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A decision-making case for collaborative enterprise architecture engineering

dc.contributor.authorJugel, Dierk
dc.contributor.authorKehrer, Stefan
dc.contributor.authorSchweda, Christian M.
dc.contributor.authorZimmermann, Alfred
dc.contributor.editorCunningham, Douglas W.
dc.contributor.editorHofstedt, Petra
dc.contributor.editorMeer, Klaus
dc.contributor.editorSchmitt, Ingo
dc.date.accessioned2017-06-30T08:16:05Z
dc.date.available2017-06-30T08:16:05Z
dc.date.issued2015
dc.description.abstractIn modern times markets are very dynamic. This situation requires agile enterprises to have the ability to react fast on market influences. Thereby an enterprise' IT is especially affected, because new or changed business models have to be realized. However, enterprise architectures (EA) are complex structures consisting of many artifacts and relationships between them. Thus analyzing an EA becomes to a complex task for stakeholders. In addition, many stakeholders are involved in decision-making processes, because Enterprise Architecture Management (EAM) targets providing a holistic view of the enterprise. In this article we use concepts of Adaptive Case Management (ACM) to design a decision-making case consisting of a combination of different analysis techniques to support stakeholders in decision-making. We exemplify the case with a scenario of a fictive enterprise.en
dc.identifier.isbn978-3-88579-640-4
dc.identifier.pissn1617-5468
dc.language.isoen
dc.publisherGesellschaft für Informatik e.V.
dc.relation.ispartofINFORMATIK 2015
dc.relation.ispartofseriesLecture Notes in Informatics (LNI) - Proceedings, Volume P-246
dc.titleA decision-making case for collaborative enterprise architecture engineeringen
dc.typeText/Conference Paper
gi.citation.endPage879
gi.citation.publisherPlaceBonn
gi.citation.startPage865
gi.conference.date28. September - 2. Oktober 2015
gi.conference.locationCottbus

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