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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