency, dependency-analyses, planning, etc., for transformation and
decision support, which is oftentimes depreciated by certain stakeholders who, for
instance, have no interest in transparency. (3) Finally, architectural coordination af-
fects and pressures a high number of heterogeneous stakeholders (Dijkman et al.
2004; Kurpjuweit and Winter 2007). Third and last, institutionalising architectural
coordination practices is essential as it is the nature of architectural coordination
to coordinate different, possibly heterogeneous, stakeholder groups that need to ac-
cept and follow architectural coordination guidelines and values in order to realise
expected business benefits (Ross and Quaadgras 2012).
With a view to adopting institutional theory concepts to our specific enterprise
architecture management/architectural coordination problem area and to the less
common analysis level (micro/intra-organisational level), we will briefly discuss the
theory’s general applicability.2 Concerning the four characteristics of institutions
discussed before, we argue that they hold true for our problem.
• First, enterprise architecture management is no fad, but a diffusing practice to
manage complex business-IT relationships (Gardner et al. 2012).
• In this respect, second, enterprise architecture management is driven by ac-
counts on both micro and macro levels. From a rather macro perspective, en-
terprise architecture management is a growing concern due to general trends
such as a proliferation of information systems in society and business, regu-
latory requirements (e.g. banking and energy provider reporting regulations),
competition and pressure for efficiency (leading to the need for, e.g., complex-
ity management, synergies and agility in information systems) and societal de-
mands (e.g. expectation of proper information systems management; personal
data security concerns). More specifically, enterprise architecture management
manifests by a growing amount of research in this area (Mykhashchuk et al.
2011; Simon et al. 2013), professional enterprise architecture organisations (e.g.
CAEAP, IFEAD, The Open Group), governmental enterprise architecture ini-
tiatives [e.g. FEAF, DoDAF, Clinger-Cohen Act (OCIO 1996)], as well as large
amount of enterprise architecture tools and consulting services offered by indus-
try. At the micro level, enterprise architecture management then actually take
place in organisations, where respective practices and tools are implemented.
Driving individuals and groups on this level usually are enterprise architects
and management.
• Third, enterprise architecture management has a strong social component as
mentioned earlier. Although this aspect has been less dealt with in research so
far, it is acknowledged that stakeholder attitude towards and acceptance of en-
terprise architecture management is critical for its success. Also, stakeholders
oftentimes have resistances to adopt enterprise architecture management prac-
tices, even though it would be rational to do so. As each socio-organisational
2Here, we look at enterprise architecture management as architectural coordination’s superordinate

management practice, as it is the more common term in literature and practice.
context is different, every organisation theorises and translates enterprise ar-

chitecture management differently, which is typical for institutionalisation pro-
cesses (Nielsen et al. 2014).
• Fourth, despite lacking legitimisation within individual organisations, enterprise
architecture management generally represents a legal and legitimate practice
that has shown to yield organisational benefits.
Concerning extant literature, there is so far only a limited amount of research
on enterprise architecture management/architectural coordination taking an insti-
tutional perspective. Hjort-Madsen’s work stands out by investigating how en-
terprise architecture implementation (Hjort-Madsen 2006) and adoption (Hjort-
Madsen 2007) is dependent upon and shaped by institutional forces, noting that
this issue is underrepresented in enterprise architecture research so far. He shows
that interoperability and information systems planning, which can be facilitated
through enterprise architecture management, are not only technical issues, but that
economic, political and contextual factors are just as important. Focussing on public
sector research, he identifies three types of enterprise architecture planning adopters
(accepters, improvers, transformers) (Hjort-Madsen 2007). The adopter types illus-
trate that a certain level of compliance to national enterprise architecture planning
requirements does not necessarily lead to sincere administrative reform. The latter
is only achieved if forces from both micro and macro level promote transformation.
Iyamu (2009, p. 221), similar to our perspective, focus on the intra-organisational
level of EAM’s institutionalisation, noting that “the design and development of en-
terprise architecture has proven to be easier than its institutionalisation”. Based
on two case studies, he presents six internal barriers to the institutionalisation of
enterprise architecture management and relates them to four elements of the enter-
prise architecture management development and implementation process. However,
while the identified barriers are informative to management, his overall propositions
remain to be rigourously evaluated.
We intend to complement and advance this limited institutional perspective on
enterprise architecture management. In doing so, we focus on the micro (intra-
organisational) level, build upon solid foundations from institutional theory and in-
tend to empirically test relevant factors for architectural coordination’s institutional-
isation. Concerning the use of institutional concepts, our perspective is particularly
inspired by the institutional framework of Oliver (1991), as it mirrors the mecha-
nisms of our problem. On a generic level, she developed a typology of strategic re-
sponses to institutional pressures and presents institutional factors that affect the oc-
currence of certain response strategies. When setting up architectural coordination,
one may principally observe the same mechanisms: Affected stakeholders have dif-
ferent reactions towards the architectural coordination approach—while some may
follow immediately and dedicatedly, others will perceive it as constraining (Dietz
2008) and unnecessary, and therefore try to defy and manipulate respective endeav-
ours. Considering these similar mechanisms, we see applying institutional and in
particular Oliver’s concepts to our architectural coordination context at the intra-
organisational level as a promising, informing perspective (see Pache and Santos
(2013) for a related approach). In doing so, we regard architectural coordination as
12.4 Conclusion 135
pre-institutionalised, as in practice it often is. At the pre-institutionalised stage, new

structures “appear in response to existing problems” (Mignerat and Rivard 2009).
They provoke change, but are still far from being taken for granted. According to
Mignerat and Rivard’s model, they undergo, prospectively, the theorisation and dif-
fusion phases at this stage [for a deeper elaboration and alternative terminology
see Tolbert and Zucker (1996)].
In conclusion, the here-portrayed problem of institutionalising architectural co-
ordination is complex, but important. It is important, because the ACET toolset will
stay behind its potential, or even diminish again, if architectural coordination is not
respected and sustainably embedded in an organisation, that is, institutionalised in
terms of, at least, the regulative and normative pillar. Eventually though, architec-
tural coordination should become part of an organisation’s culture and identity to be
fully institutionalised. As illustrated, institutional theory provides a reasonable con-
ceptual lens for this issue as well as models and factors that may help us understand
and tackle this “wicked problem”. We adopt an institutional theory perspective as
its line of thought lies at the core of our problem, namely to derive factors and de-
sign principles that support giving architectural coordination a “rulelike status” and
make it “structure social interactions” in an organisation with respect to architec-
tural (and transformational) concerns. In this chapter, we therefore reviewed specific
architectural coordination challenges that appear addressable from an institutional
theory perspective. The institutional perspective helps us to (a) contribute to an ex-
planation for the observable challenges of embedding architectural coordination in
an organisation, and (b) provide reference on how to approach these challenges.
12.4 Conclusion
Reflecting the previous arguments, this chapter has answered the question of what
constitutes the problem of institutionalising architectural coordination. It has fur-
thermore set forth what institutional theory can contribute to inform the solution to
the problem. Based on these conceptual foundations, we can define the following
forward-looking research questions geared towards a solution for the problem:
Research Question 12.4.1 What are the antecedents for institutionalising archi-
tectural coordination?
Research Question 12.4.2 How does the institutionalisation of architectural co-
ordination contribute to enterprise architecture management’s benefit realisa-
tion?
Research Question 12.4.3 What are the carriers of architectural coordination’s
institutionalisation (inside and outside the focal organisation)?
Research Question 12.4.4 Which design principles should be obeyed to foster an
institutionalisation of architectural coordination?
Answering these research questions should bring us a considerable step forward

on how to foster an institutionalisation of architectural coordination in organisations.
Research Question 12.4.1, Research Question 12.4.2 and Research Question 12.4.3
are primarily of explanatory nature. As part of this, they deal with building cause–
effect relationships that elaborate the problem further and indicate which causes
have to be dealt with for a successful solution. For example, answering Research
Question 12.4.1 would provide determinant factors (antecedents) fostering architec-
tural coordination’s institutionalisation. Answering Research Question 12.4.2 would
verify that the antecedents and architectural coordination’s institutionalisation are
worthwhile in terms of a contribution to organisational benefits attributable to en-
terprise architecture management. Answering Research Question 12.4.3 would shed
light on who and what drives (legitimises) architectural coordination, and what con-
tradicts it. A possible starting point for structuring such an analysis may be the
“institutional pillars and carriers” framework from Scott (2013, p. 96). Drawing
on the explanatory insights, the final question is more design-oriented and should
consequently lead to practical means–ends relations. The expected contribution is
to provide practical guidance in the form of design principles (Gregor and Hevner
2013; Gregor et al. 2013) for enterprise architects and management. However, such
design efforts raise the question as to the extent to which institutions are actu-
ally designable. Drawing on the agent-based view (Scott 2008) of institutionalism,
we hold the opinion that architectural coordination’s institutionalisation is not ul-
timately designable (as, e.g. in a crafting, technical sense), but influenceable, as
institutionalisation is also “a product of the political efforts of actors to accomplish
their ends and that the success of an institutionalisation project and the form that
the resulting institution takes depend on the relative power of the actors who sup-
port, oppose, or otherwise strive to influence it” (DiMaggio 1988, p. 13). On the
other hand, we acknowledge that institutionalisation is also something that evolves
slowly “from the collective sense-making and problem-solving behaviour of actors
confronting similar, problematic situations”, which represents the naturalistic view
into institutional construction (Scott 2008, p. 222).
Chapter 13
The Need for Model Engineering
Sybren de Kinderen
Abstract In this chapter, we argue for a component-based approach for the con-
struction of (visual) conceptual models, so that these models are tailored to the
context-specific characteristics of a particular enterprise transformation. We offset
this component-based approach against (a) “one-size-fits-all” languages, such as
the enterprise architecture modelling language ArchiMate, (b) federated languages,
whereby languages are related by defining (semi-)formal model transformations,
and (c) domain-specific language design.
13.1 Introduction
Conceptual models emerge as instruments for the architectural coordination of

transformations. Instead of merely expressing software concerns (such as coding
support), conceptual modelling increasingly focuses on enterprise concerns, such as
modelling the as-is/to-be state of an enterprise (Lankhorst 2012; Stirna and Persson
2012), knowledge sharing (Stirna and Persson 2012), ensuring acceptance of busi-
ness decisions (Stirna and Persson 2012), or analysing cost structures (Lankhorst
2012) and more. Note that when we use the term ‘model’ in this chapter, we use
it to refer to a conceptual model: “a purposely abstracted and unambiguous con-
ception of a domain” (Falkenberg et al. 1998; Proper et al. 2005), which, through
S. de Kinderen
University of Duisburg-Essen, Universitätsstr. 9, 45141 Essen, Germany
e-mail: sybren.dekinderen@uni-due.de

138 13 The Need for Model Engineering
visualisation, fosters communication amongst a group of stakeholders. Thus, for this

chapter, we use a more specific interpretation of the term ‘model’ compared to the
‘ACET model’ (refer to Sect. 16.1 for a definition of the ACET model).
ArchiMate is an Open Group standard language for modelling an enterprise ar-
chitecture (Lankhorst 2012; Iacob et al. 2012). It emphasises a holistic perspec-
tive on an enterprise, showing how products and services are realised by business
processes, and how in turn these business processes are supported by IT applica-
tions and physical IT infrastructure. Furthermore, the recent motivational extension
of ArchiMate allows for relating cross-organisational concerns to stakeholder re-
quirements and motivations. Figure 13.1 shows an example ArchiMate model for
the insurance industry, with a particular emphasis on relating different enterprise
perspectives. For example, Fig. 13.1 shows how the business processes “eligibil-
ity check” and “underwrite insurance” are supported by the IT application “Risk
assessment application” (via the IT application service “Risk assessment service”).
Thus, as far as modelling languages go, ArchiMate forms a useful point of departure
for supporting architectural coordination.
13.2 Limits to One-Size-Fits-All Languages
Yet ArchiMate is not a “catch all” solution for the model-based support of ar-
chitectural coordination. Predominantly, ArchiMate currently lacks expressiveness
for modelling domain-specific issues, such as linking an architectural design to
its economic rationale (van Buuren et al. 2005; de Kinderen et al. 2012a), a
cross-enterprise, model-based, analysis of security concerns (Feltus et al. 2012),
expressing essential business model concerns (Meertens et al. 2012), and more.
Depending on the nature of the transformation at hand, we may therefore lack ex-
pressiveness on context-specific transformation concerns.
As a response, several proposals for extending the ArchiMate meta-model with
domain-specific concerns have been made (van Buuren et al. 2005; Feltus et al.
2012; Meertens et al. 2012). Each viewed in their own right, these proposals form
reasonable ArchiMate extensions—akin to the motivation extension of ArchiMate.
However, to merely keep extending the ArchiMate language with domain-specific
concepts will in the longer run likely lead to “modelling spaghetti” (cf. de Kinderen
et al. 2012a). This in turn likely results in a violation of conceptual parsimony, one of
the key ArchiMate design principles that points out a need for an economical design
of conceptual modelling languages (Lankhorst et al. 2010, p. 8). This issue generally
holds for integrated languages such the Unified Modelling Language (OMG 2003).
13.2 Limits to One-Size-Fits-All Languages 139
Fig. 13.1 An example ArchiMate model

As long as one uses a “one-language-fits-all” philosophy then, due to the continuing

extension with domain-specific concepts, one is inevitably going to run into issues
with the economical design of the language.
13.3 Research Questions
As a response to the above, we argue for the economic design of transformation-

specific modelling languages. To this end we formulate two main research ques-
tions: one from the perspective of the language user, and one from the perspective
of the language designer. We do this because these stakeholders have differing con-
cerns, and so different research questions that are relevant for designing a language
dealing with transformation-specific concerns.
Research Question 13.3.1 How can we design a language such that it is on
the one hand sufficiently expressive for the domain-specific concerns of the
architecture-driven transformation at hand, and on the other hand sufficiently
economic in use?
For end users of our language, we deem it important that the language is eco-
nomic in design, so that it is easy to understand and use. Yet, the language
should also be sufficiently expressive for the concerns of the enterprise trans-
formation at hand.
We can actually break this question down into the following sub-questions:
Research Question 13.3.1.1 How can we design a language that is sufficiently
expressive for domain-specific enterprise transformation concerns?
Research Question 13.3.1.2 How can we design a language such that it is
economic in use?
Research Question 13.3.2 How can we design new languages by mixing and
matching parts of existing languages?
For language developers, economy of design pertains to the plug-and-play of
existing languages. Here the idea is that language designers can take inspiration
from existing languages, thus saving time and reusing good ideas. For example:
to reuse the actor-role distinction from ArchiMate, or the notion of economic
reciprocity from the value modelling language e3 value.
13.4 Candidate Existing Approaches
Various existing approaches exist that can provide “ingredients” for addressing our
research questions. Below, we discuss three types of approaches, involving (1) lan-
guage federation, (2) situational method engineering, and (3) domain-specific lan-
guage design. For each, we describe how the approaches can be useful for answering
our research questions, and where they fall short.
13.4 Candidate Existing Approaches 141
13.4.1 Expressing Architectural Concerns by Language Federation
Language federation is one candidate for constructing languages that express

domain-specific transformation concerns. With language federation, one selects the
languages needed to express various transformation concerns. Subsequently, one
links these languages based on their underlying meta-models. This “linking” ranges
from lightweight, textual meta-model correspondences (Pijpers et al. 2012) to for-
mal, computer-supported transformations (de Kinderen et al. 2012a; Derzsi et al.
2008).
First and foremost, such language federation is useful because one can capitalise
on complementary languages. Take for example the federated approach proposed
by de Kinderen et al. (2012a), whereby the value modelling language e3 value is
transformed into ArchiMate via the transaction modelling language DEMO.
Transformation Case: Bridging e3 Value to ArchiMate via DEMO
e3 value has been proposed as a suitable candidate for adding an economic ratio-
nale to enterprise architectures expressed in ArchiMate (van Buuren et al. 2005;
Lankhorst et al. 2010). On the one hand, ArchiMate complements e3 value by spec-
ifying the business processes and information systems necessary to realise a value
constellation. In addition, ArchiMate interrelates business processes and IT systems,
thus allowing for systematically propagating a change happening on a business pro-
cess level to an IT systems level and vice versa. On the other hand, e3 value comple-
ments ArchiMate in terms of providing an economic rationale, for example in terms
of profitability calculations, for an enterprise architecture modelled in ArchiMate
(whereby an enterprise architecture largely constitutes business processes, and how
these are supported by IT systems).
However, to transform between e3 value and ArchiMate models, we should miti-
gate the different levels of abstraction naturally expressed by these languages. Here,
the different levels of abstraction pertain to, on the one hand, the economic transac-
tions stemming from e3 value and, on the other hand, the information systems and
business processes stemming from ArchiMate. In particular, we miss formal guid-
ance for creating process models, in ArchiMate, that realise the economic transac-
tions from e3 value.
To deal with the difference in abstraction level between e3 value and ArchiMate,
we use DEMO transaction patterns as a bridge between the respective languages.
In model transformation terms (Czarnecki and Helsen 2006; Levendovszky et al.
2002), DEMO acts as a transformation engine between e3 value and ArchiMate. It
specifies the transformation rules necessary to bridge between an e3 value model
and an ArchiMate process model. DEMO can act as such a transformation engine
through its process-based patterns that describe the social interactions, as business
process steps, necessary to realise economic transactions.
Figure 13.2 depicts the proposed e3 value-DEMO-ArchiMate transformation. The
top layer depicts the transformation of the e3 value and ArchiMate meta-models
Fig. 13.2 Transforming e3 value into ArchiMate via DEMO.

c Springer-Verlag Berlin Heidelberg
2010; reprinted with permission from de Kinderen (2012a)
via the DEMO meta-model. Meanwhile, the bottom layer depicts that instantiated
e3 value and ArchiMate meta-models require an instantiation of the DEMO meta-
model as well. In particular, we require an instantiation of the DEMO transaction
pattern to help us in translating economic transactions into business processes.
From the e3 value-DEMO-ArchiMate example transformation, we can clearly
observe that putting languages together can provide an added expressiveness of
transformation concerns. In addition, federated approaches allow for maintaining a
coherence across models. This means that—through well-defined transformation—
changes in one model can be propagated through to other models. Maintaining such
model coherence is particularly relevant given that we deal with enterprise architec-
tures, which by their very nature deal with issues that cut across different concerns.
These different concerns, in turn, are naturally expressed by different languages.
Returning to our research questions, we thus find that federated approaches pro-
vide useful features: (1) they allow us to precisely select those languages that we
need, which provides a good first step towards economic language use
(Research Question 13.3.1.1), and (2) we can rely on complementarity between ex-
isting languages, which provides a good first step towards economic language design
(Research Question 13.3.1.2). However, to the best of our knowledge, transforma-
tion approaches focus on expressing the actual transformation between two models
in terms of syntactic and semantic correspondences. As a result, the pragmatics
of transformations are largely ignored, leaving open “why” questions pertaining to
model transformation. As such current transformation approaches leave open at least
the following two important “pragmatic” questions: (1) for any set of languages A1 ,
A2 . . . An : for what purposes do we need to define a transformation between A1 , A2
. . . An ? And, (2) given the purpose, between what particular subset of concepts from
languages A1 , A2 . . . An , do we transform?
13.4.2 Situational Method Engineering
Situational method engineering is concerned with providing structured, formal

support for the development of situation-specific methods out of smaller method
13.4 Candidate Existing Approaches 143
pieces (Henderson-Sellers and Ralyté 2010). The situation-dependent componential

approach implicit in situational method engineering, combined with the fact that
languages are also a part of SME (Henderson-Sellers and Ralyté 2010), thus makes
it also interesting to also briefly reflect on the suitability of situational method engi-
neering for our research purposes.
As we point out in de Kinderen and Proper (2013), in situational method
engineering, some early work exists on goal-oriented selection of method frag-
ments (Chiniforooshan Esfahani et al. 2010; Ågerfalk and Fitzgerald 2006; Rossi
et al. 2004). For example, Chiniforooshan Esfahani et al. (2010) use the goal mod-
elling technique i* to characterise the capabilities of method fragments. Subse-
quently, he links these capabilities to the overall goal that one wants to achieve
by employing a set of method fragments. However, taking a goal-oriented perspec-
tive on Situational Method Engineering is under-researched. This is also pointed
out by Henderson-Sellers and Ralyté (2010, p. 465), who in a recent state-of-the-
art point out that it is a notable research challenge to (semi-automatically) move
from stakeholder requirements to a suitable set of method fragments. This suggests
that the situational method engineeringliterature is immature when it comes to the
economic design of languages (see Research Question 13.3.1.1 and Research Ques-
tion 13.3.1.2).
In addition, the situational method engineering body of knowledge focuses on
methods in general. As a result, situational method engineering literature forgoes
concerns specific to language construction, such as relationship types and various
ways to merge concepts. For our purposes, however, such language-specific con-
cerns are vital.
13.4.3 Domain-Specific Language Design
Concentrating on languages specifically, domain-specific languages play an impor-

tant role in the software engineering domain. Domain-specific languages refer to
task- or purpose-specific languages, expressing exactly those concepts needed for
modelling the domain at hand (Mernik et al. 2005). This is opposed to General Pur-
pose Languages, such as C++ or Java. By employing domain-specific languages,
software engineers gain an increase in domain expressiveness, and claim an increase
in ease of use (Mernik et al. 2005).
Note that a domain-specific language can be used to express anything (e.g. a
domain-specific language can also be a programming language), but that we are
of course interested in visual domain-specific languages, that is, domain-specific
languages that can act as communication vehicles to coordinate enterprise trans-
formations. To design domain-specific languages, software engineers typically em-
ploy feature diagrams (Mernik et al. 2005; van Deursen et al. 2000). In feature
diagrams, one designs a domain-specific language by specifying an abstract feature
(e.g. ‘browsing’) into more detailed ones (e.g. ‘get’ or ‘post’ features for ‘browsing’)
until one derives specific language concepts. Logical operators ((X)OR, AND) are
used for feature specification.
Feature diagrams are interesting for us in the sense that they allow for purposeful
design (in line with Research Question 13.3.1.1). Moreover, by definition they pro-
pose a set of concepts exactly in line with the modelling need at hand (in line with
the economic language design proposed in Research Question 13.3.1.2).
However, in feature diagrams everything is a “feature”, tailored to software con-
cerns. In contrast, we are interested in designing a language to support an enterprise
transformation, in particular in fostering communication amongst actors participat-
ing in the transformation. Thus, we deal with concerns of intentional humans. These
concerns are different from pure software concerns expressed as “features”, as we
have to deal with differences in actor’s background, interests and expertise, conflict-
ing/complementing interests, and more.
Furthermore, feature diagrams design a language from scratch, while, in line with
Research Question 13.3.2, we are interested in capitalising on the reuse of existing
languages.
13.5 Our Approach: Component-Based Language Composition
Now we introduce the basic ideas behind our approach, called e3 RoME, for creating
a language that is both fit for the purposes of the transformation at hand, and that is
economic in design. As stated, we elaborate these basic ideas further in Chap. 21.
In line with situational method engineering (discussed in Sect. 13.4), a key idea of
e3 RoME is to treat languages as building blocks that one (intelligently) mixes-and-
matches to create a modelling language that fits precisely with the transformation-
specific purposes at hand. In brief, we do this by (1) expressing language elements
in terms of the value they provide. For example, for ArchiMate a value is “link
business process and IT perspectives” and (2) linking this value to the purposes of
the transformation under consideration. For example, a more abstract purpose that
can be achieved by ArchiMate is “Model the to-be state of the enterprise”.
Note that, with our approach, we aim at creating a domain-specific language
rather than on creating a coherent federated set of languages. We focus on domain-
specific languages as they allow for a gain in domain-expressiveness (Mernik et al.
2005; van Deursen et al. 2000), and makes the language easy to use. After all, a
domain-specific language fits exactly with the communication purposes of the trans-
formation at hand.
13.6 Conclusion
In this chapter, we defined the need for a language engineering approach that is on
the one hand sufficiently expressive for the purposes of the transformation at hand,
and on the other hand sufficiently economic in design. We showed that one-size-
fits-all languages, prominently ArchiMate, are not fit for creating transformation-
specific languages since their extensions with transformation-specific concerns lead
13.6 Conclusion 145
to “modelling spaghetti”: cluttered models that are difficult to design and interpret.
Furthermore, we discussed how model transformation approaches, approaches from
situational method engineering, and feature diagrams provide us with interesting
ideas, but that each area lacks an integrated framework that is fit for achieving our
research purposes.
Chapter 14
Steering Transformations
with Architecture Principles
Diana Marosin and Sepideh Ghanavati
Abstract This chapter introduces an overview on the formulation of architecture

principles, guidelines for a semi-formal definition and rules for modelling the archi-
tecture principles. We give insights on analysis and impact evaluation of aforemen-
tioned principles on the design of architecture models and on the implementation of
enterprise architecture.
14.1 Introduction
According to Rouse (2005), enterprise transformation concerns fundamental change

that alters an enterprise’s relationship with one or more key constituencies (e.g.
stakeholders, other organisations, governments, and internal departments) in a sub-
stantial way. Transformation can involve new value propositions in terms of prod-
ucts and services and define new ways of how these are delivered and supported.
Also, a transformation process has to describe how the enterprise is organised to
provide these offerings. Given the large scale of a transformation, organisations
need to divide and align the new offerings into smaller pieces, typically in terms
of programmes and projects.
Experience in corporate practice shows that, in a top-down sense, transforma-
tions follow business and IT strategies, while in a bottom-up sense, they follow the
projects and programmes driven by business units. This raises the need for a coor-
dination mechanism between these elements, to safeguard that they all contribute
D. Marosin ()
SopraSteria, Leudelange, Luxembourg
e-mail: marosin.diana@gmail.com
S. Ghanavati
Department of Computer Science at Texas Tech University, Lubbock, TX, USA

148 14 Steering Transformations with Architecture Principles
towards the strategic direction of the organisation and support the transformation
process as a consistent whole.
Keeping the projects and programmes in line with the general strategic views is
addressed by formulation and usage of (enterprise) architecture principles.
Architecture principles are defined in different ways. They may be defined as
“a family of guidelines (. . . ) for design” (Hoogervorst 2004) or “general rules and
guidelines, intended to be enduring and seldom amended, that inform and support
the way an organisation fulfills its mission” (The Open Group 2011), or “how the
design of an enterprise will meet the essential requirements” (Greefhorst and Proper
2011). In each case, they are destined to play an important role when talking about
transformation and rationalisation of design decisions taken in the context of an
enterprise transformation.
In our work, we adopt the view of Greefhorst and Proper (2011), and consider
architecture principles as declarative statements, used to “build a bridge from the
strategy to the more specific designs”, with the role to “normatively restrict the
design freedom”. In order to achieve their purpose, principles have to be refined and
made specific for each organisational context they are applied to. This refinement
results in so-called design instructions. Design instructions usually contain concepts
used in the actual construction of the enterprise (e.g. value exchange, transactions,
services, contracts, processes) and use a representation language [e.g. UML (OMG
2007), ArchiMate (Iacob et al. 2012), BPMN (OMG 2011), DEMO (Dietz 2015)].
In Fig. 14.1, we position architecture principles and architecture instructions
in report with the strategy and vision of the organisation, new programmes and
projects, as well as exterior factors. The grey blocks represent elements that belong
to the organisation, such as the organisation’s vision and goals, the strategy, the
architecture principles, the architecture instructions, the existing projects and new
project’s propositions, together with the governing business rules and data objects.
Fig. 14.1 Positioning architecture principles and architecture instructions in the context of enter-
prise transformation
14.1 Introduction 149
The white blocks represent the exterior factors, such as laws, regulations, standards,
together with the changing market and requirements from customers.
The logical flow from strategy to concrete enterprise architecture design is rep-
resented by a chain of restrictive relationships. Covering the top-down layers of the
enterprise, from the strategy to the implementation, each step introduces a new level
of abstraction and limitations in the design space.
In practice, it is confirmed that given good reasons, architecture principles can
be violated or revised, and not all architectural decisions are taken based on the for-
mulated architecture principles (Greefhorst and Proper 2011; Marosin et al. 2014;
Marosin and Ghanavati 2015; Marosin et al. 2016). In addition, new projects could
be accepted even if they violate the principles. Our hypothesis is that a chain of revi-
sion can be triggered anywhere in between the constitutive blocks of an architecture
and does not have to follow a bottom-up refinement structure.
In Fig. 14.1, the exterior influences, such as current laws, regulations or stan-
dards, alongside new market situations and demands from customers are also rep-
resented, because the regulatory world constrains tremendously the mission and the
means by which an organisation tries to achieve its strategic goals. Also, the strat-
egy and goals of the organisation are in a constant state of change and adaptability
to the new market conditions and the demanding requirements that come from the
stakeholders. However, for the purpose of this chapter, we do not delve too deeply
in to the analysis of these concerns.
The current scope of our research space is limited to checking and keeping con-
sistency between architecture principles and architecture instructions and their re-
vision/restriction relationships, as represented in Fig. 14.1. To that end, we propose
a method to support management and evaluation of using architecture principles in
the context of an enterprise transformation. Our research questions with respect to
ACET are:
Research Question 14.1.1 How to support creation and formalisation of opera-
tional architecture principles?
Research Question 14.1.2 How to represent architecture principles in a semi-
formal language?
Research Question 14.1.2.1 What are the needed language constructs?

Research Question 14.1.2.2 What are the modelling constraints?
By answering these research questions, we set grounds for providing analysis and
methods to check the consistency between architecture principles and the enterprise
architecture (e.g. consistency and traceability from architecture principles to design
decision when new projects are introduced).
150 14 Steering Transformations with Architecture Principles
14.2 Challenges in Using and Evaluating Architecture Principles
Even if reduced in scope, the endeavour to answer our research question (see
Sect. 14.1) raises a number of challenges that we summarise and explain (non-
exhaustively) below as follows:
1. The structural definition of architecture principles. In general, the definition,
usage, management and enforcement of architecture principles in organisations
is poorly understood (cf. Winter and Aier 2011). Moreover, frameworks like
TOGAF (The Open Group 2011) provide guidelines for a so-called good set of
principles and a structure, but in practice each organisation defines its own set
of principles. However, a more detailed architecture principle definition is still
not necessarily a better definition.
To overcome this challenge, Sect. 22.2 will provide a minimal structure to en-
sure a consistent and operational definition for architecture principles.
2. Ambiguity introduced by the natural language formulation and scattered infor-
mation. It is not uncommon to find modalities such as should without further
clarifications about the pre- and post-conditions in the definition of architec-
ture principles. In addition, ambiguities about the object to which the principle
refers to can be seen. Consider an architecture principle such as “We should
use different channels to communicate with customers”. This short formulation
raises questions such as on which channels, how many channels or when to
communicate.
Discussions with the concerned stakeholders should be carried on to be able to
clarify the intention of such statements and the rationales behind this formula-
tion, and all missing information should be presented in the textual representa-
tion of the architecture principles.
3. Lack of traceability between architecture principles and their underlying ratio-
nal. Architecture frameworks advise to capture and document the rationale of
introducing architecture principles in the organisation. However, this is not al-
ways the case and sometimes a clear mapping from the strategy and goals to
the refined architecture principles is missing. This practice is contrary to the
intended purpose of defining and using architecture principles in the first place,
which is "supporting the organisation to fulfill its missions and goals."
4. Inability to measure the impact and implementation of architecture principles.
Winter and Aier (2011) identify that “the difficulties regarding the enforce-
ment of enterprise architecture principles seem to be related to the inability
to measure enterprise architecture principle’s implementation”. Additionally,
“low values for the involvement of relevant stakeholders and for low regular
usefulness checks also contribute to the low extend and low usage of enterprise
architecture principles from a business perspective”.
In Sect. 22.3, we discuss guidelines on how to make architecture principles
more operational. Furthermore, in Sect. 22.5 we discuss the evaluation of the
impact of architecture principles on design decisions.
14.3 Conclusion 151
5. Lack of methodology to refine architecture principles in architecture (design)

instructions. Before considering measurements and evaluation of implementa-
tion, consistency checks or enforcement strategies, organisations should con-
sider defining architecture principles in such a way that they are implementable.
In our work, we position architecture instructions as a refinement of architec-
ture principles (see Fig. 14.1). However, in many cases in practice there is no
refinement methodology and this step is based on experience and interpretation
of the situation at hand. Our hypothesis is that in the textual representation of
the principle, there should be added references on how this refinement is made.
In Sect. 22.2, we also provide guidelines for a semi-formal representation of
architecture principles as support to overcome this challenge.
6. Formalism and tool-support. Difficulties regarding the enforcement and mea-
surements of principles were pointed out before in the work published by Win-
ter and Aier (2011). There were different efforts made in formalising the archi-
tecture principles in such a way that they become specific enough to provide
the desired limitation in the design space. Efforts in this direction were made
by Chorus et al. (2007) and van Bommel et al. (2007). Op ’t Land and Proper
(2007) discuss the expected impact of principles on the architecture, define rules
for formulating the principles in a SMART way and give real-world examples.
However, this work does not provide a formal language to represent the prin-
ciples, but it recognises the need for one, alongside with the “mechanisms to
indeed enforce principles and guide designers in their design activities”. To
that end, in Sect. 22.1, we refer to an open source Eclipse-based plugin for
representing our models.
14.3 Conclusion
In this chapter, we reflected on the need for more explicit support for the creation and
formulation of architecture principles, such that they are implementable and opera-
tional. We motivated this in Sect. 14.2, by presenting non-excursively the challenges
practitioners and enterprises face when using architecture principles. In Chap. 22,
we provide more operational guidelines, as well as a semi-formal framework to
represent architecture principles in a semi-formal language, providing answers to
Research Question 14.1.1 and Research Question 14.1.2.
Chapter 15
The Need for Explicit Decision-Making
Strategies
Abstract In this chapter, we discuss the need to support ACET with information on
the rationalisation of design decisions. By doing so, enterprise architects can have an
enhanced comprehensibility of the existing, as-is, architecture which helps them to
better coordinate the enterprise transformation towards the future, to-be, enterprise
architecture design.
We start by briefly describing the important steps of an enterprise transformation,
some possible problems that arise due to the lack of design rationalisation and then
we discuss how existing design rationale techniques can be extended to support the
capturing of design rationales for enterprise architecture.
15.1 Introduction
Modern enterprises have to cope with different challenges such as new business
models and incorporation of new technologies. These challenges require organi-
sations to be flexible and adaptable to this constantly changing environment. To
ensure that enterprises have the required transformation capabilities (Government
of the United States of America 2002), senior management has to make informed
decisions on the design of the core organisational structure, as well as the IT that
will support this structure (Lankhorst 2012). Furthermore, modern enterprises have
to conform to different types of requirements. For example, legal requirements im-
pose transparency in their operations, etc. (Ghanavati et al. 2009). Situations like
these, underline the need for a mechanism that will assist senior management and
stakeholders with enterprise transformations.
G. Plataniotis

154 15 The Need for Explicit Decision-Making Strategies
A well-established perspective for the management of enterprise transformations,

used both in academia and industry, is the domain of enterprise engineering (Harm-
sen et al. 2009). Enterprise engineering involves the use of an engineering-based
approach for the design of enterprises. Enterprise engineering activities can be cat-
egorised in three main steps (Harmsen et al. 2009):
Assess—The identification (diagnosis) of the problem/status that the transformation
has to solve in the enterprise. This assessment provides the motivations as well
as the requirements for the transformation.
Aim—The identification of how the transformation will solve the problem. In other
words the design of the appropriate to-be enterprise design (selection of treat-
ment).
Act—The implementation of the designed enterprise transformation, analogous to
the application of the treatment.
The execution of assess, aim, act steps follows the paradigm of PDCA cycle and
should be highly iterative. The more the iterations that are executed, the better is the
improvement of the transformation outcomes and the closer enterprise gets to the
transformation goal (Moen and Norman 2006).
Enterprise architecture has been positioned as a steering instrument (Op ’t Land
et al. 2008; Hoogervorst 2004), supporting the steering needs of stakeholders dur-
ing the assess, aim and act processes. A variety of domain-specific languages for
the modelling of has been created, such as the ArchiMate (Iacob et al. 2012) stan-
dard. Enterprise architecture modelling languages provide a holistic overview and
they help enterprise architects to realise the dependencies between business and IT.
Furthermore, stakeholders from these domains can understand how their work influ-
ences other domains in the enterprise. For example, how a new software application
influences an existing business process in the enterprise.
An important aspect during an enterprise transformation is, as stated before, the
analysis of the problem/status of the enterprise. Enterprise architecture modelling
languages provide this information by representing enterprise architecture designs.
However, the design rationale of the enterprise architecture design, which actually
provides justification for the design, is not captured by these languages. Design is-
sues, alternatives and decisions behind the resulting models are often left implicit.
Although we should be careful with the analogy, experience from the field of soft-
ware architecture shows that leaving design rationales implicit leads to “Architec-
tural Knowledge vaporisation” (cf. Jansen and Bosch 2005).
Amongst others, such lack of transparency regarding design decisions can cause
design integrity issues when architects want to maintain or change the current de-
sign (Tang et al. 2007). This means that due to a lacking insight of the rationale,
new designs are constructed in an ad hoc manner, without taking into consideration
constraints implied by past design decisions.
Also, according to a survey for software architecture design rationale (Tang et al.
2006), a large majority of architects (85.1%) admitted the importance of design ra-
tionalisation in order to justify designs. Another interesting finding of this survey
was that architects declared that after some time they frequently forget their own
15.2 Design Rationale 155
decisions. Moreover, anecdotal evidence from six exploratory interviews conducted

with senior enterprise architects suggests that architects are often external consul-
tants. This, of course, potentially increases the architectural knowledge gap of the
enterprise architecture. The successor architect tries to understand and analyse the
architecture by searching through architectural designs and unstructured require-
ments documentation. Based on these evidences, we conducted a survey amongst
35 enterprise architecture practitioners (Plataniotis et al. 2013b). The results indi-
cated the usefulness of capturing rationalisation information and in parallel the lack
of frameworks that are capable of capturing such an information in a structured way.
The usefulness of capturing design rationales in enterprise architecture is also ac-
knowledged by a case study, which we conducted in a Luxembourgish Research and
Technology Organisation (LuxRTO) (Plataniotis et al. 2014b). The involved stake-
holders indicated that such a design rationale approach would raise their awareness
of past problematic situations in the architecture, while also protecting them from
repeating the same mistakes again.
Analogous to medicine, capturing and maintaining design rationales has paral-
lels with keeping the medical history of a patient. Regardless of the doctor’s critical
ability, the medical history can provide valuable information which facilitates the
diagnosis and in turn the treatment of a patient. Medical history is much more valu-
able than diagnostic tests and examinations. We argue that enterprise architecture
models should be complemented with design rationale information. By doing so,
architects would be able to make a better assessment of the as-is situation and in
turn coordinate better future enterprise transformations.
15.2 Design Rationale
In this section, based on design rationale literature (Dutoit et al. 2006; Burge and
Mistrik 2008), we briefly present what design rationale is, its basic characteristics,
and how it can help us address the aforementioned issues. This introduction will help
readers understand why design rationale matters and focus on the domain-specific
challenges of enterprise architecture.
15.2.1 What is Design Rationale?
Design rationale management is concerned with strategies to make the underlying

decision-making and rationale of designs (Lee and Lai 1991) explicit. In the 1970s,
design rationale was explored in different domains, such as political debates and
civil engineering. Since 1980, the software engineering community has incorpo-
rated design rationale, leading to the development of several approaches. However,
capturing rationalisation in the domain of enterprise architecture, which is a rela-
tively new domain compared to software engineering is still unexplored. Enterprise
architecture introduces more challenges than software architecture, since artefacts

from different domains of the enterprise, such as software, business processes, etc.,
should be aligned efficiently.
Design rationale provides the underlying justification knowledge behind designs
and it can be captured and/or used during the design process. Designers can use
this information during the analysis of existing designs/architectures to better under-
stand the existing (as-is) design/architecture. Additionally, by using this information
they are able to better explain past decisions to newcomers and therefore facilitate
design communication and teaching process.
15.2.2 Design Rationale Fundamentals
Concepts that are fundamental to design rationale are:

• A design process (MacLean et al. 1991) comprising the activity of selecting
an appropriate design for an artefact. A design (MacLean et al. 1991) is the
description of an artefact that is detailed enough to be used for the implemen-
tation of that artefact. A design is appropriate when it describes an artefact that
satisfies the given requirements and at the same time does not introduce unan-
ticipated consequences by means of side/after effects. There are two types of
artefacts: physical artefacts, such as buildings, IT infrastructure, and cognitive
artefacts, such as software applications. Enterprise architecture deals with both
types of artefacts since IT infrastructure, software and business processes are
described in enterprise architecture designs.
• A designer is anyone that participates in the design process. The term partici-
pates varies per design rationale approach. Even users or clients can be consid-
ered as designers.
• The design rationale itself, then provides the underlying reasoning which deter-
mines the design of the artefact. Design rationale not only discusses the proper-
ties of artefacts but also other reasons which influence the design of an artefact.
Furthermore, design rationale approaches can also discuss the reasons behind
the selection of specific requirements since requirements are also part of the
design. Last but not least, the feedback received after the execution of design
decisions can also be part of design rationale.
15.2.3 Types of Design Rationale Approaches
The research field of design rationale is continuously expanding and a large number
of design rationale approaches have been introduced. It is very important to under-
stand how these approaches are differentiated. This insight will help us to determine
the specific objectives for the domain of enterprise architecture. Below, we discuss
different factors of categorising design rationale approaches and we reveal the main
trends. Furthermore, we highlight the main issues in each category and facilitate
their comparison.
There are three main ways to characterise design rationale approaches: (1) by
looking how the design rationale is represented and processed, (2) by identifying if
the design rationale approach describes or prescribes the design, and (3) by exam-
ining the intuitiveness of the design rationale approach in the design process.
15.2.3.1 Representation and Processing of Design Rationale
In the majority of the approaches, the design rationale information is divided into
chunks which have specific properties and relationships. These chunks are usually
represented by means of a conceptual, fixed or semi-formal schema which describes
their properties and relationships. Another approach is linking these chunks to spe-
cific properties of a design artefact. With this way we achieve traceability from the
actual design to the design rationale information.
There are three main processes that should be considered during the implemen-
tation of a rationale management system:
Design rationale capturing—This process describes the elicitation of the archi-
tectural knowledge from designers and its capturing. Design rationale can be
captured with different ways. It can be done by the designer or by a profes-
sional who is specialised in design rationale documentation. Another way is to
extract this information from records of communication among stakeholders of
the project. Yet another way is by capturing design rationale during the use of a
design support system.
Design rationale formalisation—This process describes the formalisation of the
architectural knowledge into a appropriate design rationale representation. The
formalisation shall facilitate the different uses of design rationale, such as de-
sign teaching, communication etc.
Using design rationale—This process describes the provision of design rationale
in a way that is useful to interested stakeholders.
Rationale management systems should provide concrete process implementations.
For example, an important distinction is whether the design rationale processes will
be carried out during the design process (a priori) or after (a posteriori). Another
distinction is if these processes are combined or they are executed separately. In the
past years, most of the design rationale approaches described the capturing and for-
malisation process in a single process. However, in recent years, the approaches pre-
sented were either focusing on capturing or formalisation of design rationale infor-
mation. For instance, the formalisation can be done by the same people who produce
the rationale or by specialised personnel in rationale formalisation. Another way is
that a specialised software system is responsible for the formalisation of informally
stated rationale. Finally, concrete implementations should be provided regarding the

access to design rationale information. Possible approaches are the use of hyper-
documents which summarise the rationale, information retrieval techniques for the
identification of relevant information and knowledge-based techniques that inform
user for possible design rationale information.
15.2.3.2 Descriptive or Prescriptive Design Rationale
Descriptive approaches are designed to capture the thinking process of designers

without intervening in this process. Their main focus is on organising the design
rationale after the design decisions have been made. They are mostly used for design
teaching and maintenance activities. Therefore, the nature of these approaches is to
provide a descriptive model of the decision-making process of designers.
Prescriptive approaches focus on intervening in the activities of designers.
Though this intervention they aim to improve the decision-making process and rea-
soning of designers and in turn make the design more concrete and persistent. In
parallel, prescriptive approaches can be also used to capture and organise the rea-
soning behind design decisions and play as well the role of descriptive approaches.
Therefore, descriptive and prescriptive approaches are not necessarily mutually ex-
clusive.
15.2.3.3 Intrusiveness of Design Rationale
Another parameter of differentiation among design rationale approaches is their in-

trusiveness in the design process. It can be evaluated by how much the approach
intrudes in the actual design process or by the way it intrudes. For example, an ap-
proach can be highly intrusive during the capture of the design rationale and less
intrusive during the retrieval of this information or the other way round. Possible
ways to measure the intuitiveness can be the effort needed for using the approach or
the level of restriction of the design freedom.
The more-intrusive approaches intervene in the design process by guiding the
way that design rationale is captured by the designers. These type of approaches
use standardised schemas which guide the designer on his design activities, on the
elements of information that are captured and the way that these elements are inter-
related.
The less-intrusive approaches aim to provide a more loose way of intervention
in the design process. The less-intrusive concept for design rationale appeared due
to concerns about the capturing effort of design rationale approaches. More specif-
ically, the research community perceived intrusiveness as an obstacle for the adop-
tion of design rationale mechanisms from practitioners.
15.2.4 Design Rationale Approaches and Related Work
Below, we position the need for design rationale against existing requirements en-
gineering approaches and the motivation extension of the ArchiMate language. We
argue that this is an important comparison since these approaches provide also a cer-
tain degree of rationalisation, but as we will see, from a different point of view. We
briefly discuss what is the added value of design rationale especially for the domain
of enterprise architecture.
Goal-oriented requirements engineering approaches (Horkoff and Yu 2013;
Liaskos et al. 2011; Elahi and Yu 2012) propose mechanisms for decision analysis
and prioritisation of requirements. However, requirements engineering approaches
deal with the problem-space of an architecture. Despite the fact that some con-
cepts from goal-oriented modelling can be used to describe design rationales, goal-
oriented concepts are more generic. For one, a goal can denote a high-level, strategic
goal (e.g. “make more profit”) pertaining to the problem-space. However, a goal can
also denote very specific, attribute-level, criteria pertaining to the solution-space,
such as the criterion “have good usability” for a software application.
Differently, in the words of Burge and Brown (2000), design rationale approaches
focus on the “solution-space”. The solution-space comes after the translation of
high-level goals into more specific ones (which Burge and Brown (2000) refer
to as the requirements space), and before the specific design (the design-space).
Figure 15.1 provides the positioning of design rationale with regard to requirements
engineering space and design/solution-space.
Furthermore, since its second version, the ArchiMate language has had a motiva-
tion extension. The motivation extension is used to model the reasons behind archi-
tectural changes, but lacks concepts common to existing rationalisation approaches.
For example, it does not capture design alternatives, the used decision-making strat-
egy or unanticipated consequences of decisions.
Requirement
Requirement Space
Rationale
Goal Alternative Claim Space
Artifact Design
Space
Fig. 15.1 Design rationale positioning

15.3 Design Rationale and Enterprise Architecture
As already discussed, design rationale is a well-established domain and a plethora of

approaches have been developed in the area of Software Architecture, etc. However,
the domain of enterprise architecture still remains unexplored. In a survey (Platani-
otis et al. 2013b) that was conducted among 65 enterprise architecture practitioners,
it was indicated that they rarely document their design decisions in a standardised
way. Instead of a standardised method, they capture rationale information by us-
ing word processors and other unstructured methodologies. Possibly, this lack of
a standardised way of documenting and using rationale information in enterprise
architecture discourages practitioners from capturing this information.
As a first step on the identification of the design rationale challenges for the
domain of enterprise architecture, we explored enterprise architecture literature
(Lankhorst 2012; Greefhorst and Proper 2011; van’t Wout et al. 2010) and we iden-
tified some key points regarding design rationale and capturing of design decisions
in enterprise architecture. The following list summarises our findings:
• An enterprise architecture should not only capture the relationships between
business and technology, but also the environmental changes and the process of
the architectural change.
A good architecture should also discuss these issues by means of the architec-
tural decisions and their relationships with business goals. The way that archi-
tectural decisions are related is also important for describing the impact of these
decisions on different aspects of the organisation. By doing so, stakeholders are
able to, for example, identify which improvements can a specific IT system
bring in relation to the cost of acquiring that system.
• The architects should also be able to externalise the underlying decision-making
and their actions while they are modelling. By doing so, they will be more aware
of what they are doing and think in a more explicit and rational way.
• Lankhorst (2012) refers to specific document modelling actions that would
be useful during an enterprise transformation. It is explicitly mentioned that
recording of rationales related to traceability, accountability, etc., as well as the
documentation and revisiting of rejected alternatives are important actions.
• The complexity of the enterprise architecture domain imposes the need to cre-
ate modelling languages that describe the architecture with different ways or
viewpoints. ArchiMate (Iacob et al. 2012) is a representative example of this
philosophy.
In enterprise architecture literature (Lankhorst 2012), we can find a classifi-
cation in three main classes of enterprise architecture viewpoints, respectively
for: designing, decision-making and informing. Viewpoints for designing as-
sist architects and designers with their design process. Viewpoints for decision-
making assist stakeholders by providing them better insights regarding trace-
ability of their design decisions, rationale and support their decision-making
process by means of decision-making techniques. Finally, information view-
points provide the means to inform stakeholders about the enterpriser architec-
ture, enhance their understanding and improve their commitment.
15.4 Objectives of a Rationale Management System 161
• A common situation in various IT projects is that designers have too much de-
sign freedom during the planning of to-be architectures. This freedom results
in lengthy design processes. Enterprise architecture principles (Greefhorst and
Proper 2011) play a significant role there, by reducing the design freedom and
in turn the complexity of decision-making processes.
• Currently, enterprise architecture modelling languages such as ArchiMate can
relate the various entities of enterprise architecture with specific motivational
elements. By doing so, it would be feasible to assess in more detail how con-
crete enterprise architecture decisions contribute to the realisation of specific
organisational goals.
15.4 Objectives of a Rationale Management System
A rationale management system for enterprise architecture should be capable to ad-

dress the aforementioned issues. However, the thorough capturing of rationalisation
information even for simpler designs than enterprise architecture is a very labou-
rious and costly procedure. The socio-technical nature of the domain of enterprise
architecture increases the capturing effort even further. Designers of such systems
have to select which parts of information are the most critical to be captured by
the system. Moreover, the designers of rationale management systems have to make
decisions between formality or informality of the captured information and the way
that this information should be captured. This potentially introduces an even higher
diversity of interactions that should be captured.
By having already speculated on the need for rationale management systems in
enterprise architecture, and some of the key issues involved, we now consider a
case study (Plataniotis et al. 2014c) in a LuxRTO, where we identified main objec-
tives and challenges for the development of a rationale management for enterprise
architecture. These findings can also be used to adapt existing design rationale ap-
proaches of other domains towards the domain of enterprise architecture.
Challenge 1—One of the main goals of enterprise architecture is the provision of
reasoning of design decisions. However, the capturing of reasoning during an
enterprise architecture design process is challenging due to the fact that the de-
sign decisions have to satisfy the requirements of stakeholders from different
domains (Business, IT). As we previously saw in our case study, different fac-
tors influence their decision-making, which in turn affect the quality of design
decisions. Situations such as time stress, budget restrictions or the conformance
with organisational principles are common in enterprise architecture and change
the way in which stakeholders make design decisions. The objective for ratio-
nale management in the context of enterprise architecture is to capture this rea-
soning process. In doing so, stakeholders which analyse enterprise architecture
designs will be capable to better understand why specific decisions were made
and under which decision-making—context.
Challenge 2—Another important aspect of design rationale approaches is the align-

ment between business and IT. This means that the IT artefacts should support
effectively the realisation of new business processes. As we saw, during an en-
terprise transformation several design decisions are made, both on the business
and IT side. These design decisions rarely exist in isolation. Rather, design de-
cisions are often cross-cutting and intertwined. A rationale management system
for enterprise architecture should be able to capture the different types of re-
lationships among design decisions. For example, design decisions made on
business levels can infer design decisions in IT level of the organisation and
vice-versa. On the other hand-design decisions can be interrelated with a spe-
cific enterprise architecture artefact or domain of the enterprise. A regulation
management system should be able to distinguish between these different rela-
tionships of design decisions. In this way, it would better express the traceability
and dependencies of design decisions in enterprise architecture.
Challenge 3—Another important objective is the traceability between an enterprise
architecture and the underlying design decisions. More specifically, during the
analysis of the enterprise design, stakeholders should be able to identify which
design decisions constitute specific enterprise architecture artefacts and how
the design decisions of these artefacts are related with other design decisions
in the architecture. For example, we can start tracing from the addition of the
new application interface of the financial application and we can check which
decisions are related with this artefact.
Challenge 4—Sometimes, design decisions can have unanticipated consequences
in the artefact itself or in different artefacts in the enterprise architecture. As
an example, consider the design decision based on a spreadsheet template that
had negative consequences in the use of a budget forecast business process.
A rationale management system should also keep track of these incidents and
how they were addressed by means of newer decisions. By doing so, enterprise
architects who want to analyse and have a holistic view of the architecture can
identify existing vulnerabilities in the enterprise which can be prevented by
remaking the same design decision in future architectural transformations.
Challenge 5—Design decisions are quite often based on assumptions. Having a
more explicit representation of architectural decisions, and their underlying as-
sumptions, enables traceability. For example, in terms of formal reasoning to-
wards what-if analysis if given assumptions change.
15.5 Conclusion
To conclude this chapter, we define a set of concrete research questions. We argue

that these research questions can address the above-mentioned objectives and in turn
the challenges for a rationale management system for enterprise architecture.
Research Question 15.5.1 Which are the essential concepts that rationalise de-
sign decisions in enterprise architecture?
15.5 Conclusion 163
There is a plethora of approaches for the rationalisation of different domains

(civil, software architecture). These approaches have introduced different sets
of domain-specific concepts. By answering this research question, we aim to
identify which concepts from existing frameworks can be used for the domain
of enterprise architecture and what is actually missing to provide a holistic
overview of design rationale in enterprise architecture. The identification of
these concepts will provide a taxonomy of rationalisation information for en-
terprise architecture and in turn the basis for the development of a design theory
for the same purpose. The challenge, from a design theory point of view, is the
identification of possible relationships among these concepts which in turn will
enhance the utility of the design theory.
Research Question 15.5.2 How do we make the underlying decision-making pro-
cess that was executed during the enterprise architecture design explicit?
As also stated, the decision-making environment in enterprise architecture is
challenging due to the implication of different stakeholders from different do-
mains and due to factors that affect the decision-making process. We argue that
the capturing and representation of this underlying information can assist stake-
holders during the inspection of the as-is architecture to analyse the evaluation
process for specific decisions and recognise which factors actually influenced
this decision-making process. By doing so, they can consult for their future eval-
uations by following/avoiding good/bad evaluations from past decision-making
processes.
Research Question 15.5.3 How do we capture and represent different decision re-
lationships in enterprise architecture?
The confrontation of this research question will provide a holistic overview and
traceability of the enterprise architecture. The domain of enterprise architecture
introduces several challenges since decisions from a specific domain (IT) can
be related with decisions of the same or another domain (Business). The same
applies also for the outcomes of enterprise architecture decisions since the ap-
plication of a specific decision may introduce problematic situations in different
domains of the enterprise. To cope with this research question we will investi-
gate existing design rationale approaches from different domains and we will
identify the specificities imposed by the domain of enterprise architecture.
Research Question 15.5.4 How to use explicit representations of design rational
as a base for reasoning?
The long-term research goal is to explore the possibility of explicitly linking
architecture-level design decisions with their underlying assumptions. The aim
of doing so is to make the rationalisation of these decisions explicit and trace-
able, so that one can formally reason about them in terms of a logic-based
framework. This will enable explicit reasoning about the connections between
the enterprise’s architecture, the associated design decisions, and their under-
lying assumptions. Formalising the elements in an architectural decision model
has been shown to be useful for the structuring of knowledge, and the measuring
of the quality of existing decisions.
In Part III, the above research questions will be addressed in terms of two possible
elements of an ACET design theory. In particular, a framework to represent the
rationale underlying architectural decisions (Chap. 23) and a logic-based framework
to reason about these decisions (Chap. 24).
Part III
Harvesting Components of an ACET
Design Theory
167
Where the previous two parts explored the challenges facing ACET from a prac-
tical and a theoretical perspective, respectively, this part will discuss a collection
of components for a possible design theory for ACET. As mentioned in Sect. 1.5,
these design components have been “harvested” from the work of the individual
researchers in the programme. Instead of an integrated method, this collection of
components constitutes method fragments that can be arranged in different ways
depending on the perspective taken and, most of all, on the actual enterprise ar-
chitecture management approach, the enterprise transformation type, and the trans-
formation’s context. Collectively, these components aim to address the challenges
identified in Part I from an empirical perspective and Part II from a more theoretical
and/or literature perspective.
• In Chap. 16, the key ACET concepts will be discussed that underpin the other
components explained in the ensuing chapters.
• Chapter 17 provides a reference framework, more specifically a catalogue of
capabilities needed for doing ACET. As such, it also provides guidance on
which elements/artefacts of enterprise architecture can be used to support which
aspects of enterprise transformation.
The framework as a whole provides a structure for the solution components that
addresses the challenges presented in Part II.
• In Chap. 18, we zoom in on the engagement of stakeholders in decision mak-
ing during ACET. A framework for stakeholder involvement is presented that
specifically aims to manage the coherence between different key perspectives of
an enterprise. The framework specifically aims to meet the challenges identified
in Chap. 10.
• To convey information, and to improve shared understanding among communi-
ties of practice during enterprise transformation, one of the major communica-
tion devices are models. Chapter 19 provides concrete guidelines to use models
as communication devices, particularly by regarding them as boundary objects.
These guidelines provide partial answers to the challenges identified in Chaps. 9
and 10.
• During an enterprise transformation, many stakeholders with extensive and
diverse information requirements need to be coordinated. These requirements
need to be fulfilled by enterprise transformation managers. Providing decision-
relevant information for an enterprise transformation is important. Chapter 20
provides a reference model for the information requirements for ACET.
The presented reference model aims to meet the challenges discussed in
Chaps. 9 and 11.
• Given the importance of models for ACET, it is also important to take care in
selecting and engineering modelling languages. Chapter 21, therefore, intro-
duces a design artefact for value-based componential language engineering.
In doing so, Chap. 21 aims to meet the challenges identified in Chap. 13.
• Architecture principles provide a normative means to direct and coordinate
enterprise transformation. Chapter 22 provides an overview on the formula-
tion of architecture principles, while also providing guidelines for a semiformal
168
definition of principles. As such, Chap. 22 aims to provide answers to the chal-

lenges discussed in Chap. 14.
• Chapter 23 defines a framework to capture architecture design decisions. This
framework allows for a contextualisation of the decision-making process of a
single decision and a comparison of decision outcomes to the original decision-
making process.
The resulting framework aims to meet some of the challenges identified in
Chap. 15.
• In Chap. 24, a logic-based framework is presented that enables formal reasoning
of the design decisions captured using the framework presented in Chap. 23.
This will enable consistency checks of the underlying rationales and advanced
impact/what-if analysis when confronted with changes.
The resulting logic-based framework aims to address some of the challenges
identified in Chap. 15.
• Not all ACET problems are equal, and ACET solutions therefore need to be con-
figured to address the specifics of the respective ACET problem. While many
additional contingencies might also be relevant, the most important differences
of ACET problem situations result from the enterprise architecture management
approach and transformation type. Chapter 25 identifies strategies for situation
adaption of ACET.
Chapter 25 also aims to address some of the challenges identified in Chap. 12.
Chapter 16
ACET Constructs
Sybren de Kinderen
Abstract In this chapter, we discuss the key ACET concepts that underpin the other
components as discussed in the ensuing chapters.
16.1 General ACET Constructs
16.1.1 Enterprise Transformation
We define an enterprise transformation as a fundamental, purposeful change to

one or more key constituencies of the extended enterprise. Here, constituencies
include products/services, channels, partner constellation, or otherwise. Further-
more, purposeful change refers to an intended, engineered, change—as opposed
to an emerging/evolutionary change that happens organically and in an unplanned
manner. Meanwhile, a transformation is fundamental in the sense that it disrupts
the everyday operations of the enterprise (Rouse 2005). In addition, an enterprise
transformation is typically:
• Related to the long-term objectives of an enterprise
• Of a cross-functional/departmental/organisational nature, that is, having an
enterprise-wide instead of a purely local impact
S. de Kinderen

170 16 ACET Constructs
16.1.2 Architecture
We adopt the ISO/IEC 42010:2007 definition of architecture: “The fundamental

organisation of a system, embodied in its components, their relationships to each
other and the environment, and the principles governing its design and evolu-
tion” (IEEE 2000).
16.1.3 Enterprise Architecture
As implied by its name, we define enterprise architecture as the architecture of the

enterprise. However, an enterprise is typically a sociotechnical system, in that it
consists of a collection of actors that have a common goal (The Open Group 2011).
Therefore, in addition to the predominantly technical ISO definition, we stress that
an enterprise architecture has a strong social dimension. Particularly, for enterprise
architecture it is vital that the aforementioned fundamental organisation of a system
is based on actor consensus, so that it is embodied in/intertwined with (everyday)
enterprise operations.
16.1.4 Enterprise Architecture Management
As implied by name, enterprise architecture management (EAM) entails the man-

agement of Enterprise Architecture (EA). EAM encompasses both (1) how to
describe and envision representations of a diverse set of artefacts and their depen-
dencies, but also (2) how to reach consensus among stakeholders about the current
status and the desired future state of the enterprise.
16.1.5 Coordination
Coordination can be defined as “the process of managing dependencies among

activities” (Malone and Crowston 1994, p. 87) with the goal to achieve larger,
purposeful wholes (Holt 1988). Accordingly, coordination deals with three major
themes: first, the interdependence of tasks; second, the relation to outcome achieve-
ment; and third, the concept of process.
Coordination may also be seen as a state or condition, “but that state can be
maintained only to the extent that the environment is stable, participation is contin-
uous, work tasks and activities are stable, products and services do not change, and
the means of coordination are maintained” (Williams and Karahanna 2013).
In line with the aforementioned definition, we focus on coordination as a process.
16.2 Key Constructs for ACET Method Fragments 171
16.1.6 Method Fragment/Method Chunk
A method fragment can be considered as an atomic part of a method (Henderson-

Sellers and Ralyté 2010), whereby Henderson-Sellers and Ralyté (2010) define a
method (admittedly somewhat circularly) as . . . an approach to perform a software/
systems development project. Based upon a synthesis on key method fragment char-
acteristics by Cossentino et al. (2008), a method fragment can be considered to con-
sist of the following main parts: the actor(s) involved, the fragment activity (what the
fragment does), the fragment guidelines (how to perform the fragment’s activities),
and the fragment result.
16.1.7 Model
A model is a purposeful abstraction of reality. In addition, in line with Bjeković

et al. (2014), we consider that models manifest themselves as artefacts that are
acknowledged by at least one observer to represent some aspect of importance. This
excludes mental models/conceptions from our definition of a model, which reside
in the mind only.
16.1.8 Stakeholder
According to the well-established management model of the University of St.

Gallen, stakeholders can be understood as (translated from German) “organised
or unorganised groups of people, organisations and institutions, that are affected
by entrepreneurial value creation, and sometimes also by (environmental) damage
creation” (Rüegg-Stürm 2004).
16.2 Key Constructs for ACET Method Fragments
16.2.1 Value
Traditionally, economics and marketing literature distinguish between value-in-use

and value-in-exchange (Ramsay 2005). With value-in-use, one considers how a
product/service is actually valuable to the customer, in terms of utility (a prod-
uct/service is a means to an end), aesthetics (a product/service has a perceived
beauty), or otherwise; in monetary terms, one expresses value-in-use is as the max-
imum willingness to pay. With value-in-exchange, one considers the exchange of
a product/service to the customer without its actual use; in monetary terms, one
expresses value-in-exchange in terms of the price that the customer actually has to
pay for a product/service.
172 16 ACET Constructs
We interpret value in line with the notion of value-in-use. This is consistent with
Vargo et al. (2008), who consider that value is largely cocreated between customer
and supplier when a product/service is actually used, rather than that value exist as
an inherent part of the product/service prior to its use (the latter being expressed as
part of the value-in-exchange perspective).
16.2.2 Organisational Subculture
We define organisational subculture as the sum of values, norms, and attitudes,

which are adopted consciously or unconsciously by the members of an organisa-
tional subgroup (e.g. department, hierarchy level, function), and which distinguish
the members of that subgroup from those of another subgroup (Schein 2004; Hofst-
ede et al. 2010; Kraus et al. 2006).
16.2.3 Decision
We define decision as the choice made between alternative courses of action in a

situation of uncertainty. Before we concentrate on the final choice between alterna-
tives, we have to consider the whole decision-making activity as a whole. Therefore
the decision-making process is described as a series of steps, starting with infor-
mation output and analysis and culminating in resolution, namely, a selection from
several available alternatives (Eilon 1969).
16.2.4 Architecture Principles
In line with Greefhorst and Proper (2011), we consider architecture principles as

normative statements that restrict design freedom and that are used to “. . . fill the gap
between high-level strategic intents and concrete designs” (Greefhorst and Proper
2011, p. 28).
16.2.5 Information Systems Model
An information systems model provides the static and dynamic aspects of an infor-
mation system in terms of conceptual models (focusing on the business problem
and not on technical aspects), design models (describing larger technical build-
ing blocks), and implementation models (closely related to software program-
ming) (Ahlemann 2009).
16.2 Key Constructs for ACET Method Fragments 173
An information model is an information systems model that focuses on informa-

tion objects.
16.2.6 Reference Model
Compared to models that are used in a single context for a certain purpose, reference
models are meant to be more generic (Luiten et al. 1993). Such a model is considered
to be a conceptual framework that can be used as a starting point for (more specific)
information systems design and development (Fettke and Loos 2007).
16.2.7 Community of Practice
‘Community of practice’ is a term to describe a group of people that (1) share a

joint area of concern (e.g. share the same tasks in an organisation or are interested
in the same topics), (2) regularly interact within a set of community-specific norms
and relations, and (3) possess a shared repertoire of resources such as languages,
methods, tools, stories, or other communal artefacts (Wenger 2000).
16.2.8 Boundary Object
Boundary objects are abstract or physical artefacts that support knowledge sharing
and coordination among different communities of practice by providing common
ground.
16.2.9 Institution
An institution represents a social order or pattern that has attained a certain state or
property (Jepperson 1991). Said differently, an institution is a practice with a rule-
like status in social thought and action (Meyer and Rowan 1977). Institutional prac-
tices may diffuse through coercive, normative, and mimetic mechanisms (DiMaggio
and Powell 1983).
16.2.10 Institutionalisation
Institutionalisation can be defined as the process of establishing a practice as a norm,

such that it gets a rule-like status in social thought and action (Meyer and Rowan
1977).
Chapter 17
Transformation Intelligence Capability
Catalogue
Ralf Abraham, Simon Weiss, Nils Labusch, Stephan Aier,

and Robert Winter
Abstract In this chapter we present a reference framework, more specifically a

catalogue of capabilities, needed for doing ACET. As such, it also provides guid-
ance on which elements/artefacts of enterprise architecture can be used to support
which aspects of enterprise transformation. For architects, it shows where their ser-
vices might generate value, if requested. For transformation managers, it provides a
“capability catalogue”, describing for which parts of enterprise transformation they
may seek advice from the enterprise architects. The framework as a whole provides
a structure for the solution components that addresses the challenges as presented
in Part II, and it comprises of the perspectives of strategy, value and risk, design,
implementation, and change. The capabilities of all the perspectives together sup-
port transformation management, which is concerned with the management tasks
at the overall transformation level, and with the architectural coordination function,
which forms an umbrella function of integrating the individual perspectives into a
consistent whole.
The transformation intelligence capability catalogue provides a framework for

the solution components that address the challenges presented in Part II. The
underlying assumption of ACET and of the framework is that large enterprise trans-
formations often involve several or all organisational units of an enterprise and that
these organisational units operate primarily based on their local goals, information,
resources, etc. An architectural coordination approach thus needs to integrate these
R. Abraham • S. Weiss • N. Labusch • S. Aier () • R. Winter

e-mail: ralf.abraham@unisg.ch; stephan.aier@unisg.ch

176 17 Transformation Intelligence Capability Catalogue
Transformation Management
Sponsorship, Governance, Control
Strategy Value and Risk Design Implementation

Analyze initial Plan benefit Assess risk Manage Conduct program Manage program
situation realization requirements planning time & cost
Architectural Coordination
Analyze needs & Develop business Define risk Manage Manage program Manage program
maturity level case mitigation principles scope HR
Define overall
Monitor risk Assess as-is Manage program Conduct program
goals and Define KPIs
realization architecture quality reporting
benefits
Define Conduct
Design to-be Manage program
transformation Evaluate results ex-post program
architecture procurement
scope alignment
Enable further Perform gap Manage program

benefits analysis integration
Change Perspective
Conduct Analyze & set Establish
Assess change Manage Establish change
stakeholder cultural common
readiness communication agent network
management environment language
Fig. 17.1 Transformation intelligence capability catalogue
local perspectives to an enterprise-wide perspective in order to support an enterprise

transformation adequately. Enterprise architects and the function of enterprise ar-
chitecture management aiming at providing such enterprise-wide perspectives may
therefore provide major parts of the architectural coordination to an enterprise trans-
formation.
The transformation intelligence capability catalogue shows which parts of an
enterprise transformation may benefit from architectural coordination, and it shows
where architectural coordination, and therefore the discipline of enterprise archi-
tecture management, may be involved. For architects, it shows where their ser-
vices might generate value, if requested. For transformation managers, it provides
a “capability catalogue”, describing for which parts of enterprise transformation
they may seek advice from the enterprise architects. At this point, it is important to
emphasise that neither can enterprise architecture support every aspect of enterprise
transformation nor does enterprise transformation require every artefact of enter-
prise architecture. Instead, the transformation intelligence capability catalogue pro-
vides guidance which artefacts of enterprise architecture can use to support which
aspects of enterprise transformation. The framework (see Fig. 17.1) is not intended
to be applied uniformly towards any organisation; rather, since different organisa-
tions perform enterprise architecture in different ways (e.g. have different matu-
rity levels of enterprise architecture) and face very specific contingencies in their
transformation projects (e.g. size of the company, organisational culture, maturity
towards change), the framework should be used by a specific organisation to indi-
cate which of their enterprise architecture artefacts can support which aspects of
their concrete enterprise transformation. Figure 17.1 depicts the transformation in-
telligence capability catalogue.
17.1 Role of the Capability Catalogue for ACET 177
17.1 Role of the Capability Catalogue for ACET
The transformation intelligence capability catalogue depicts the connections

between enterprise architecture management and enterprise transformation. It pro-
vides an integrated view of different yet complimentary perspectives in the course of
an enterprise transformation. The transformation intelligence capability catalogue
shows how disciplines as different as change management, programme manage-
ment, value management, or enterprise architecture management all contribute to
the common cause of enterprise transformation. By looking at these disciplines
holistically from an architectural coordination perspective, the transformation in-
telligence capability catalogue is able to provide insight into enterprise transforma-
tion that would be missed if each of the perspectives was considered individually.
The transformation intelligence capability catalogue is thus neither a transformation
catalogue nor an enterprise architecture management catalogue. It is a catalogue
that aims to support enterprise transformation by orchestrating different perspec-
tives from an architectural vantage point.
Methodically, the transformation intelligence capability catalogue has been built
over four design iterations (Labusch et al. 2013) following a collaborative design
science research process (Otto and Österle 2012). The initial version has been
derived from a review of literature on related disciplines such as strategic man-
agement, programme management, or change management. This initial version has
then been refined and reflected jointly with a group of 11 experts from seven organ-
isations (primarily in the insurance and utilities industries). The experts had leading
positions in enterprise architecture management in their respective organisations,
and each expert had several years of enterprise architecture management and indus-
try experience.
The catalogue consists of the following perspectives: strategy, value and risk,
design, implementation, and change. These perspectives support transformation
management, which is concerned with the management tasks at the overall trans-
formation level, and the architectural coordination function, which forms an um-
brella function of integrating the individual perspectives into a consistent whole.
It is important to note that these perspectives do not represent a phase or process
model. Although, some of the perspectives may be more important than others in
different stages of an enterprise transformation, the general assumption is that all of
the perspectives are relevant throughout an enterprise transformation. For example,
the value and risk perspective is not only relevant when planning an enterprise trans-
formation and its respective value proposition. It will also be important during the
actual implementation of an enterprise transformation for making sure that planned
benefits are actually realised. And it may be important after the implementation of
an enterprise transformation for evaluating the actual (sustainable) occurrence of the
planned and implemented benefits, and for planning for achieving additional bene-
fits after the enterprise transformation. These latter benefits may be discussed after
the enterprise transformation because this potential was just unknown when starting
the enterprise transformation.
Each of these perspectives comprise a set of capabilities (depicted as rectangu-

lar boxes in Fig. 17.1). It is important to note that these capabilities are described
on an abstract level. In other words transformation intelligence capability catalogue
does not prescribe how exactly to implement each of these capabilities. In fact, for
most of these capabilities, academic literature as well as corporate practice provides
a plethora of method fragments and techniques, many of them well-known in the
organisations facing an enterprise transformation. It is therefore not reasonable to
invent yet another set of method fragments and techniques. However, in the course
of developing ACET we found that some of the capabilities and their respective
method fragments and techniques would benefit from the particular ACET perspec-
tive. These are the method fragments that we focus in Part III.
17.2 Method Fragments of the Capabilities Catalogue
In the following, we introduce each of the six perspectives of the transformation in-
telligence capability catalogue. For those perspectives that are covered by an ACET
method fragment, we will briefly introduce that fragment. For the other perspectives,
we will point to alternative approaches that may be consulted when performing tasks
related to that perspective. Figure 17.2 provides an overview of the mapping.
1. The strategy perspective is concerned with defining the overall transforma-
tion strategy and monitoring its implementation. In this perspective, the overall
scope of the enterprise transformation has to be defined. The scoping has to be
done based on the identified needs, but at the same time on the current maturity
Reference
(6) Transformation Management information
Sponsorship, Governance, Control model
(1) Strategy (2) Value & Risk (3) Design (4) Implementation
(7) Architectural Coordination
Mintzberg et al Ward and Daniel Project Management

2001, Rüegg- 2006, Furneaux et EA Anamnesis Institute 2008,
Stürm 2005 al 2012 Ebel2010
Model
engineering
Boundary object
design principles
(5) Change Perspective
Organizational
subcultures
Covered by ACET Reference to

method fragment literature
Fig. 17.2 Mapping of ACET method fragments to the corporate intelligence catalogue
17.2 Method Fragments of the Capabilities Catalogue 179
level. Enterprise transformation is always a path-dependent activity, that is, pos-

sible transformation goals and scopes are to a certain degree predetermined by
the initial situation, as well as the organisational maturity level towards transfor-
mation. This is the main reason why some organisations find it easier to change
than others, independent of external circumstances.
Coverage within ACET: The strategy perspective is not covered directly by an
ACET method fragment. We advise readers to consult strategic management
literature, for example, Mintzberg et al. (2001) and Rüegg-Stürm (2005).
2. The value and risk perspective is primarily a quantitative perspective, as it aims
to balance between cost, risk, and benefits. On the value side, strategic goals
are broken down into smaller work packages, and business cases are defined for
these. A particularly important task in this perspective is the definition of suit-
able KPIs. KPIs should follow the SMART scheme and be specific, measurable,
actionable, realistic, and timely. A meaningful evaluation of benefits requires
measurable, specific benefits that can be measured within the time frame of the
enterprise transformation (timeliness). Likewise, KPIs should be actionable and
realistic, otherwise they may even cause communication defects (Niemietz et al.
2013). For example, when transformation management provides unrealistic tar-
gets that are not actionable within the transformation strategy (e.g. establishing
a KPI that measures absolute quality within a transformation project that aims
primarily at cost cutting), employees might lose trust in the transformation man-
agement, or the sincerity and seriousness of the enterprise transformation. On
the risk side, risks need to be identified and assessed. Assessment of risk is
typically done in two dimensions: likelihood of risk occurrence and severity of
impact of the undesirable event. Depending on the specific nature of the risk,
mitigation measures for one or two of the dimensions can be defined. Con-
sider the risk of a database failure: The likelihood of occurrence can be lowered
by providing redundant power supply, strong security to guard against unautho-
rised access, etc. Additionally, assuming that the risk has materialised (the event
has taken place; the database has failed), the severity of the impact can be low-
ered by providing a backup, or even a full replication on a second system, so that
one can switch from the main system to the replica system without users even
noticing. In other events, particularly when the consequences of the risk would
be disastrous, mitigation measures can only aim at reducing the likelihood of
occurrence. This is a characteristic trait of high-reliability organisations like
nuclear power plants or air traffic service providers: the severity of the impact
cannot be mitigated, so all risk management activities have to focus on lowering
the likelihood of occurrence. Consider civil aviation: in the event of a crash, the
(potentially fatal) consequences of that event cannot be mitigated, so elaborate
schemes are in place to prevent such events from even happening (note: this is
different in military aviation—here, parachutes can be issued).
Coverage within ACET: The value and risk perspective is not covered directly
by an ACET method fragment. This perspective is central to disciplines like
corporate controlling. Tested techniques exist within for both value manage-
ment and risk management, for example, value dependency networks (Ward
and Daniel 2006) or risk matrices (Furneaux et al. 2012).
3. The design perspective is primarily concerned with depicting the future enter-
prise state and facilitating the transition towards it. A central purpose of this per-
spective is providing design guidance by limiting the number of possible design
alternatives. This is essentially a restriction of design freedom or design stress.
A central capability in this perspective is the establishment and maintenance
of architectural principles. These principles serve to document basic decisions
and goals that shall be applied enterprise-wide to all programmes (e.g. prefer-
ence for a certain programming language in software development projects or a
preference of buying third-party application over own development initiatives).
Moreover, requirement analyses, models depicting a desired future state, and
gap analyses between the as-is and the envisioned to-be state are parts of this
perspective.
Coverage within ACET: This perspective is central to ACET. Several method
fragments provide actual design guidance for enterprise architecture models,
making them fit for use in enterprise transformation situations. The EA Anam-
nesis Approach (Chapter 23) enhances existing enterprise architecture models
with design rationale information. For example, decision alternatives, criteria,
and decision-making strategies may be captured in the model and may help
understand why certain design decisions were taken. The Guidelines for Archi-
tecture Models as Boundary Objects (Chapter 19) give guidance on how the
acceptance of models as boundary objects may be increased: models adhering
to these design principles are more likely to be adopted as boundary objects,
and can thus make a contribution towards establishing common ground among
diverse communities of practice (e.g. fostering a shared understanding on trans-
formation goals and plans between business and IT communities). The Model
Bundling (Chapter 21) allows for the construction of domain-specific modelling
languages and thus supports the generation of as-is and to-be models that have
a high fit to a specific enterprise (e.g. by incorporating industry-specific con-
cepts).
4. The implementation perspective covers the transition between the as-is and the
to-be state of the enterprise. Central activities in this perspective are concerned
with project and programme management. Especially the alignment between
different programmes is essential for implementing a desired transformation
plan in a consistent manner. Underscoring the importance of alignment, this
perspective contains a dedicated activity for ex-post alignment.
Coverage within ACET: The implementation perspective is not covered directly
by an ACET method fragment. A rich body of literature exists on programme
and project management (Axelos 2009; PMI 2008). This perspective has strong
connections with the design perspective, as models of to-be states are impor-
tant inputs for programme scoping, and gap analyses and principles are vital
instruments in ensuring (or restoring ex-post) alignment.
5. In the change perspective, we focus on the people aspect of enterprise transfor-
mation. Conceptualising and implementing a communication strategy towards
all relevant stakeholders is a vital part of enterprise transformation, yet one that
17.2 Method Fragments of the Capabilities Catalogue 181
is often overlooked. However, many enterprise transformations fail due to a one-

sided focus on technological issues, while giving too little attention to people
management. Central capabilities in this perspective include stakeholder man-
agement, establishment of communication plans, and the analysis of the cultural
environment the enterprise transformation is situated in.
Coverage within ACET: The change perspective is addressed by the Guidelines
for Architecture Models as Boundary Objects (Chapter 19). It is concerned with
designing enterprise architecture models in pursuit of shared understanding.
6. The transformation management perspective is concerned with managing, spon-
soring, and governing the enterprise transformation. A steering board approves
required funds and provides final decisions for issues that cannot be solved
within one of the other perspectives (e.g. escalating conflicting goals between
programmes that cannot be resolved within the design or implementation per-
spectives).
Coverage within ACET: The transformation management perspective is
addressed by the ACET Information Requirements Reference Model (Chap-
ter 20). This method fragment provides a model detailing which information
transformation managers typically request in enterprise transformation situa-
tions. The information objects contained in this model will touch most of the
other perspectives as well, yet the focus on the user group of transformation
managers and the integrated view this model provides are the rationale for as-
sociating this method fragment with this perspective.
7. Architectural coordination, finally, is ACET. By providing a high-level per-
spective on the enterprise, enterprise architecture management can perform an
important information supply and coordination function in enterprise transfor-
mation. This is a distinct coordination function from, for example, corporate
controlling, which provides a high-level quantitative perspective (i.e. focusing
on financials). Architectural coordination contains both quantitative informa-
tion (e.g. complexity metrics of process or software landscapes) and qualita-
tive/structural information (e.g. detailed impact analyses at programme level).
Chapter 18
Coherence Management Dashboard
for ACET
Roel Wagter and Henderik A. Proper
Abstract In this chapter we discuss an elaborated theory about how to make explicit
enterprise coherence. An important trigger to develop this new theory was that too
many projects failed. This concerned even projects developed under architecture.
Also our practical experiences showed that existing architecture methods too often
did not result into the promised contributions to the creation of successful project
results. The theory is a part of the research programme GEA. After an inventory of
triggers and a translation of these triggers into a set of requirements, this innovation
programme took for developing this theory the following hypothesis as a starting
point: “a positive correlation exists in organisations between the level of coherence
and the level of performance”. Based on these triggers, requirements, and hypoth-
esis, the GEA innovation programme developed a theory by which the enterprise
coherence can be made explicit and the enterprise coherence can be governed. In
this chapter this way of governing will be explained.
18.1 Introduction
This chapter is primarily based on results from the project developing the general
enterprise architecting (GEA) method (Wagter 2009), in particular the enterprise co-
herence framework parts as discussed in more detail in Wagter et al. (2013a, 2012a).
The development of the GEA method was based on several case studies (see, e.g.,
Wagter et al. 2012b, 2013b, 2012c) with the client organisations participating in the
R. Wagter ()
H.A. Proper

184 18 Coherence Management Dashboard for ACET
programme, using a combination of design science (Hevner et al. 2004) as the over-
all rhythm and case study research (Yin 2009) to leverage the findings from the case
studies. In its current form (Wagter 2009), the GEA method comprises of three core
ingredients (Wagter 2009).
Next to the Enterprise Coherence Assessment (ECA) that allows organizations to
assess their ability to govern coherence during enterprise transformation, it involves
an enterprise coherence framework and a (situational) enterprise coherence gover-
nance approach. The latter includes the identification of specific deliverables/results
to be produced and the processes needed to produce these deliverables/results, as
well as an articulation of the responsibilities and competences of the people in-
volved. The enterprise coherence framework, which will be summarised below
(and discussed in more detail in Chap. 18), enables enterprises to set up their
own management dashboard in terms of the enterprise coherence that can be gov-
erned/improved during enterprise transformations.
The enterprise coherence framework part of GEA specifically aims to meet the
challenges as identified in Chap. 10 and is therefore the focus of this chapter. It,
enables enterprises to set up their own management dashboard in terms of which
enterprise coherence can be governed/improved during enterprise transformations.
This, enterprise specific, dashboard enables senior management to govern the co-
herence between key aspects of an enterprise during transformations.
In line with approaches such as Dialogue Mapping (Conklin 2005), SEAM (Weg-
mann 2003), and the Soft Systems Methodology (Checkland 1981), the enterprise
coherence framework method (Wagter 2009) suggests to take the different stake-
holder groups as a starting point, that is, better accommodating the actual interests
of different groups of stakeholders, while creating room for the needed strategic di-
alogue and negotiations. GEA goes beyond these existing approaches by defining
an organisation-specific management dashboard for ACET, in terms of what GEA
calls an enterprise coherence dashboard (Wagter et al. 2011, 2012d).
This section, which is based on Wagter et al. (2013a, 2012a), is structured as fol-
lows. The central element in defining an enterprise specific management dashboard
for enterprise transformations is the enterprise coherence framework, which will be
introduced in Sect. 18.2.
18.2 The Enterprise Coherence Framework
The enterprise coherence framework (Wagter et al. 2012a) defines a series of coher-
ence elements and coherence relationships, which together define the playing field
for an enterprise’s coherence. For a more comprehensive description of the enter-
prise coherence framework, we refer to our earlier work as reported in Wagter et al.
(2012a).
By making the definition of these elements explicit in a specific enterprise, a co-
herence management dashboard results in terms of which one can gain insight in the
“state of coherence” while also being able to assess the impact of potential/ongoing
18.2 The Enterprise Coherence Framework 185
Mission
Vision
Core Values
Core model
Goals
Chain cooperation
Strategy
Et cetera Processes
Relevant relationship
Perspective
Employees Customer
Core concept
Finance Org. governance
Culture Information provision

Guiding statement
Principle
Policy statement
Objective
Services
Fig. 18.1 GEA coherence elements
transformations. This then enables a deliberate governance of enterprise coherence

during, or even driving, transformations.
In general terms, the enterprise coherence framework consists of a set of so-called
coherence elements and coherence relationships between them. The overall level of
cohesion within an actual enterprise is really determined by the explicitness of the
coherence elements, and quality/consistency of the coherence relationships, in this
enterprise. This also allows enterprises to govern their cohesion, in particular by
guarding the coherence relationships. While this may sound abstract, the discussion
of the coherence elements and their relationships is provided in the remainder of
this chapter.
The enterprise coherence framework distinguishes three areas of coherence: co-
herence at the level of organisational purpose, coherence at the design level of the
organisation, and coherence between these levels. Figure 18.1 provides a summary
of the enterprise coherence framework. The different elements of the enterprise co-
herence framework will be elaborated below.
18.2.1 Coherence at the Strategic Level
At the level of organisational purpose, we essentially adapt the “Strategic Devel-

opment Process Model” as proposed by Kaplan et al. (2008), the “Strategy For-
mulation” approach by Thenmozhi (2009), and the notion of endless pursuit of a
company’s mission from “Building Your Company’s Vision” by Collins and Porras
(1996). Based on these theories, we distinguish five key coherence elements: Mis-
sion, Vision, Core Values, Goals, and Strategy:
Mission—The mission is a brief, typically one sentence, statement that defines the
fundamental purpose of the organisation (Kaplan et al. 2008) that is “enduringly
pursued but never fulfilled” (Collins and Porras 1996). It should include what
the organisation provides to its clients and inform executives and employees
about the overall goal they have come together to pursue (Kaplan et al. 2008).
Vision—The vision is a concise statement that operationalises the mission in terms
of the mid-to long-term goals of the organisation. The vision should be exter-
nal and market oriented and should express—preferably in aspirational terms—
how the organisation wants to be perceived by the world (Kaplan et al. 2008).
Senge (1990) indicates that in a vision there must be a creative tension between
the present and the enticing imagination of the future and has to show enough
ambition, which can be translated into goals and strategies.
Core values—The core values of an organisation prescribe its desired behaviour,
character, and culture (Kaplan et al. 2008). We consider core values as guiding
statements at the highest level of sense giving in an organisation. Together with
the mission, the core values are therefore regarded as most invariant.
Goals—The vision operationalised in terms of concrete goals. These goals acts as
success factors in judging the feasibility of strategies. The goals, as success
factors, define the desired outcome (short-term goals) from successful strategy
execution (Kaplan et al. 2008).
Strategy—A strategy of an organisation forms a comprehensive master plan stat-
ing how the organisation will pursue its mission. It should also maximise the
competitive advantages and minimise competitive disadvantages (Thenmozhi
2009).
These coherence elements lead to the organisational purpose triangle as depicted in
Fig. 18.2.
Fig. 18.2 The organisational purpose triangle

The coherence at this level can be derived, and made explicit, by the organisa-
tion’s definitions of the coherence elements and establishing/assessing the consis-
tency and quality of the relationships between the elements:
• The strategies should arguably lead to the achievement of the set goals, while
not violating the core values.
• The goals should be in line with the vision of the organisation, and ultimately
its mission, while being consistent with its core values.
• The core values should at least be consistent with the organisation’s mission.
To indeed be able to establish/assess the consistency and quality of these coher-
ence relationships, it is of great importance that an organisation’s definitions of the
elements are indeed available, and are explicit enough. They do constitute the fun-
damental drivers that shape the enterprise coherence at the design level of the or-
ganisation. In practice, the elements at the organisational purpose level are often
documented in rather broad and informal terms, also increasing the risk of a low
level of enterprise coherence at the design level.
To bring these coherence elements at the strategic elements to life, a few exam-
ples are provided in Table 18.1.
18.2.2 Coherence at the Design Level
At the design level, the organisation’s strategy is translated into the blueprints of the
operational organisation, involving among others. its business processes, financial
flows, logistic flows, human resources, information systems, housing, machines, IT,
etc. To achieve enterprise coherence, the coherence at the design level needs to be
governed as well. Decision-makers need indicators and controls to indeed govern
the coherence at this level.
The design level complements the level of purpose, by zooming in on more
design-oriented concepts. A distinction between coherence at the level of organisa-
tional purpose and coherence at the level of design is consistent with the “Structure
follows strategy” principle from Chandler (1969). The coherence elements at the
design level are:
Perspective—An angle from which one wishes to govern/steer/influence enterprise
transformations. The set of perspectives used in a specific enterprise depend
very much on its formal and informal power structures, both internally and ex-
ternally. Typical examples include culture, customer, products/services, busi-
ness processes, information provision, finance, value chain, corporate gover-
nance, etc.
Core concept—A concept, within a perspective, that plays a key role in governing
the organisation from that perspective. Examples of core concepts within the
perspective Finance are, for instance, ‘Financing’ and ‘Budgeting’.
Table 18.1 Examples of coherence elements on the level of purpose of an organisation

Cohesive elements Statements
Mission • To make people happy (Walt Disney)
• To experience the joy of advancing and applying technology for the ben-
efit of the public (Sony)
• To bring inspiration and innovation to every athlete in the world (Nike)
• To help leading corporations and governments be more successful (McK-
insey)
Vision Walt Disney:

• Creativity + Innovation = Profits
• One of the world’s leading producers and providers of entertainment and
information
Sony:
• We anticipate in the changing relationship between content, technology
and the consumer by our four pillars: e-Entertainment, Digital Cinema,
High-er Definition and PlayStation
Nike:
• Sustainable Business and Innovation is an integral part of how we can
use the power of our brand, the energy and passion of our people, and the
scale of our business to create meaningful change
• The opportunity is greater than ever for sustainability principles and prac-
tices to deliver business returns and become a driver of growth, to build
deeper consumer and community connections and to create positive so-
cial and environmental impact in the world
Core values • Creativity, dreams, imagination, consistency, detail, preservation of the

magic (Walt Disney)
• Being a pioneer, authentic, doing the impossible, individual ability and
creativity (Sony)
Goals • To build a radically new kind of amusement park, known as Disneyland

(in 1950s, Walt Disney)
• Become the company most known for changing the worldwide poor-
quality image of Japanese products (1950s, Sony)
Strategy • Continued diversification consistent with Walt Disney’s early actions

• The company’s increased focus on Sustainable Business and Innovation
(SB&I) will be more seamlessly integrated across Nike’s business strate-
gies
• Nike utilises innovation to produce top quality athletic footwear and ap-
parel
Guiding statement—An internally agreed and published statement, which directs

desirable behaviour. They only have to express a desire and/or give direction.
Guiding statements may therefore cover policy statements, normative princi-
ples (Greefhorst et al. 2013), and objectives.
Core model—a high-level view of a perspective, based on, and in line with, the
guiding statements of the corresponding perspective.
Relevant relationship—a description of the connection between two guiding state-
ments of different perspectives.
The presence of a well-documented enterprise mission, vision, core values, goals,
and strategy are preconditions to be able to determine the content of the coherence
elements on the design level of the organisation, and they are the essential resources
for this determination. See Fig. 18.1.
With the coherence elements at the design level in place, we now have an in-
tegrated framework of coherence elements that shape an organisation on both the
level of purpose and the design level. In Chap. 4, we actually already provided an
example of how the coherence management dashboard can be used as a steering
mechanism in order to formulate answers to major business issues and how this
way of working strengthens the enterprise coherence. In doing so, the dashboard
allows an organisation to involve the right stakeholders (see Chap. 10).
In Fig. 18.3, a visualisation is provided on how occurrences of the coherence
elements on the design level of an organisation are derived from the level of purpose.
The metaphor shows the transition from an unstructured set of control information
on the level of purpose into a structured coherent set of content, differentiated into
the coherence elements on the design level.
1. Filtering & solving 2. Distillation

Vision notes
Policy plans
Business plan
Management reports
Information plan
Annual reports
Business strategy Relevant
Etc. relationships
Policy
Core models statements
Objectives
Core concepts
Perspectives Principles
Fig. 18.3 Metaphor for the derivation of coherence elements on the design level
18.2.3 Coherence Between the Levels
Besides horizontal coherence on one level of contemplation, we also distinguish

vertical coherence between two adjacent levels of coherence. To realise the strategic
fit, as proposed in the “Strategic Alignment Model” of Henderson and Venkatraman
(1993), we correlate the cohesive elements defined on the purpose level with the
cohesive elements defined on the design level. This has been illustrated in Fig. 18.4.
The fundamental, transcendent, nature of the mission of a company gives a
high-level understanding of the core activities to excel in, and the desired behaviour.
Therefore the enterprise’s mission harbours information on relevant perspectives
and principles. The guiding statements should therefore also be motivated in terms
of the mission. As soon as guiding statements are allocated to different perspec-
tives, enterprise coherence is made explicit by coupling them by means of relevant
relationships.
In its vision, an organisation elaborates on its envisioned position in the future.
Vision statements indicate new candidate perspectives and/or new core concepts.
They may also underpin and/or confirm the role of the already identified perspec-
tives and core concepts. Furthermore the envisioned position of the organisation in
the future is translated into principles and policy statements. Core values diffuse
to the design level by way of principles. These values may also indicate major and
minor focus areas to govern, respectively, the perspectives and core concepts. Objec-
tives on the design level, defined as a more concrete formulation of an organisation’s
goal, are derived from the goals on the purpose level. Also goals may indicate major
or minor focus areas to govern. Finally the strategy, seen as the strategic execution
Fig. 18.4 Correlation between the cohesive elements on two interrelated levels of coherence
18.4 Case studies 191
path to achieve the enterprise’s goals, supplies the content to major focus areas, the
perspectives; minor focus areas, core concepts; and directional information, guiding
statements.
18.3 Coherence Management Dashboard
The enterprise coherence framework enables enterprises to set up their own dash-
board to manage enterprise transformation, which then enables senior management
to govern the coherence between key aspects of an enterprise during transforma-
tions. In Sect. 4.4 we already saw an example of such a management dashboard.
By making the definition of the coherence elements explicit in a specific enter-
prise, a (coherence) management dashboard results in terms of which one can gain
insight in the “state of coherence”, while also being able to assess the impact of
potential/ongoing transformations. This then enables a deliberate governance of en-
terprise coherence during/driving transformations.
As mentioned before, the set of perspectives used by a specific enterprise on its
coherence management dashboard is highly organisation specific. This set is not
likely to correspond to the cells of well-known design frameworks such as Zach-
man (Zachman 1987) or TOGAF’s content framework (The Open Group 2009).
Such frameworks, however, can indeed play an important role in the development
of the core models within the different perspectives. Based on their respective un-
derlying “design philosophy”, these more design/engineering-oriented frameworks
provide a way (1) to ensure completeness and consistency from an engineering point
of view, (2) to enforce/invite a specific line of reasoning on the design/construction
of the enterprise, and (3) to classify/structure the different core models.
18.4 Case studies
The enterprise coherence framework, the enterprise coherence framework, together

with the rest of the GEA method, involved several case studies (see, e.g., Wagter
et al. 2012b, 2013b, 2012c) with the client organisations participating in the research.
Chapter 19
Guidelines for Architecture Models
as Boundary Objects
Ralf Abraham
Abstract In this chapter, we derive design principles for architectural models, so

that they support communication across different communities of practice by acting
as boundary objects. Specifically, we derive design principles for overcoming a se-
mantic knowledge boundary, a boundary that exists when different communities of
practice fail to arrive at a shared understanding.
The boundary object properties associated with overcoming semantic knowledge
boundaries are visualisation, modularity, abstraction/concreteness, and stability. For
the visualisation property, we derive design principles from an experimental setup;
for the latter three, we consult extant literature.
For the visualisation property, building cognitively efficient models is identified
as an important contributor. For the modularity property, providing all information
in one place and relying on user-based contextualisation is found beneficial. To
balance between abstraction and concreteness, establishing navigation capabilities
among different layers of abstraction is considered helpful. Finally, for the stability
property, retaining a stable structure and a controlled versioning/release process is
found beneficial.
19.1 Introduction
The diversity of the affected organisational entities (e.g. business units, divisions) in
an enterprise transformation is mirrored by the diversity of the affected stakeholder
groups: an enterprise transformation is typically a collaborative endeavour of di-
verse stakeholder groups such as enterprise architects, project/programme/portfolio
R. Abraham
Institute of Information Management, University of St. Gallen, Switzerland
e-mail: ralf.abraham@unisg.ch

194 19 Guidelines for Architecture Models as Boundary Objects
managers, or managers of the affected business units. Stakeholder groups that ex-
perience regular interactions and share similar working methods can be regarded
as communities of practice. “Community of practice” is a term coined by Wenger
(2000) to describe a group of people that (1) share a joint area of concern (e.g. share
the same tasks in an organisation or are interested in the same topics), (2) regularly
interact within a set of community-specific norms and relations, and (3) possess a
shared repertoire of resources such as languages, methods, tools, stories, or other
communal artefacts. A group of stakeholders who experience regular interaction
and share similar working methods can be regarded as communities of practice.
Differences among the communities of practice involved in an enterprise trans-
formation may be caused by multiple reasons: political interests, past experiences,
or cultural differences as discussed in Chap. 8. Differences in organisational subcul-
tures can lead to both positive and negative consequences: while diversity can be a
valuable asset on the one hand, leading to out-of-the-box thinking and innovation,
diversity may on the other hand also lead to communication defects.
When communication defects among communities of practice occur, shared un-
derstanding on transformation goals and each other’s plans and objectives may be
lost, or may not even exist in the first place. The need for collaboration among di-
verse communities of practice is well recognised in literature (Carlile 2004; Karsten
et al. 2001; Nicolini et al. 2012), and shared understanding is regarded as a key suc-
cess factor for successful enterprise transformation (Bisel and Barge 2010; Elving
2005; Ford and Ford 1995; Stensaker et al. 2008). Oftentimes, enterprise transfor-
mations fail (Kotter 1996; Sarker and Lee 1999), with one particular reason for fail-
ure being a lack of shared understanding (Okhuysen and Bechky 2009). We adopt
a definition of shared understanding as the “degree of cognitive overlap and com-
monality in beliefs, expectations, and perceptions about a given target” (Cohen and
Gibson 2003, p. 8).
To convey information, and to improve shared understanding among communi-
ties of practice during enterprise transformation, one of the major communication
devices are models. Multiple views on an enterprise can be covered with the ap-
propriate models (e.g. business process models or software models). To match the
diversity of communities of practice in enterprise transformation, enterprise archi-
tecture models appear promising: enterprise architecture models address dependen-
cies across partial views of an enterprise (e.g. business, technology) and are at a
higher level of abstraction than models concerned with partial views. Enterprise ar-
chitecture models are of interest to many diverse stakeholder groups because of the
holistic overview they provide (Tamm et al. 2011a,b; van der Raadt et al. 2010).
Differences in knowledge, goals, and values among communities of practice can
be conceptualised as knowledge boundaries. In this chapter, we focus on knowledge
translation, that is, overcoming boundaries of interpretation. Carlile (2004) distin-
guishes three types of knowledge boundaries between communities of practice that
become increasingly complex to cross: syntactic, semantic, and pragmatic knowl-
edge boundaries. Only after a way has been found to establish shared understanding
at these boundaries, knowledge can be transferred, translated, or transformed among
the involved communities of practice.
19.2 Boundary Objects 195
A syntactic boundary exists due to different vocabulary between communities

of practice. To create shared understanding at a syntactic knowledge boundary, a
common lexicon must be developed (Carlile 2004; Kotlarsky et al. 2012).
A semantic boundary exists when communities of practice attribute different
meanings to concepts, and have different interpretations of concepts (Carlile 2004;
Hawkins and Rezazade 2012). To create shared understanding at a semantic knowl-
edge boundary, common meanings must be developed by translating and negotiating
among the different meanings of the involved communities (i.e. by identifying and
resolving differences).
Finally, a pragmatic knowledge boundary exists when communities of practice
have different interests which affect their ability and willingness to share knowl-
edge. To create shared understanding at a pragmatic knowledge boundary, common
interests among the communities of practice must be developed. When develop-
ing common interests, communities accept the possibility of altering their cognitive
frames and having their knowledge structures transformed (Carlile 2002). In other
words, they move towards each other in negotiating a compromise.
Boundary objects are a potential means to cross the aforementioned knowledge
boundaries if they possess a syntactic, semantic, or pragmatic capacity (Rosenkranz
et al. 2014). In this chapter, we focus on semantic knowledge boundaries, and those
boundary object properties that enable a semantic capacity. In doing so, we aim to
provide (partial) answers to the challenges as identified in Chaps. 9 and 10.
At a semantic knowledge boundary, both the architect and the enterprise architec-
ture model play an important role in establishing shared understanding. Therefore,
we decide to first invest in building a capacity for this particular knowledge bound-
ary. We do not address syntactic knowledge boundaries, as these are likely covered
by existing enterprise architecture models already (Rosenkranz et al. 2014; Valorinta
2011). Moreover, a syntactic capacity may be insufficient to create shared under-
standing in an enterprise transformation scenario, where the diversity among com-
munities of practice is exceptionally large, and the encountered knowledge bound-
aries may be more complex than a syntactic knowledge boundary. We also do not
address pragmatic knowledge boundaries, where the focus strongly shifts away from
objects to the role of architects (Abraham 2013; Levina and Vaast 2005; Rosenkranz
et al. 2014). Communities of practice need to find common interests to develop com-
mon solutions at such a knowledge boundary (e.g. agree on transformation goals or
a concrete implementation strategy).
19.2 Boundary Objects
Boundary objects are abstract or physical artefacts that support knowledge sharing
and coordination among different communities of practice by providing common
ground. We follow the definition of Winter and Butler (2011): “By identifying ‘low-
est common denominators’, critical points of agreement, or shared surface referents,
boundary objects provide a sufficient platform for cooperative action – but they do
so without requiring the individuals involved to abandon the distinctive perspec-

tives, positions, and practices of their ‘base’ social world.” This definition high-
lights two central aspects of boundary objects: interpretive flexibility and retaining
a community’s identity.
Interpretive flexibility—Boundary objects provide common ground among com-
munities of practice. When they are used for a shared purpose of multiple com-
munities of practice, boundary objects provide a common point of reference and
are thus “weakly structured in common use” (Star and Griesemer 1989). How-
ever, each of the communities involved uses the boundary object on a more de-
tailed level for its specific purposes, therefore making the object “strongly struc-
tured in individual site use” (Star and Griesemer 1989). Put differently, bound-
ary objects are artefacts carrying de-contextualised information: only within the
communities involved does the information contained in a boundary object re-
ceive context (Hawkins and Rezazade 2012; Landry et al. 2009).
Retaining identity—While providing lowest common denominators, a shared point
of reference, boundary objects do not aim to level the differences between the
involved communities (i.e. to replace any other objects or practices the com-
munities work with). Instead, they acknowledge each community’s individual
identity and allow it to preserve the practices of its social world.
Examples of boundary objects include physical objects such as prototypes (Carlile
2004), intangible objects like shared IT applications (Pawlowski and Robey 2004),
maps and models (Star and Griesemer 1989), and abstract conceptualisations such
as standardised forms and repositories (Carlile 2004; Star and Griesemer 1989).
19.2.1 Boundary Object Properties
In our previous work, we have taken a boundary object perspective on enterprise

architecture models (Abraham 2013) and proposed a set of properties for overcom-
ing various knowledge boundaries (Abraham et al. 2013b). These properties are
described as follows. For a detailed description, see Abraham (2013):
Modularity—enables communities to attend to specific areas of a boundary object
independently from each other, such as attending to individual portions of an
ERP system.
Abstraction—serves the interests of all involved communities by providing a com-
mon reference point on a high level of abstraction. Local contingencies are elim-
inated from high-level views to highlight the commonalities.
Concreteness—addresses specific problems relevant to specific communities. Com-
munities are able to specify their concerns and express their knowledge related
to the problem at hand. Thus, interpretive flexibility is provided.
Shared syntax—provides a common schema of information elements, so that local
use of information objects is uniform across communities.
19.2 Boundary Objects 197
Malleability—entails that boundary objects are jointly transformable to support the

detection of dependencies and the negotiation of solutions.
Visualisation—entails that boundary objects do not rely on verbal definitions, but
possess a graphical or physical representation (e.g. a drawing or a prototype).
Annotation—enriches boundary objects with additional information by individual
communities in order to provide context for local use.
Versioning—traces changes to boundary objects, along with their rationale. Addi-
tional context is provided by reconstructing the chronological evolution of the
boundary object.
Accessibility—includes informing interested communities about the boundary ob-
ject using appropriate communication channels and other measures aimed at
helping communities to use the boundary object, such as trainings. As a result,
the boundary object is easier to access for the involved communities.
Up-to-dateness—includes timely communication of changes to the involved com-
munities as well as responsibilities and processes for updating the boundary
object.
Stability—implies that the structure and underlying information objects of a bound-
ary object remain stable over time. Despite different local uses and annota-
tions, boundary objects provide a stable reference frame: while changes at
the periphery are possible, the core of the boundary object remains stable and
recognisable.
Participation—means that relevant communities should be involved in the creation
and maintenance of the boundary object, and that users should also include top
management.
Based on a series of expert interviews (Abraham et al. 2013b), we consider the fol-
lowing properties to enable syntactic, semantic, and pragmatic capacities in bound-
ary objects:
Syntactic knowledge boundaries—accessibility and shared syntax
Semantic capacity—visualisation, modularity, abstraction/concreteness, and
stability
Pragmatic capacity—participation and up-to-dateness
Malleability, annotation, and versioning are not supported by our interview data. We
will therefore focus on the boundary object properties of visualisation, modularity,
abstraction/concreteness, and stability. These properties are essential for a semantic
capacity.
19.2.2 Enterprise Architecture Models as Boundary Objects
Nicolini et al. (2012) argue for considering a broad range of object types when
analysing communication among communities of practice. They present a frame-
work of different object types that support collaboration among communities of
practice: material infrastructures, boundary objects, epistemic objects, and activity

objects.
Material infrastructures remain in the background and only become visible when
they cease functioning. Examples of material infrastructure are communication sys-
tems (e.g. email, phone), or project documents. Activity and epistemic objects are
central objects to the organisation’s mission, for example, the products to be de-
veloped, or representations thereof. They motivate collaborative efforts (epistemic
object) or stimulate negotiations (activity objects). The similarities between activ-
ity and epistemic objects become evident from the fact that the same instance is
provided as an example for both object types in previous works [namely, a bioreac-
tor (Nicolini et al. 2012) and an intellectual property database (Neyer and Maicher
2013)].
Boundary objects are positioned between material infrastructures and epistemic
objects/activity objects. They provide interfaces between communities of practice,
but they are the means to enable collaboration in the first place, rather than the
ends of collaborative efforts. They are much more stable and defined than activity
objects or epistemic objects, yet still malleable and interpretively flexible enough to
not (yet) be considered material infrastructures. Different communities of practice
can thus detect complementarities, differences, and dependencies between their own
perspectives and the perspectives of others, and can incorporate others’ perspectives
into their own.
Out of the previously discussed objects in collaboration, we opt for conceptu-
alising enterprise architecture as boundary objects. Enterprise architecture models
are not ends in themselves, but they are rather used by organisations to derive fu-
ture benefits, for example, supplying information to decision-makers, increasing
business-IT alignment, or improving communication. Enterprise architecture mod-
els are not the ultimate output of an organisation, or the very reason for an or-
ganisation’s existence—those would be the products or services the organisation
eventually produces.
In enterprise transformation, the primary purpose of boundary objects is to pro-
vide a means for translation among different perspectives, not to motivate collabora-
tive efforts in the first place. In ACET, therefore, enterprise architecture models are
conceptualised as boundary objects, as they are a means of architecture for achiev-
ing the ends (coordination, and establishing shared understanding as an important
facet of coordination) in a specific context (e.g. an enterprise transformation).
19.3 Semantic Boundary Object Capacities
Having motivated our choice of the boundary object lens to improve shared under-
standing in enterprise transformation, we now take a more detailed look into those
properties that enable a semantic boundary object capacity: visualisation, modular-
ity, abstraction/concreteness, and stability.
19.3 Semantic Boundary Object Capacities 199
19.3.1 Visualisation
By improving the cognitive effectiveness, a boundary object can be made more

accessible to different communities and easier to understand (Boland and Tenkasi
1995; Henderson 1991). To this end, a number of visualisation principles are pro-
vided (Moody 2009). Yet, these principles are general-purpose principles, applica-
ble to any (conceptual) model. To assess the feasibility of the visualisation principles
for our specific purpose—turning an enterprise architecture model into a boundary
object—we performed an experiment.
19.3.2 Experimental Setup
We performed an experiment with the participants of an enterprise architecture

seminar held in Finland in October 2013. This seminar was attended by 11 par-
ticipants pursuing a PhD in information systems with a specific research interest
in the enterprise architecture field. Some of the participants had prior industry ex-
perience. These participants serve as proxies for future enterprise architects. We
presented them a fictitious, illustrative enterprise transformation scenario that de-
scribed a merger between two telecommunication service providers. The communi-
ties of practice involved were the transformation management team on the one hand
and the managers of the IT unit of one of the providers on the other hand. In the
scenario, a capability map was envisioned to be helpful in identifying gaps or over-
laps in the capability structure between the two individual service providers and the
future merged enterprise. A capability map is an artefact type that aggregates soft-
ware components into capabilities. Capabilities decouple business process activities
from software components: business process activities do not access software com-
ponents directly but indirectly via capabilities (Winter 2010). Figure 19.1 shows the
initial capability map.
We specifically selected visualisation principles which improve the cognitive ef-
fectiveness for novices rather than for experts (Moody 2009, p. 772). The ratio-
nale behind this decision is that the principles shall be applied to create bound-
ary objects for a heterogeneous set of communities of practice, rather than de-
tailed models for a single expert community. The following visualisation princi-
ples have been selected from Moody (2009, p. 772): perceptual discriminability,
semantic transparency, dual coding, and complexity management. The visualisa-
tion principle graphic economy—calling for a cognitively manageable number of
graphic symbols—has not been selected, as only a very specific model has been
investigated that did not contain an excessive number of different visual constructs.
After the visualisation principles had been explained, the participants applied
them to the initial capability map. The stated objective of this exercise was to turn
the capability map into a boundary object. The participants were given 20 min to
perform this task (paper based rather than electronically). After the experiment, the
participants assessed for each visualisation principle (1) whether they considered it
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useful for constructing a boundary object and (2) whether they found it easy to use.
Both questions were rated on five-point Likert scales, ranging from not at all use-
ful/easy to use to very useful/easy to use. The visualisation principles are explained
below. For each, the original model is depicted on the left-hand side, and the altered
model (after application of the principle) is depicted on the right-hand side.
19.3.2.1 Perceptual Discriminability
The degree of perceptual discriminability indicates how easily and accurately dif-
ferent graphical symbols can be discriminated from one another. Variations in shape
(“primacy of shape”) or the use of colour as a second, redundant coding factor are
examples of visualisation principles that can improve perceptual discriminability.
Figure 19.2 gives an example.
19.3.2.2 Semantic Transparency
The degree of semantic transparency indicates how easily the meaning of a graphical
symbol can be guessed from its appearance. Figure 19.3 gives an example where the
fact that two capabilities belong to the same application is highlighted visually on
the right-hand side.
Primacy of
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19.3.2.3 Dual Coding
Dual coding refers to the representation of relationships both textually and graphi-
cally. Figure 19.4 presents an example.
19.3.2.4 Complexity Management
Complexity management refers to the use of techniques such as abstraction mecha-

nisms to reduce the complexity of a representation. Figure 19.5 shows an example of
a capability map broken down into several layers. Individual layers (L0, L1, L2) can
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19.3.2.5 Performance Attributes
This is a design rather than a visualisation principle, as it does not relate to the
representation of the capability map but to its information content. Capabilities
can be supplemented with performance attributes, indicating requirements towards
the quality of service level (e.g. in terms of time, availability, or execution speed).
Figure 19.6 gives an example.
19.3.3 Experimental Results
Figure 19.7 shows how the participants assessed perceived usefulness and perceived
ease of use for each of the presented visualisation principles.
Complexity management appears to be the most useful visualisation principle,
but also the most difficult to use. Semantic transparency, on the other hand, is con-
sidered both very useful and easy to use. Providing additional information on service
quality also shows a favourable balance of usefulness and ease of use. On the other
hand, visualisation principles such as perceptual discriminability (exemplified via
primacy of shape and redundant coding) and dual coding are considered compara-
tively less useful for the purpose of creating a boundary object.
Overall, combining the visualisation principles of semantic transparency, com-
plexity management, and the performance attributes principle (i.e. those principles
with a perceived usefulness higher than 4.00) can be seen as the most promising
candidates for creating cognitively efficient boundary objects.
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Yet, the experimental results must be assessed with caution: a model does not
become a boundary object at design time, but only during actual application. We
asked designers of enterprise architecture models—in the specific case a capability
map—whether applying a certain technique would increase the potential of the ca-
pability map to be adopted as a boundary object. Our respondents could therefore
only assess a “designated boundary object”, which does not automatically become
a “boundary object-in-use” (Levina and Vaast 2005). Moreover, as enterprise archi-
tects, all our respondents belonged to the same community of practice.
19.3.4 Modularity
When several communities of practice share a boundary object, a major design de-
cision is when and by whom the information is filtered. Two extremes are possible:
On the one hand, all communities of practice could look at the same model, which
contains entirely unfiltered information. In this case, the users will have to contextu-
alise and filter the available information themselves (user-based contextualisation).
On the other hand, a viewpoint could be provided for each community of practice
group, filtering the information that is considered relevant from the object designer’s
point of view. In this case, information filtering is already done at design time, when
the viewpoints are constructed (designer-based contextualisation). An example for
user-based contextualisation would be a global model at a high level of abstraction.
Here, all communities of practice look at different parts of the overall model, but
would be able to see other communities of practice’s areas of concern at the pe-
riphery of their own core area. Abraham (2013) provides an example of a financial
figures sheet at an insurance company, where the same sheet is used by both the
business community to define objects such as contracts and premiums, and by the
data warehouse community to identify which database tables to query for creating
reports. An example for designer-based contextualisation would be a model with
predefined viewpoints for individual communities of practice, so that one group of
communities of practice does not see the information that is intended for other com-
munities of practice.
In another example in the air traffic management domain, the findings of Landry
et al. (2009) also indicate that user-based contextualisation enabled superior air traf-
fic controller performance than designer-based contextualisation. Air traffic con-
trollers explicitly preferred getting the whole picture and then doing the filtering
themselves to receiving information from a predefined viewpoint. From these find-
ings, Landry et al. (2009) propose the following design guidelines:
1. Provide a common picture for all collaborators.
2. Minimise the amount of information preprocessing by the designers. Leave in-
formation filtering to the user.
3. Provide continuous updates on changes to all collaborators (i.e. to all involved
communities of practice).
Concerning the modularity property, we argue that user-based contextualisation

is more appropriate for designing a boundary object than designer-based contextu-
alisation. First, not all relevant communities of practice that may eventually use the
boundary object are known a priori. Hence, one cannot predefine views that suit any
potential user. Second, by showing what is happening at the periphery, communities
of practice can more easily transfer knowledge between each other.
19.3.5 Abstraction/Concreteness
Models on different abstraction levels should be linked. Models on a high level of

problem description aid in translating among different perspectives and generate
common meanings. Models on a more detailed level are beneficial for establishing a
common terminology by exposing community-specific vocabulary. The interlinking
among different levels of problem description is also part of the complexity man-
agement visualisation principle.
In a study set in the domain of database modelling, Parsons (2003) reports on the
differences between students’ understanding of classification structures, depending
on whether multiple local schemas or one global schema is provided. The findings
partly confirm those of Landry et al. (2009), namely, that a global schema improves
communication by relieving the subjects from manual integration effort (i.e. having
to collect information from a variety of viewpoints). However, this is only the case
when the information presented in the global schema is complementary to the in-
formation in local schemas (e.g. the fact that two synonyms “client” and “account”
refer to the same entity can be more efficiently shown on a global schema). When
there are conflicts between the global schema and the local schemas, the participants
showed better problem understanding (hence better organisational communication)
when presented with a number of local (i.e. community-specific) schemas than with
a single global schema. Being able to rely on local representations helped subjects
to identify and understand differences among their viewpoints. The authors con-
clude that a global schema should be constructed to leverage its effect on improving
organisational communication when the viewpoints/classification/interests of two
communities of practice are complimentary. However, local schemas should be pre-
served in order to be able to detect differences in interpretation (semantic boundary)
and help the affected communities of practice resolve their conflicts (thereby cross-
ing a pragmatic boundary).
Concerning the required balance between the properties of abstraction and con-
creteness, we argue for combining de-contextualised with contextualised models.
When differences arise not only in interpretations but also in interests, organisational
communication is improved by providing local schemas that can be consulted to re-
solve these conflicts: a high level of abstraction on the overall model is combined
with low levels of abstraction on the linked detail models. This enables communities
of practice to switch back and forth between global and local models (Pareto et al.
2010), combining the effectiveness of information retrieval in the global model with
the conflict detection and resolution capability of the local model. In the case of
enterprise architecture models for transformation, a global to-be model of the future
state should be complemented by local models that depict to-be states of individual
domains, like process architectures of organisational divisions. In case of disagree-
ment, communities can then drill down from the global model to more specific views
to detect and/or resolve differences.
19.3.6 Stability
Boundary objects need to have certain stability, a robust frame, to be considered

trustworthy and legitimate sources of information. A boundary object that changes
rapidly and, above all, unpredictably, tends to be ignored (Abraham 2013, p. 8).
Another aspect the panellists stressed is stability: a constantly changing object fails
to gain legitimacy and tends to be ignored. Yet, a boundary object must be kept
up-to-date at the same time; otherwise, communities of practice might lose trust
in a boundary object that provides outdated information (Abraham et al. 2013b, p.
35 f.). Release management processes (van der Hoek and Wolf 2003) can help to
control the frequency of changes while regularly updating the contents, and thus
balance between stability and up-to-dateness requirements. Change request towards
a boundary object would then be collected, discussed, and evaluated (e.g. in an
architectural board). Periodically, new versions would be released, ensuring that
there is always an official version available.
19.3.7 Development of Boundary Object Design Principles
Although design principles have been mentioned by Gregor and Hevner (2013, p.
348) as “knowledge contribution” types and by Gregor (2006, p. 329) “[p]rinciples
of form and function” as part of an information systems design theory, a precise
definition of the term “design principles” has not yet emerged. We shall adopt the
definition of van Aken (2004, p. 228) of a design principle as “a chunk of general
knowledge, linking an intervention or artefact with a desired outcome or perfor-
mance in a certain field of application”. To describe our design principles, we will
use the core meta model of Aier et al. (2011) for enterprise architecture design prin-
ciples. Albeit our design object is different—boundary objects rather than enterprise
architecture—we consider the meta model of Aier et al. (2011) as applicable for de-
scribing boundary object design principles as well. Similar to enterprise architecture
design principles, we apply our design principles to achieve a desired outcome, we
define an intended field of application, and we intend to create general knowledge,
that is, design principles on a generic level that may be refined for application in
measures fulfilment of
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explains refines says how
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Fig. 19.8 Core meta model of enterprise architecture principle.

c Aier et al. 2011, reprinted with
permission from Aier et al. (2011)
a specific enterprise. While our design object is specific (an enterprise architecture
model as a boundary object) rather than generic (“grand design”, an entire enter-
prise architecture), our design principles also serve the core architectural purpose of
restricting design freedom, or guiding design choices (Dietz and Hoogervorst 2008).
The core meta model of an enterprise architecture design principle consists of the
following components (see Fig. 19.8):
• The rationale provides the justification for applying the principle: why does
applying this principle provide a benefit?
• The statement describes the objective of the principle: what should be done?
• The implications describe how the objective of the principle can be achieved:
how can it be implemented?
• The key actions describe specific actions for implementing the principle.
• Measures say how the implementation success of the principle can be measured.
Except for key actions, all elements of this core meta model are on a generalised
level: they apply to multiple enterprises. Key actions, on the other hand, must be
taken in a specific enterprise: what does this mean for us, considering our unique
context? For example, Aier (2014) argues that the organisational culture of an en-
terprise impacts the way principles should be applied. Since we intend to build gen-
erally applicable principles for designing boundary objects in enterprise transfor-
mation, we do not elaborate on key actions. Rather, these have to be derived with a
specific enterprise and its context in mind.
Visualisation—Table 19.1 shows the design principle for the visualisation property.
Modularity—Table 19.2 shows the design principle for the modularity property.
Abstraction/concreteness—Table 19.3 shows the design principle for the abstrac-
tion/concreteness property.
Stability—Table 19.4 shows the design principle for the stability property.
Table 19.1 Visualisation design principle

Component Explanation
Rationale Cognitive efficiency is essential for understand-
ing and accepting models
Statement Design cognitively efficient enterprise architec-
ture models to improve shared understanding in
enterprise transformation
Implication Apply the following design and visualisation
principles that provide a desirable balance be-
tween perceived usefulness and perceived ease of
use:
• Semantic transparency
• Complexity management
• Performance attributes (design principle)
Key action <To be defined per enterprise>

Measure Less time is spent for finding information in the
model (i.e. model content can be grasped faster)
Less misunderstandings occur while reading the
model
Table 19.2 Modularity design principle

Rationale User-based contextualisation is more suitable
for creating shared understanding than designer-
based contextualisation
Statement Provide all information in one view, so that users
do the filtering themselves
Implication Provide one common view of the model to all
user groups
• Group information relevant to one user
group (e.g. in columns or spatially in a dia-
gram)
• Highlight parts of the overall model graph-
ically, to help communities of practice lo-
cate their areas of concern
• Provide users with the ability to discover
information adjacent to their own area of
concern

Measure Existence of only one common view to cap-
ture the information previously stored in multi-
ple views
19.4 Discussion 209
Table 19.3 Abstraction/concreteness design principle

Rationale Depending on the level of cooperation, respec-
tively, the degree of conflict, one global or sev-
eral local models are preferable
Statement Provide users with the ability to navigate be-
tween different levels of problem description
Implication Combine global, de-contextualised models with
local, community-specific models
• A global model is preferred when com-
munities of practice have common mean-
ings and common interests. Multiple local
models are preferred when communities of
practice need to develop common mean-
ings or common interests
• Explicate the links between models on dif-
ferent levels of abstraction

Measure Users may conveniently navigate between dif-
ferent levels of abstraction
19.4 Discussion
We have analysed the properties of visualisation, modularity, abstraction/concrete-

ness, and stability that are central for semantic capacity to designing boundary
objects. From an experiment with PhD candidates in the field of enterprise archi-
tecture, we have identified two visualisation principles—semantic transparency and
complexity management—that are, combined with the additional principle of per-
formance attributes, especially relevant for boundary object construction in enter-
prise transformation.
For the modularity, abstraction/concreteness and stability properties, we have de-
rived design principles from existing literature. We conclude that a boundary object
should be contextualised by the users instead of by the designers, that different lev-
els of abstraction should be interlinked to detect conflicting local interpretations,
and that stability and up-to-dateness requirements should be balanced via a release
management process.
Like with any research, the findings presented here must be interpreted cau-
tiously. The sample in the experiment contained merely eleven participants who
were potential creators, but only a subset of the end users of the proposed boundary
object. The principles for modularity, abstraction/concreteness, and stability have
been derived from experimental studies in literature that did not cover the specific
Table 19.4 Stability design principle

Rationale A stable boundary object is able to gain legit-
imacy from communities of practice, while a
boundary object that is perceived as too volatile
tends to be ignored
Statement Provide a boundary object whose structure re-
mains stable and recognisable across communi-
ties of practice
Implication Balance between the goals of stability on the one
hand and providing timely updates on changes
on the other hand
• To minimise the frequency of changes
and prevent ad hoc manipulation, define a
change management process
• Collect change requests, assess required
changes, and release new versions period-
ically
• Define a release management process, so
that there is always one official version of
the boundary object in circulation

Measure Change and release management processes de-
fined according to officially sanctioned stan-
dards
Only one official version of the boundary object
in circulation
phenomenon of enterprise transformation. Nevertheless, the four design principles

provide actionable advice to enterprise architects, so that they can understand and
subsequently enhance the capability of their tools (i.e. architectural models).
Chapter 20
The ACET Information Requirements
Reference Model
Nils Labusch
Abstract In this chapter, we derive a reference model that provides a holistic per-
spective on enterprise transformations. The model includes two perspectives: On the
one hand, information objects that enterprise architecture management can provide
are included. On the other hand, information requirements that enterprise transfor-
mation managers posed during interviews are integrated with those discussed in
literature. Both combined perspectives lead to a comprehensive overview of infor-
mation requirements and objects that are relevant during enterprise transformations.
20.1 Introduction
During an enterprise transformation, many stakeholders with extensive and diverse

information requirements need to be coordinated. These requirements need to be
fulfilled by enterprise transformation managers. Providing decision-relevant infor-
mation for an enterprise transformation is an important task (Galbraith 1974). In or-
der to be able to fulfil this task, the enterprise transformation managers as much as
the architects need to know what information is required for a successful enterprise
transformation. While in Chap. 11 a discussion was provided how information pro-
cessing is conducted and how enterprise architecture management could contribute
to it in general, the question remains, what is the required information about? In
order to answer this question, a literature survey and empirical studies were con-
ducted. As a result, we were able to identify concrete information requirements that
enterprise transformation managers have and at the same time information that ar-
chitects can provide.
N. Labusch

212 20 The ACET Information Requirements Reference Model
Labusch (2015) summarises the topic of information requirements reference

models as stated below. Commonly two understandings of the term model exist:
Some consider models to be direct representations of reality, while others consider
a model to be a construction by one or more modellers (Ahlemann 2009). For refer-
ence model design, usually the second perspective is taken (Ahlemann 2009). In this
regard, models are considered to be a resulting artefact of conducted design research
processes (Gregor and Hevner 2013; March and Smith 1995).
Models in information systems research describe processes (Becker et al. 2000),
applications (Schaeffer et al. 1993), data (Inmon 2000), information requirements
(Jaffe 1979), and many more aspects of an organisation. Models are core vehi-
cles to analyse, design, and deploy IS (Becker et al. 1995; Fettke and Loos 2003).
Ahlemann (2009) distinguishes models that focus on the business problem and not
on technical aspects, models describing larger technical building blocks, and those
models closely related to software programming.
The model that is discussed in this chapter contains information requirements of
enterprise transformations. The presented reference model aims to meet the chal-
lenges as discussed in Chaps. 9 and 11.
Information requirements are one side of the coin, while fulfilling them by in-
formation supply is the other. The model type is strongly related to information
models described in the IDEF0 method (NBS 1993) and is understood as a model
that presents information needed in an organisation. However, since some confusion
exists about the term “information model” (e.g. Becker and Delfmann 2007) also use
it for process models), in the book at hand the term information requirements model
is used.
Compared to models that are used in a single context for a certain purpose, ref-
erence models are meant to be more generic (Luiten et al. 1993). Examples of these
models are the ISO OSI layer model (Zimmermann 1980), the Supply-Chain Op-
erations Reference model (SCC 2009), or reference models for project manage-
ment (Ahlemann 2009). While Thomas (2005) considers reference models as being
used “for supporting the construction of other models”, Fettke and Loos (2007)
consider them to be conceptual frameworks that can be used as a draft for infor-
mation systems design and development. Reference models aim at serving different
purposes: accelerating design of information systems, reducing costs, helping to
communicate innovation and best practices, reducing the risk of failure (Ahlemann
2009), or transferring domain knowledge in companies (Becker et al. 2010).
20.2 Research Approach
To analyse the information requirements during enterprise transformations, we con-

ducted a literature survey (Labusch and Winter 2013) and an empirical qualitative
study (Labusch et al. 2014a). This section provides a brief description of the re-
search approach, the details can be found in the respective papers. The following
description is based on the above-cited papers.
20.3 ACET Information Requirements Reference Model 213
In the literature survey, the guidance given by Webster and Watson (2002) is
applied to avoid reinvestigation of existing knowledge and thus increase rigour and
relevance of the research (vom Brocke et al. 2009). In line with Elliot (2011), search
terms are handled strictly since a huge body of literature from academic and non-
academic sources is available in the topic area. Hence, the search is concentrated
on top journals of information systems, management, and organisational science
based on the Jourqual ranking (Schrader and Hennig-Thurau 2009) and the AIS
basket of eight in order to include the mature and established knowledge. Further, a
database search in the major management databases is conducted (Web of Knowl-
edge, Springerlink, Ebsco) to include more recent or practice-based sources. In ad-
dition, specific journals and conferences (e.g. Journal of Enterprise Transformation
or the PRET conference proceedings) are added to the survey. Articles in the jour-
nals are identified based on the title keyword “transformation” and in the databases
based on the title search term:
(organisational OR strategic OR business OR enterprise OR corporate OR large-scale)
AND transformation AND management
We interviewed eight transformation managers and ten enterprise architects. Two
researchers independently coded the experts’ responses. Potential contributions of
enterprise architecture management and the needs of enterprise transformation man-
agement were added to different lists that for the purpose of developing the infor-
mation model were merged later on. The results were triangulated with findings
from the enterprise transformation management and enterprise architecture man-
agement literature. We have included this step to ensure that the enterprise trans-
formation as much as the enterprise architecture management codes are consistent
with a common understanding of both disciplines. The codes were grouped based
on their semantic similarity. This grouping was again conducted by two independent
researchers and consolidated in the first iteration.
The results are consolidated in the reference model. We provided the identified
information requirements to practitioners in one organisation in order to evaluate if
they were comprehensible and if major aspects were missing.
20.3 ACET Information Requirements Reference Model
The ACET information requirements reference model, as shown in Fig. 20.1, is

comprised of eleven requirement areas that contain the different information re-
quirements. Below, we briefly describe the requirements and summarise the design
decisions taken during the development process. These decisions are based on liter-
ature and the empirical findings gathered during the interviews with domain experts.
Strategy Goals Business Structure
Important steps Transformaon goal

Processes
(e.g. roadmap) descripon
Business requirements Organizaonal

Market situaon
structure
Drivers Plan costs (budget) Product porolio
Business case for the

Business Strategy transformaon Locaons
Business funcons
Project Porolio Design Opons Capabilies of the

organizaon
Soluon ideas
Projects Methods
Outsourcing potenals
Redundancies among
projects Transformaon
Evaluated technology
methods
Dependencies Consolidaon
between projects potenals
Stakeholders
Project roles
Performance
Business partners
Skills of employees
Beneﬁts of the
transformaon Suppliers
Social Factors As-Is costs Customers
Stakeholder (qualitave) success

characteriscs metrics (Frame-) Contracts
Cultural change (quantave) success Internal stakeholders

(necessary acvies) metrics of the transformaon
Common language
Risks IT Structure
Communicaon
strategy
Assessed risks Data structures
Trainings
Legal regulaons Applicaons (incl.

Transformaon interfaces)
history
Security aspects IT-Infrastructure
Organizaonal culture
Internal guidelines/
standards IT-Security aspects
Fig. 20.1 ACET information requirements reference model

20.3.1 Strategy
Strategy is seen as an important part of enterprise transformations (Uhl and Gollenia

2012). The area addresses the strategy of the enterprise transformation itself. Impor-
tant steps are described in a rather rough manner to provide guidance for all involved
stakeholders. This can, for example, be done with the help of a transformation road
map that is maintained by enterprise architects (Tamm et al. 2011a). Information
about the market situation is necessary to safeguard the transformation and align the
overall corporate strategy. This especially includes trends and developments in the
market environment (Uhl and Gollenia 2012). The triggers and drivers of the enter-
prise transformation are also important information objects (Baumöl 2008). These
can be regulatory aspects, necessary changes of the business model due to increased
market pressure, etc. Knowledge about the business strategy is also required. The
strategy of the concrete transformation needs to support the business strategy and
thus needs to be aligned in terms of its goals.
20.3.2 Goals
To highlight the importance of defining and aligning the goals of the enterprise trans-
formation (Jenkins 1977; Ward and Uhl 2012), they were included in an own area of
information requirements. First, the transformation goals need to be described. For
this purpose, a process is necessary that includes relevant stakeholders (Ward and
Daniel 2006). In consequence, the business requirements need to be collected (Singh
et al. 2011). Different techniques exist to identify these requirements (e.g. work-
shops or interviews with top-level executives). A specific perspective on the trans-
formation goals is the budget, thus the planned costs. Staying with the prospected
budget is considered to be a goal of every enterprise transformation. Therefore, this
requirement is considered in the goal area of information requirements. Finally, a
business case describes the goals in a very detailed way and is central information
during the cause of the enterprise transformation.
20.3.3 Business Structure
Managers that are involved in the enterprise transformation need information about
the business structure. This is related especially to the as-is structure which is sup-
posed to be transformed. Only when managers are aware of this structure, resis-
tances and other issues can be foreseen early enough to react. In today’s organisa-
tions, information about processes is a vital part of this (vom Brocke et al. 2012).
They can come along in various forms, including process chain diagrams or activ-
ity documentations. Closely related is the organisational structure. Maintaining the
information (e.g. in terms of an organisational diagram) is a task that is usually con-

ducted in the organisation. Having this information at hand is vital in order to create
awareness about the affected stakeholders. Information about the product portfolio
is also part of the business structure. Products also refers to services that are part of
the value creation. The information is necessary to create awareness about relations
of products. If, for example, one product should be replaced because its market
value decreased heavily, it is vital to know if other products and services depend
on it. In addition, knowledge about the different locations of the transformation
is necessary. Many problems can be solved easier whenever responsible managers
are in place and can directly communicate the essentials of the enterprise transfor-
mation (Abraham et al. 2013b). Furthermore, it might be necessary to distinguish
different regulations and laws that locations are affected by. When the enterprise
transformation is in a later stage, business functions are a relevant object of focus.
Business functions are activities that are carried out by the organisational units of
a company. They refine the business processes and contain different tasks. The last
requirement in this area is capabilities of the organisation. Usually capabilities are
a combined set of the above-illustrated elements. For example, an organisation can
have the capability to support its customers—this capability is achieved by a com-
bination of processes, business functions, IT systems, and employee skills.
20.3.4 Project Portfolio
The fourth relevant area is the project portfolio. Information requirements are mostly
imposed by methods like PMBok (PMI 2008). The first important requirement is
information about projects as such. An overview of the existing project portfolio is
necessary to classify and prioritise the transformation activities. Information about
redundancies of projects is relevant in order to reduce the efforts and thus the costs
of the enterprise transformation. However, this information is difficult to gather and
the architectural support included in ACET can provide significant value. Related to
this requirement is information about the dependencies of projects. The information
is relevant to prioritise needs and allocate resources. The information about project
roles contains the various roles in the project to manage the transformation appropri-
ately. This includes a clear assignment of persons to projects in order to make them
feel responsible for the result delivery. The last information requirement in this area
addresses skills of employees. This information is important for different reasons.
First, people need to be allocated to projects or other tasks in the enterprise trans-
formation management team. Second, if skills necessary for the enterprise transfor-
mation are missing, training needs to be conducted or personnel with the required
skills needs to be hired.
20.3.5 Design Options
The information area of design options is strongly related to architectural founda-

tions of ACET and highlights the plan-driven perspective. Information about solu-
tion ideas covers plans and ideas about possible solutions that need to be imple-
mented to achieve the before investigated goals. The plural form is chosen to make
clear that at this point, various scenarios are developed, which are weighed against
each other by the responsible managers. Outsourcing potentials explicitly address
outsourcing scenarios and contain information about possible process or system out-
sourcing activities. Evaluated technology addresses information about technology
and its possible contribution for the enterprise transformation. For example, big data
technology could be assessed concerning its use potential, or social media could be
introduced for the communication of the enterprise transformation. Consolidation
potentials contain information about possible amalgamations (not only technical in
nature but also capability areas, departments, etc.).
20.3.6 Methods
Information about transformation methods addresses the availability of documenta-

tion on how to conduct enterprise transformations. This information is crucial for
the success of enterprise transformations since methods and frameworks are able to
increase the enterprise transformation success (Lahrmann et al. 2012). Many pitfalls
during an enterprise transformation are already documented and could be avoided
by applying established methods. That is why the decision was taken to add methods
as an explicit information requirement to the model.
20.3.7 Social Factors
Traditionally, social factors are ranked very important whenever enterprise trans-
formations are conducted (Kotter 1995). However, in reality, oftentimes managers
lack the relevant information concerning these factors. Stakeholder characteristics
need to be known in order to determine how to address the different stakehold-
ers (Prosci 2014). It is very difficult to openly store this information—many suc-
cessful enterprise transformation managers write down their most important stake-
holders and their characteristics in secret documents they store at home. However,
somehow a stakeholder analysis should be done. Necessary activities for cultural
change are related to this former information requirement. This requirement con-
tains the discussed and necessary steps for the specific organisation to conduct a
cultural change (if planned so in the enterprise transformation strategy). A com-
mon language is another requirement concerning the social factors. As already dis-
cussed in Chap. 19, a common language, for example, in terms of boundary ob-
jects, needs to be considered in order to avoid misunderstandings and unnecessary
delays (Abraham et al. 2013b; Cross et al. 2000). The communication strategy is
based on the above-mentioned stakeholder characteristics and provides guidance on
whom to address concerning what aspect of the enterprise transformation (Prosci
2014). Information about trainings (e.g. availability and necessity for certain roles)
is related to the available skills in the organisation and contributes to the enterprise
transformation by empowering employees and managers to conduct the enterprise
transformation. Information about the transformation history contains lessons learnt
and good practices. This information is very important since it directly relates to the
specific organisation where the enterprise transformation takes place. Thus, generic
guidelines can be evaluated against historical experiences. Information about the
organisational culture is the last information requirement in this area. It can make
a huge difference, if an enterprise transformation is conducted in a very formal or-
ganisation (e.g. a bank) or in a start-up culture (Breu 2001). The results of culture
assessments should be available as an information item.
20.3.8 Performance
Information requirements concerning performance are mostly related to topics of

management and benefit accounting. Having information about the benefits of the
enterprise transformation available is considered as important (Ward et al. 2012).
Especially because benefits can contradict each other, it is necessary to have an
overview and possibly information about contradicting benefits that need to be har-
monised. As-is costs are information about all current costs that occurred in con-
nection with the enterprise transformation. Especially deviations with the planned
costs are of interest because huge cost overruns can occur in ETs (Flyvbjerg and
Budzier 2012). Information concerning qualitative success measures can be col-
lected through interviews with key stakeholders. These are necessary to identify
issues that are usually not codified in quantitative or monetary measures. Quanti-
tative measures are required, too. Examples are customer satisfaction measures or
lead times.
20.3.9 Stakeholders
The requirement area stakeholder addresses information requirements concerning

the stakeholders that are involved in or affected by the enterprise transforma-
tion (Prosci 2014). This involves business partners (all partners who are neither
customers nor suppliers, such as joint venture partners). Moreover, it involves sup-
pliers and customers since these might need to change processes on their side or pa-
rameters of their products and services. For this reason, information about contracts
is part of this area. Such information is required to identify contracts that cannot be
easily terminated and need negotiation efforts (Baumöl 2008). In addition, it allows
20.4 Discussion 219
identifying frame contracts that could be used in order to avoid purchasing a service
twice during the enterprise transformation. Furthermore, the internal stakeholders
of the enterprise transformation are part of the requirements area. Knowing who
is affected in order to connect this information with processes or social factor is
necessary during the enterprise transformation.
20.3.10 Risks
Enterprise transformation managers require information about risks. In consequence,

the assessed risks are part of this information area. Assessed risks can be the result
of a risk assessment (Vellani 2007). In addition, a thorough documentation of legal
regulations is necessary. In some cases such regulations are even the driver of the
enterprise transformation. Information about security aspects (concerning different
matters like IT, business, or investments) have to be considered in addition. Fur-
thermore internal guidelines and standards need to be known (Cross et al. 1997).
During the enterprise transformation, they may have to be changed.
20.3.11 IT Structure
Information about the IT structure is required in most transformations since almost

all of them involve changes in the IT. First, this is related to the data structures.
Whenever major processes, products, or services are changed, this also affects the
stored data. Enterprise transformation managers need to know how their changes
affect the data. They also need to know which applications and interfaces between
these applications are affected because these are usually critical for the operations
of the company. This is also the case for the IT infrastructure—managers need to
know if new planned applications, for example, can still be run on the old hardware.
In this regard also security aspects need to be considered.
20.4 Discussion
The reference model described above provides a holistic perspective on enterprise

transformations. The perspective is twofold: On the one hand, information objects
that enterprise architecture management can provide are included. On the other
hand, information requirements that enterprise transformation managers posed dur-
ing interviews are integrated with those discussed in literature.
Subsequently, two important questions occur. First, how mature is the specific
organisation’s enterprise architecture management department with regard to the
information supply capabilities of enterprise architecture management in general?
Whereas enterprise architecture management in general is able to provide a wide

range of information, a specific enterprise architecture management department may
only be able to supply some information, depending on different context factors
(e.g. the department’s maturity, available skill sets, or the organisational anchoring
of that department). For example, enterprise architecture management in a specific
organisation might only be responsible for reporting on interdependencies among
applications. While this is an important task during the enterprise transformation,
such an enterprise architecture management is not necessarily able to provide in-
formation about business strategy. This, of course, can be changed and based on
the model provided in this chapter, enterprise architecture management departments
can analyse which information they might want to provide in the future to become
more relevant during enterprise transformations.
The second important question is whether the consolidated information require-
ments are really needed in the concrete enterprise transformation in the specific
organisation. This question is not trivial, since information requirements heavily
depend on the type of enterprise transformation and the concrete environment. In
order to simplify the adaptation to specific situations, the introduced model shall
be made adaptable in a second step. For this purpose, different types of enterprise
transformation are identified in Chap. 25 that allow for an easier adaptation. In addi-
tion, knowledge about the different types of enterprise transformation simplifies the
communication of the reference model when dealing with enterprise transformation
management.
Chapter 21
Model Bundling: Componential
Language Engineering
Sybren de Kinderen
Abstract This chapter introduces a design artefact for value-based componential

language engineering, as a response to the research questions defined in Chap. 13.
The design artefact consists of two parts: (a) two formal ontologies, representing
the stakeholder perspective/language-centric perspective, respectively. These two
ontologies can be used to specify catalogues of language fragments, emphasising
how these are valuable to stakeholders. (b) A procedural model, inspired by situ-
ational method engineering, for creating model bundles from the fragments in the
catalogues. We illustrate the artefact with an experiment on combining the mod-
elling languages e3 value, DEMO, and ArchiMate.
21.1 Introduction
In Chap. 13 we argued for a language engineering approach that caters to an eco-

nomic design of conceptual modelling languages. For language users we reasoned
that a language should be designed in line with the purposes of the modelling
exercise at hand. As such, the language should contain exactly the amount of con-
cepts needed for that purpose: no more (which would clutter the model) and no less
(which would result in a decrease of language expressiveness). For language design-
ers, we reasoned that economy of design refers to the reuse of existing modelling
languages, so as to avoid having to design a language from scratch. We also showed
how the current state of the art (on the design of domain-specific languages, sit-
uational method engineering, and model transformation) provides useful elements
S. de Kinderen

222 21 Model Bundling: Componential Language Engineering
for an approach towards economic language design, and where these elements fall
short.
In this chapter, we introduce a design theory for the economic design of mod-
elling languages. Section 21.2 introduces the notion of model bundling. Section 21.3
introduces a language merging experiment, which will be used to illustrate the
two major constituencies of our design theory: the two model bundling ontologies
(Sect. 21.4) and the ontologies for language engineering (Sect. 21.5). Section 21.6
concludes with a discussion and directions for further research.
21.2 Model Bundling
We now introduce e3 RoME for model bundling, our design artefact for value-based
language engineering. First we introduce the key ideas behind the main design arte-
fact and briefly characterise this artefact in terms of its chief constituencies: the
required input, activities, the involved roles, and its output. Thereafter, we discuss
how our language engineering artefact is derived from a value-based selection mech-
anism for service bundling.
21.2.1 The e3 RoME Model Bundling Artefact
The e3 RoME design artefact can be characterised as follows:

• Inputs: (1) Purposes/modelling needs and (2) catalogue of model fragments and
their capabilities. These inputs will be explained in further detail in Sects. 21.4.1
and 21.4.2, respectively.
• Roles: modelling stakeholders. This concerns both the modellers themselves
and the stakeholders (in-)directly benefiting from the modelling. For example,
inspired by Stirna and Persson (2012), one can identify the following roles for
collaborative enterprise modelling: a modelling expert, a stakeholder with sig-
nificant expertise in modelling languages; a model facilitator, a stakeholder fa-
cilitating the group dynamics while modelling; a modelling sponsor, the stake-
holder that invests resources into the modelling effort; and the end user, who
uses the (indirect) results of the modelling effort.
• Activities: (1) At “design time”: Create a catalogue of model fragments,
whereby each fragment is characterised by its capabilities. Furthermore, create a
catalogue of modelling purpose/needs for the modelling stakeholders, in terms
of a means-ends chain (explained in further detail in Sect. 21.4.1). This cata-
logue gradually specifies an abstract purpose/need into capabilities provided by
fragments from the model catalogue. (2) At “run time”: Find suitable combina-
tions of language(s) (or language fragments) using modelling needs and model
capability catalogues as input.
21.3 Experiment: Integrating e3 Value and ArchiMate via DEMO 223
• Techniques: (1) Two formal ontologies for specifying languages from a value
perspective (Sect. 21.4). (2) A procedure for value-based language engineering
(Sect. 21.5).
• Results: combinations of modelling techniques, in line with modelling needs/
purposes.
21.2.2 Adapting a Value-Based Service Bundling

Mechanism
A key idea is that for model bundling, we reuse a semiautomated, needs-driven,

matchmaking mechanism for service bundling.
This service bundling method, coined e3 service by Razo-Zapata et al. (2012),
de Kinderen (2010), and Akkermans et al. (2004), specifies, in a “smart” question
answer game, a customer need into suitable service bundles.1 For example: “com-
municate with a family member abroad” is satisfied by the service bundle:
{VoiP(Skype), IP-access}
e3 service relies on multidisciplinary theory development. On the one hand, e3 service

has business notions that allow for expressing commercial services and service
needs. On the other hand, e3 service provides computational support, by means of
software tools, for (semi)automated reasoning about service bundling.
For developing a model bundling artefact, it would be interesting to look at
reusing (1) the value-based mechanism to translate customer needs into service bun-
dles, (2) a decision-making method that balances the costs and benefits of such a
bundle, and (3) the formal, software, tool support that exists for both.
Note that we should be careful with the shift from business-to-business to
business-to-customer. e3 service was developed with end customers in mind, while
we use e3 RoME in organisational context, that is, more business-to-business. This
assumption can affect our basic matchmaking mechanism and, as such, will be ad-
dressed during our discussion on modelling stakeholders (Sect. 21.4.1).
21.3 Experiment: Integrating e3 Value and ArchiMate via DEMO
Now that we have introduced the basic idea behind e3 RoME, we discuss each of
its elements in further detail: the formal ontologies that provide its key concepts (in
Sect. 21.4) and a procedural model for using e3 RoME (in Sect. 21.5).
1 Here bundling refers to the selling of a package of services at a single price (Guiltinan 1987;
Stremersch and Tellis 2002).
We use a model bundling experiment from de Kinderen et al. (2012a) as a run-

ning example. In this model bundling experiment, we define a model transformation
between the enterprise modelling techniques e3 value, DEMO, and ArchiMate. The
key idea behind this transformation is to elaborate how a value network (expressed
in e3 value) is realised in terms of supporting business processes and IT systems.
To model business processes and IT systems, we rely on the enterprise architec-
ture modelling language ArchiMate. Furthermore, we rely on the modelling tech-
nique DEMO for assistance with process modelling. In particular, DEMO’s trans-
action patterns provide us with guidelines on what specific business process steps
should be considered to realise an economic transaction stemming from e3 value.
21.4 Two e3 RoME Ontologies
e3 RoME relies on formal ontologies to create a computer-supported method. Borst

(1997, p. 11) defines an ontology as “a formal specification of a shared concep-
tualisation”. This definition highlights two features of ontologies that are impor-
tant to our research: (1) a formal specification, which we need since we aim for a
semiformal, computer-supported, bundling method, and (2) a shared conceptuali-
sation, which is important to ensure that the different stakeholders involved in the
bundling use a common vocabulary, for example, with respect to what constitutes a
model fragment.
Similar to e3 service, e3 RoME has two ontologies: one for expressing the stake-
holder perspective and one for expressing the conceptual modelling languages as
model fragments. The main reason for using two perspectives is that we can fo-
cus our effort on modelling those concerns that are of interest from a particular
perspective (Finkelstein et al. 1992). For one, the value that particular stakeholders
receive from applying a model fragment, and how this value helps them to satisfy
a need, involves modelling different (namely, stakeholder-centred) concerns than
those needed for modelling a library of specific model fragments. For now, we fo-
cus on the two e3 service perspectives, but we are aware that more perspectives may
also exist, for example, to express, independently of stakeholder concerns, that stan-
dardisation of a model can have value in terms of network effects.
As stated in the introduction, for illustration purposes, we replay an experiment
on model integration and transformation of the conceptual modelling techniques
e3 value, DEMO, and ArchiMate (see de Kinderen et al. 2012a,b). In particular, we
formalise the pragmatic reasons behind integration and transformation of these tech-
niques.
21.4 Two e3 RoME Ontologies 225
plays role
Actor Stakeholder Role
0..* 0..1
1...*
has Modelling pract.
0...* Project Sponsor
Need Domain expert
...
Functional
0...* specified by Consequence
Consequence ...
1 1 OB
starts at 0..* ends at 0..* Specification
has Consequence link ...
Link rationale
0..*
Fig. 21.1 The e3 RoME stakeholder perspective ontology (based on Razo-Zapata et al. (2011) and
de Kinderen (2010))
21.4.1 The Stakeholder Perspective Ontology
The e3 RoME stakeholder perspective ontology, depicted in Fig. 21.1,2 is grounded

in the e3 service customer perspective ontology (see Razo-Zapata et al. (2011) and
de Kinderen (2010, p. 106)). e3 service, in turn, is based on concepts from estab-
lished needs analysis literature. Most notably, refer to Kotler (2000) for a discussion
on needs, wants, and demands, and refer to Woodruff (1997), Gutman (1997), and
Aschmoneit and Heitmann (2002) for a discussion on means-ends chaining.
Note that while e3 service, which constitutes the basis of our ontology, is aimed
at analysing the needs of end customers, we see the application of its basic needs
concepts in a business-to-business context as well: in logistics, where Mentzer et al.
(1997) uses means-ends chaining to understand business needs of channel partners,
and in the area of enterprise architecture, where van der Raadt et al. (2010) assess
how enterprise architecture contributes to achieving the goals of individual (busi-
ness) stakeholders. Furthermore, the notion of means-ends is central to the Business
Motivation Model (BRG 2007), an OMG standard aimed at modelling both business
and end-customer motivations.
In particular, in the above business-to-business references, means-ends chains are
applied to link valuable attributes to more abstract stakeholder motivations.
2 The border with the dotted line indicates additions to earlier work (Razo-Zapata et al. 2011;
de Kinderen 2010, p. 106).
ArchiSurance modelling expert ArchiSurance CIO Actor

Modelling practitioner Project sponsor Stakeholder role
Support for detailing Help steer the enterprise Need
economic transactions
Consequence
Legend
...
Have holistic perspective
of the enterprise
OB (provide economic rationale
for business operationalisation)
Transaction-based Link business IT IT application Business process Value perspective

business processes perspective on perspective on on enterprise
enterprise enterprise
Fig. 21.2 An example stakeholder perspective catalogue
21.4.1.1 Actor
An actor is a physical entity occupying one or more stakeholder roles in an or-

ganisation. Since we concern ourselves with analysing the concerns of individual
modelling stakeholders, actors are necessarily human.
Example: Figure 21.2 presents the stakeholder perspective catalogue for our run-
ning model transformation experiment. Here, we see that “ArchiSurance CIO” is an
actor. Note: “ArchiSurance” is the company used as a running example in our model
integration/transformation experiment.
21.4.1.2 Stakeholder Role
Stakeholder role is the role played by an actor in a conceptual modelling project. A

role influences the responsibilities and required skills of an actors (Lankhorst 2012).
In line with Stirna and Persson (2012), we distinguish between different modelling
roles, including the “Project sponsor”, who initiates the modelling project and is
its main investor, and the “modelling practitioner”, who actually creates the models
(while assuming subroles of “facilitator” or “tool expert”).
Example: “ArchiSurance CIO” has the role of a project sponsor.
As can be seen from our stakeholder perspective ontology, actors and stakehold-
ers have been added as new concepts compared to e3 service. This was done to reflect
that model engineering can involve multiple stakeholders having different, possibly
conflicting, concerns (Ågerfalk and Fitzgerald 2006).
21.4.1.3 Need
A need represents a problem statement independently from a solution direction

(see Kotler (2000)).
Example: “Help steer the enterprise” from the “ArchiSurance CIO”.
21.4 Two e3 RoME Ontologies 227
21.4.1.4 Consequence
A consequence is anything that results—directly or indirectly—from using an ob-

ject (Gutman 1997; Aschmoneit and Heitmann 2002). In our case, this object is a
model fragment. Thus, a consequence is defined in a bottom-up manner: it results
from applying a model fragment. We discuss how a consequence results from a
model when introducing the model catalogue ontology (Sect. 21.4.2).
A need is typically specified by zero or more consequences. As such, the
consequences—as results of a model fragment—show how a need is satisfied.
Example: “Have holistic perspective of the enterprise” specifies the need to “Help
steer the enterprise”.
Eliciting consequences is done by asking the question: What happens if we con-
sume service X in which valuable property Y is contained?.
A special kind of consequence, is a functional consequence, which represents the
functional goal that can be achieved through the consumption of a model fragment.
It represents the primary function that a customer is interested in.
Example: The functional consequence “Have holistic perspective of the enterprise”.
21.4.1.5 Consequence Link
A consequence link relates two consequences. For e3 RoME, we have two types of
relations:
• A consequence may have a specification link with one or more other conse-
quences. Such consequence laddering (see Gutman (1997)) can be used to spec-
ify abstract consequences into more concrete consequences until a sufficiently
detailed consequence is found for which solutions can be offered.
Example: In our experiment, the consequence “Have holistic perspective of the
enterprise” has a specification relation with the consequences “Link business-
IT”, “Business process perspective on enterprise”, and “IT application perspec-
tive on enterprise”. (See the customer perspective service catalogue in Fig. 21.2
for reference.)
• An optional bundling (OB in Fig. 21.1) relation between two consequences A
and B indicates that consequence B can add value to consequence A, but that
consequence B can also be acquired separately from A. Optional bundling is
grounded in the marketing notion of demand interdependency (Guiltinan 1987).
Example: The consequence “Value perspective on enterprise” can add value to
the consequence “Have holistic perspective on enterprise”.
21.4.1.6 Link Rationale
A link rationale shows why a relation between two consequences exists.

Example: In our first experiment on integrating e3 value and ArchiMate (de Kinderen
et al. 2012b), the optional bundling relation between the consequences “Value
perspective on enterprise” and “Have holistic perspective on enterprise” has as a

rationale “provide economic rationale for business operationalisation”.
21.4.2 The Catalogue Perspective Ontology
In this chapter, we discuss the e3 RoME model catalogue ontology, which is grounded
in e3 service supplier perspective ontology (see Razo-Zapata et al. (2011) and
de Kinderen (2010, p. 111)).
We base our discussion on an ontology instantiation for our model integration
experiment, presented in Fig. 21.3. In this catalogue, we see model fragments, such
as “Use DEMO transaction patterns”. Value is the main criterion to consider a part
Link business IT
ArchiSurance
modelling expert - Business process per-
spective on enterprise
Modelling practitioner
IT application perspec-
tive on enterprise
Compensation for
modelling effort
Value perspective
on enterprise
(Economic) trans-
actions
Compensation for
modelling effort
Transaction-based
business processes
(Economic) trans-
actions
Compensation for
modelling effort
Actor -
Stakeholder Value Value
role interface port
Method
Fragment Consequence
Legend
Fig. 21.3 A value-based catalogue of model fragments
21.5 Generating Model Bundles 229
of a model as a separate fragment. For example, “Use DEMO transaction patterns”

is part of the larger DEMO method, which offers an extensive set of techniques
and perspectives to model the essential aspects of an enterprise (Dietz 2006). Yet,
DEMO transaction patterns provide value by themselves in the sense of offering
strict guidance in translating economic transactions into business processes. Thus,
“Use DEMO transaction patterns” is modelled as a separate fragment.
Similar to the e3 RoME stakeholder ontology, a model fragment is provided by
an actor in a stakeholder role. For the model fragment “Using DEMO transaction
patterns”, an actor is “ArchiSurance modelling expert” in the role of “Modelling
practitioner” (see Fig. 21.3).
In turn, a model fragment’s value is conceptualised in terms of consequences,
which are attached to model fragments via incoming and outgoing value ports.
Outgoing value ports denote a consequence that is provided to the environment.
For example, “Using DEMO transaction patterns” provides the consequence
“Transaction-based business processes”. On the other hand, incoming value ports
are used to denote a consequence received from the environment, for example, “Us-
ing DEMO transaction patterns”, requires “Compensation for modelling effort” and
“(Economic) transactions”.
Finally, the bundling of consequences is indicated by a value interface. A value
interface (ovals in Fig. 21.3) groups value ports and denotes that either all conse-
quences attached to the ports are to be exchanged or none at all. For example, for
the fragment “Using DEMO transaction patterns”, a value interface shows that the
outgoing consequence “Transaction-based business processes” is compensated for
by “(Economic) transactions” and “Compensation for modelling effort”.
Note that in e3 RoME, as in e3 service, consequences can be attached to value in-
terfaces as well, to indicate that the value of a fragment or bundle can be more than
the sum of its parts. An example of this from our catalogue (Fig. 21.3) is provided
by the fragment “ArchiMate modelling”, which through its capability of modelling
both business processes and IT applications also provides the added value of re-
lating business processes and IT applications (which would not have been possible
with two unbundled stand-alone techniques for modelling, respectively, business
processes and IT applications).
It is important to emphasise that e3 RoME conceptualises repository fragments
according to the consequences that they provide. This allows for matching between
the stakeholder and model perspective catalogues.
21.5 Generating Model Bundles
We now show how to use the stakeholder and model repository ontologies to create
model bundles, using the two catalogues instantiated for our experiment as input
(see Figs. 21.2 and 21.3). Figure 21.4 provides a procedural model for e3 RoME.
Identify modelling
stakeholders
Analyze modelling
needs
Method base Select method

fragments
Bundle analysis
Analyze stakeholders
and modelling
needs for bundle
[additional consequences]
Fig. 21.4 Procedural model for the e3 RoME method.

c 2010, S. de Kinderen; reprinted with
permission from de Kinderen (2010)
21.5.1 Creating an Initial Model Bundle
In accordance with the e3 RoME procedural model, we start with Identify modelling
stakeholders, using the typology from the e3 RoME ontology as input.
For our experiment, we initially identify one such stakeholder, a project sponsor,
a role played by the ArchiSurance CIO.
Next we perform the step Analyse modelling needs of the found stakeholders,
using the stakeholder perspective catalogue as input.
For our experiment, we find that the project sponsor selects the need “Help steer
the enterprise” and find that this need is specified by, amongst others, the con-
sequence “Have holistic perspective on enterprise”. This consequence, in turn, is
specified by—using the consequence specification link—the consequences “Link
business-IT”, “Have holistic perspective on enterprise”, “Business process perspec-
tive on enterprise”, and “IT application perspective on enterprise”.
Thus we have so far elicited the consequence set:
{“Have holistic perspective on enterprise”, “IT application perspective on enterprise”,

“Business process perspective on enterprise”, “Link business-IT” }
21.5 Generating Model Bundles 231
Subsequently, e3 RoME, similar to the e3 service service bundling reasoning, con-

siders consequences that have an optional bundling relation with the initially elicited
consequences.
For our experiment, we thus find that the consequence “Have holistic perspective
on enterprise” has an optional bundling relation with the consequence “Value per-
spective on enterprise”, with the rationale to “Provide economic rationale of busi-
ness operationalisation”. Let us assume that, from the rationale, the project sponsor
is also interested in receiving the consequence “Value perspective on enterprise”.
As such our initial set of consequences, as an outcome of the needs analysis step, is:
{ “Have holistic perspective on enterprise”, “IT application perspective on enterprise”,
“Business process perspective on enterprise”, “Value perspective on enterprise”,
“Link business-IT” }
Next, in the step Select model fragments, we use the value-based matchmaking
mechanism from e3 service to match the desired consequences to consequences-
provided model fragments.
For our experiment, we provide a match with two fragments from our catalogue
(Fig. 21.3): ArchiMate modelling and e3 value modelling.
Next, in the Bundle analysis, we have two subactivities: (1) to actually bundle
the model fragments. This means that we do value-based matchmaking amongst the
model fragments as well, besides showing how these individual fragments satisfy
a need (as done in the step “Select model fragments”). We exemplify this bundling
in more detail in Sect. 21.5.2, where we discuss the final bundle as depicted in
Fig. 21.5. (2) To discover all bundle consequences (using concept of a value inter-
Fig. 21.5 The {e3 value, DEMO, ArchiMate} model bundle

face), and do a cost–benefit analysis with them using the scoring and ranking mech-
anism from e3 service. For example, for the model fragment “e3 value modelling”,
we find that to receive the consequence “Value perspective on enterprise”, we have
to provide “Compensation for modelling effort” (note that, as stated, we will not
detail further the actual cost benefit analysis for this chapter).
For our experiment, we assume that the project sponsor indeed selects the ini-
tially created model bundle {ArchiMate modelling, e3 value modelling}.
21.5.2 Modifying a Model Bundle
For the created bundle, we perform the step Analyse stakeholders and modelling
needs for bundle. This is a step that we introduced additionally to the e3 service
needs-driven bundling algorithm, to reflect that in situational method engineering
the assembly of a model out of fragments may spin off the need for additional
fragments (see, amongst others, Brinkkemper (1996, p. 277)). In our value-based
approach, we analyse (1) whether new stakeholders are required for the bundle and
(2) if the bundle raises new stakeholder concerns.
For our experiment, we find a second modelling stakeholder, “modelling practi-
tioner”. Being presented with the bundle, this stakeholder has the need to “Support
for detailing economic transactions”. As detailed in de Kinderen et al. (2012a), this
need arises from the difference in abstraction level between economic transactions
modelled in e3 value and the underlying detailed business processes and IT appli-
cations modelled in ArchiMate. Thus, we require structured support for translating
between these techniques.
Using our stakeholder catalogue (Fig. 21.2), the “Modelling practitioner” finds
that the need “Support for detailing economic transactions” is satisfied by the conse-
quence “Transaction-based business processes” and decides to select it. As a result,
we now have the updated set of consequences:
{ “Transaction-based business process”, “Have holistic perspective on enterprise”,
“IT application perspective on enterprise”, “Business process perspective on enterprise”,
“Link business-IT”, “Value perspective on enterprise” }
Using these consequences as input, as can been seen in the procedural model
(Fig. 21.4), we again perform the steps Select model fragments and Bundle analysis.
Using our value-based matchmaking mechanism for our experiment, we thus
find the fragments “ArchiMate modelling”, “e3 value modelling”, and “Using DEMO
transaction patterns”.
Next, during bundle analysis, we again (1) bundle model fragments and (2) weigh
costs/benefits.
For our experiment, we can see the resulting bundle in Fig. 21.5. Note here also
what we mean by a bundle analysis of the model fragments themselves: namely,
the value-based matchmaking algorithm, besides matching the consequences from
the stakeholder catalogue to the consequences of the catalogue of fragments, also
matches the valuable outcomes amongst fragments themselves. As such, we see that
21.6 Discussion 233
the fragment e3 value modelling produces as a valuable outcome “(Economic) trans-

actions”, which the model fragment “Using DEMO transaction patterns” trans-
forms into “Transaction-based business processes”, which in turn provides input
to the fragment “ArchiMate modelling” [the specific bundling algorithm, related to
the e3 service supplier ontology, is detailed in Akkermans et al. (2004)].
21.6 Discussion
This chapter has introduced e3 RoME, a design theory for value-based componential
language engineering. We characterised e3 RoME in terms of its key constituencies,
and illustrated it by means of a language engineering experiment on integrating the
modelling languages e3 value and ArchiMate via DEMO.
We can now address the research questions posed in Chap. 13 as follows:
• Research Question 13.3.1.1: How can we design a language that is sufficiently
expressive for domain-specific enterprise transformation concerns?
e3 RoME introduces the notion of linking the value provided by different lan-
guages to an overall transformation-specific modelling purpose.
• Research Question 13.3.1.2: How can we design a language such that it is eco-
nomic in use?
e3 RoME selects only those language components needed for the transformation
at hand.
• Research Question 13.3.2: How can we design new languages by mixing and
matching parts of existing languages?
e3 RoME provides a mechanism for reusing parts of existing languages, inspired
by an earlier approach developed for value-based service bundling.
Chapter 22
Principle-Based Goal-Oriented
Requirements Language
Diana Marosin and Sepideh Ghanavati
Abstract This chapter introduces an overview on the formulation of architecture

principles, guidelines for a semiformal definition, and rules for modelling the
architecture principles. As such, we aim to provide answers to the challenges as dis-
cussed in Chap. 14. In doing so, we give insights on analysis and impact evaluation
of aforementioned architecture principles on the designed architecture models and
on the implementation of enterprise architecture. Furthermore, we give directions
for future research and summarise possible applications of our method, including
managing architectural changes and making informed decisions.
22.1 Introduction
We recall that the underlying goal of this chapter is to check and manage the
consistency or non-consistency between architecture principles and architecture
instructions (cf. the research question in Sect. 14.1). In Sect. 14.2, we discussed
a non-exhaustive list of challenges when evaluating the impact of architecture prin-
ciples, for example, vagueness given by the natural language representation, lack of
a common definition, and lack of tool support for representation and analysis.
Studying the current literature and observing the practices in enterprises, we
notice that even if the architecture principles are company specific, they all seem
to have common fields in their structure. In Sect. 22.2, we summarise multiple def-
initions and present a minimal structure to define architecture principles, such that
D. Marosin ()
SopraSteria, Leudelange, Luxembourg
e-mail: marosin.diana@gmail.com
S. Ghanavati
Department of Computer Science at Texas Tech University, Lubbock, TX, USA

236 22 Principle-Based Goal-Oriented Requirements Language
it results in a consistent set of useful, implementable, measurable, and enforceable

architecture principles.
In order to overcome the challenges presented in Sect. 14.2, we propose a semi-
formal framework, called Principles-based goal-oriented requirements language.
Our framework uses a semiformal language, goal-oriented requirements language
that enables us to better justify the architecture principles in relation with goals and
vision of the organisation, to provide rationales for the decisions, and to run what-if
analysis (e.g. see what happens if architecture principles support conflicting goals,
if the set contains conflicting architecture principles, or if some architecture princi-
ples support the goals only partially). Goal-oriented requirements language is our
language of choice because it is part of a standard [i.e. user requirements notation
(URN) (Amyot et al. 2009)] and it includes a quantitative and qualitative evaluation
mechanism and KPIs.
Moreover, goal-oriented requirements language can be extended with the help of
meta-data and URN links concepts, such that the language becomes versatile and
adaptable to different organisational contexts. This means that the same language
and graphical notation could accommodate successfully any of the multiple defini-
tions of architecture principles (see Sects. 14.1 and 22.2).
The tool support, jUCMNav (Amyot et al. 2012), which is an Eclipse-based plug-
in, helps resolve the scalability issues of goal-oriented requirements language. How-
ever, in the rest of this chapter, we do not focus on the tool but on formalisation and
representation. Instructions on how to use our framework and examples from a real
case study can be found and downloaded online (van Zee 2016). The high-level
building blocks of our framework are represented in Fig. 22.1.
The first goal-oriented requirements language model belongs to the organisa-
tion under discussion and contains its higher-level goals and strategies. This model
contributes to the new projects and programmes and therefore contributes to the
project’s goal-oriented requirements language models. Each project has its own
goals to achieve and has its own timely issues. Fulfilling project’s goals implies
that the goals of the enterprise are satisfied as well. Architecture principles con-
tain two elements: the textual representation of the architecture principle, as de-
fined by stakeholders and management board, and a semiformal representation in
Fig. 22.1 Overview of principles-based goal-oriented requirements language framework.

c 2014,
D. Marosin; reprinted with permission from Marosin et al. (2014)
22.2 Guidelines for the Formulation of Architecture Principles 237
goal-oriented requirements language. The architecture principle is consistent with

the organisation’s goals and has the role to restrict the individual project’s goals and
tasks.
In the rest of this chapter, we explain how to formalise the set of architecture
principles using goal-oriented requirements language, and we briefly discuss the
analysis and evaluations that can be performed on a set of semiformalised architec-
ture principles.
22.2 Guidelines for the Formulation of Architecture Principles
Lindström (2006) uses the characteristics of “good requirements, originating from

requirements engineering” (e.g. IEEE Std 830-1998, Software Requirements Spec-
ification) to define the requirements for a good set of architecture principles. The
authors distinguish between syntax (the form of the principle) and semantics (the
meaning and content of the principles). The criteria for assessing the quality of ar-
chitecture principles are as follows: verifiability, completeness, correctness, modifi-
ability, unambiguity, consistency and stability. Similarly, the TOGAF standard (The
Open Group 2011) lists five criteria that distinguish a set of good architecture princi-
ples: understandable, robust, complete, consistent and stable. Likewise, Op ’t Land
and Proper (2007) define two methodologies on how to create a SMART set of ar-
chitecture principles (e.g. specific, measurable, achievable, realistic, time-related).
Contrary to Lindström (2006), who leaves out the issue of prioritising the archi-
tecture principles, Op ’t Land and Proper (2007) introduce this notion in their for-
mulation and analysis. Based on the insights and requirements introduced by the
aforementioned research, we define the following requirements for a set of architec-
ture principles.
Understandable—Each principle should be sufficiently definitive and precise to
be quickly grasped and understood by individuals and to support consistent
decision-making in complex, potentially controversial situations. This defini-
tion is a result of combining the properties Unambiguous, Robust and Specific.
Complete—Every potentially important principle governing the management of the
organisation is defined. We intentionally left out the reference to IT and technol-
ogy as defined in TOGAF and created a more general requirement, applicable
on all levels of an architecture. A possible sanity check for completeness is the
list of questions defined by Op ’t Land and Proper (2007), such as “Are the
stated principles relevant to the organisation?”, “Are all necessary principles
defined?”, etc.
Consistent—Principles should not be contradictory to the point where adhering to
one principle would violate the goal of the other. Note that in practice there are
recorded instances of conflicting architecture principles (Greefhorst and Proper
2011, pp. 128–133). In that case, multiple violations of one or another principle
can result in a revision of the set of principles, until the set becomes consis-
tent (Marosin et al. 2014).
Measurable—Both on the long term and short term, over the future architecture
and project portfolio measurements are needed to assure that the organisation’s
goals are achieved and to check if the architecture principles are really followed
and what is their impact on the organisation (Lindström 2006).
Stable—Principles should be enduring, yet able to accommodate changes. The
organisation needs to establish a methodology for changing the set of princi-
ples which should be triggered when (a) a strategy or goals of the organisation
change; (b) principles are conflicting; or (c) principles are constantly violated.
Based on the definitions and guidelines for formulating architecture principles in
multiple literature sources and in practice, we define a set of minimum fields and
information that architecture principles should contain, as follows:
Name—This field captures the essence of the architecture principle and should be
easy to remember (Op ’t Land et al. 2008; The Open Group 2011; Greefhorst
et al. 2013).
Statement—This field is a clear, (presumably) unambiguous description of the prin-
ciple (Op ’t Land et al. 2008; The Open Group 2011; Greefhorst et al. 2013).
The statement is in some sense a summary of the architecture principle itself,
useful in human communication. However, it does not necessarily carry much
semantics in a formal language.
Added value—This field states clearly what is aimed to be achieved when applying
the architecture principle at hand (i.e. to which goals or softgoals of the organ-
isation the architecture principle contributes to, either positively or negatively).
Different researchers have named this field differently such as Motivation (Op ’t
Land et al. 2008; Wilkinson 2006) or Rationale (The Open Group 2011; Fischer
et al. 2010). We identified this field in corporate practices also under the names
Future situation and Goal (Marosin et al. 2014).
Impact and restrictions—This field defines the impact of the architecture principle
on the design of another architecture principle or on the elements of the archi-
tecture, as well as the restrictions caused by enforcing the architecture principle
at hand (Fischer et al. 2010). In practice, this field was also identified under the
name Constraints (Marosin et al. 2014). It can also be called Implications (Op
’t Land et al. 2008; Richardson et al. 1990; Lindström 2006).
Key actions—This field states what operational actions should be taken in order
to follow the architecture principle at hand. In practice, this field is also called
Application (Marosin et al. 2014), Key Actions (Fischer et al. 2010), Assur-
ance (Op ’t Land et al. 2008) or Implications (Hoogervorst 2004).
Preconditions—This field contains preconditions and requirements to be fulfilled
before the principle can be applied. In practice, we found this field under the
name Implications. Hoogervorst (2004) introduces the field key actions for
effectuating the architecture to ensure that the principle can be followed.
Additional to the fields mentioned above, architecture principles may contain the
following information in their definition:
Current situation—This field contains a description of the current situation with
regard to the architecture principle at hand.
22.3 Semiformal Representation of Architecture Principles 239
Future situation—This field contains a description of the supposed attainable sit-

uation, if the architecture principle at hand would be fully implemented and
enforced in the organisation.
Architecture domain—This field states to which part of the architecture the prin-
ciple is applied (e.g. business, infrastructure, organisation, etc.) (Hoogervorst
2004; Armour et al. 1999; Marosin et al. 2014).
22.3 Semiformal Representation of Architecture Principles
Goal-oriented requirements language which is based on the i* language and the use
case maps (UCM) notation is part of the URN standard. The URN standard is suit-
able to specify both functional and non-functional requirements for a proposed or an
evolving system and analyse such requirements for correctness and completeness.
Combing modelling goals and intentional concepts, quality attributes and scenario
concepts, the standard enables reasoning about alternatives and proposes multiple
algorithms for evaluation.
Goal-oriented requirements language describes business concerns, goals satis-
factions and stakeholders’ beliefs and dependencies. Goal-oriented requirements
language intentional elements can be Softgoals ( ), Goals ( ), and Tasks ( ).
Actors ( ) represent stakeholders of the system, the holders of intentions. Soft-
goals, represent what a stakeholder wants to achieve. Contrary to goals, softgoals do
not have quantifiable measurements. Goals, however, are more precise, have quan-
tifiable measurements and can be clearly achieved. Tasks represent solutions to (or
operationalisations of) goals or softgoals. In order to be achieved or completed,
softgoals, goals, and tasks may require resources ( ) to be available. Beliefs ( )
capture the rationales and justifications of goal-oriented requirements language in-
tentional elements and their links.
Goal-oriented requirements language elements are connected by contribution,
correlation, dependency and decomposition links. Contribution ( ) and Corre-
lation ( ) links indicate desired impacts or describe side-effects of one inten-
tional element on another intentional element. They can have a quantitative impact
(integer value between −100 and 100) or a qualitative value, marked with the key-
words: make, help, some+, some-, hurt, break. Decomposition ( ) links allow
an intentional element to be decomposed into sub-elements using AND, OR, XOR
decomposition. Dependency ( ) links model relationships between actors (one
actor depending on another actor for something) and between other goal-oriented
requirements language intentional elements.
The language can be extended and become domain specific by using stereotypes
attached to the basic constructs of the language. Introducing stereotypes allows us
to define a domain-specific notation for the architecture principles and introduce
restrictions to assure the well-formedness of the models.
In Sect. 22.2, we summarised existing definitions for architecture principles
as found in both the current academic literature and practice. We also presented
existing guidelines and requirements for a good set of architecture principles, and
we based our definition on these requirements. Following the aforementioned defini-
tions, we introduce a new goal-oriented requirements language profile and annotate
each constitutive element of an architecture principle with stereotypes, as presented
in Table 22.1. We group all stereotypes related to architecture principles under
the name ST _Principle. This semiformal representation and mapping enables us
to leverage all analysis mechanisms and algorithms embedded in goal-oriented re-
quirements language.
As an example, consider Table 22.2. There, we consider the textual representa-
tion of an architecture principle, as defined in “Principles catalogue” (Greefhorst
et al. 2013, pp. 163–164). We map the natural language statements to goal-oriented
requirements language intentional elements, creating the goal-oriented requirements
language representation of the architecture principle, in Fig. 22.2.
Based on discussions and the guidelines provided above, the natural language
description of the architecture principle is refined and stereotyped, such that it can
Table 22.1 Mapping architecture principles constructs to goal-oriented requirements language

intentional elements
Enterprise Stereotype value Goal-oriented requirements language element
architecture
principle element
Name Principle Softgoal ( )
Statement – Comment
Added value AddedValue Softgoal, Goal ( )
Impact/restrictions – The value of goal-oriented requirements language links
(e.g. quantitative impact (integer value between −100
and 100) or a qualitative value, marked with the
keywords: make, help, some+, some-, hurt, break
Key actions KeyAction Task ( )
Preconditions Precondition Softgoal, Goal, Task, Resource ( )
Architecture domain – Actor ( )
Table 22.2 Natural language text representation of architecture principle: Data is captured
once (c Springer-Verlag Berlin Heidelberg 2011; reprinted with permission from Greefhorst and
Proper (2011))
Principle: Data is captured once
Type of information: data, application
Quality attributes: usability, efficiency
Rationale: It is inefficient and user-unfriendly to ask for the same data twice or more
Implications:
• Before acquiring data, it is first determined if the data is already available
• Data that is already available is pre-filled in forms
• Applications expose shared data for reuse by other applications
22.3 Semiformal Representation of Architecture Principles 241
Data, Application
Efficiency Usability
<<AddedValue>> <<AddedValue>>
100
100
Data is captured
only once
<<Principle>>
Applications share 25
data for reuse by
25
other applications Pre-fill in forms the
<<Precondition>> available information
<<KeyAction>>
Determine whether 100

the data is
already available
<<Precondition>>
Fig. 22.2 Goal-oriented requirements language representation of architecture principle: Data is

captured once
be further represented semiformally in goal-oriented requirements language. Each

element of the textual definition has to be interpreted, simplified or enriched and
then mapped to the goal-oriented requirements language stereotype.
For example, the type of information is mapped to the architecture domain. This
element is represented as an Actor in Principle-based goal-oriented requirements
language framework. The principle itself is represented as a softgoal and stereotype
Principle.
The (soft)goals that this architecture principle tackles, in our example, usability
and efficiency, respectively, are mapped to softgoals in goal-oriented requirements
language and are stereotyped as AddedValue. The rationale of the principle
could be represented as a belief, attached to the Principle intentional element.
The field Implications in the textual representation of the architecture principle
contains mixed information. We interpret and identify the following elements.
The final representation of this architecture principle, using goal-oriented re-
quirements language is presented in Fig. 22.2.
We interpreted and traced the natural language statements presented in
Table 22.2 to goal-oriented requirements language (intentional) elements. However,
when missing the organisational context in which this architecture principle is ap-
plied, as well as the discussions that lead to it, it is impossible to create a more
detailed model. Therefore, this should be seen solely like an illustrative example
on how to apply the method and stereotypes presented in Table 22.1. In Marosin
et al. (2016), we evaluated this method together with enterprise architects from a
European Tax Administration. The feasibility for such a method was confirmed for
technology-related architecture principles, and the architects confirmed that based

on discussions and professional experience, they could add qualitative/quantitative
values to the goal-oriented requirements language links, as well as evaluate realisti-
cally the impact of the key actions on the realisation of architecture principles.
22.4 Constraints for Architecture Principle Representation
After identifying the constitutive elements of architecture principles, we constraint

their representation in goal-oriented requirements language by defining specific
object constraint language (OCL) rules for modelling. This assures well-formedness
and correctness of the models.
The OCL is a declarative language for describing rules that apply to formal mod-
els. Due to its Eclipse OCL plug-in that support rule definitions, checking, and
explanation, OCL can be integrated with jUCMNav. It is, therefore, possible to
define and verify OCL rules for any goal-oriented requirements language model.
We provide nine OCL rules for checking the well-formedness of the architecture
principles1:
1. An architecture principle must be modelled as a softgoal (PrincipleAsSoftGoal).
As stated before, the architecture principles are seen as “rules of conduct” and
cannot be fully enforced. Since the architecture principles are defined on a high
level of abstraction and are vague in nature, we preserve their scope and nature
and enforce modelling any element that has the stereotype Principle as a
softgoal intentional element.
2. A key action must be modelled as a task (KeyActionAsTask). By refining the ar-
chitecture principles to the level of tasks, we ensure that architecture principles
become operational.
3. Architecture principles, added values, preconditions, and key actions cannot be
modelled as beliefs (BeliefsNotStereoTyped). This rule is required since beliefs
in goal-oriented requirements language are different entities from the inten-
tional elements (i.e. goals, softgoals, resources, and tasks). Beliefs capture the
rationales and justifications of goal-oriented requirements language intentional
elements and their links. However they are not considered in the evaluation (van
Zee et al. 2015).
4. Each architecture principle must have at least one contribution from a key
action (KeyActionToPrinciple). In order to implement the architecture princi-
ples, we consider it necessary to refine their definition until we reach the tasks’
level. This means that it is necessary to clearly define the key actions for real-
ising the architecture principle. Therefore, each intentional element that has the
stereotype Principle must be refined to have at least one contribution from
an intentional element with the stereotype KeyAction.
1 The implementation of the OCL rules is part of our Principle-based goal-oriented requirements
language framework (van Zee 2016).
22.4 Constraints for Architecture Principle Representation 243
5. If a precondition is introduced using a contribution link, the link must get

the maximum value (ContributionFromPreconditionIsMax). In goal-oriented re-
quirements language, the evaluation algorithms depend on the values of the
links. By giving the contribution the maximum value (e.g. 100 or make), we
enforce that the precondition has at least high priority in the evaluation as the
other intentional elements linked to the parent.
6. If a precondition is introduced using a dependency link, the precondition
must be modelled as a source (PreconditionAsSourceOfDependency). In goal-
oriented requirements language notation, the dependency links are modelled as
follows: target source. We introduce this OCL rule in order to assure that
preconditions are modelled correctly in a goal-oriented requirements language
notation. A dependency link shows a relationship between a dependent inten-
tional element which depends on a precondition’s intentional element. At the
time of the evaluation, the intentional element dependent on a precondition re-
ceives the minimum value between its own evaluation and the evaluation of the
precondition.
7. Each architecture principle must contribute to at least one (soft)goal (here
stereotyped AddedValue) of the organisation (PrincipleToGoal). By intro-
ducing this rule, we assure that we do not introduce any architecture principle
that has no real value for the goals of the organisation.
8. Each (soft)goal (here stereotyped AddedValue) of the organisation must
have at least one contribution link from the set of architecture principles (Goal-
ToPrinciple). By introducing this rule, we assure that every goal of the organi-
sation is also addressed by at least one architecture principle.
9. The architecture principles should not propagate a “conflict” satisfaction value
for added value (NoConflicts). A set of two or more architecture principles must
not have contradictory contribution links on the same goal. If this happens and
the goal gets “conflict” satisfaction value, a warning is triggered and the set of
architecture principles has to be revised in such a way that it is kept consistent.
As an example, consider the example we introduced before and its semiformal
representation in goal-oriented requirements language, presented in Fig. 22.2. We
check the semantic correctness of our model based on the previously defined OCL
rules. In Fig. 22.3 we present the error log from jUCMNav. We can observe that the
model is not following one of the OCL rules, because the precondition Applications
expose shared data for reuse by other applications does not exercise a maximum
contribution. Even so, the tool still allows running simulations and analysis. How-
ever this error points the architect or the modeller to a possible issue.
Fig. 22.3 Log of semantic check errors for goal-oriented requirements language representation of
architecture principle Data is captured once
22.5 Relevance and Consequences for ACET
In this chapter we present different kinds of analysis that are enabled by our semi-
formal representation of the architecture principles. This represent directions for
future research and play a pillar role in supporting decision-making when creating
enterprise architecture, as well when guiding enterprise transformation.
22.5.1 Support for Formulation of Architecture Principles
We recall the challenges we identified in Sect. 14.3. Motivated by the observed

importance of architecture principles and their guiding role in the transformation, in
Sects. 22.2 and 22.3, we mainly focused on how to formalise and represent archi-
tecture principles in a goal-oriented modelling language. For this, we first presented
requirements for good sets of principles, based on the current state of the art. Sec-
ond, we introduced a Principle-based goal-oriented requirements language frame-
work. The framework contains a new goal-oriented requirements language profile,
created by adding stereotypes to the intentional elements. Furthermore, the correct-
ness of the models is assured by defining nine OCL rules and running semantic
checks on the resulted models.
In technology and engineering related problems, such formalism in goal-oriented
requirements language is considered welcome and useful. The goal-oriented re-
quirements language representations supports traceability between goals and strat-
egy of the organisation and the layers of architecture, or it could be used to explain
the rationales of principles to the involved stakeholders. Furthermore, the solution
proposed seems feasible for the architects (Marosin et al. 2016), and the general
opinion is that contribution links can be evaluated at design time.
22.5.2 Supporting Design Decisions Based on Architecture

Principles
In Fig. 22.1, we introduce the constitutive elements of the Principle-based goal-

oriented requirements language framework. Furthermore, we represent in Fig. 22.4
the relation between individual (design) decisions and new projects. In this layer,
we propose introducing traceability links to the design decisions, integrating in our
framework the work of Plataniotis et al. (2015a,b) and van Zee et al. (2014).
Likewise, in future work, we aim to capture the decisions taken based on the in-
dividual project’s goals goal-oriented requirements language and the previous archi-
tecture principles goal-oriented requirements language and construct a knowledge-
base system. The system should include past cases and suggest templates and
solutions at runtime for developing the goal-oriented requirements language models.
22.5 Relevance and Consequences for ACET 245
Fig. 22.4 Relation between architecture principles, design decisions, and the organisation’s knowl-
edge base.
c 2014, D. Marosin; reprinted with permission from Marosin et al. 2014
22.5.3 Supporting Consistency Checks
The set of architecture principles itself needs a consistency mechanism in place (van
Zee et al. 2016). There does not exist any formal mechanism to create a stable and
consistent set of principle and to support changes in the set of principles. Such a
mechanism should, first, trigger consistency checks on the models and revision of
the current landscape when changes appear in the set of principles (e.g. addition,
deletion, or modification of principles). Second, analysis of the current situation
(e.g. current objectives or current environment of the organisation, as well as addi-
tion of new projects and programmes) should trigger changes in the set of princi-
ples. In order to realise the second type of revision, good traceability links between
architecture principles and business processes are needed. This traceability is well
supported by our framework (i.e. Principle-based goal-oriented requirements lan-
guage) and by the existing modelling tools (e.g. jUCMNav).
22.5.4 Evaluate Consistency with Architecture Principles
We introduced in Sect. 22.1 the goal-oriented requirements language notation. It

is possible, by means of a URN link, to connect goal-oriented requirements lan-
guage intentional elements and UCM scenarios. This enables us to evaluate both the
efficiency of using and introducing a specific architecture principle, as well as, to
measure the (partial) compliance between the architecture principles and the imple-
mentation of architecture. For evaluating the consistency between different imple-
mentation of architecture elements and architecture principles, as well as the con-
sistency between the intended scenarios and the architecture principles, we propose
to leverage the URN links as implemented in the jUCMNav tool. To that end, in
future work, we aim to define principles-related algorithms for the evaluation of the
intentional elements.
As a proof of concept, we created a UCM scenario that simulates the use of an

internet portal. From the user perspective, the following actions take place: (1) the
user makes a request to receive a form; (2) the user receives the form; (3) if any
data is pre-filled, the user verifies the correctness of the data; (4) if data is incorrect,
the user corrects the data; and (5) the user submits the form. From the application
perspective, when it receives a request from a user, the following actions take place:
(1) It determines if the data is available. (2) If the data is available, it pre-fills a form.
(3) It presents the form (empty or pre-filled) to the user.
We simulated the situation in which the application has the data available and
presents it to the user. However, the data is incorrect and the user has to correct it be-
fore submitting the form. Based on the simulated path of the scenario, we update the
satisfaction level of the goal-oriented requirements language intentional elements
(see the goal-oriented requirements language model in Fig. 22.2).
In Fig. 22.5a, we present the initial situation, in which we cannot determine the
satisfaction level of the two preconditions, Determined whether the data is already
available Precondition and Applications expose shared data for reuse by other
applications Precondition, respectively. Therefore, the realisation of key action
Pre-fill in forms the available data KeyAction is denied (quantitative evaluation
−100).
Now, considering the first part of the UCM scenario, the fact that the architecture
contains a building block with the responsibility to check the availability of data
satisfies the precondition Determined whether the data is already available. This, in
User Internet portal User
[not available] [data is correct]

Submit form
Send request Determine if data is available
[available] [data is incorrect] Re-enter correct data

Pre-fill data
a b
0 0
Data, Application −25 −25 Data, Application −75(*) 12
Efficiency Usability Efficiency Usability
<<AddedValue>> <<AddedValue>> <<AddedValue>> <<AddedValue>>
100 100
100 100
−25 12
Data is captured Data is captured
only once only once
<<Principle>> <<Principle>>
−102(*) −100
Applications share 25 Applications share 25
−100 50
data for reuse by 25 data for reuse by 25
other applications Pre-fill in forms the other applications Pre-fill in forms the
<<Precondition>> availble information <<Precondition>> availble information
<<KeyAction>> <<KeyAction>>
−102(*) 75
Determine whether 100 Determine whether 100
the data is the data is
already available already available
<<Precondition>> <<Precondition>>
Fig. 22.5 Evaluation of goal-oriented requirements language intentional elements based on a UCM
scenario
22.6 Discussion 247
turn, propagates a satisfaction value for the key action Pre-fill in forms the available
data KeyAction, (weakly satisfied, quantitative evaluation +75), which propa-
gates a weakly satisfied value for the architecture principle (quantitative evaluation
+18). This situation is described in Fig. 22.5b.
However, the user had to correct its data. This affects the softgoal Efficiency
AddedValue; therefore, in Fig. 22.5b, this goal is denied (qualitative evaluation
−100), even if the architecture principle was satisfied. This situation illustrates an
inconsistency between the architectural implementation and the intended purpose of
the architecture principle.
Note: For the scope of this illustrative example and for this chapter, we do not
go in details regarding the evaluation algorithms available for goal-oriented require-
ments language intentional elements. This falls outside the scope of this work.
22.6 Discussion
In this chapter we presented a method to support creation and formulation of

architecture principles, such that they are implementable and operational (cf.
Research Question 14.1.1). We motivated our work in Sect. 14.3 by presenting non-
excursively the challenges practitioners and enterprises face when using architecture
principles. To support the practitioner’s work, in Sect. 22.2, we provided guidelines
and minimum requirements for defining the architecture principles.
In Sect. 22.1, we introduced a semiformal framework, called Principle-based
goal-oriented requirements language. We presented the required language con-
structs to represent architecture principles in a semiformal language, here goal-
oriented requirements language (cf. Research Question 14.1.2.1), and we intro-
duced nine modelling constraints to assure the well-formedness of the models (cf.
Research Question 14.1.2.2).
In Sect. 22.5 we include the relevance of our framework in an enterprise transfor-
mation context, therefore the relevance for the ACET method. We link our results to
our future research agenda. By applying our framework for formalising architecture
principles, we set grounds for the analysis of architecture principle’s impact on the
design decisions. Furthermore, we give insights on the possibility to define evalu-
ation algorithms and methods of the consistency between architecture design and
implementation and the defined architectural principles.
Chapter 23
The EA Anamnesis Approach
Abstract In this chapter, we introduce our EA Anamnesis meta-model. With this

metamodel we allow for (1) contextualising the decision-making process of a single
decision in terms of cross-cutting/intertwining decision relationships and (2) a com-
parison of decision outcomes to the original decision-making process. The resulting
framework aims to meet some of the challenges identified in Chap. 15.
23.1 Introduction
The EA Anamnesis metamodel allows for (1) contextualising the decision-making

process of a single decision in terms of cross-cutting/intertwining decision relation-
ships and (2) a comparison of decision outcomes to the original decision-making
process. Figure 23.1 presents the EA Anamnesis metamodel. For comprehension
purposes, the concepts of our metamodel will be introduced in three sections: de-
cision properties (Sect. 23.2), decision-making process concepts (Sect. 23.3), and
decision relationships (Sect. 23.4).
23.2 Decision Properties
Enterprise architecture decision—An enterprise architecture decision names the

decision, either the made decision or the alternative decision (Proper and Op ’t
Land 2010). Regarding the distinction between made decision and alternative
decision, see our later concept of a decision “state”.
G. Plataniotis ()

250 23 The EA Anamnesis Approach
Executed
Rejected
Weighted additive
has State
Equal weight 1..*
Compensatory
... Translation
Conjunctive
Non Decomposition
compensatory Disjunctive
Relationship
... 1 1..*
Alternative
causes has
1 is made by 1
Decision-Making EA Decision Substitution
1
Strategy
0..* 1
1 1
1..* 1..*
1..*
1
EA Issue
is traces to
Value
considered in
1..* 1..*
1 has creates
justifies
1
Criterion Weight
results
1 1
Observed
in
has
impact
1..*
1
infuen
1 Strategy ces
rationale 1 1 Is Business
member
of
Is EA Artifact
member
of
Application
1
1
Layer Technology
Fig. 23.1 EA Anamnesis integrated metamodel
Example: John makes the enterprise architecture decision “Make customer pro-
file registration via intermediary”.
Enterprise architecture issue—Similar to the concept of an issue from Tyree and
Akerman (2005), an enterprise architecture issue represents the architecture de-
sign problem that enterprise architects have to address during the enterprise
transformation process.
Example: The enterprise architecture issue “Create an appropriate application
service to support new business process” resulting from the enterprise architec-
ture decision “Introduce a new business process for customer profile registra-
tion”.
Enterprise architecture artefact—An enterprise architecture artefact [similar to
the concept of an architecture element (Tang et al. 2007)] is either the direct
result produced from a set of executed enterprise architecture decisions or a
representation of this result. For now, we use an enterprise architecture arte-
fact to refer to architectural representations. Specifically, we use it as a bridg-
ing concept towards the enterprise architecture modelling language ArchiMate,
23.2 Decision Properties 251
Fig. 23.2 ArchiSurance intermediary enterprise architecture model
whereby an enterprise architecture artefact allows us to link enterprise architec-

ture decisions to concepts from ArchiMate.
Example: The enterprise architecture artefact “Customer profile registration” in
the ArchiMate model in Fig. 23.2 is linked to, amongst others, the enterprise
architecture decision “Make customer profile registration via intermediary”.
Layer—In line with the ArchiMate language (Iacob et al. 2012), an enterprise is
specified in three layers: Business, Application, and Technology. Using these
three layers, we express an enterprise holistically, showing not only applications
and physical IT infrastructure (expressed through the application and technol-
ogy layers) but also how an enterprise’s IT impacts/is impacted by an enter-
prise’s products and services and its business strategy and processes.
Example: The enterprise architecture decision “Make customer profile registra-
tion via intermediary” is a part of the business layer of ArchiSurance.
State—An enterprise architecture decision can be in an executed or a rejected

state (Kruchten et al. 2006). In an executed state, an enterprise architecture de-
cision has already been made and executed. A rejected decision, on the other
hand, is a decision that was considered as an alternative during the decision-
making process but was rejected because another decision was more appropri-
ate.
Example: John had to address enterprise architecture issue “find an appropriate
application to interface with the intermediary”. “Acquisition of COTS appli-
cation B” is the executed decision, whereas decisions “COTS application A”,
“COTS application C”, and “Upgrade existing application (inhouse)” are the
rejected (alternative) decisions.
Observed impact—The observed impact concept signifies an unanticipated conse-
quence of an already made decision to an enterprise architecture artefact. This
opposes to anticipated consequences, as indicated by relationships such as trans-
lation or decomposition. Observed impacts can be positive or negative.
In current everyday practice, architects model anticipated consequences using
what-if scenarios (Lankhorst 2012). Unfortunately, not every possible impact
of made enterprise architecture decisions can be predicted. This is especially
true for enterprise architecture, where one considers impacts across the enter-
prise rather than in one specific (e.g. technical) part. The outcome of enterprise
architecture decisions can be observed during an ex post analysis of the archi-
tecture (Proper and Op ’t Land 2010). Some of the consequences of enterprise
architecture decisions are revealed during the implementation phase, or during
the maintenance of the existing architecture design. These unanticipated conse-
quences are captured exactly by the concept of an observed impact.
For us the main usefulness of capturing observed impacts is that they can be
used by architects to avoid decisions with negative consequences in future de-
signs of the architecture.
Example: The enterprise architecture decision “Acquisition of COTS applica-
tion B” has an observed impact “Degraded user experience in the application
use”. This observed impact captures an unanticipated, ex post, side effect of
acquiring COTS application B, due to unfamiliarity of users with the new user
interface that COTS application B introduces.
23.3 Decision-Making Process Concepts
The decision-making process concepts of our metamodel focus on capturing (1)

decision-making strategies that were used during the architecture design process
for a specific enterprise architecture decision, (2) the rationale behind this specific
decision strategy choice, and (3) available alternatives and criteria that were taken
into account. Below we provide the description of these concepts.
23.3 Decision-Making Process Concepts 253
Decision-making strategy—This concept captures the decision-making strategy

used by the enterprise architect to evaluate the alternatives and make the ac-
tual enterprise architecture decision.
Depending on the decision-making context, the decision-maker uses different
strategies to address the decision-making problem. In line with general theories
on decision-making, our metamodel involves two main categories of decision-
making strategies: compensatory and non-compensatory (Einhorn 1970; Payne
1976; Svenson 1979; Rothrock and Yin 2008). In our meta-model, we specify
this as follows:
Compensatory strategy—This involves two alternatives:
• Weighted additive (WADD): In WADD strategies the criteria which
evaluate the alternatives have different weights. The score of each al-
ternative is computed by multiplying each criterion by its weight and
then by taking the sum of these values. The alternative with the highest
score is chosen by the decision-maker (Rothrock and Yin 2008).
• Equal weight: The score of each alternative is calculated by the same
way as WADD strategies. The difference is that the criteria have the
same weight (Rothrock and Yin 2008).
Non-compensatory strategy—This also involves two alternatives:
• Conjunctive: In conjunctive strategies, alternatives that fail to comply
with a given threshold level of one or more criteria are immediately ex-
cluded from the decision-maker’s choice set (Rothrock and Yin 2008).
• Disjunctive: In this strategy an alternative is selected if it complies with
a minimum threshold level on at least one criterion, irrespective of its
values on other criteria (Rothrock and Yin 2008).
In line with Einhorn (1970), Payne (1976), Svenson (1979), and Rothrock and
Yin (2008), a hybrid decision strategy is also supported by our metamodel. The
relationship “trace to” signifies the combination of two or more decision strate-
gies during the decision-making process.
We should also mention that there is no restriction in the use of additional de-
cision strategies. We include a set of common decision strategies, but we also
denote in the metamodel that more decision strategies can be supported.
Example: John rejects “acquisition of COTS application C” because it exceeds
the budget set beforehand by the top management. Thus, here John employed a
conjunctive non-compensatory decision-making strategy.
Criterion—Criteria play an important role in our metamodel. Depending on the de-
cision strategy that was used for the evaluation process, criteria can be compen-
satory or non-compensatory. For example, if a disjunctive strategy was used, the
criteria that were used for the evaluation with this strategy are disjunctive. Fur-
thermore, the concepts value and weight of criterion are included in our view-
point. The value concept represents the value that the decision-maker assigns to
this criterion during the evaluation process. The weight concept represents the
importance of this criterion and is typically used in WADD strategies.
Example: After discarding acquisition of COTS app C, John considered three

quality criteria in his evaluation, usability, interoperability, and scalability. In-
teroperability was considered as the most important, with a weight of 10.
Strategy rationale—In a decision-making process, the architect not only has to
choose amongst some alternatives (actual decision-making process) but also
has to select the decision strategy that satisfies his current evaluation needs. Ac-
tually, this concept represents the rationale for the decision strategy that was
selected for the evaluation process. This is what is referred as model decision-
making, decision-making about the decision process itself (Mintzberg et al.
1976).
As we discussed in Sect. 15.2.3, different factors affect the decision-making
process and decision-makers should adjust their decision-making strategy ac-
cordingly. The concept of a strategy rationale enables a decision-maker to jus-
tify the reasons for his model decision.
Example: Time-stress provides the rationale behind the selection of a specific
decision making strategy (metadecision), since it concerns decision-making
about the decision-making process itself, independently of specific decision cri-
teria such as usability.
23.4 Enterprise Architecture Decision Relationships
The role of relationship concepts is to make the different types of relationships be-
tween enterprise architecture decisions explicit. Based on ontologies for software
architecture design decisions (Kruchten 2004; Kruchten et al. 2006), we define four
types of relationships:
Translation relationship—Translation relationships illustrate relationships
between decisions/enterprise architecture issues that belong to different lay-
ers/enterprise architecture artefacts. Architects translate the requirements that
new enterprise architecture artefacts impose (enterprise architecture issue) to
decisions that will support these requirements by means of another enterprise
architecture artefact (Op ’t Land and Proper 2007).
Example: The enterprise architecture decision make customer profile registra-
tion via intermediary translates to the issue find an appropriate application
service. Subsequently, this issue translates to a second enterprise architecture
decision acquisition of COTS application B.
Decomposition relationship—The Decomposition relationship is in line with Com-
prises (Is Made of, Decomposes into) of the ontology developed by Kruchten
et al. (2006). Decomposition relationships signify how generic enterprise archi-
tecture decisions decompose into more detailed design decisions.
Example: The enterprise architecture decision acquisition of COTS application
B has a decomposition relationship with enterprise architecture decision Ap-
plication interface type 1. This is to indicate that choosing application B also
implies the more detailed choice for a particular type of user interface.
23.5 Discussion 255
Alternative relationship—This relationship type (Kruchten et al. 2006) illustrates

the enterprise architecture decisions that were rejected (alternatives) in order to
address a specific enterprise architecture issue.
Example: Rejected enterprise architecture decisions COTS application A, COTS
application C, and Upgrade existing application (inhouse) have an alternative
relationship with enterprise architecture issue find an appropriate application
to interface with the intermediary. This signifies that these decisions were the
alternatives for this issue.
Substitution relationship—A substitution relationship explicates how one enter-
prise architecture decision repairs the negative outcome of another enterprise
architecture decision.
Example: The enterprise architecture decision Acquisition of COTS application
B has a negative observed impact on the business process Customer profile reg-
istration. This is because it leads users to make mistakes, as we saw with the
concept observed impact. As such, it is repaired by the enterprise architecture
decision Application interface 2.
23.5 Discussion
In this chapter we introduced a metamodel for capturing enterprise architecture

decision-making strategies, as well as interrelations between decisions. This meta-
model integrates our decision-making process metamodel and decision relationships
metamodel from earlier work. In so doing, the integrated meta-model allows for
(1) contextualising the decision-making process of a single decision, in terms of
(cross-cutting) relations with other relations, and (2) the comparison of a decision-
making process with observed outcomes of a decision. This comparison of (ex ante)
decision-making with (ex post) observed impact leads to better understanding of
existing architectures. As such, it provides a first step towards learning from archi-
tecture decision-making.
Last but not least, one of our major challenges is to investigate the return of
capturing effort for our approach. Our design rationale assists architects to better
understand existing enterprise architecture designs, but the effort of capturing this
information might be a dissuasive factor. To address this issue, our research will
focus on ways to decrease the capturing effort. One way of doing this is by evalu-
ating the actual practical usefulness of the concepts of the decision-making strategy
viewpoint. For example, we capture the strategy rationale for selecting a decision-
making strategy, but whether the effort for capturing this outweighs the received
benefits remains to be seen.
Chapter 24
Formalising Enterprise Architecture
Decision Models
Marc van Zee
Abstract In this chapter we introduce and validate a logic-based framework that

serves as the underlying model for Chap. 23. The resulting logic-based framework
aims to address some of the challenges identified in Chap. 15.
Our working hypothesis is that capturing of design knowledge in terms of a logic-
based framework will enable consistency checks of the underlying rationales and
advanced impact/what-if analysis when confronted with changes. We formalise a set
of integrity constraints, which allow guidance of decision capturing during model
creation and provide the means to perform consistency checks. We apply our formal
framework to a practical case study from the insurance sector.
24.1 Introduction
Large and complex enterprises are a common occurrence in today’s business en-
vironment. Such enterprises usually involve complex and interdependent business
processes and IT systems. Enterprise architecture is used to model such enterprises
in a holistic fashion by connecting their IT infrastructure and applications to the
business processes they support. In turn this links them also to the products and ser-
vices that are realised by those business processes (Op ’t Land et al. 2008; Hooger-
vorst 2004). When creating an enterprise architecture, several design decisions have
to be made. These decisions are to a large extent based on assumptions about the
situation at hand. Such assumptions may relate to the goals the (individual) stake-
holders have, strategic directions of the enterprise, architecture principles, require-
ments, and so on. In practice, enterprises are confronted with frequent changes and
challenges to these assumptions.
M. van Zee
Google Research, Zurich, Switzerland
e-mail: marcvanzee@gmail.com

258 24 Formalising Enterprise Architecture Decision Models
Our long-term research goal is to explore the possibility of explicitly linking

architecture-level design decisions with their underlying assumptions. The aim of
doing so is to make the rationalisation of these decisions explicit and traceable, so
that we can formally reason about them in terms of a logic-based framework. This
will enable explicit reasoning about the connections between the enterprise’s archi-
tecture, the associated design decisions, and their underlying assumptions. Formal-
ising the elements in an architectural decision model has been shown to be useful
for the structuring of knowledge, and the measuring of the quality of existing deci-
sions (Zimmermann et al. 2009). Architects and designers who are not the original
developers often have to control the quality of and maintain the enterprise architec-
ture. These people need a good understanding of the architecture in order to work
effectively. It is not typical in enterprise architecture for design rationales to be
obtained from design specifications, because there is no systematic practice for cap-
turing them. Even when some of these decisions are captured, they are not organised
in such a way that they can be retrieved and tracked easily. Remedying this situation
becomes critical and challenging when system requirements and operating envi-
ronments continue to evolve (Tang et al. 2007). Having a framework to formally
reason about decisions and their underlying assumptions also allows for decision
types and dependency patterns to be defined, which helps to detect the incomplete-
ness or inconsistency of a decision model. Finally, knowledge engineers working
in other decision-capturing domains (i.e. not enterprise architecture) can reuse the
model structure to organise their knowledge (Zimmermann et al. 2009).
In this chapter, we contribute to our long-term research goal by formalising a
recently proposed framework for decision-making in enterprise architecture by Pla-
taniotis et al. (2013a, 2014d) using set and graph theory concepts. The framework
of Plataniotis et al. (2013a, 2014d) consists of a meta-model that serves as a basis
for decision design graphs composed of enterprise architecture decisions, issues,
observed impacts, and several types of dependency relations. We analyse the cor-
respondence between the meta-model and the decision design graphs and propose
a formal framework that captures the decision design graphs more precisely. More-
over, motivated by providing a better guidance on the use of the framework for a
priori decision analysis and support, we extend the framework to cater for a more
expressive notation of decision state, and we make precise several informally intro-
duced concepts of Plataniotis et al. (2013a, 2014d) using integrity constraints. We
apply our framework to a case study and show the benefits of our formal approach
by demonstrating the possibility for a priori decision analysis through consistency
checks on the integrity constraints.
The remainder of this chapter is structured as follows: In Sect. 24.2 we discuss
the framework of Plataniotis et al. (2013a, 2014d). In Sect. 24.3 we use this dis-
cussion as a motivation to present our formal framework. In Sect. 24.4 we validate
our framework for a priori decision analysis by applying it to our ArchiSurance use
case. Finally, in Sect. 24.5 we position our work in state-of-the-art research.
24.2 Preliminaries 259
24.2 Preliminaries
In this section, we briefly review the key components of the meta-model of Platani-
otis et al. (2013a, 2014d), followed by a discussion. We use these observations as a
basis for the formal framework that we will introduce in the next section.
24.2.1 Meta-model and Decision Design Graphs
Plataniotis et al. (2013a, 2014d) recently presented an approach for relating en-
terprise architecture decisions. Using a meta-model and a decision design graph,
they explain how decisions from different enterprise domains (business, applica-
tion, and technology) relate to each other. For example, how decisions taken on a
business level affect IT decisions and vice versa. Their approach is inspired by well-
known mechanisms for capturing architectural rationales in software architecture.
The meta-model that was presented by Plataniotis et al. (2013a, 2014d) is depicted
in Fig. 24.1. This meta-model serves as an underlying model for decision design
graphs, of which an example is depicted in Fig. 24.2.
From now on, we will use the following naming convention: We will refer to
the meta-model in Fig. 24.1 as the “meta-model”, and the decision design graph in
Fig. 24.2 as “decision graph”. We will explain the details of the decision graph in
more detail when presenting the case study, but in this chapter we will already use
it to explain the main concepts of the framework, which consists of the following
elements:
Enterprise architecture decision—represents a decision that has been made or re-
jected in order to resolve an issue. An enterprise architecture decision shows de-
cisions that are captured in the context of an enterprise transformation (Proper
and Op ’t Land 2010). The decision graph contains a total of 13 decisions, from
enterprise architecture decision D01 to enterprise architecture decision D13.
Enterprise architecture issue—represents an architectural design problem that en-
terprise architects have to address during the enterprise transformation process.
In this way, they can be regarded as a motivation for the design decisions. The
decision graph contains six issues, from enterprise architecture issue IS01 to
enterprise architecture issue IS06.
Enterprise architecture artefact—serves as a bridging concept towards the enter-
prise architecture modelling language ArchiMate, whereby an enterprise archi-
tecture artefact links enterprise architecture decisions to ArchiMate concepts.
For instance, enterprise architecture decision D01 in the decision graph is re-
lated to enterprise architecture artefact “Customer profile registration Business
processes”. Enterprise architecture issues are not related to artefacts.
Layer—is in line with the ArchiMate language (Iacob et al. 2012). An enterprise
is specified in three layers: Business, Application, and Technology. Using these
Business
Application
Technology 1 is member of
Layer
Executed
1 influences
Rejected EA Artifact
is member of
1
State 1..* has results in
1..* 1..* 1
1
0..1 causes 0..* Observed

Translation EA Decision impact
1..* 1
creates
Decomposition
1..*
has 1
Alternative Relationship EA Issue
creates 0..*
Substitution
Fig. 24.1 Enterprise architecture decisions relationship meta-model.

c 2013 IEEE. Reprinted,
with permission, from Plataniotis et al. (2013a)
layers, an enterprise architect is able to model an enterprise holistically, show-

ing not only applications and physical IT infrastructure (which are contained in
the application and technology layers) but also how the IT impacts/is impacted
by the products, services, and business strategy and processes. Enterprise archi-
tecture decisions are related to layers, for instance, in the decision graph enter-
prise architecture decision D01 is related to the Business Layer, while enterprise
architecture decision D06 is related to the Application Layer.
State—represents the state of an enterprise architecture decision, which is either
Executed or Rejected. In an executed state, an enterprise architecture decision
has already been made and was accepted. A rejected decision, on the other hand,
is a decision that was considered as an alternative during the decision-making
process but was rejected because another decision was more appropriate. In the
decision graph, the state of a decision is not explicitly represented, but it can be
inferred from the relationships. A decision that has an alternative relation with
an issue is rejected, while all other decisions are executed.
24.2 Preliminaries 261
Fig. 24.2 Visualisation of enterprise architecture decisions relationships
Relationship—makes the different types of relationships between enterprise archi-

tecture decisions explicit. Based on ontologies for software architecture design
decisions, Plataniotis et al. (2013a, 2014d) define four relationships. The Trans-
lation relationship illustrates relationships between decisions and issues that
belong to different enterprise architecture artefacts. During the enterprise trans-
formation process, architects translate the requirements that new enterprise ar-
chitecture artefacts impose (enterprise architecture issues) to decisions that will
support these requirements by means of another enterprise architecture arte-
fact. Decomposition relationships signify how generic enterprise architecture
decisions decompose into more detailed design decisions within an enterprise
architecture artefact. Alternative relationships illustrate the enterprise architec-
ture decisions that were rejected (alternatives) in order to address a specific
enterprise architecture issue. Substitution relationships illustrates how one en-
terprise architecture decision replaces another enterprise architecture decision.
An enterprise architecture decision can be replaced when it creates a negative
observed impact in the enterprise architecture.
Observed impact—signifies an unanticipated positive/negative consequence of an
already made decision to an enterprise architecture artefact. This is opposed to
anticipated consequences, as indicated by the Translation and Decomposition
relationships. The main usefulness of capturing observed impacts is that they
can be used by architects to avoid decisions with negative consequences in fu-
ture designs of the architecture (Plataniotis et al. 2013a).
For instance, in the decision graph decision D10 decomposes to decision D11
through issue IS06. D11 turns out to have a negative observed impact OI1,
which is translated to a decision D13 through issue IS07 (alternative D12 for
IS07 is rejected). D13 addresses the negative observed impact of D11 by sub-
stituting D11.
24.2.2 Reflection
The meta-model serves as the underlying formalism for the decision graph, but in
this section, we motivate why this is not sufficient by discussing the differences be-
tween the meta-model and the decision graph. Several of these differences were also
identified during the prototype implementation of the EA Anamnesis approach (Pla-
taniotis et al. 2014a). We will take these remarks into account when formalising the
decision graph in the next section.
According to the decision graph, the creation of a translation/decomposition re-
lationship between two enterprise architecture decisions implies the creation of two
separate relationships of the same type: one for the enterprise architecture decision
to enterprise architecture issue and another one for the enterprise architecture is-
sue to enterprise architecture decision. This creates information redundancy issues
because this is not captured in the meta-model. The definition of at least one rela-
tionship of a specific type should imply that the other relationship should be of the
same type. For example, in the decision graph enterprise architecture decision D01
is related with enterprise architecture issue IS03 through a translation relationship.
Similarly, enterprise architecture issue IS03 is related with enterprise architecture
decision D06 through a translation relationship. The definition of the relationship
type between enterprise architecture issue IS03 and enterprise architecture decision
D06 should imply the same relationship type between enterprise architecture deci-
sion D01 and enterprise architecture issue IS03, but this is currently not captured in
the meta-model.
Furthermore, the meta-model provides two different types of states (executed
and rejected) per enterprise architecture decision. Despite the fact that these two
states adequately describe the state of an enterprise architecture decision during the
a posteriori analysis, they don’t provide enough expressivity in the a priori case. In
the latter case, there is the need to express that an enterprise architecture decision
is in an “open” state while enterprise architects examine the alternatives (Kruchten
et al. 2006).
Whereas the meta-model provides the notion of “Observed impact”, it does not
explicitly distinguish between “positive observed impact” and “negative observed
impact”. For instance, in the decision graph enterprise architecture decision D11 has
observed impact OI1, which creates an issue IS07. Thus, it seems that this observed
impact is negative, but neither the meta-model or the graph are able to distinguish
positive impacts from negative ones.
24.3 A Formal Model for Architectural Decision Modelling 263
Finally, there are a number of assumptions on the design graph that have not
been made explicit in the meta-model. Firstly, all issues in the graph have been
resolved. Secondly, there is always a single decision that is executed in order to solve
an issue, while the others are rejected. Finally, a decision that creates a negative
observed impact is assumed to be replaced by a decision that addresses this impact.
These three assumptions are not formalised, and we propose to do so using integrity
constraints.
24.3 A Formal Model for Architectural Decision Modelling
In the previous section, we showed that the meta-model of Fig. 24.1 is not restrictive
enough to characterise the decision design graph of Fig. 24.2 correctly. In order to
resolve this issue and to obtain a consistent formalisation for the decision design
graphs that allow for a priori decision modelling, we will introduce a formal model
in this chapter.
24.3.1 Elementary Definitions for Architectural Decision

Modelling
Basic concepts from set and graph theory are adequate to define the entities in the
meta-model and the relations between them. We begin with representations for the
meta-model elements enterprise architecture decision, enterprise architecture issue,
and observed impact.
Definition 24.1 (Enterprise Architecture Issue). Let I be a set of enterprise archi-

tecture issues, where each issue i ∈ I is a proposition representing the issue.
Rationale and example: An enterprise architecture decision issue (for short, issue)
represents a single design concern. For now, we follow Plataniotis et al. (2013a,
2014d) and we do not add any attributes to the issues, but we recognise that this
is certainly possible and a necessary extension. For instance, Zimmermann et al.
(2009) attribute a total of 18 properties to issues that can be used to characterise
them. Because such attributes do not have a specific purpose in our formal model,
we leave them out for ease of exposition. The issues in the decision graph are I =
{IS01, . . . , IS07}.
Definition 24.2 (Enterprise Architecture Decision). Let D be a set of enterprise

architecture decisions, where each decision d ∈ D is a tuple (s, a, l) consisting re-
spectively of:
• A state s ∈ {open, executed, rejected}
• An enterprise architecture artefact a
• A layer l ∈ {business, application,technology}
We also write sd , ad , and ld to refer to the state, the artefact, and the layer of decision
d, respectively.
Rationale and example: An enterprise architecture decision presents a possible so-

lution to the design issue that is expressed by an enterprise architecture issue.
The state s represents the current state of the decision. While Plataniotis et al.
(2013a, 2014d) distinguish two different states of a decision (a decision is ei-
ther “executed” or “rejected”), we extend this with an additional state “open”.
As we mentioned in the previous section, this is motivated by the fact that we
aim to capture a priori decision analysis, which is different from the ex post ap-
proach of Plataniotis et al. (2013a, 2014d). The enterprise architecture artefact a
of an enterprise architecture decision represents the enterprise architecture arte-
fact to which this decision is related. Finally, the layer l is the layer on which
the decision is made. Similar to enterprise architecture issues, we leave out ad-
ditional attributes that do not have a specific purpose in our model. In the deci-
sion graph, decision D06 can be represented with (s, a, l), where s = executed, a =
“Customer administration intermediary application service”, and l = application.
Definition 24.3 (Observed Impact). Let O be a set of observed impacts, where

each observed impact o = (v, a, l) consists of a value v ∈ {positive, negative}, an
enterprise architecture artefact a, and a layer l. When v = positive, we say that o is
a positive observed impact; when o = negative, we say that o is a negative observed
impact. We also write vo , ao , and lo to refer to the value, the artefact, and the layer
of observed impact o, respectively.
Rationale and example: An observed impact is either positive or negative, where

negative observed impacts create new issues. This formalisation allows for an ex-
plicit distinction between positive and negative observed impacts. In the decision
graph, the only observed impact is OI1, which is negative, so we can formalise this
as OI1 = (v, a, l), where:
• v = negative
• a = “Customer profile registration Business process”
• l = business
Definition 24.4 (Contains Relationship). Let ≺D ⊆ I × D be a contains relationship

between issues and decisions, ≺I ⊆ D × I be a contains relationship between deci-
sions and issues, ≺Oin ⊆ D × O be a contains relationship between decisions and
observed impact, ≺Oout ⊆ O × I be a contains relationship between observed impact
and issues, and ≺DD ⊆ D × D be a contains relationship between decisions and deci-
sions. We set the general contains relationship ≺=≺D ∪ ≺I ∪ ≺Oin ∪ ≺Oout ∪ ≺DD .
If (a ≺ b), then we say that a contains b or that b is contained in a. We sometimes
abbreviate (a ≺ b) ∧ (b ≺ c) with a ≺ b ≺ c.
Rationale and example: The contains relationship is also used in Zimmermann et al.
(2009) and allows us to define a single hierarchical structure, which serves as a table
of content, allowing the user to locate issues and alternatives easily in the enterprise
D01
IS01 IS02 IS03
D02 D03 D04 D05 D06
IS03 ...
Fig. 24.3 The contains relationship ≺ for part of the decision graph
architectural knowledge and helping the knowledge engineer to avoid undesired re-
dundancies. The contains relationship is the underlying dependency relation that we
use to build decision design graphs. We will use this relation to later define the four
types of Relationship entities that were introduced in the meta-model. These four re-
lationships are relatively complex, so it helps to have a simple underlying represen-
tation of the decision hierarchy. Intuitively, the contains relationship can be obtained
by treating all arcs in the decision graph as of the same type. It contains, for instance,
the following relations: D01 ≺ IS01 ≺ D02, D01 ≺ IS02 ≺ D03, D01 ≺ IS03 ≺ D04
(see Fig. 24.3), but also D11 ≺ OI1 ≺ IS07 and IS07 ≺ D013 ≺ D11.
Definition 24.5 (Decision Design Graph). A decision design graph D = (D ∪ I ∪
O, ≺) consists of a set of decisions D, a set of issues I, a set of observed impacts O,
and a contains relationship ≺ that induces a graph containing issues, decisions, and
observed impacts of decisions.
Rationale and example: Modelling architectural decisions in itself is not new: Ran
and Kuusela also propose (but do not formalise) the notation of design decision
trees (Ran and Kuusela 1996). Zimmermann et al. (2009) propose a formalisation
that is comparable to ours, but our formalisation is specifically for enterprise archi-
tecture decision-making and uses decision graphs instead of trees.
24.3.2 Layered Decision Model and Logical Relations
The meta-model from Sect. 24.2 and the elementary definitions from SubSect. 24.3.1
allow knowledge engineers to capture decisions and organise the knowledge in a de-
cision hierarchy. However, the resulting ordered architectural decision tree does not
yet support the vision of an active, managed decision model taking a guiding role
during architecture design. More relations between decisions, issues, and observed
impacts must be defined. In this chapter, we introduce the four relationships of Pla-
taniotis et al. (2013a, 2014d) and formalise logical constraints by again applying
concepts from graph theory.
Definition 24.6 (Translation Relationship). The translation relationship RT ⊆
D × I × D is a three-placed decision-issue-decision relationship RT (d1 , i, d2 ), also
denoted with
T (i)
d1 −−→ d2
that connects two decisions through an issue where these decisions are related to
different enterprise architecture artefacts. Formally
T (i)
∀d1 ,d2 ∈D,i∈I : (d1 −−→ d2 ) ⇒ (d1 ≺ i ≺ d2 ) ∧ (ad1 = ad2 )
Rationale and example: Translation relationships indicate how a decision on one

artefact translates to a decision on another artefact through an issue. Thus, having
a translation relationship requires three entities: a decision, an issue, and another
decision. For instance, the design graph contains the translation relationship
T (IS03)
D01 −−−−−→ D06
This is a valid relationship, since we have D01 ≺ IS03 ≺ D06, and we also have
aD01 = aD06 because:
• aD01 =“Customer profile registration Business process”
• aD06 =“Customer administration intermediary application service”
Definition 24.7 (Decomposition Relationship). The decomposition relationship
RD ⊆ D × I × D is a three-placed decision-issue-decision relationship RD (d1 , i, d2 ),
also denoted with
D(i)
d1 −−→ d2
that connects two decisions through an issue where these decisions are related to the
same enterprise architecture artefacts. Formally
D(i)
∀d1 ,d2 ∈D,i∈I : (d1 −−→ d2 ) ⇒ (d1 ≺ i ≺ d2 ) ∧ (ad1 = ad2 )
Rationale and example: Decomposition relationships are similar to translation re-

lationships, with the only difference that in decomposition relationships the two
artefacts belonging to the decisions in the relation should be the same. For instance,
the design graph contains the decomposition relationship
T (IS01)
D01 −−−−−→ D02
which is valid because we have

• D01 ≺ IS01 ≺ D02
• aD01 = aD02 =“Customer profile registration Business process”
Definition 24.8 (Substitution Relationship). The substitution relationship RS ⊆

D × D is a two-placed decision-decision relationship, also denoted with
S
d1 −
→ d2
that connects two decisions that are related to the same enterprise architecture arte-
facts. Formally
S
∀d1 ,d2 ∈D : (d1 −
→ d2 ) ⇒ (d1 ≺ d2 ) ∧ (ad1 = ad2 )
Rationale and example: Substitution relationships are simpler than the previous two
relationships in the sense that they contain only two elements. The decision graph
contains only one substitution relationship:
S
D013 −
→ D11
Definition 24.9 (Alternative Relationship). The alternative relationship RA ⊆ I ×

D is a two-placed issue-decision relationship, also denoted with
A
i−
→d
that connects an issue with a rejected decision. Formally

A
∀d∈D,i∈I : (i −
→ d) ⇒ ((i ≺ d) ∧ (sd = rejected))
Rationale and example: The alternative relationship indicates decisions that have
been rejected in the decision process. For instance, in the design graph we have
A A
IS03 −
→ D04 and IS03 −
→ D05
Definition 24.10 (Observed Impact Relationship). The observed impact relation-

ship RO ⊆ D × O × I × D is a four-placed decision-impact-issue-decision relation-
ship, also denoted with
O(o,i)
d1 −−−→ d2
which describes the effect of a negative observed impact on a decision, which is
addressed by an issue and subsequently resolved by a decision. Formally
O(o,i)
∀d1 ,d2 ∈D,i∈I,o∈O : (d1 −−−→ d2 ) ⇒ (d1 ≺ o ≺ i ≺ d2 ) ∧ (vo = negative)
Rationale and example: The observed impact relation is the only relation in the de-
sign graph that has not been characterised by the meta-model. In the decision graph,
enterprise architecture decision D11 causes a negative observed impact OI1, which
is addressed by enterprise architecture issue IS07, which is subsequently resolved
by enterprise architecture decision D13.
With these relations introduced, we will now define three logical constraints on
enterprise architecture decision models. We stress that this list is by no means meant
to be exhaustive. It represents a list of constraints that are suggested by the decision
graph and from the discussion in Plataniotis et al. (2013a, 2014d). These constraints
are used to check the decision graph for consistency. If the graph is not consistent,
we are able to locate the inconsistency by determining what constraint is violated
and for which element. This is useful input for the architect in the decision-making
process.
Integrity constraint 1 All issues should be resolved. For each issue, there should
be a decision that is contained in this issue and that is executed:
∀i∈I : ∃d∈D : (i ≺ d) ∧ (sd = executed)
Rationale and example: An issue represents an architectural design problem that

enterprise architects have to address during the enterprise transformation process.
Having a consistency check for the status of the issue by verifying whether a deci-
sion has been executed to resolve it can assist the architect in detecting “loose ends”.
This is particularly useful in large and complex graphs with many interdependent
nodes (Kleinmuntz and Schkade 1993).
Integrity constraint 2 If a decision that is contained in an issue is executed, then
all other decision that have a relation with that issue should be rejected:
∀i∈I : ∃d∈D : ((i ≺ d) ∧ (sd = executed)) ⇒ (∀d ∈D : (d = d ) ⇒ (sd = rejected))
Rationale and example: This constraint describes a dependency between decisions

that are contained in the same issue. The decision graph suggests that issues are
solved by a single decision. This means that when a decision is executed that is
contained in an issue, all other decision that are contained in this issue should be
rejected. For instance, because decision D06 is executed, both decision D04 and
D05 are rejected.
Integrity constraint 3 If a decision contains a negative observed impact, then this
decision should be replaced by a decision addressing the negative impact:
O(o,i)
∀d∈D : ∃o∈O : ((d ≺ o) ∧ (vo = negative)) ⇒ ∃d ∈D,i∈I : ((d −−−→ d ) ∧ (d −
R
→ d))
Rationale and example: The goal of having negative observed impacts is to be able
to reconsider decisions that have caused this impact. This constraint addresses this
idea by stating that negative observed impacts should result in the substitution of the
decision that has caused the impact. For instance, decision D11 contains observed
impact OI1. This constraint is satisfied for this impact because we have
O(OI1,IS07) S
D11 −−−−−−−−→ D13 and D13 −
→ D11
indicating that decision D13 substitutes decision D11.

24.4 Case Study: ArchiSurance 269
24.4 Case Study: ArchiSurance
In this section we introduce the ArchiSurance case study that we will use to validate
our logic-based framework for a priori decision analysis. We first introduce the case
study, after which we apply it to our framework.
24.4.1 Introduction
This case is inspired by a paper on the economic functions of insurance interme-

diaries (Cummins and Doherty 2006) and is the running case used to illustrate the
ArchiMate language specifications (Jonkers et al. 2012). ArchiSurance is the result
of a recent merger of three previously independent insurance companies that now
sells car insurances products using direct-to-customer sales model. The goal of the
newly created company is to reduce its operation’s and product’s costs.
The merger has resulted in a number of integration and alignment challenges for
the new company’s business processes and information systems. These challenges
appear in the ArchiSurance baseline business, application, data, and technology ar-
chitecture.
Figure 24.4 presents the partial (Business and Application layers) ArchiSurance’s
direct-to-customer sales model, modelled with the enterprise architecture mod-
elling language ArchiMate. Two business services support the sales model of
ArchiSurance: “Car insurance registration service” and “Car insurance service”.
ArchiMate helps us to understand the dependencies between different perspectives
on an enterprise. For example, in Fig. 24.4 we see that the business service “Car
insurance registration service” is realised by a business process “Register customer
profile”. In turn, we also see that this business process is supported by the applica-
tion service “Customer administration service”.
Although removing intermediaries in the supply chain leads to a decrease of
operation costs, it also increases the risk of harmful risk profiles (Cummins and
Doherty 2006). Such profiles lead insurance companies to calculate unsuitable pre-
miums or, even worse, to wrongfully issue insurances to customers. As a response,
ArchiSurance decides to use intermediaries to sell its insurance products. After all,
compiling accurate risk profiles is part of the core business of an intermediary (Cum-
mins and Doherty 2006). In our scenario, an external architect call John is hired by
ArchiSurance to help guide the change to an intermediary sales model. John uses
ArchiMate to capture the impacts that selling insurance via an intermediary has in
terms of business processes, IT infrastructure, and more.
For illustration purposes we will focus on the translation of the new business
process “Customer profile registration” to enterprise architecture artefacts in the ap-
plication layer. The resulting ArchiMate model is depicted in Fig. 24.5. Here we see,
for example, how a (new) business process “Customer profile registration”, owned
by the insurance broker (ownership being indicated by a line between the broker and
Fig. 24.4 ArchiSurance direct-to-customer enterprise architecture model

c 2013 IEEE.
Reprinted, with permission, from Plataniotis et al. (2013a)
the business process), is supported by the IT applications “Customer administration

service intermediary” and “Customer administration service ArchiSurance”.
24.4.2 Validation
In this chapter we demonstrate how the formal framework introduced in Sect. 24.3
supports a priori decision analysis of design graphs by consistency checks on the
integrity constraints.
Our external architect John is in the process of transforming the ArchiMate
model from Fig. 24.4 into Fig. 24.5. For the implementation of these enterprise ar-
chitecture artefacts, a number of enterprise architecture decisions have to be made.
24.4 Case Study: ArchiSurance 271
Fig. 24.5 ArchiSurance intermediary enterprise architecture model.

c 2013 IEEE. Reprinted,
with permission, from Plataniotis et al. (2013a)
John, in parallel with ArchiMate modelling language, uses our approach to capture
the relationships of decisions and check the consistency of the decision graph.
John starts by adding the main decision “Make customer profile registration via
intermediary” (D01) to the decision design graph. This decision belongs to the en-
terprise architecture artefact “Customer profile registration Business process”. After
the enterprise has decided to make this decision, three new issues arise, IS01, IS02,
and IS03. Both IS01 and IS02 are addressed by making a decision that related to
the same artefact. For IS03, which stands for “Create an appropriate application
service to support new business process”, there are three different decisions that can
Customer profile registration

Business process
IS01 D02
D01
IS02
D03
Business Layer
IS03
Application Layer
D06
D04 D05
Customer administration intermediary
application service
Fig. 24.6 ArchiSurance scenario: Integrity constraint 1 is violated as enterprise architecture issue
IS03 is not resolved
be made in the Application Layer, namely, D04, D05, and D06 (see Fig. 24.6; the
legend of the relations is in Fig. 24.2). At this moment, none of these three decision
have been made, so the status of these three decisions is still open. Thus, in Fig. 24.6
there are two Decomposition relationships, namely,
D(IS01) D(IS02)
D01 −−−−−→ D02 and D01 −−−−−→ D03
and the other relations are simply contains relationship: D01 ≺ IS03, IS03 ≺ D04,
IS03 ≺ D05, IS03 ≺ D06. After John has created the graph of Fig. 24.6, he checks
it for consistency. It turns out that integrity constraint 1 is violated: Not all issues
are resolved, because for issue IS03 there is no decision d such that IS03 ≺ d and
sd = executed. John can choose between these three decisions and selects decision
D06, which stands for “Introduce application service A”, as the executed decision.
After having changed the status of decision D06 from “open” to “executed”, John
checks the consistency of the graph again. This time, another inconsistency arises,
namely, that integrity constraint 2 is violated. The reason for this is that since deci-
sion D06 is contained in issue IS03 (i.e. we have IS03 ≺ D06) and D06 is executed
(i.e. sD06 = executed), all other decisions that are contained in IS03 (i.e. decisions
D04 and D05) should be rejected. Therefore, John decides to change the status of
both these decisions from “open” to “rejected”. When John checks the graph for
consistency now, he finds that the graph is consistent.
Decision D06 results in two new issues, of which “Find an appropriate applica-
tion to interface with the intermediary” (IS05) is solved by “Acquisition of COTS
application B” (D10), resulting in the enterprise architecture artefact “Customer
administration application”. Decision D10 decomposes through issue IS06 in the
decision “Application interface type 1” (D11).
24.5 Related Work 273
Using the concept of an observed impact, John formalises that users of “Cus-
tomer administration application” had difficulties using this new application inter-
face. This is signified by the negative observed impact OI01 “Degraded user expe-
rience in the application use” (OI01). As such, enterprise architecture decision D11
“Application interface 1” has a negative observed impact on the business process
“Customer profile registration”.
According to integrity constraint 3, a negative observed impact should be ad-
dressed by a decision replacing the original decision that causes the observed im-
pact. Therefore, John translates the observed impact “Degraded user experience in
the application use” via enterprise architecture issue IS07 “have fitting application
interface” into “replace of existing application interface with an interface similar to
the old one” (enterprise architecture decision D13), after having rejected the alter-
native decision “Training of users on the new application”. The last step John has
to take is to replace enterprise architecture decision D11 “Application interface type
1” with enterprise architecture decision D13 “Application interface type 2”.
When the transformation has finished and all decisions have been made, John
obtains the graph that is depicted in Fig. 24.2. This graph is consistent according to
the integrity constraints.
24.5 Related Work
While most methods for decision modelling and analysis use visual notations from
existing modelling methods like UML and the likes, their underpinnings still in-
herently benefit from mathematical formalisations. Communicating these formali-
sations to end-users alike does not require a steep level of training and can be easily
communicated to them (Hall 1990), nor does the focus on a more rigorous specifica-
tion of these mathematical underpinnings forsake using the other tools and notations
that build and rely on them (Bowen and Hinchey 1995).
In the domain of software architecture, which is a subset of enterprise architec-
ture, several design rationale approaches have been developed: argumentation-based
approaches such as issue-based information system (IBIS) (Kunz and Rittel 1970),
design rationale language (DRL) (Lee 1991), template-based approaches Tyree and
Akerman (2005), and model-based approaches Jansen and Bosch (2005) and Tang
et al. (2007). Most of them capture textually the architecture decisions, the ratio-
nales, the issues, and the implications. In addition, the model-based approach pro-
vides means to relate those decisions with the software artefacts and with other
decisions.
About 20 years ago, Ran and Kuusela (1996) proposed a systematic approach to
document, refine, organise, and reuse the architectural knowledge for software de-
sign in the form of a design decision trees that is a partial ordering on decisions put
in the context of the problem requirements and the constraints imposed by earlier
decisions. More recently, Tyree and Akerman (2005) recognised that architecture
decision capturing plays a key role in what they call “demystifying architecture”.
They stress that architecture decisions should have a permanent place in the soft-
ware architecture development process. Moreover, it facilitates traceability from de-
cisions back to requirements, and it provides agile documentation (which is crucial
in an agile process where a team does not have the time to wait for the architect to
completely develop and document the architecture).
Both Zimmermann et al. (2009) and Tang et al. (2007) recently proposed a com-
prehensive framework for decision capturing in software architecture. Zimmermann
et al. (2009) also provide a formal framework, focusing mostly on the reusability of
decision by distinguishing between alternatives and outcomes.
In the field of enterprise architecture, the literature is significantly more scarce.
Even if software architecture is a subset of enterprise architecture, in this field dif-
ferent types of decisions exist, and they can have dependencies and relationship with
artefacts and decisions from different layers of the architecture. Plataniotis et al.’s
(2013a, 2014d) view complements model-based approaches for software architec-
ture by providing more specialised attributes for enterprise architecture decisions as
well as more specific dependency and relationship types between enterprise archi-
tecture decisions.
Finally, goal-oriented modelling frameworks [e.g. i* (iStar 2016), Tropos (Tro-
pos 2016)] provide means to deal with the motivations of designs, being more ex-
pressive than the ArchiMate 2.0 (Iacob et al. 2012) motivation layer. Even so, their
main focus is not to provide decision rationales.
24.6 Discussion
In this chapter we introduced a logic-based framework for capturing relationships

between enterprise architecture decisions. This framework is based on recent work
by Plataniotis et al. (2013a, 2014d). With this formalisation, we allow for captur-
ing decision relationship dependencies and consistency checks on additional logical
dependencies that we formalised using integrity constraints.
We demonstrated how these constraints can be used to check a decision graph for
consistency. However, we did not yet present a framework that will actively search
for solutions to inconsistencies and in this way support the architect in its decision-
making process. To actually do this, a more elaborate representation of decision
quality is needed, such that different decisions can be compared with each other.
We see this as a promising direction for future work.
The integrity constraints that we have defined in this work are not meant to be a
complete list. As we discussed above, each decision in the meta-model of Plataniotis
et al. (2013a, 2014d) is either Executed or Rejected. Kruchten et al. (2006) argue
that design decisions evolve in a manner that may be described by a state machine
or a state chart. They distinguish between seven different states, which are idea,
tentative, decided, approved, rejected, challenged, and obsolete. Having such an
expressive representation of a decision allows for more complex constraints on the
decision-making process. This is another promising direction for future work.
24.6 Discussion 275
Finally, one of the biggest challenges in decision capturing is the problem of

return of capturing effort. The fact that it takes architects much time to capture
design-making strategies without having a direct benefit might be a discouraging
factor. We believe that our approach simplifies the capturing effort by assisting the
architect in its decision-making process. Part of our future research will focus on
evaluating the actual practical usefulness of our approach.
Chapter 25
Situational Adaptations of ACET
Robert Winter and Nils Labusch
Abstract In this chapter we address the fact that not all ACET problems are equal,
and ACET solutions therefore need to be configured to address the specifics of the
respective ACET problem. We approach this configuration problem by means of
situational method engineering. We find that the two most important differences
of ACET problem situations result from the enterprise architecture management
approach used and the respective type of the transformation. We therefore present
classifications for enterprise architecture management and enterprise transformation
and propose an appropriate ACET problem situation matrix. We finally demonstrate
how ACET solutions are configured to a given problem situation.
25.1 Introduction
This chapter deals with the fact that not all ACET problems are equal, and ACET
solutions therefore need to be configured to address the specifics of the respective
ACET problem. In doing so, this chapter also aims to address some of the challenges
identified in Chap. 12.
While many additional contingencies might be also relevant, the most impor-
tant differences of ACET problem situations result from the enterprise architecture
management approach used and the type of the transformation at hand. After sum-
marising situational method engineering, and an explorative approach to identify
R. Winter () • N. Labusch

e-mail: robert.winter@unisg.ch

278 25 Situational Adaptations of ACET
problem situations, we present classifications for enterprise architecture manage-

ment and enterprise transformation and propose an appropriate ACET problem sit-
uation matrix. We then show how, exemplarily from an information requirements
perspective, ACET solutions are configured to the respective problem situation at
hand.
25.2 Situational Method Engineering
Method engineering as a discipline initially only aimed at the systematic construc-

tion of methods that support the development of software artefacts (Brinkkemper
1996). As an approach, method engineering can, however, be applied to many other
domains that require complex solution engineering—such as the construction of in-
formation systems management methods. Situational method engineering enhances
the utility of method engineering by supporting not only the design of a generic
method but also a mechanism that composes method modules or configures a base
method so that the solution is systematically situated to the problem situation at
hand (Ralyté et al. 2008), that is, so that situation-specific context and situation-
specific design goals are considered. Specifically for management methods, Winter
(2012) proposed a situational approach. This approach involves the following steps:
1. Relevant design factors are inferred from observed management practices.
2. Solution patterns (“archetypes”) are specified by clustering existing solutions
with regard to the design factors identified in step 1.
3. Development paths are identified by relating as-is archetypes with to-be
archetypes or by evaluating alternative archetypes with regard to certain design
goals.
4. By comparing activity (or capability) components of the archetypes linked by
development paths, differences can be systematically identified that constitute
design patterns (“project types”).
5. For the relevant design patterns, common activity (or capability) components
are identified that constitute method modules.
6. Regarding the set of method modules identified in step 5, every relevant devel-
opment can be represented as a certain composition. The overall set of compo-
sition rules constitutes the method’s situational adaptation mechanism.
25.3 Classifying Enterprise Architecture Management

Approaches
While single architectural artefacts (like artefact maps or architectural guidelines)

are of a model instantiation nature, and situated architecture management ap-
proaches are of a method instantiation nature, enterprise architecture management
25.3 Classifying Enterprise Architecture Management Approaches 279
in its entirety can be understood as a situational management method. Hence

situational method engineering can be applied in order to engineer a situational en-
terprise architecture management approach. In the following, we summarise how the
management method situational method engineering approach presented above has
been applied to enterprise architecture management, as reported by Winter (2012).
Step 1: An empirical data set of 119 companies describing their enterprise architec-
ture management approach was tested against 54 potential enterprise architecture
management design factors obtained from a literature survey. Thirty-eight factors
proved to be significant and loaded on eight principal components: (1) IT operations
support, (2) enterprise focus and management support, (3) enterprise architecture
management governance, (4) IT strategy and IT governance support, (5) informa-
tion supply, (6) integrative role of enterprise architecture management, (7) design
impact, and (8) business strategy support.
Step 2: If these principal components are regarded as dimensions that span an
eight-dimensional room where every company practice can be represented, ag-
glomerative clustering allows identifying the three enterprise architecture manage-
ment archetypes “balanced, active enterprise architecture management”, “business-
biased enterprise architecture management light”, and “IT focused, passive enter-
prise architecture management” (Winter 2012).
Step 3: In this step, design goals have to be defined such that archetypes can be
evaluated against those goals, and project types can be derived. For enterprise ar-
chitecture management, an often observed goal vector integrates transparency, con-
sistency, simplification, flexibility, and agility in the following form: enterprise ar-
chitecture management should support IT/business alignment by having an impact
on IT architecture as well as on business architecture (integrative role). As a con-
sequence, enterprise architecture management results are used by business units
as well as IT, and enterprise architecture management results are perceived to be
useful for management. In order to create value, enterprise architecture stakehold-
ers are involved, and enterprise architecture management is aligned with business
objectives. IT/business alignment requires enterprise architects to have a broad
network in the company and to integrate all relevant disciplines from business
and IT. Based on such an enterprise architecture management design goal vector,
both the “IT-focused, passive enterprise architecture management” archetype and
the “business-biased enterprise architecture management light” archetype yield a
comparatively low contribution. In contrast, the “balanced, active enterprise ar-
chitecture management” archetype maximises the contribution. If the contribution
of IT-focused, passive enterprise architecture management and business-biased en-
terprise architecture management light are not significantly different, four develop-
ment paths are implied that need to be supported: (1) from no enterprise architecture
management (minimum performance) to IT-focused, passive enterprise architecture
management (medium performance), (2) from no enterprise architecture manage-
ment (minimum performance) to business-biased enterprise architecture manage-
ment light (medium performance), (3) from IT-focused, passive enterprise architec-
ture management (medium performance) to balanced, active enterprise architecture
management (maximum performance), and (4) from business-biased enterprise ar-

chitecture management light (medium performance) to balanced, active enterprise
architecture management (maximum performance). A direct path from no enterprise
architecture management (minimum performance) to balanced, active enterprise
architecture management (maximum performance) is not advised because too big
steps (“leap frogging”) across enterprise architecture management maturity stages
is hard to observe—and might therefore be hard to achieve—in practice.
Step 4: Since each enterprise architecture management archetype is characterised
by specific (average) values regarding the eight aggregate design factors (e.g. “IT-
focused, passive enterprise architecture management” is characterised by high val-
ues of the design factor “IT operations support” and low values of the design fac-
tors “enterprise-wide focus”, “integrative role”, and “design impact”), every devel-
opment can be characterised by a set of reductions or increases of these factors.
For example, the development path “From IT-focused, passive enterprise architec-
ture management to balanced, active enterprise architecture management” implies
a reduction of IT operations support but an increase in enterprise-wide focus, in-
tegrative role, and design impact. For that transition, information supply, business
support, and IT strategy and IT governance support are not relevant because their
values do not differ significantly between the linked archetypes. The transition anal-
ysis can be detailed to the level of elementary activities (or capabilities). An ex-
ample would be decreasing the realisation of “Results of enterprise architecture
management are used for coordination of IT development products” and “Results
of enterprise architecture management are used for IT planning and infrastructure
design” and increasing the realisation of “Business and IT departments actively seek
advice from architects”, “Enterprise architecture stakeholders are actively involved
in enterprise architecture management”, and “Architects have an extensive network
within the company”.
Step 5: After all dependency paths are analysed on a detailed level, standard modu-
larisation techniques are applied in step 5 to derived method modules (see Fig. 25.1).
The five modules “IT operations support and IT strategy and IT governance sup-
port”, “Information supply and business strategy support”, “Enterprise-wide focus”,
“Design impact and integrative role”, and “Enterprise architecture management
governance” have been identified.
Step 6: Each of the four development paths can be represented as a different compo-
sition of the five identified method modules: “From No enterprise architecture man-
agement to IT-focused, passive enterprise architecture management” is composed of
the modules A and B, “From No enterprise architecture management to business-
biased enterprise architecture management light” of the modules B and C, “From IT
focused, passive enterprise architecture management to Balanced, active enterprise
architecture management” of the modules C and D, and “From Business-biased en-
terprise architecture management light to Balanced, active enterprise architecture
management” of the modules A and E. The composition of situated methods from
reusable method modules is illustrated in Fig. 25.2.
25.3 Classifying Enterprise Architecture Management Approaches 281
Fig. 25.1 Method modularisation based on transition activity sets.

c IGI Global 2012; reprinted
with permission from Winter (2012)
Fig. 25.2 Enterprise architecture management method situation.

c IGI Global 2012; reprinted
with permission from Winter (2012)
25.4 Classification of Transformation Types
While enterprise transformation management certainly possesses some method

characteristics of a management approach, enterprise transformation as such—from
an architectural coordination perspective—is represented by models. Such models
can, for example, be used to illustrate the as-is states as much as the to-be states.
In the literature, various typologies for enterprise transformation have been pro-
posed (e.g. Baumöl 2008; Safrudin et al. 2014). However, since we already dis-
cussed the appropriateness of an information requirements perspective concerning
ACET, a suitable typology should be based on enterprise transformation informa-
tion requirements and the information provision potential of enterprise architecture
management. As a foundation, the information requirements reference model pre-
sented in Chap. 20 is used. We extend that model by adding configuration rules in
the following. This section is based on the work by Labusch (2015) and Labusch
et al. (2014b) but presents additional data and results.
25.4.1 Configurable Reference Models
In contrast to the enterprise architecture management example where an approach

was reconstructed by configuring a (enterprise architecture management) method
from reusable modules (method fragments), in this we situationally configure the
(generic) information requirements reference model as discussed in Chap. 20.
Labusch (2015) summarises related research on reference models as follows. In
order to be useful, reference models need to be adaptable and need to provide guid-
ance on their adaption (Becker et al. 2007a). There are several mechanisms of reuse
available that allow to adapt a reference model to the specific conditions of a sit-
uation: Becker et al. (2007b) differentiate analogy construction, specialisation, and
configuration mechanisms. Analogy construction means to use parts of a model in
situations that differ from those the original model was situated in. Specialisation
is advisable when reference models have a high degree of abstraction that needs to
be broken down (specialised) to a more specific situation. Configuration modifies
components of the reference model based on predefined rules and requires that all
variants are completely implied by the generic solution model and can be generated
using a certain set of (configuration) rules.
In order to analyse the information requirements during enterprise transforma-
tions, we incorporate the work that is described in Chap. 20, where we consolidate
information demands that occur in enterprise transformations into one single refer-
ence model. In the following subsection, we describe steps and results needed to
configure this reference model for the information requirements of specific enter-
prise transformation types.
25.4 Classification of Transformation Types 283
Strategy
5,0
IT Structure Goals
4,0
3,0
Risks 2,0 Business Structure
1,0
0,0
Stakeholders Project Portfolio
C1
C2
Performance Design Options C3
C4
Social Factors Methods C5
Fig. 25.3 Information demands in the different clusters
To understand the character of different types of enterprise transformations, we

need to identify relevant contingency factors1 and information requirements. Basi-
cally, these are differentiated into three groups: the environment of the enterprise
transformation (“the organisation”), the enterprise transformation itself (goals, rea-
sons, involved employees, etc.), and the actual information requirements of enter-
prise transformation managers.
To elaborate these elements, we designed a questionnaire that was then dis-
tributed to a total of 57 highly knowledgeable informants that are able to describe en-
terprise transformations as the unit of analysis. Respondents were, for example, en-
terprise transformation managers, CEOs, or programme managers. The informants
were asked to rate the items based on a five-point Likert scale (Likert 1932). We
were able to collect data from a variety of industries. We consider including multi-
ple industries an advantage as we avoid industry-specific bias and thus increase the
general applicability of the artefact.
We conducted a hierarchical cluster analysis (Ward’s method, squared Euclidean
distance) based on the information requirements illustrated in Chap. 20 (see the con-
crete information items in Fig. 25.3). To use as many cases as possible for the anal-
ysis, we handled missing values by replacing them with column (variable) means. If
more than 10% of values were missing, we omitted the respective case. This proce-
dure resulted in 38 enterprise transformations whose data were used for the cluster
analysis.
1 Earlier results and the method of the conducted study are also described in Labusch and Aier
(2014), Labusch et al. (2014b), and Labusch (2015). The original contribution of this chapter is a
more detailed embedding in the context of situational engineering and a discussion of the findings
in the ACET context. In addition, more data was used for the analysis than in the previous studies.
We determined the number of configurations for our model based on the goal to
provide meaningful guidance for the enterprise transformation support, but at the
same time adhere to statistical criteria. For each split of the hierarchical clustering
(based on the information requirements), we analysed which variables best describe
the character of the enterprise transformation and if considerable differences could
be observed.
As a result, a first separation into three clusters can be made to distinguish the
size of the transformation (measured by the amount of employees affected). The
second separation criterion is the primary trigger of the enterprise transformation
(e.g. regulatory requirements, market demands). Further separations were not ad-
vised because values do no longer considerably differ in our dataset. Thus, we pro-
pose a five-cluster solution to enterprise transformation with regard to information
requirements (see Fig. 25.3).
• Cluster C1 represents enterprise transformations that affect only hundreds of
employees of an organisation that is transformed. The information requirements
in these enterprise transformations are rather limited. With this comparably
small number of affected people, the enterprise transformation seems to be con-
ducted in a “just do it” manner with lean planning.
• Enterprise transformations in cluster C2 affect thousands of employees. They
are mostly triggered by changes in the environment like, for example, new reg-
ulatory requirements. This is reflected in the low value of gathering strategy-
related information—the necessity to transform is already given by external
parties; thus strategy does not considerably matter in this case. The same holds
for information about stakeholders. The company is forced to transform and
in-depth information about stakeholder concerns is thus not required.
• Enterprise transformations in cluster C3 affect tens of thousands of employees
and are triggered by changes in the power structure, for example, a new CEO
or other leadership personnel. This is reflected in the information requirements:
IT-related information is less relevant, and also performance is almost not con-
sidered being important. Instead, strategic information, goals, business struc-
ture, project portfolio, design options, methods, social factors, and stakeholders
are strongly requested.
• Cluster C4 represents enterprise transformations that affect thousands of em-
ployees and are triggered by the need to change the offered products and ser-
vices, combined with appropriate changes in IT and culture. Enterprise trans-
formations in this cluster require information from all described areas. Due to
their average size, they do not require the largest extent of information but rather
average values.
• Enterprise transformations in cluster C5 affect tens of thousands of employees
and are triggered by changes in the control and IT system of the company. We
observe high information requirements in all areas.
Important steps Transformation goal Processes

(e.g. roadmap) description
Market situation Business requirements Organizational

structure
Drivers Plan costs (budget) Product portfolio

Business Strategy transformation Locations
Business functions
Project Portfolio Design Options
Capabilities of the
organization
Solution ideas
Projects Methods
C3 and C4. 90
Outsourcing potentials
Redundancies among
projects Transformation
Evaluated technology
methods
Dependencies Strategy
between projects Consolidation
potentials
Stakeholders
C3:
Project roles
Performance Small
Business partners
Skills of employees Market situation
Benefits of the
transformation Suppliers ETs
Social Factors
As-Is costs Customers
Stakeholder (qualitative) success

characteristics metrics (Frame-) Contracts
Cultural change (quantitative) success Internal stakeholders

(necessary activities) metrics of the transformation
Common language
Risks IT Structure
Communication
strategy
Information Model
Assessed risks
Data structures
Trainings
Legal regulations Applications (incl.

Transformation interfaces)
history
Organizational culture
25.4 Classification of Transformation Types
Important steps Transformation goal Processes

Market situation Business requirements Organizational

structure
Fig. 25.4 Example configurations for clusters C3 and C4

Drivers Plan costs (budget) Product portfolio

Business Strategy transformation Locations
Business functions
Project Portfolio Design Options Strategy Goals Business Structure
Capabilities of the
organization
Solution ideas Important steps Transformation goal Processes

Projects Methods
Outsourcing potentials Organizational
structure
25.4.2 Design of an Enterprise Transformation
Redundancies among Project Portfolio Design Options

projects Evaluated technology Transformation C4:
methods Locations
Dependencies Redundancies among Solution ideas

between projects Consolidation projects
potentials Mid-Size
Stakeholders Dependencies Outsourcing potentials
Project roles between projects
Performance Skills of employees Consolidation IT Structure
Business partners ETs potentials
Skills of employees
Benefits of the
transformation Suppliers
Regu- Data structures
Social Factors Performance Stakeholders
As-Is costs Customers Applications (incl.
interfaces)
Stakeholder (qualitative) success Benefits of the Internal stakeholders
(Frame-) Contracts
characteristics metrics
lation transformation of the transformation IT-Infrastructure
Cultural change (quantitative) success Internal stakeholders (qualitative) success

(necessary activities) metrics of the transformation metrics
(quantitative) success Risks

Common language metrics
Risks IT Structure
Communication
strategy Assessed risks
Assessed risks Data structures
Trainings
Legal regulations Applications (incl.
which enterprise transformations their system could be applied and add value.
Transformation interfaces)
history
Organizational culture
285
We used the five identified clusters to provide guidance on which information is
an information item was rated with at least the median value, it was included in
most important for which enterprise transformation type. We found the median to
designers of, for example, information systems can use the model to analyse in
tion instance. In addition, organisations need to determine which departments, dis-
be an appropriate decision criterion due to its stability concerning outliers. When
below exemplarily illustrates the configuration of the reference model for clusters
ciplines, or information systems can provide which information. On the other hand,
the information model for the respective enterprise transformation type. Figure 25.4
discuss and evaluate the model concerning their particular enterprise transforma-
In concrete enterprise transformations, however, organisations need to further
25.5 Situations in ACET
With regard to method construction, architectural support of enterprise transforma-

tion is more complex than solely of enterprise architecture management or of en-
terprise transformations. As illustrated in Fig. 25.5, the support needs to consider
the characteristics not only of the respective enterprise transformation type but also
the characteristics of the respective enterprise architecture management type. The
situational adaptation therefore needs to be designed in a two-dimensional way.
Figure 25.6 illustrates this two-dimensionality: On the one hand, enterprise archi-
tecture management types need to be distinguished as illustrated above. On the other
hand, enterprise transformation types also need to be distinguished. In combination,
Managing the Enterprise

Corporate Management
…
Enterprise Transformation
Support (ET)
Architectural
tecture in D2D
Enforce Archi-
Develop and
EAM
Architecture
Business
Artefacts
Maintain
Fig. 25.5 Architectural support of enterprise transformation
(70 (70 (70 (70

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Fig. 25.6 Situativity of architectural support of enterprise transformation

25.5 Situations in ACET 287
ACET situations are then defined by the specific combination of an enterprise archi-
tecture management type (that defines the support) and an enterprise transformation
type (that defines the demand).
Not every combination of enterprise architecture management types and enter-
prise transformation types needs to exist in the real world. In addition, some support
types and some demand types could be similar enough to combine them into a single
situation.
For constructing an appropriate situational method, the relevant support situa-
tions need to be identified empirically first. On that base, the in-depth analysis of
respective demand and supply can be used to identify support modules and module
configuration rules. For simplification purposes, we focus on only one enterprise
architecture management type (generalised supply) and analyse how the five enter-
prise transformation types can be supported (see Fig. 25.7). This procedure can be
easily adapted to any other enterprise architecture management type.
Enterprise transformations in cluster C1 can be supported by enterprise architec-
ture management to a very limited degree. As only few people are involved, only
information about the market situation can be provided by enterprise architecture
management. However, since other disciplines are better suited to provide this kind
of information, enterprise architecture management might simply not be the ideal
discipline to support this kind of enterprise transformation.
Enterprise transformations in cluster C2 require, for example, information about
processes and organisational structures that enterprise architecture management can
provide. Furthermore, enterprise architecture management has some potential to
contribute to the need of information about assessed risks and qualitative success
metrics. Information about dependencies and redundancies among projects are also
requested.
Enterprise transformations in cluster C3 can be well supported by enterprise
architecture management since they require a large amount of information about
strategy, goals, business structure, and the project portfolio. However, the core in-
formation that enterprise architecture management often provides (those directly or
indirectly related to IT) are not strongly requested by enterprise transformations in
cluster C3.
Cluster C4 can be partially supported by enterprise architecture management
through providing information about strategic aspects and the project portfolio.
IT-related information is not that much requested, and thus, enterprise architecture
management needs to focus on business aspects to create added value here.
Enterprise transformations in cluster C5 require a huge amount of information di-
rectly or indirectly related to IT. Here also the “traditional” IT-related enterprise ar-
chitecture management may take a central role and provide significant added value.
In addition, information about the project portfolio is required that can also be pro-
vided by enterprise architecture management.
C1 C2
Information
about business
Information
Market structure,
about
Environ- project
external
ment portfolio,
stakeholders,
IT.
social factors
Almost no information not
requested. requested
Infor-
Infor-
Infor- mation
mation
mation Information about
about
about, about strategy,
performance
strategy, stakeholders, goals &
and IT not
goals, risk, IT portfolio
requested.
structure not strongly provided.
available requested.
via EAM.
C3 Not all
C4
information Information
can be about
provided by strategy,
EAM. goals,
business
structure,
portfolio
and IT
provided.
C5
Fig. 25.7 Situativity of architectural support of enterprise transformation
25.6 Discussion 289
25.6 Discussion
In this chapter we described the different mechanisms that are needed to configure
ACET to meet the specific needs of a given context. We provided examples that
underline why tailoring ACET is a complex task that needs to be conducted by
considering different perspectives. We exemplified our considerations by focusing
on the information perspective.
Configuration of ACET provides situation-specific support that increases the
chance of ACET deliverables being considered as useful and appropriate by stake-
holders. Thus, such a configuration can be seen as a precondition for the institution-
alisation of ACET.
Part IV
Epilogue
Chapter 26
Conclusion and Reflections
Henderik A. Proper, Stephan Aier, and Robert Winter
Abstract In this chapter, we look back on the results presented in this book. As
mentioned at the start of this book, the field of ACET is rather rich and diverse.
As such, this book could only provide a humble beginning towards the creation of
a more complete understanding of ACET and the development of an integrated set
of instruments supporting ACET in practice. In this chapter, we therefore critically
reflect on our experiences with the development of “large-scale” design artefact,
such as an integrated method for ACET, as the research programme set out to do.
We will conclude with a list of suggestions for possible follow-up research in the
domain of ACET. This list combines both the reflection on our experiences in the
development of large-scale design theory and opportunities for further research on
the level of the specific components as presented in this book.
26.1 Introduction
In this chapter, we will start (in Sect. 26.2) by briefly looking back on the results
presented in this book. As mentioned at the start of this book, in Chap. 1, the field
of ACET is rather rich and diverse. This is reflected in the results presented in this
book, which originate from a broad research programme on ACET, involving four
applied research projects. As such, this book could only provide a humble beginning
towards the creation of a more complete understanding of ACET and the develop-
ment of an integrated set of instruments supporting ACET in practice.
H.A. Proper ()

e-mail: e.proper@acm.org
S. Aier • R. Winter
Institute of Information Management, University of St. Gallen, St. Gallen, Switzerland

294 26 Conclusion and Reflections
As most of the research conducted in the context of the ACET research pro-
gramme involved a design science approach (March and Smith 1995; Hevner et al.
2004; van Aken 2004; Peffers et al. 2007; Venable et al. 2012; Peffers et al. 2012;
Gregor and Hevner 2013; Wieringa 2014; Venable et al. 2016), or at least covered
some stages of design science, it is certainly relevant to reflect on the experiences
gathered in the context of the ACET project. Even though this book only reports
on an initial understanding of ACET and an initial set of components (of an inte-
grated set) of instruments supporting ACET in practice, the ambitions at the start
of the research programme were higher. It was, indeed, the ambition to develop an
integrated design theory for ACET. This provides a good reason to, in Sect. 26.3,
critically reflect on our experiences with the development of “large-scale” design
artefact, such as an integrated method for ACET, as the research programme set out
to do.
Finally, we conclude with a list of suggestions for possible follow-up research in
the domain of ACET. This list combines both the reflection on our experiences in
the development of large-scale design theory and opportunities for further research
on the level of the specific components as presented in this book.
26.2 Summary of Results
In Part I, an analysis was provided of the current state of the ACET practice. This
was used as an inspiration for a more detailed exploration of the challenges facing
ACET from a more theoretical perspective. This, in particular, resulted in explo-
rations of:
• The types of change and transformations that may occur (Chap. 6)
• Enterprise transformation from the perspective of social systems (Chap. 7)
• The role of subcultures in the coordination of transformations (Chap. 8)
• The role of a use perspective for architectural coordination (Chap. 9)
• The role of stakeholders and a strategy to better engage them (Chap. 10)
• The information requirements for doing ACET (Chap. 11)
• The sustainable organisational establishment of doing ACET (Chap. 12)
• The landscape of modelling languages for ACET (Chap. 13)
• The role of architecture principles (Chap. 14)
• The motivation and rationalisation of architectural decisions (Chap. 15)
In Part III, we discussed a collection of components for a possible design theory
for ACET, which were “harvested” from the work of the individual researchers in
the programme. Collectively, these components aimed to address the challenges as
they had been identified in Part I from an empirical perspective, and Part II from a
more theoretical and/or literature perspective. The harvested components included:
• Definitions of the key concepts underlying ACET (Chap. 16)
• A reference framework of services needed for doing ACET (Chap. 17)
26.3 Reflections on the Development of Large-Scale Methods 295
• A strategy to engage stakeholders in decision-making during ACET (Chap. 18)

• Guidelines to use models as boundary objects (Chap. 19)
• A reference model for the information requirements for ACET (Chap. 20)
• An approach for component-based modelling language engineering (Chap. 21)
• Guidelines for the semiformal definition of architecture principles (Chap. 22)
• A framework to explicitly capture architecture design decisions (Chap. 23)
• A formal reasoning system for architecture design decisions (Chap. 24)
• Strategies for situation-specific adaption of ACET (Chap. 25)
26.3 Reflections on the Development of Large-Scale Methods
As stated before, the ambitions at the start of the ACET programme were to develop
an integrated design theory for ACET. The ideal would have been to establish a
validated topology of ACET components and provide support for integrating these
components and concrete, situation-specific, configuration rules. As we will discuss
below, this soon turned out to be too ambitious.
26.3.1 Change of Programme Strategy
Each of the different projects involved in the ACET programme conducted explo-
rations of different aspects of the ACET problem space (see Part II). Soon, the
heterogeneity and multifacetedness of these aspects showed that the development
in integrated design theory for ACET would be too ambitious. A choice had to be
made between the creation of a “superficial” overall method for ACET and a, for the
moment, set of disconnected and partial, yet well founded, components towards a
more comprehensive method for ACET. This resulted in a change of strategy, where
the research efforts were compartmentalised, in the sense that each of the involved
researchers focussed on a specific (set of related) aspects, with the aim to develop
an initial explanatory theory covering the aspect (see Part II), and possibly a method
component/fragment meeting the needs of covering that aspect (see Part III).
The work, as conducted by the individual researchers, can also be said to cor-
respond to a set of focussed experiments towards the establishment of clearer
requirements on an integrated ACET design theory. This can be seen as a strategy
to deal with what van Aken and Nagel (2004) call the “fuzzy front end” of design-
oriented research. In the case of ACET, the potential “fuzziness” is exacerbated by
the fact that ACET would require the development of a large-scale method, to cover
all work needed in the architectural coordination of enterprise transformations. In
the remainder of this chapter, we aim to reflect on this in more depth.
26.3.2 A Method as a Design Theory
We see a method as capturing guiding/prescriptive knowledge on how to do/organise

certain tasks. As such, it corresponds to a reference model that guides/directs the
planning and/or execution of tasks in specific situations. This could, for example, be
a reference model defining a flow of work or a set of rules/principles that should be
upheld or defining a (modelling) language to be used.
When a method is further enriched with guidelines to tune the method towards
situations at hand, one may refer to the method as a situational method. This corre-
sponds to the notion of artefact mutability as defined by Gregor and Jones (2007),
where in this case, the method is the artefact. Note: the guidelines for situational
adaption can be seen as a “situational adaption method” and, as such, would be
defined by its own reference model.
A method, as a reference model for action, should provide a clear identification
of what its claimed working is, in terms of what would be achieved when indeed
following the method, in a context that meets given preconditions. For example,
(timely) availability of inputs needed inputs, situational factors such as the abilities
of actors involved, etc. In terms of Gregor and Jones (2007), this claim leads to a
number of testable propositions, which can also be said to correspond to the theory
as brought forward by the method, in other words, the design theory of the method.
As Wieringa (2014) puts it “design science studies the interactions between an arte-
fact and its context. We call theories about (artefact × context) design theories.”
In the design/creation of a method, different styles of reasoning can be used.
It may be derived deductively from other (design) theories. This deduction corre-
sponds to the justificatory knowledge as discussed by Gregor and Jones (2007). The
resulting method can/should then be validated in real-world situations. This can po-
tentially also lead to refinements on the preconditions under which the method will
produce its claimed effects.
A method can also be derived inductively from a broad corpus of real-world
cases, by observing patterns and hypothesising over these. In this case, the justifi-
catory knowledge would pertain to the empirical evidence found in the corpus of
cases, and the observed patterns.
When there is only a limited number of cases available, one may resort to abduc-
tive reasoning, looking for patterns that at least match the available cases. Further
evidence can then be sought by further validation on new cases and/or experiments.
For the development of a design artefact in general, and a method in particular,
several other theories may be useful, providing more means to develop the justifi-
catory knowledge underpinning the method’s design theory. One may, for example,
use and/or develop theories that capture propositions regarding the domain in and/or
on which one aims to use the artefact/method.
26.3.3 Complexity and Uncertainty for the Use of Methods
The Information Services Procurement Library (ISPL) (Franckson and Verhoef

1999; Proper 2001) identifies different situational factors that should be taken into
account when defining project plans, and risk mitigation strategies in particular.
These situational factors are classified into four classes along two axes: complexity
versus uncertainty and target domain versus project domain, where target domain
refers to the domain in which the project/service is to make a change, while project
domain refers to the project/service itself.
The effort of developing a method (such as ACET) also has to deal with a number
of complexities and uncertainties, covering both the target domain of the method,
that is, the domain in which it should have its (claimed) effect/result, and the method
itself. This includes:
Target domain uncertainty—deals with uncertainties about properties that hold
in the method’s target domain, the specific aspects/parameters involved, the
understanding of the actual class of problems that the method aims to contribute
to, the stakeholders involved, their specific attitudes, etc.
Target domain complexity—involves the complexity of the (properties of the)
method’s target domain, complexity/heterogeneity of the specific aspects/
parameters involved, complexity and variety of the class of problems the method
aims to contribute to, heterogeneity of the (stakes of the) stakeholders
involved, etc.
Method domain uncertainty—deals with uncertainties about the precise working
of specific concepts that can be used in the construction of the method, uncer-
tainty about the validity of preconditions, etc.
Method domain complexity—pertains to the complexity of the method itself in
terms of the complexity of its reference model, complexity of the guidelines
towards situational adaptation and implementation, complexity of the definition
of its preconditions, etc.
It is important to realise that when there is a large variety in the class of problems
in which the method aims to “do its work”, then the law of requisite variety (Ashby
1956) implies that the complexity of the method itself should be high enough to meet
this variety, either in terms of a high complexity/variety of the reference model that
defines the method or in terms of the guidelines defining its situational adaption.
Note: this is separate from the inherent complexity of the “work” that the method
aims to get done, which will also need to be reflected in the method itself.
26.3.4 Research Methodological Guidance
In the development of a method, different strategies can be used to deal with com-
plexities and uncertainties. In the case of the ACET programme, the observed
(Part I) uncertainty of the target domain, exacerbated by the complexity of the target
domain, led to the conclusion that a series of pre-studies was needed into the differ-
ent factors involved (Part II), as well as experiments with possible components of a
method (Part III). This resulted in a reduction of the uncertainties, and an increased
understanding of the complexities involved.
The strategy followed by the ACET programme can be seen as a strategy to
deal with what van Aken and Nagel (2004) call the “fuzzy front end” of design-
oriented research. In the case of ACET, the potential “fuzziness” of this front end
is exacerbated by the fact that it would would require the development of a large-
scale method to cover all work needed in the architectural coordination of enterprise
transformations, that is, resulting in a high complexity on top of all the uncertainty.
Just as Franckson and Verhoef (1999) and Proper (2001) define strategies and
heuristics on how to deal with complexity and/or uncertainty with regard to
information-systems-related projects and services, one would need similar guidance
for the development of methods. In methods for design theories, one would expect
that the field of design science would provide such guidance. Regretfully, however,
we did not find much guidance in the literature.
At the same time, one can certainly observe the existence of large-scale meth-
ods, such as TOGAF (The Open Group 2011), ISPL (Franckson and Verhoef 1999),
ITIL (Axelos 2015), etc. These are, however, typically “best-practice”-based meth-
ods lacking rigorous validation, justificatory knowledge, and/or testable proposi-
tions.
Another way to deal with the uncertainties and complexities facing the devel-
opment of a method is to enable early validations of method components, so as to
obtain early feedback. In general, designed artefacts, such as methods, should be
evaluated with regard to their ability to solve the addressed design problem (March
and Smith 1995). Traditionally, the predominant approach in design science is that
of evaluating artefacts once they have been designed ready for use (see, e.g., Hevner
et al. (2004) and Peffers et al. (2007)). However, to enable feedback loops as early
as possible, Venable et al. (2012) proposed the notion of pre and post artefact evalu-
ation, where pre artefact evaluations involve evaluations of artefacts before they are
built and post artefact evaluations are evaluations of artefacts after they have been
built. That first differentiation of evaluation perspectives specifically targets the fact
that feedback loops should be applied as early as possible, and not only after the
design has been completed.
In a further differentiation, Venable et al. (2016) later distinguish naturalistic and
artificial evaluations as well as formative and summative evaluations. This allows
for the design of multistep evaluation strategies that provide many feedback oppor-
tunities, reflecting the changing character of the artefact as it matures in the design
process. The distinction between evaluation characteristics reflects however more on
the “how” of evaluation than the “what”. As the artefact matures during the design
process, different aspects of design knowledge dominate, which should be matched
by corresponding evaluation episodes.
26.3.4.1 Multiple Levels of Detail in Method Design
An interesting contribution on the challenge of large-scale design artefact develop-

ment is made by Daeuble et al. (2015). They provide a strategy for the (incremental)
development of large-scale design artefacts that suggest to split a design artefact into
smaller components based on a segmentation framework.
While being a potentially relevant way to deal with the complexities that faced the
ACET programme, it would not have solved the uncertainties which the programme
had to deal with. We would still have found ourselves at the fuzzy front end of design
science. Nevertheless, towards follow-up research towards a more integrated ACET
method, it could make sense to use a segmentation framework to structure further
research efforts.
Based on our joint past experiences in the development of methods, we would
suggest, for now, to consider the following levels of detail in such segmentation
framework for methods:
Abstract structure—An overall perspective on roles, responsibilities, and tasks in-
volved, types of deliverables to be produced, temporal dependencies between
tasks, etc.
This would lead to one method component defining the overall “rhythm”, with
possible guidelines for situational adaptation, possibly in terms of general prin-
ciples.
Concrete structure—A further operationalisation of the operational perspective in
terms of concrete deliverables, and specific requirements on modelling lan-
guages to be used in producing these deliverables, approaches and techniques
to be used, etc.
This is likely to lead to a set of alternative method components, whose relevance
depends on the situational contexts, where each resulting component may have
additional rules to tune things to a situation at hand.
Tools and techniques—A collection of (small-scale) methods, approaches, and
techniques to support/direct the creation of the deliverables as identified in the
(large-scale) method. For example, an approach for stakeholder management,
modelling languages used to represent deliverables, collaborative decision-
making, etc.
Reference material—Reference models, partial models/designs, design patterns,
etc. that can be used as starting points, or guidelines, towards the creation of
actual deliverables.
In terms of this suggested segmentation framework, the results, as discussed in this
book, can be positioned as shown in Table 26.1. Note that we certainly do not claim
that the elements listed in Table 26.1 are an integrated method for ACET.
Table 26.1 Mapping of results presented in this book

Abstract Exploration – Types of change and transformations that may occur (Chap. 6)
structure – Enterprise transformation from the perspective of enterprises
being social systems (Chap. 7)
– The role of subcultures in the coordination of enterprise transfor-
mations (Chap. 8)
– The role of a use perspective for ACET, in particular the use of
the created architectural artefacts (Chap. 9)
– The engagement of stakeholders during ACET (Chap. 10)
– How a sustainable discipline of doing ACET can be established
in an organisation (Chap. 12)
Components – Definitions of the key concepts underlying ACET (Chap. 16)
– A reference framework of services needed for doing ACET
(Chap. 17)
– An overall strategy to engage stakeholders in decision-making
during ACET (Chap. 18)
– Guidelines to use models as communication devices (Chap. 19)
Concrete Exploration – The information requirements for doing ACET (Chap. 11)
structure – The landscape of modelling languages for ACET (Chap. 13)
Components – Strategies for situation-specific adaption of ACET (Chap. 25)
Tools and Exploration – The role of architecture principles (Chap. 14)
techniques – The motivation and rationalisation of architectural design deci-
sions (Chap. 15)
Components – A reference modela for the information requirements for ACET
(Chap. 20)
– A method for value-based componential language engineering to
express the models needed during ACET (Chap. 21)
– Guidelines for the semiformal definition of architecture princi-
ples (Chap. 22)
– A framework to explicitly capture architecture design decisions
(Chap. 23)
– A logic-based framework to formally reason on architectural
design decisions (Chap. 24)
a This is a reference model at methodological level, and not at the level of a particular applica-
tion/technology domain
26.4 Suggestions for Future Research
We conclude this chapter with a list of suggestions for possible follow-up research
in the field of ACET, and the further development of design science research in
general. This should only be considered as a source of inspiration. It is in no way
intended as a formal research agenda. We certainly plan to follow up on some of
these suggestions ourselves.
26.4 Suggestions for Future Research 301
26.4.1 Sociocultural Context of ACET
The challenges regarding the social and cultural aspects as identified in Chaps. 6–8
have been met only partially by the components discussed in Chaps. 17–19. Many
more challenges remain, for example, with regard to:
• A deeper understanding is needed of the nature of the social and cultural
“forces” that may influence (initiate, strengthen, hamper, or derail) change in
organisations, and possible “indicators” and “levers” to observe and mitigate
these forces.
• Different strategies, contingent on the specific social and (sub)cultural contexts,
need to be developed, to indeed achieve needed architectural coordination. This
includes the elaboration of collaborative decision-making strategies and stake-
holder management when dealing with social complexity.
• When using an explicit method for “doing” ACET, this method should, of
course, be institutionalised. As such, this is also an organisational change,
being exposed to the similar social and/or cultural forces as the actual ar-
chitectural coordination an enterprise transformation has to deal with. How
these forces influence the use and uptake of a method for ACET (and its
elements/components) needs further investigation.
26.4.2 Enterprises Are in Motion
In line with Rouse (2005), this book considered enterprise transformation as being
top-down initiated, premeditated, and fundamental change. There are, however,
many more changes happening in organisations. These changes are also likely to
(gradually) lead to an architectural impact and should, therefore, also be included in
architectural coordination. Examples of such types of changes include:
1. Organisational drift, dealing with gradual misalignment between an enter-
prise’s original intent (strategy, business model, operating model, etc.) and the
actual operational activities (Mandis 2013)
2. Self-organisation as can be found in the context of self-steering teams (Prakken
2000; Achterbergh and Vriens 2009)
3. Bricolage and emergence that may, as argued by Ciborra (1992), provide
enterprises with strategic advantages in terms of the bottom-up evolution of
socio-technical systems that will lead to outcomes that are deeply rooted in an
enterprise’s organisational culture, and hence much more difficult to imitate by
others
On might, therefore, even go as far as to say that enterprises are in motion (Proper
2014), where the word motion refers to “an act, process, or instance of changing
place” (Meriam–Webster 2003). Sometimes this indeed involves a top-down and
premeditated enterprise transformation, but there is more change happening in an
enterprise than transformations.
This leads, amongst other, to the following challenges for architectural coordination:
• How does change in organisations occur, especially when we do not only con-
sider top-down initiated, and premeditated, enterprise transformations? What
are the needs for, and potential role of, architectural coordination in organisa-
tional change?
As Magalhães and Proper (2017) argue, this also requires a stronger and deeper
interaction between organisational sciences, management sciences, and enter-
prise engineering/architecture.
• Strategies are needed to “detect” bottom-up/emergent changes as they occur in
organisation. Techniques such as process mining (van der Aalst 2011), software
cartography (Sousa et al. 2011, 2009), and enterprise cartography (Sousa et al.
2011) are first examples of such techniques.
26.4.3 Enterprise Architecture Modelling
Chapter 13 explored some of the challenges in regard to models and modelling in

the context of ACET. Models can capture crucial information regarding an enter-
prise’s current architecture, its possible future architecture(s), and contextual infor-
mation. In Chap. 11, the landscape of possibly relevant information was explored,
while Chap. 9 explored the need for a use perspective on the deliverables (includ-
ing models) produced in an ACET context. Taking this as input, Chap. 19 provided
guidelines for the use of models as boundary objects, bridging different groups of
stakeholders. Chapter 20 provided a reference framework for information require-
ments for ACET, thus providing a first insight into the broad landscape of informa-
tion that can be captured by models. Finally, Chap. 21 provided a general approach
to reason about the added value of models in relation to its planned use.
Remaining challenges include:
• Translation of the information requirements, as identified in Chap. 20, to an
integrated landscape of modelling languages needed to capture the needed
information.
Standards such as ArchiMate (Iacob et al. 2012) do indeed provide a large cov-
erage of this landscape. However, the continuous extension of the standard, and
the plethora of suggested extensions and complementary modelling languages,
indicates that more work is necessary (Bjeković et al. 2012).
In addition, the advent of domain-specific modelling languages also indicates
that a one-size-fits-all general-purpose language may not be the right/complete
answer (Bjeković et al. 2012, 2014).
• Further elaboration of the guidelines to use models as boundary objects, in
particular in relation towards different stakeholders and collaborative decision-
making. This should also involve a clearer positioning of the role concepts of
views and viewpoint from the IEEE (2011) standard.
26.4 Suggestions for Future Research 303
26.4.4 Enterprise Architecture Principles
Chapter 14 explored the role of enterprise architecture principles in ACET, while

Chap. 22 provided a strategy to better capture architecture principles in a semi-
formal language, as well as providing potential evaluation strategies to assess the
compliance to architecture principles.
Remaining challenges include:
• Further elaboration of the linkage between the concept of enterprise architecture
principles and regulations, in particular where it concerns the formulation and
capturing of motivations.
• Strategies to enable, in a not intrusive way, the formalisation (in semiformal
languages) of architecture principles, as part of their formulation process.
• Improvement of hybrid (human and machine)-based assessment of the compli-
ance of designs and/or actual implementations to architecture principles.
• Strategies to inspire/guide (architectural) design processes based on enterprise
architecture principles. In other words, not just assessing if a “finished” design
complies to a set of principles, but proactively aid/influence architects and
designers during the actual design processes.
26.4.5 Architectural Decision-Making
In Chap. 15 we explored the need for, and context of, making architectural deci-
sions more explicit. This referred both to the process of decision-making and the
capturing of the actual decisions in terms of underlying motivations and trade-offs.
Chapter 23 provided initial strategies to indeed make architecture design decisions
more explicit, while Chap. 24 illustrated how formal logics can be used to reason
over design decisions.
Some of the remaining challenges include:
• Integration into the collaborative decision-making processes as discussed in
Chap. 18. It is such processes, where important (high-level) decisions are made,
that provide input/context for more detailed design decisions later on.
• Integration with the formulation of architecture principles. The work reported
in Chap. 23 focused on decisions regarding architectural designs in terms of,
for example, ArchiMate (Iacob et al. 2012). However, the selection/formulation
of enterprise architecture principles also involve a (design) decision with a
rationale/motivation.
It would thus be relevant to extend the work reported in Chap. 23 to make design
decisions underlying architecture principles more explicit.
• Integration of enterprise architecture principles into architectural decision-
making processes. This basically mirrors the point made above on the use of
enterprise architecture principles to guide design processes.
• More research is needed on how to operationalise/leverage the design ratio-

nales, in other words, further increasing the return of capturing effort. This work
would extend the work reported in Chap. 24.
• More experimentation is needed on how to capture rationalisation of design
decisions in a more natural way (reducing the capturing effort), in other words,
as a natural result from the decision-making process, where the capturing effort
directly benefits the progress and quality of the decision-making process rather
than hampering it.
26.4.6 Integrated Method for ACET
As we mentioned before, the ambitions at the start of the ACET programme were to
develop an integrated method for ACET. Such a design theory would have needed to
involve a topology of ACET components and provide support for integrating these
components and concrete situation-specific configuration rules.
As discussed in Sect. 26.3, this book brings together the results of what can be
said to be “experiments” in the “fuzzy front end” of design science. The framework
as discussed in Sect. 26.3.4.1 provides a suggested structure in the further develop-
ment of large-scale methods, such as an integrated method for ACET.
The constructs identified in Chap. 16 provide a conceptual core of an ACET,
while the framework as discussed in Chap. 17 provides a landscape map of the
involved competences. An integrated method for ACET should provide guidance
for the tasks of these competences, as far as they are related to architectural coordi-
nation.
Further research could therefore involve the “populating”, in terms of relevant
method fragments, of the generic framework discussed in Sect. 26.3.4.1 for ACET,
while using the framework presented in Chap. 17 as a domain-specific, that is,
ACET-specific, landscape map.
26.5 Conclusion
This chapter provided a summary of the results presented in this book, as well as
critical reflection regarding the development of large-scale design theories, as we
intended within the ACET programme. We finished with the identification of a series
of topics for further research.
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The Enterprise Engineering Series

Stephan Aier Sybren de Kinderen

ISSN 1867-8920 ISSN 1867-8939 (electronic)

Library of Congress Control Number: 2018930981

© Springer International Publishing AG, part of Springer Nature 2017

Printed on acid-free paper

The Enterprise Engineering Network

Enterprises frequently engage in transformations. Typical examples of such enter-

Belval, Luxembourg Henderik A. Proper

Part I Observing Architectural Coordination in Practice

2 A Major Transformation at a Global Insurance Company . . . . . . . . 15

3 Centralised Monitoring of Pensions in Greece . . . . . . . . . . . . . . . . . . . 21

4 Enterprise Coherence in the Public Sector . . . . . . . . . . . . . . . . . . . . . . 31

4.6 Results of the Programme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

5 Public Services Opening Up To Innovation . . . . . . . . . . . . . . . . . . . . . . 43

Part II Exploring Architectural Coordination of Enterprise Transformation

6 Degrees of Change in Enterprises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

7 Enterprise Transformation from a Social Perspective . . . . . . . . . . . . . 71

8 More than Engineering: The Role of Subcultures . . . . . . . . . . . . . . . . 77

9 The Need for a Use Perspective on Architectural Coordination . . . . 87

10 Enterprise Coherence Governance: Involving the Right

11 Information Requirements for Enterprise Transformation . . . . . . . . 111

11.3 Dimensions of Information Requirements. . . . . . . . . . . . . . . . . . . . . 113

12 Institutionalisation of ACET: Needs and Foundations . . . . . . . . . . . . 123

13 The Need for Model Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

14 Steering Transformations with Architecture Principles . . . . . . . . . . . 147

15 The Need for Explicit Decision-Making Strategies . . . . . . . . . . . . . . . 153

Part III Harvesting Components of an ACET Design Theory

16 ACET Constructs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

17 Transformation Intelligence Capability Catalogue . . . . . . . . . . . . . . . 175

18 Coherence Management Dashboard for ACET . . . . . . . . . . . . . . . . . . 183

19 Guidelines for Architecture Models as Boundary Objects . . . . . . . . . 193

19.3.3 Experimental Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202

20 The ACET Information Requirements Reference Model . . . . . . . . . . 211

21 Model Bundling: Componential Language Engineering . . . . . . . . . . 221

22 Principle-Based Goal-Oriented Requirements Language . . . . . . . . . . 235

22.5 Relevance and Consequences for ACET . . . . . . . . . . . . . . . . . . . . . . . 244

23 The EA Anamnesis Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249

24 Formalising Enterprise Architecture Decision Models . . . . . . . . . . . . 257

25 Situational Adaptations of ACET . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277

26 Conclusion and Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293

26.3 Reflections on the Development of Large-Scale Methods. . . . . . . . 295

ACET Architectural coordination of enterprise transformation

Henderik A. Proper, Robert Winter, Stephan Aier,

Abstract In this chapter, we introduce the phenomenon of enterprise transfor-

1.1 Enterprise Transformation

An enterprise is understood as being “any collection of organisations that have a

H.A. Proper ()

© Springer International Publishing AG, part of Springer Nature 2017 1

and Champy (1993) characterise transformation as fundamental change regarding an

1.2 The Need for Coordination

Despite the relevance of enterprise transformation, industrial reports indicate fail-

(5) Output and behaviour control: financial per-

aries (e.g. a value creation network) so that we understand coordination also as an

1.3 Enterprise Architecture Management

1 As well as its later versions in ISO/IEC 42010:2007 and ISO/IEC/IEEE 42010:2011.

The “holistic” perspective of enterprise architecture spans at least three dimen-

of design freedom of affected actors/actor groups (Dietz 2008; Hoogervorst 2004,

1.4 Architectural Coordination of Enterprise Transformation

ACET utilises the holistic perspective of enterprise architecture management to sup-