Architecting The Digital Transformation: Digital Business, Technology, Decision Support, Management

Foreword......Page 6
Preface......Page 8
Contents......Page 10
About the Editors......Page 20
Part IDigital Transformation......Page 23
1.1 Introduction......Page 24
References......Page 28
2 Digital Innovation and Transformation: Approach and Experiences......Page 30
2.1 Introduction......Page 31
2.2 Digital Transformation......Page 32
2.3 Theoretical and Methodical Background......Page 33
2.3.1 Business Model Management (BMM)......Page 34
2.3.2 Capability Management (CM)......Page 35
2.3.3 Enterprise Architecture Management (EAM)......Page 37
2.4.1 Process Overview and Usage Scenarios......Page 38
2.4.2 DITP Procedural Model......Page 39
2.5.1 Case Study Company......Page 45
2.5.2 DITP Usage in Case Study Company......Page 46
2.6 Cases Study 2—Zoo Gardening Facilities......Page 47
2.6.2 What—Vision, Goals and Strategies......Page 49
2.6.4 How—Digital Potentials and Actions......Page 50
2.6.5 Value—Gratification......Page 51
2.7 Summary......Page 53
References......Page 54
3.1 Introduction......Page 58
3.2 Explanation of Some of the Core Concepts Used Throughout This Chapter......Page 59
3.3.1 Business Operations: Designed with an Outward View......Page 61
3.3.2 Business Capabilities: The Foundation of Digital Competition......Page 62
3.3.3 Business Applications: Shifting from Tightly Coupled Software to Independent Services......Page 63
3.3.5 Infrastructure Services: DevOps Takes Down the Wall......Page 64
3.4 Establishing a Perpetual Evolution Architecture......Page 65
3.4.1 Free up the Team from Having to Deal with Unnecessary Dependencies......Page 66
3.4.2 Do not Overinvest in One Area: Eliminate All Dependencies......Page 67
3.4.4 Make Sure Capability Teams Have Freedom (by Strict Separation from the Platform)......Page 68
3.5 Implications for Architecture Teams......Page 69
3.5.1 Changes in Enterprise Architecture......Page 70
3.5.2 Changes for the Digital Platform Architecture......Page 71
3.5.3 Changes for the Solution Architecture......Page 72
3.6 Conclusion......Page 73
References......Page 74
4.1.1 Pre-requisites for Rapid/Agile Digitalization......Page 75
4.1.2 Enterprise Readiness for Rapid Digital Change......Page 76
4.1.3 Why Classic Business Architecture Is not Enough......Page 77
4.2.1 Opportunity Areas for Digital in an Enterprise......Page 78
4.2.2 Digital “Quick Wins” Versus Internal Digital Efficiencies......Page 80
4.3.1 Real Life Scenarios Involving IDIC......Page 81
4.3.2 Anticipating IDIC by Analysing the Business Model......Page 82
4.3.3 Anticipating IDIC by Establishing and Analysing the Business Service-Oriented Business Architecture (BSOBA)......Page 84
4.3.4 Anticipating IDIC by Segregated Service Design (SSD)......Page 86
4.4.1 The Principle of Modifiable Pattern-Based Modularity......Page 88
4.4.2 Governance of Pre-componentized Business Architecture......Page 90
4.5.1 Controversy of Digital Business Agility......Page 91
4.5.2 Two-Speed Business Architecture-as-a-Service......Page 93
4.6 Conclusions......Page 96
References......Page 97
5.1 Introduction: From “Live” to “Digital” in Live Communication?......Page 100
5.2.1 Information on the Study......Page 103
5.2.3 Performance Criteria for Event Resource Management......Page 104
5.2.4 Digital Service Support to Event Resource Management......Page 107
5.2.5 Impact of Digital Services on EvRM Performance Criteria......Page 111
5.3.1 Digital Services as Enablers and Drivers for New Capabilities......Page 114
References......Page 115
6.1 Introduction......Page 117
6.2 Process-Driven Management......Page 119
6.3 The Nature of Public Administration Business......Page 123
6.4.1 MMABP Approach to the Modeling of PA Business System......Page 125
6.4.2 Life Events as Triggers of PA Processes......Page 126
6.5 Conclusions......Page 132
References......Page 134
Part IIDigital Business......Page 136
7.1 Introduction and Motivation......Page 137
7.2.1 Personal Services......Page 138
7.2.2 Requirements for Knowledge-Intensive Business Processes......Page 140
7.3 Methodological Considerations......Page 142
7.4.1 Requirements from the Workshops......Page 143
7.4.2 Requirements from the Interviews......Page 144
7.4.3 Requirements from Shadowing......Page 145
7.5 Requirements Consolidation and Generalization......Page 147
7.5.2 Generalized Requirements......Page 149
7.6 Conclusion and Outlook......Page 154
References......Page 156
8.1 Introduction......Page 158
8.2 Service-Dominant Logic......Page 160
8.3 Digital Ideation......Page 162
8.4 Concluding Methodology......Page 167
8.5 Limitations and Future Research......Page 173
8.6 Conclusion......Page 174
References......Page 175
9.1 Introduction......Page 178
9.2 Semantically Integrated Conceptual Modelling......Page 180
9.3 Three Situations in Ford Motor Company......Page 183
9.4 Similarities and Differences of Two Situations......Page 187
9.5 Conclusions......Page 190
References......Page 192
Part IIIDigital Architecture......Page 193
10.1 Introduction......Page 194
10.2 Digital Transformation......Page 196
10.3 Digital Products and Services......Page 198
10.4 Principles of Service-Dominant Design......Page 200
10.5 Value-Oriented Architecture......Page 202
10.6 Digital Enterprise Architecture......Page 205
10.7 Conclusion......Page 208
References......Page 209
11.1 Introduction......Page 211
11.2 Core Principles of Minimal Business Architecture......Page 214
11.3.1 Process Map......Page 216
11.3.2 Class Diagram......Page 218
11.4.1 Detailed Process Diagram......Page 220
11.4.2 Object Life Cycles......Page 223
11.5 How It All Fits Together......Page 224
11.6 Identification of Requirements on Information System Functionality......Page 227
11.7 Conclusions......Page 229
References......Page 232
12 Adaptive Integrated Digital Architecture Framework: Risk Management Case......Page 234
12.1 Introduction......Page 235
12.2.1 Architecture Board and Global Healthcare Company Case......Page 236
12.2.2 Proposal of Assessment Meta-Model in Architecture Board......Page 237
12.3.1 Intermediary Knowledge Model......Page 238
12.3.3 GDTC Model Overview......Page 239
12.3.4 Proposal of GDTC Model for Global Communication on Enterprise Portal......Page 240
12.5.1 Proposal of Resiliency Architecture Model—STRMM Model for Digital Transformation......Page 242
12.5.2 Research Methodology......Page 244
12.6 Case of Resiliency Architecture Model—“Risk Management with Architecture Board” in Global Enterprise......Page 245
12.7.1 Data Analysis—Risk Categories for Digital IT Areas......Page 246
12.7.2 Data Analysis—Solution Categories for Digital IT Areas......Page 247
12.7.3 Interrelation Between Solutions and Risks for Digital IT......Page 248
12.8.1 Cloud, Mobile IT with Resiliency Architecture Model—STRMM Model......Page 250
12.8.2 Specific Application Layer on Cloud/Mobile IT—Big Data with Resiliency Architecture Model—STRMM Model......Page 252
12.9 Valuation of Strategy Elements to Mitigate Risks in Digital Transformation......Page 253
References......Page 255
13.1 Introduction......Page 257
13.2 Related Work......Page 259
13.3 System Design......Page 260
13.4 Federated Data Management......Page 261
13.4.1 Configuration File......Page 262
13.5 Architecture Model Synchronization......Page 263
13.5.2 Update of IT Landscape Entities......Page 264
13.6 Enterprise Architecture Knowledge Graph......Page 265
13.7.1 Prototype Integration Result......Page 266
13.7.2 Interview Result......Page 267
13.8 Conclusion and Future Work......Page 270
References......Page 271
14.1 Introduction......Page 274
14.2.2 SOA and Microservices......Page 276
14.2.3 Specific Application Layer on Cloud, Mobile IT—Big Datas......Page 277
14.3 EA Frameworks with the Integration of Cloud/Mobile IT......Page 278
14.3.2 FEAF (Federal Enterprise Architecture Framework)......Page 279
14.3.3 DoDAF (Department of Defense Architecture Framework)......Page 280
14.3.5 Adaptive Enterprise Architecture Framework......Page 281
14.4 EA Framework Analysis......Page 282
14.5.1 Problems’ Structure and Their Factors in Digital Transformation and Enterprise Architecture......Page 284
14.5.2 Solutions to Cope with Problems in Digital Transformation and Enterprise Architecture......Page 285
14.6.1 Overview and Positioning of AIDAF and Related Models......Page 286
14.7.1 Necessary Elements in Enterprise Architecture Framework for the Era of Cloud/Mobile IT/Digital IT......Page 288
14.7.2 Requirements in Enterprise Architecture Framework for the Era of Cloud/Mobile IT/Digital IT)......Page 291
14.8 Proposal of Adaptive Integrated Digital Architecture Framework—AIDAF......Page 292
References......Page 293
Part IVDecision Support......Page 296
15.1 Introduction......Page 297
15.2 Deficiencies in Practice and Requirements......Page 299
15.3 Related Work......Page 300
15.3.1 Decisions and Decision Processes in General......Page 301
15.3.3 Modeling EA Decisions......Page 302
15.4 Integrative Method for EA Management......Page 303
15.4.1 Decisional Metamodel......Page 304
15.4.2 Method Components and Framework......Page 305
15.4.3 Cooperation Forms......Page 306
15.5 Method Component C in Detail......Page 307
15.6 Exemplifying the Approach......Page 309
15.7 Conclusion......Page 312
References......Page 313
16.1 Introduction......Page 316
16.2 Background......Page 317
16.2.1 Business Process Redesign......Page 318
16.2.2 Requirements......Page 319
16.2.3 Transformation Technologies......Page 320
16.3.1 Business Process Architecture......Page 321
16.3.2 Transformation Stages......Page 323
16.4.1 Case Description......Page 324
16.4.2 Process Transformation......Page 325
16.4.3 Technology......Page 327
16.4.4 Evaluation......Page 329
16.5 Conclusion......Page 331
References......Page 332
17.1 Introduction......Page 334
17.2 Background and Related Work......Page 335
17.3 Establishing Architecture Principles and Guidelines in Large-Scale Agile Development......Page 336
17.4.1 Core Features and Main Views......Page 339
17.4.2 Applied Social Design Principles......Page 345
17.5.1 Key Findings......Page 346
17.5.2 Evaluation......Page 347
17.6 Conclusion, Limitations, and Future Work......Page 348
References......Page 349
Part VDigital Applications......Page 352
18.1 Introduction......Page 353
18.2 Background and Related Work......Page 355
18.3 Research Methodology......Page 357
18.4.3 Enterprise Architecture Boards......Page 359
18.4.6 Tactics to Improve the Collaboration......Page 361
18.5 Discussion......Page 368
18.6 Conclusion, Limitations, and Future Research......Page 369
References......Page 370
19.1 Introduction......Page 373
19.2 Payment Service Directive 2......Page 375
19.2.1 Payment Initiation Service......Page 376
19.2.2 Account Information Service......Page 377
19.3 Impact of PSD2 on Digital Transformation of the Banking Industry......Page 378
19.3.2 Social Media as a TPP......Page 381
19.3.3 Online Retail Store as a TPP......Page 382
19.4 Risks and Threats to Digital Transformation in the Banking Industry......Page 383
19.5 Conclusions......Page 385
References......Page 387
20.1 Introduction......Page 389
20.2.1 Jobs Theory......Page 390
20.2.2 E-Health Service Design Approaches......Page 391
20.3.2 Service Design Example Using MBJT......Page 393
20.4.1 Jobs Theory and Enterprise Architecture......Page 396
20.4.2 Applicability of MBJT......Page 397
20.5 Conclusions......Page 398
References......Page 399