Enterprise Architecture Management Design: Towards Understanding Organizational Contingencies, Design Principles and Effectiveness

Despite the increasing popularity of enterprise architecture management (EAM) in practice, many EAM initiatives either do not fully meet the expected targets or fail. Several frameworks have been suggested as guidelines to EA implementation, but companies seldom follow prescriptive frameworks. Instead, they follow very diverse implementation approaches that depend on their organizational contingencies and the way of adopting and evolving EAM over time. This research strives for a broader understanding of EAM by exploring context-dependent EAM adoption approaches as well as identifying the main EA principles that affect EA effectiveness. Based on two studies, this dissertation aims to address two main questions: (1) EAM design: Which approaches do companies follow when adopting EAM? (2) EA principles and their impact: What impact does EA principles have on EA effectiveness/quality? By utilizing both qualitative and quantitative research methods, this research contributes to exploring different EAM designs in different organizational contingencies as well as using EA principles as an effective means to achieve principle-based EAM design. My research can help companies identify a suitable EAM design that fits their organizational settings and shape their EA through a set of principles.

ERPN Enterprise Resource Planning Newsletter, February 2001, Vol.1, no.1

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, March 2001, Vol.1, no.2

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, April 2001, Vol.1, no.3

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, July/August 2001, Vol.1, no.5

Newsletter for Information Tehcnology Department

ERPN, Enterprise Resource Planning Newsletter, May/June 2001, Vol.1, no.4

Newsletter for Information Technology Department

Enterprise semantic Web

This document is a journey through Semantic Web principles and Microsoft SharePoint in order to come to understand some advantages and disadvantages of theirs, and how Semantic Web principles can be blended into an enterprise solution like Microsoft SharePoint.

Department of Administrative Services, Information Technology Enterprise, A Review of Selected Service Contracts, April 1, 1998 - June 30, 2003

Other Audit Reports - Special Report

Determinants of Decentralization within the Firm: Some Empirical Evidence from Spanish Small and Medium- Sized Enterprise

This paper examines empirically the determinants of decentralization of decision- making in the firm for small and medium-sized enterprises (SMEs) that tend to be highly centralized. By decentralization of decisions we mean the delegation of decision rights from the owner or manager to the plant supervisor or even to floor workers. Our findings show that the allocation of authority to basic workers or a team of workers depends on firm characteristics such as firm size, the use of internal networks or the number of workplaces, and workers characteristics, in particular, the composition of the laborforce in terms of education and seniority and whether or not workers receive pay incentives. External factors such as the intensity of competition and the firm s export intensity are also important determinants of the allocation of authority.

A Review of the State's Leased Space and the Leasing Process, General Services Enterprise of the Department of Administrative Services, July 1, 1998 through June 30, 2003

Other Audit Reports - State Leasing

NewsMap: un mashup de notícies i GoogleMaps

Vivim en la era de la informació, una època en la que gracies a l’avanç de la tecnologia, tothom té a l’abast tota la informació que desitja instantàneament. Les noves tecnologies han revolucionat els mètodes tradicionals d’informació com son la televisió, radio i diaris, passant a ser Internet uns del medis de comunicació més utilitzats per una gran majoria de la població.El projecte que es desenvoluparà es centrarà en un tipus d’informació molt concreta: les notícies locals a succeïdes a l’estat espanyol. Normalment, a l’hora de veure noticies al telediari o llegir els diaris, els medis de comunicació tendeixen a la centralització de la informació de la capitaldel país o alguna de les ciutats mes importants, ometent una gran quantitat de noticies succeïdes en la resta de pobles o capitals de províncies del país.La segona innovació que vol introduir aquest projecte es la representació d’aquest tipusd’informació. Normalment, quan es consulten les diferents webs de noticies, trobem menústextuals que depenent de la opció triada, mostrarà un llistat textual de noticies, es a dir una navegació molt lineal i basada en la lectura de textos.El complement que permetrà realitzar aquesta representació alternativa de la informació esGoogleMaps, una aplicació que proporciona un mapa interactiu que permet representar una gran quantitat d’informació i amb el qual, els usuaris poden interactuar de forma intuïtiva i obtenir la informació per regions.L’aplicació que es vol aconseguir al finalitzar aquest projecte, fusionarà els dos conceptes esmentats obtenint un mapa de notícies. Es a dir, una interfície basada en un mapa interactiu amb el que els usuaris podran navegar per obtenir les notícies succeïdes en una determinada regió del país.

Enterprise Zone Program Report, 2007

This report on the Iowa Enterprise Zone Program was prepared by the Iowa Department of Economic Development in accordance with 2006 Iowa Acts, Senate File 2183, Section 9.

Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprise

In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon.

State of Iowa Department of Administrative Services Human Resource Enterprise: Review of State Hiring Practices, April 30, 2007

The State of Iowa and the Hiring Practices Working Group commissioned this review of the State’s hiring practices in response to recent concerns about these practices involving racial discrimination claims against the Departments of Human Services, Transportation, and Iowa Workforce Development. The State of Iowa should be commended for undertaking this review. The State has a longstanding Affirmative Action Program and commitment to diversity – they instituted their Affirmative Action Program in 1973, and continue their commitment to its success by making the changes necessary to ensure the program is viable and sustainable. Iowa Department of Administrative Services In July 2003, the State created the Iowa Department of Administrative Services (DAS) as a way to manage and coordinate the major resources of state government. DAS provides human resource services through an entrepreneurial management model. Entrepreneurial management is a customer-focused approach to delivering services. The customer departments have input about what services and products they want from DAS and in turn DAS is funded by the customer departments through purchases of DAS services and products. DAS looks to offer new and additional services (for example recruitment support and coordination) to various customers on a fee-for-service basis. A customer council is charged with approving the DAS business plan, establishing the rate for services, and reviewing service delivery and complaints. Under this entrepreneurial model, human resource services are provided by DAS-HRE (Human Resources Enterprise) central staff, 12 DAS-HRE Personnel Officers located at the customer departments, and customer agency staff. The majority of the recruitment and hiring functions are done by the customer (hiring) departments and their staff. Applications for employment are submitted using the BrassRing system with applicants being qualified by DAS-HRE employees. Since the creation of Human Resources Enterprise, DAS-HRE has strived to provide human resource tools to the departments. The Screening Manual and the Supervisor’s Manual are just two examples of the resources created for the hiring departments. They also provide Supervisor Training for newly appointed supervisors. Larger departments have dedicated staff assigned to human resource activities. The staff at the departmental level may or may not have a human resources background. Iowa Population and Workforce The 2000 U.S. Census indicated that Iowa’s population was 2,926,324. According to this census, 92.6 percent of Iowa’s population identified their race as white (alone). The nonwhite alone or minority population (including Black or African American, Asian, Native Hawaiian or Pacific Islander, Hispanic or Latino, American Indian or Alaska Native, two or more races, or some other race) was 7.4 percent.