Coordination in Enterprise Architecting: An Interview Study

Abstract

Enterprise architecture (EA) models the desired relationships between business processes and technology. While the conceptual benefits of EA are many, experience shows that managing the EA can be daunting because of the complex interdependencies among business, technology and the people involved. Having sound EA frameworks and programs are necessary but insufficient conditions for EA success. Effective coordination and governance of the EA practice are also necessary, but this has received little attention in the literature. In this paper we begin to fill this gap by providing a reference framework, theoretical foundations and preliminary evidence from semi-structured interviews on coordination and governance in "enterprise architecting".

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