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Re-Thinking the Challenges of Enterprise Architecture Implementation
Abstract
Enterprise architecture (EA) has provided organizations with powerful frameworks with which to plan, manage, model and coordinate the alignment of organizational IS/ IT portfolios with organizational strategy. However, for the benefits of EA to be realized, it needs to also contribute to the process of implementing the specified systems and platforms. Whilst implementation was seen by early authors as an integral aspect of the EA process, it has since generally been ignored by authors, or investigated through an ontological lens of discreet technical architecture activities that does not account for the social context of an EA implementation (EAI). Drawing on an actual case study of an EAI in a large Australian financial services organization, I examine the importance of the EAI process to the delivery of the systems and platforms specified in the EA plans and highlight an alternative perspective that has the potential to sensitize scholars and practitioners appreciate to the social context of an EAI.
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