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Enterprise architecture is typically used as an instrument in managing a company's daily operations and future development ?mission (e.g., to become the customers' preferred supplier) 2.We will outline the relationship of enterprise architecture with some well-known management practices in each of these areas, in a management context: Strategic management: the Balanced Scorecard Business model development: Business Model Canvas Business architecture: BIZBOK(R) Guide and O-BA Quality management: EFQM and ISO 9001 IT governance: COBIT IT delivery and support: ITIL IT implementation: CMM and CMMI Slide 4 Relationship of EA with Management Practices Slide 5 Strategic Management: Balanced Scorecard ?To put the BSC to work, a company should first define its mission, objectives, and measures for each perspective, and then translate these into a number of appropriate targets and initiatives to achieve these goals ?Learning and Growth perspective addresses the corporate and individual ability to change and improve, which is critical to any knowledge-intensive organization Slide 6 Strategic Management: Balanced Scorecard Slide 7 Strategic Management: Balanced Scorecard ?Balanced Scorecard (BSC) helps an enterprise to clarify and implement its vision and strategy ?BSC suggests viewing an enterprise from four perspectives ?measures (e.g., percentage of turnover generated by new products) ????

Enterprise architecture is typically used as an instrument
in managing a company’s daily operations and future
development
 We will outline the relationship of enterprise architecture
with some well-known management practices in each of
these areas, in a management context:
Strategic management: the Balanced Scorecard
Business model development: Business Model Canvas
Business architecture: BIZBOK® Guide and O-BA
Quality management: EFQM and ISO 9001
IT governance: COBIT
IT delivery and support: ITIL
IT implementation: CMM and CMMI
Slide 4
Relationship of EA with Management Practices
Slide 5
Strategic Management: Balanced Scorecard
 Balanced Scorecard (BSC) helps an enterprise to clarify and implement
its vision and strategy
 Traditionally, management focus has strongly been on financial aspects.
 BSC suggests viewing an enterprise from four perspectives
 Customer perspective asks how the enterprise should appear to its
customers, with measures like customer satisfaction
 Financial perspective is focused on the business value created by the
enterprise, entailing measures such as shareholder value
 Internal Business Processes perspective looks at the effectiveness
and efficiency of a company’s internal operations, paying special
attention to the primary, mission-oriented processes
 Learning and Growth perspective addresses the corporate and
individual ability to change and improve, which is critical to any
knowledge-intensive organization
Slide 6
Strategic Management: Balanced Scorecard
Slide 7
Strategic Management: Balanced Scorecard
 For each of the four perspectives the BSC proposes a three-layered
structure:

1. mission (e.g., to become the customers’ preferred supplier)


2. objectives (e.g., to provide the customers with new products)


3. measures (e.g., percentage of turnover generated by new products)
    To put the BSC to work, a company should first define its mission,
   objectives, and measures for each perspective, and then translate
   these into a number of appropriate targets and initiatives to achieve
   these goals
    One should measure the outputs of internal business processes and not
   only fix defects in these outputs but also identify and remedy the causes
   of these defects. Moreover, such a feedback loop should also be
   instituted for the outcomes of business strategies. Performance
   measurement and management by fact are central to the BSC
   approach.
   Slide 8
   Strategic Management: Balanced Scorecard
   Slide 9
   Business model development: Business Model Canvas
    It is a template to create high-level descriptions of new or
   existing business models.
    Enterprise architecture is typically used as a next stage in
   strategic development.
    Many of the elements in a canvas can be detailed out using
   enterprise architecture models