This document summarizes a research paper on applying a Service-Oriented Enterprise Architecture (SOEA) framework to align business and IT strategies. The SOEA framework aims to seamlessly align business needs with IT capabilities. It consists of four layers: 1) Enterprise Strategic Architecture layer defines the vision, strategy and context; 2) Domain Architecture addresses business capabilities; 3) Solution Architecture identifies services and ensures SOA compliance; 4) Solution Implementation realizes the architectures through service design, deployment and management. The framework provides an integrated, holistic approach to architectural alignment that avoids complexity and adds new technologies incrementally.
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
E-Services Planning and Enterprise Architecture PrimerJohn Macasio
Basic guidance on doing e-services planning and enterprise architecture to align the value of information and communications technology to the strategic intent and performance goals of the organization
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
E-Services Planning and Enterprise Architecture PrimerJohn Macasio
Basic guidance on doing e-services planning and enterprise architecture to align the value of information and communications technology to the strategic intent and performance goals of the organization
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Enterprise Architecture for Business Model Innovation in a Connected EconomySergio Compean
This paper describes an approach to perform a mapping from a business model design to an enterprise architecture which is manifested in a platform ecosystem that supports agile innovation. The paper will be of interest to executives and IT leadership seeking strategic insights for unlocking the creative potential of business model innovation. The paper also provides those interested in enterprise architecture, business model design and systems integration with a concrete roadmap and actionable guidance to execute on the vision.
Competency Modeling for Business Process ReviewJohn Macasio
Essential framework and tools to understand the value to be created by business process review to communicate continual improvement of the process that enables the objectives of services and product delivery.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
The LEAF is a 3x3 matrix to illustrate EA comprehensively with three main goals suggest to practice EA in three tiers instead of a big bang approach.
The main goals of EA are Align IT to Business; Enable enterprise agility via interoperability, reuse and sharing; Adapt to change in the organic enterprise. To achieve these goals, it takes three architecture disciplines in vertical, horizontal and circular direction..
LEAF suggest to practice EA in three tier approach of Notional EA, Practical EA and Daily EA. A big bang EA approach requires significant investment of time and resources, In the three tier approach, The Notional Architecture is relatively light, The practical EA in segment scope is also light.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
This research proposes a maturity model that focuses on providing organizations a holistic view of the alignment between BPM/SOA in their current situation and in relation to their desired state. As such, it supports the organization in evolving towards BPM/SOA alignment, striving for a truly agile and flexible business-driven service-oriented enterprise that is highly responsive to the market dynamics in collaboration with their partners, customers and stakeholders within the ecosystem.
Practical ITSMS Transformation Techniques Competency BuildingSukumar Daniel
A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.
This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Comparative Study of Pre-Engineered and Conventional Steel Frames for Differe...irjes
In this paper, the conventional steel frames having triangular Pratt truss as a roofing system of 60 m
length, span 30m and varying bay spacing 4m, 5m and 6m respectively having eaves level for all the portals is at
10m and the EOT crane is supported at the height of 8m from ground level and pre-engineered steel frames of
same dimensions are analyzed and designed for wind zones (wind zone 2, wind zone 3, wind zone 4 and wind
zone 5) by using STAAD Pro V8i. The study deals with the comparative study of both conventional and preengineered
with respect to the amount of structural steel required, reduction in dead load of the structure.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Now with a new preface that explores how the coronavirus crisis compelled organizations such as Massachusetts General Hospital, Verizon, and IKEA to transform themselves with remarkable speed, Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models
Explain the opportunities and risks created by digital firms
Describe the new challenges and responsibilities for the leaders of both digital and traditional firms
Packed with examples—including many from the most powerful and innovative global, AI-driven competitors—and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.
Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Enterprise Architecture for Business Model Innovation in a Connected EconomySergio Compean
This paper describes an approach to perform a mapping from a business model design to an enterprise architecture which is manifested in a platform ecosystem that supports agile innovation. The paper will be of interest to executives and IT leadership seeking strategic insights for unlocking the creative potential of business model innovation. The paper also provides those interested in enterprise architecture, business model design and systems integration with a concrete roadmap and actionable guidance to execute on the vision.
Competency Modeling for Business Process ReviewJohn Macasio
Essential framework and tools to understand the value to be created by business process review to communicate continual improvement of the process that enables the objectives of services and product delivery.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
The LEAF is a 3x3 matrix to illustrate EA comprehensively with three main goals suggest to practice EA in three tiers instead of a big bang approach.
The main goals of EA are Align IT to Business; Enable enterprise agility via interoperability, reuse and sharing; Adapt to change in the organic enterprise. To achieve these goals, it takes three architecture disciplines in vertical, horizontal and circular direction..
LEAF suggest to practice EA in three tier approach of Notional EA, Practical EA and Daily EA. A big bang EA approach requires significant investment of time and resources, In the three tier approach, The Notional Architecture is relatively light, The practical EA in segment scope is also light.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
This research proposes a maturity model that focuses on providing organizations a holistic view of the alignment between BPM/SOA in their current situation and in relation to their desired state. As such, it supports the organization in evolving towards BPM/SOA alignment, striving for a truly agile and flexible business-driven service-oriented enterprise that is highly responsive to the market dynamics in collaboration with their partners, customers and stakeholders within the ecosystem.
Practical ITSMS Transformation Techniques Competency BuildingSukumar Daniel
A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.
This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Comparative Study of Pre-Engineered and Conventional Steel Frames for Differe...irjes
In this paper, the conventional steel frames having triangular Pratt truss as a roofing system of 60 m
length, span 30m and varying bay spacing 4m, 5m and 6m respectively having eaves level for all the portals is at
10m and the EOT crane is supported at the height of 8m from ground level and pre-engineered steel frames of
same dimensions are analyzed and designed for wind zones (wind zone 2, wind zone 3, wind zone 4 and wind
zone 5) by using STAAD Pro V8i. The study deals with the comparative study of both conventional and preengineered
with respect to the amount of structural steel required, reduction in dead load of the structure.
Performance Comparison of Energy Detection Based Spectrum Sensing for Cogniti...irjes
With the rapid deployment of new wireless devices and applications, the last decade has witnessed a growing
demand for wireless radio spectrum. However, the policy of fixed spectrum assignment produces a bottleneck for more
efficient spectrum utilization, such that a great portion of the licensed spectrum is severely under-utilized. So the concept of
cognitive radio was introduced to address this issue.The inefficient usage of the limited spectrum necessitates the
development of dynamic spectrum access techniques, where users who have no spectrum licenses, also known as secondary
users, are allowed to use the temporarily unused licensed spectrum. For this purpose we have to know the presence or
absence of primary users for spectrum usage. So spectrums sensing is one of the major requirements of cognitive radio.Many
spectrum sensing techniques have been developed to sense the presence or absence of a licensed user. This paper evaluates
the performance of the energy detection based spectrum sensing technique in noisy and fading environments.The
performance of the energy detection technique will be evaluated by use of Receiver Operating Characteristics (ROC) curves
over additive white Gaussian noise (AWGN) and fading channels.
Possible limits of accuracy in measurement of fundamental physical constantsirjes
The measurement uncertainties of Fundamental Physical Constants should take into account all
possible and most influencing factors. One from them is the finiteness of the model that causes the existence of
a-priori error. The proposed formula for calculation of this error provides a comparison of its value with the
actual experimental measurement error that cannot be done an arbitrarily small. According to the suggested
approach, the error of the researched Fundamental Physical Constant, measured in conventional field studies,
will always be higher than the error caused by the finite number of dimensional recorded variables of physicalmathematical
models. Examples of practical application of the considered concept for measurement of fine
structure constant, speed of light and Newtonian constant of gravitation are discussed.
Effects of Cutting Tool Parameters on Surface Roughnessirjes
This paper presents of the influence on surface roughness of Co28Cr6Mo medical alloy machined
on a CNC lathe based on cutting parameters (rotational speed, feed rate, depth of cut and nose radius).The
influences of cutting parameters have been presented in graphical form for understanding. To achieve the
minimum surface roughness, the optimum values obtained for rpm, feed rate, depth of cut and nose radius were
respectively, 318 rpm, 0,1 mm/rev, 0,7 mm and 0,8 mm. Maximum surface roughness has been revealed the
values obtained for rpm, feed rate, depth of cut and nose radius were respectively, 318 rpm, 0,25 mm/rev, 0,9
mm and 0,4 mm.
Analysis of Agile and Multi-Agent Based Process Scheduling Modelirjes
As an answer of long growing frustration of waterfall Software development life cycle concepts,
agile software development concept was evolved in 90’s. The most popular agile methodologies is the Extreme
Programming (XP). Most software companies nowadays aim to produce efficient, flexible and valuable
Software in short time period with minimal costs, and within unstable, changing environments. This complex
problem can be modeled as a multi-agent based system, where agents negotiate resources. Agents can be used to
represent projects and resources. Crucial for the multi-agent based system in project scheduling model, is the
availability of an effective algorithm for prioritizing and scheduling of task. To evaluate the models, simulations
were carried out with real life and several generated data sets. The developed model (Multi-agent based System)
provides an optimized and flexible agile process scheduling and reduces overheads in the software process as it
responds quickly to changing requirements without excessive work in project scheduling.
Extrusion can be defined as the process of subjecting a material to compression so that it is forced to
flow through an opening of a die and takes the shape of the hole. Multi-hole extrusion is the process of
extruding the products through a die having more than one hole. Multi-hole extrusion increases the production
rate and reduces the cost of production. In this study the ram force has calculated experimentally for single hole
and multi-hole extrusion. The comparison of ram forces between the single hole and multi-hole extrusion
provides the inverse relation between the numbers of holes in a die and ram force. The experimental lengths of
the extruded products through the various holes of multi-hole die are different. It indicates that the flow pattern
is dependent on the material behavior. The micro-hardness test has done for the extruded products of lead
through multi-hole die. It is observed that the hardness of the extruded lead products from the central hole is
found to be more than that of the products extruded from other holes. The study suggests that multi-hole
extrusion can be used for obtaining the extruded products of lead with varying hardness. The micro-structure
study has done for the lead material before and after extrusion. It is observed that the size of grains of lead
material after extrusion is smaller than the original lead.
Cars are a very important part of this modern world because they give luxury and comfort. Even
though they are comfortable, some problems always keep arising on the safety side. After a lot of research they
rectified certain problems using air bags, auto parking, turbo charger, pedal shift…, etc.
And now we are going to discuss about one such problem that arises on the safety side. An unsuspected
accident occurs when people smash their fingers in between the car doors. Due to this kind of accident around
120,000 people are injured every year. But this was not taken as a very major safety concern for the customer.
To avoid this kind accident due to car doors, we are introducing “SAFETY DOOR LOCK SYSTEM”
with the help of “HYDRAULIC PISTON AND IR SENSORS”.
The major working process of the “SAFETY DOOR LOCK SYSTEM”is, when a person places his/her
hand or fingers in the gap between the door and the outer panel, at the time when the closing action of the door
takes place, the Sensors start to transmit the Infra Red Rays to the Receivers at the
other end, and so even if someone closes the door without anybody‟s knowledge the hydraulic piston will
automatically come out and stop the door from closing and prevent the person from the unsuspected accident
and minor injuries by the car door and ensure maximum safety to the customer.
Introduction to Enterprise ArchitectureMohammed Omar
what is Enterprise Architecture
Enterprise Architecture Life-cycle
Enterprise Architecture benefits
Enterprise Architecture challenges
EA driven approach for IT strategy
Enterprise Architecture frameworks
Why do we Need Enterprise Architecture
The honest truth about getting value from ITRob Eddowes
Improving Business Performance is Enterprise Architecture's value proposition. By helping the enterprise facilitate strategic planning, address executive priorities, deliver customer value, leverage investments in major initiatives and deploy horizontal solutions across business units.
Business Enterprise Architecture is the best way to create agility, align IT with the business, and establish the governance that keeps the business focused on the business strategy. It aligns strategic goals and objectives with decisions regarding products and services; business partners; organisation structure; business capabilities; and key initiatives. The Business Architecture is captured in 5 models. The business strategy, organisation, capability, value stream, and knowledge to produce the business operating model(s) – the language of the business.
A foundation for alignment:
This summary addresses complex, and often far-reaching business and IT challenges.
1. Identify and list the top business priorities and issues for the organisation, focusing on shared horizontal or cross business unit challenges.
2. Consolidate business-unit objectives into a common vision statement.
3. Establish a business architecture that your company can use to determine the exact impact points and investment ramifications of misalignment from a business perspective.
4. Map these business objectives to clear, well-articulated business views defined within the business architecture.
5. Identify major IT architecture weaknesses and issues that prevent critical business priorities from being addressed, in reference to the business architecture.
6. Determine IT architecture impacts and impediments of achieving these business objectives.
7. Draft a plan for addressing these issues from a systematic, long-term transformation perspective.
8. Build an incremental ROI approach that aligns near-term requirements with the business-driven transformation roadmap.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
IT Strategy and
Enterprise Architecture
Ensuring that the IT
organization is aligned with the business throughout the cycle of innovation, planning and delivery
Aligning the IT
organization’s structure, skills and sourcing strategy with the needs of the business, while promoting employee learning and satisfaction
Defining the technology
architectures and the processes for developing, deploying, enhancing and supporting business capabilities using technology solutions Managing IT resources
and operations to ensure effective and efficient support of business and financial goals
Dental Care: 12 Tips for Good Oral Hygiene and Healthy Smiles | Enterprise WiredEnterprise Wired
Here are some Dental Care strategies: 1. Establishing a Daily Oral Care Routine, 2. Regular Dental Check-ups, 3. Balanced Diet for Oral Health, 4. Fluoride for Dental Strength, 5. Orthodontic Care for Alignment.
Enterprise Architecture: The Essential Guide to Navigating Complexity | Enter...Enterprise Wired
Enter enterprise architecture, a comprehensive framework that serves as a blueprint for organizations to design, plan, and execute effective strategies.
Enterprise Architecture for Communication Service ProvidersPritam Dey
Rapid technology improvements and elevated customer expectations are a given for the telecom industry. If you expect to grow and lead the competition, you must have a thorough understanding of your entire business from all angles and ensure that your technology is in sync with your business aspirations—all while keeping costs down. The way to achieve this is through Enterprise Architecture. It will take you down a path of innovation that will make you the leader in your market.
Enterprise Architecture: An enabler of organizational agility PECB
The webinar covers:
In today`s rapid changes in the business environment; organizational agility is one of the top management concerns organizations face. Among enterprise architecture benefits, organizational agility has been one of them, perceived as a direct or indirect benefit. This webinar seeks show how the development and use of EA (Enterprise Architecture) contributes to organizational agility.
Presenter:
The webinar was hosted by Oluwaseyi Ojo. Mr. Ojo is currently the Chief Enterprise Security Architect (CESA) and Partner, AaronYoung Infosystem and a PECB Certified Trainer.
Link of the recorded session published on YouTube: https://youtu.be/4-vMSegwfEE
Some company that has
has not yet been able to follow up on the future architecture in the EA. This study aims
to design and make prototypes
application based on TOGAF
the correlation between EA and SOA to
based application using Enterprise Service Bus (ESB
Management (BPM) tools. The research sample is an EA document
finance company in Jakarta. The results of the study show t
EA and SOA can be realized as a prototype of a SOA
executed.
The term Actionable Architecture moves the EA from a static project to a central platform for the capture and dissemination of IT and business process information.
In essence, EA becomes a strategic foundation for knowledgeable decision making and is based on traceable facts in a repository.
Flip bifurcation and chaos control in discrete-time Prey-predator model irjes
The dynamics of discrete-time prey-predator model are investigated. The result indicates that the
model undergo a flip bifurcation which found by using center manifold theorem and bifurcation theory.
Numerical simulation not only illustrate our results, but also exhibit the complex dynamic behavior, such as the
periodic doubling in period-2, -4 -8, quasi- periodic orbits and chaotic set. Finally, the feedback control method
is used to stabilize chaotic orbits at an unstable interior point.
Energy Awareness and the Role of “Critical Mass” In Smart Citiesirjes
A Smart City could be depicted as a place, logical and physical, in which a crowd of heterogeneous
entities is related in time and space through different types of interactions. Any type of entity, whether it is a
device or a person, clustered in communities, becomes a source of context-based data.
Energy awareness is able to drive the process of bringing our society to limit energy waste and to optimize
usage of available resources, causing a strong environmental and social impact. Then, following social network
analysis methodologies related to the dynamics of complex systems, it is possible to find out, emergent and
sometimes hidden new habits of electricity usage. Through an initial Critical Mass, involving a multitude of
consumers, each related to more contexts, we evaluate the triggering and spreading of a collective attitude. To
this aim, in this paper, we propose a novel analytical model defining a new concept of critical mass, which
includes centrality measures both in a single layer and in a multilayer social network.
A Firefly Algorithm for Optimizing Spur Gear Parameters Under Non-Lubricated ...irjes
Firefly algorithm is one of the emerging evolutionary approaches for complex and non-linear
optimization problems. It is inspired by natural firefly‟s behavior such as movement of fireflies based on
brightness and by overcoming the constraints such as light absorption, obstacles, distance, etc. In this research,
firefly‟s movement had been simulated computationally to identify the best parameters for spur gear pair by
considering the design and manufacturing constraints. The proposed algorithm was tested with the traditional
design parameters and found the results are at par in less computational time by satisfying the constraints.
The Effect of Orientation of Vortex Generators on Aerodynamic Drag Reduction ...irjes
One of the main reasons for the aerodynamic drag in automotive vehicles is the flow separation
near the vehicle’s rear end. To delay this flow separation, vortex generators are used in recent vehicles. The
vortex generators are commonly used in aircrafts to prevent flow separation. Even though vortex generators
themselves create drag, but they also reduce drag by delaying flow separation at downstream. The overall effect
of vortex generators is more beneficial and proved by experimentation. The effect depends on the shape,size and
orientation of vortex generators. Hence optimized shape with proper orientation is essential for getting better
results.This paper presents the effect of vortex generators at different orientation to the flow field and the
mechanism by which these effects takes place.
An Assessment of The Relationship Between The Availability of Financial Resou...irjes
The availability of financial resources is an important element in impacting the success of a planning
process for an effective physical planning. The extent to which however, they are articulated in the process
remained elusive both in scholarly and public discourse. The objective of this study wastherefore, to examine
the extent to which financial resources affect physical planning. In doing so, the study examinedwhether
financial resources were adequate or not to facilitate planning processes in Paidha. According to the study
findings,budget prioritization and ceilings are still a challenge in Paidha Town Council. This is partly due
limited level of knowledge of physical planning among the officials of Paidha Town Council. As a result, there
were no dedicated budget line for routine inspection of physical development plan compliance and enforcement
tools in Paidha. In conclusion, in addressing uncoordinated patterns of physical development that characterize
Uganda‟s urban centres, a critical starting point ought to be the analysis of physical planning process. The
research of this kind is not only significant to other emerging urban centres facing poor a road network,
mushrooming informal settlements and poor social services including poor pattern of residential and commercial
developments but also to all institutions that are involved in planning these towns. Knowing the extent of need
for financial influences in planning may assist local authorities to take the processes of planning seriously which
will help enhance the sustainable development of emerging urban centres including Paidha.
The Choice of Antenatal Care and Delivery Place in Surabaya (Based on Prefere...irjes
- Person's desire to do a pregnancy examination is determined by the service place that suits the tastes
and facilities owned by it. Until now, the utilization of antenatal care by pregnant women is still low (Mardiana,
2014). The purpose of the study is to analyze factors affecting the utilization of antenatal care and delivery place
in Surabaya city based on the preferences and choice theory.
Type of survey research is cross sectional approach, the population is mothers who have children aged 1-
12 months in Surabaya. The large sample of 250 mothers who have children aged 1-12 months in 2013 is taken
by simple random sampling technique. Variables of the research are the preference elements and steps, choice
elements and steps, utilization of antenatal care and delivery place. Data were collected through questionnaires
and secondary data were then analyzed with descriptive statistics in the form of a frequency distribution, shown
by the schematic diagram.
The result showed that the preference elements and steps showed almost half (42.9%) desire to give birth
in a health care because of information got from someone else, while the choice element and step shows the
bulk (57.1%) of the criteria of delivery place chosen is a safe, comfortable and cheap delivery place, the labor
place which is the main choice most (57.1%) is cheap, comfortable, close.
Conclusion of the research based on the preferences and choice theory can be found three (3) new
theories, they are preferences become choice, preferences do not become choice, choice is preceded by
preferences
Synthesis and Luminescence Studies of Eu doped AlSrLaO4 Phosphor
B140815
1. International Refereed Journal of Engineering and Science (IRJES)
ISSN (Online) 2319-183X, (Print) 2319-1821
Volume 1, Issue 4(December 2012), PP.08-15
www.irjes.com
Business and IT Strategic Alignment applying SOEA Framework
Nassir Dino1, Awel Dico2, PhD, Dida Midekso3, PhD
1, 2, 3
Software Engineering Track, IT Doctoral Program Addis Ababa University, Addis Ababa, Ethiopia
1
Graduate Programme, HiLCoE School of Computer Science & Technology,
Abstract : In order to enable business agility, different architectural styles for organizing information systems,
business and technology have emerged. Architecture involves top-level management, the business entities in the
organization down to the grass-root level views. While the value of IT in business is recognized but the strategic
architecture and solution implementation that can accommodate successfully is not straight forward that it
requires integrated, holistic architecture bounded by end-to-end governing guideline.
Service-driven architecture product is the new way to deal with changing business environments and to manage
technology complexity by addressing the gap that exists between business and technology. Service-driven
Enterprise architecture seamlessly aligns the needs of Business with the capabilities of the Technology.
Therefore, to provide end-to-end alignment of business and IT, to avoid architectural complexity, to add new
technologies to existing legacy technology infrastructure in an enterprise initiative leveraged the formation of
SOEA Framework.
Keywords: Enterprise Strategic Architecture, Enterprise Solution Architecture, SOE Lifecycle, End-to-end
SOA, Availability Window, SOE Governing guideline, BITS - Business and IT in Service.
I. Introduction
To overview the Business and IT alignment feature as part and parcel of SOA and EA is the
background perspective of this paper. This feature to be achievable it has to be in the process of upfront goal of
design in the enterprise strategic architecture development. SOE allows business innovation to be marketable in
less time by bringing IT and Business requirements with the reuse of IT infrastructure and business processes in
a service.
Integration of business process and IT is the key design-rule of SOE. All processes in the business should be
mapped with IT capabilities and should be thought of as Services. This will give an option of system
development on demand with incremental implementation and interoperability [1]. This gives better return-on-
investment (ROI) by avoiding redundant resource and enhancing accessibility to shared standard IT
infrastructure (eliminating proprietary middleware by interoperable, technology-agnostic manner) [2, 3].
Establishing SOE governing guideline, which is described with brevity for the sake of page limits, is a key to
maximize the benefits and reduce risks while the enterprise incrementally moves to full end-to-end SOA based
implementations. This paper is organized having the following sections: Business and IT alignment, SOE
Strategic Architecture, Preliminary investigation, Service-driven requirements, SOE Solution Architecture, SOE
Solution Implementation, SOE Governing guideline and Conclusion followed by References.
II. Business and IT alignment
Service centric architecture requires confirming the business strategy and goals valued by IT. Services
are derived based on the overall business and IT requirements, mission and vision that are defined in the
enterprise level business plan. Concepts or methods necessary to design services include: determining business
strategy, identifying targeted services, and confirming service and business strategy compliance. Service
alignments with compliance requirements are insured by confirming solutions are in compliance with principles,
guidelines, standards, models, and roadmaps
The missing element to align business with technology is the integration of service oriented architecture within
enterprise architecture. This is mostly neglected by the doubtful assumption that business driven service design
serves the purpose. According to the data collected by Society of Information Management and The IDG survey
also discovered business and IT alignment is the top concern of management as this directly impacts the
organization's agility and flexibility to change according to business needs [4, 5].
Business strategy according to Dr. Tariq Aslam [6] is a course of action which explains how the enterprise will
move from the current state to a future state (i.e. to the business it wants to be) with the intention of maximizing
value with low cost. Companies accordingly should understand the impact of a change or capabilities to match
the technology acquired.
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2. Business and IT Strategic Alignment applying SOEA Framework
Service Providers need to understand what the business is trying to achieve in order to maximize the
effectiveness of the services provided. In the same token, the business strategy should be valued by technology
and ultimately ensure maximum value is delivered to the business. So business becomes the driver of IT, and IT
becomes the driver of business [7].
Key business drivers, goals, metrics and expectations should be backed by and aligned with IT strategy to
achieve the aforementioned. When these strategic alignments are maintained then the service provider is able to
define, design, implement and operate services that are fit for business purpose. This concept should not require
reinventing the wheel rather explore EA and SOA to this endeavour.
For the success of EA and SOA the potential problems and challenges generated as the result of the overlaps,
limitations and differences need to be closely examined. Some inevitable problems arise when usual attempts
are performed on EA and SOA independently as identified by the IBM research group [8], The SOA Work
Group of the Open Group [9] and other researchers.
Inefficiency and inconsistency are some of the limitations that should have been controlled in any enterprise.
Whereas inefficiency is encountered because of different teams parallel efforts to develop EA and SOA that
result with duplicate efforts, unnecessary time spend and missed opportunities to leverage existing architecture
artifacts.
Inconsistent and probably contradicting information models, infrastructure, system-management policies,
strategies, and tools could occur when the focus is on SOA ignoring several aspects of EA. For example,
legitimate needs for integration approaches and standards other than those supported by SOA but addressed on
the enterprise architecture. Likewise enterprise may fail to identify and incorporate SOA specific needs as part
of EA [10].
While both approaches are sharing the same vision of architecture EA‟s focus is at macro level whereas the
SOA is at a micro level. Success and failures are dependent on cooperation of all business and IT units across
the entire organization, unifying the efforts than duplicating, streamline the technology infrastructure, make
small and incremental steps so that architecture is developed in evolutionary manner as a composition of
services which will be a quick hit and fit to purpose.
By looking at SOA as a part of larger EA, success can be achieved by eliminating the limitations, utilizing best
practices and adopting those guidelines. This also supports all-round effort and harmonization of capabilities to
the objectives of the organization. Capabilities are then generated by a mix of people (knowledge, experience,
talent, and skill), process (activities and collaborations), and technology (application solutions and computing
systems), and supported by enterprise resources (financial and facilities) [3, 11, 12].
Both SOA and EA shares security, business and IT governance, intended to closely align IT with business,
require similar strategies and planning activities, architectural domains, pursue agile and cost effective business,
use input based on business objectives, goals as discussed by Ville Seppanen [13], Christopher Kistasamy et al.
[14] and similarities and differences by IBM research group [15]. EA and SOA cannot be seen as alternatives to
each other nor do they not exclude each other. SOA can provide an organization with tools and granularity to
better align IT infrastructure with business strategies but as such it does not give a means to formulate and
manage the strategic goals. On the other hand, EA does not provide any direct solutions for the problems it can
recognize.
A good and right architecture that align business strategy with IT management to be successful should have to
be implementable [16]. For this to be the case, the architecture has to be implemented that requires transhipping
enterprise level vision into a quality business service rendered successfully to its clients. When you take this
concept one layer ahead you discover one and one service oriented enterprise architecture framework – SOEA
as shown in Figure 1.
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3. Business and IT Strategic Alignment applying SOEA Framework
Figure 1: SOEA Framework
III. SOE Strategic Architecture
Enterprise is organized in corporate, division or department wise but values its existence by providing
quality services. The holistic view of enterprise includes people, business, IT and process. Using all the
capabilities, enterprises dare to provide services that support to accomplish their Business, Technology and QoS
delivery vision [13].
This layer helps the architect manage high level of abstraction focusing on the lower end of service delivery
capabilities. This sets enterprise architecture vision and gives a contextual background with respect to
governance, principles and standards to derive service oriented organizational structure required to support the
execution of the enterprise vision. Therefore, at this stage you define vision, strategy and context for the
enterprise and engage every stakeholder to facilitate the execution. This details of what goes into the BITS layer
is shown in Figure 2. The outcome of this layer also includes what business goals can be enabled by IT rather
than to take IT as a cost center for the enterprise. This is because every technology related decisions are driven
by the enterprise business strategy.
In addition to alignment of business and technology, the strategic architecture work in this layer also guides the
establishment of the required combination of expertise in the team, consistency and efficiency throughout the
enterprise infrastructure resource and speed up system development.
Figure 2: Enterprise Strategic Architecture
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4. Business and IT Strategic Alignment applying SOEA Framework
1.1. Preliminary investigation
This will help to identify the scope of the project, context, environment and business and technology
capabilities of the enterprise. The enterprise capabilities will be matched to their respective business and
technology using service driven requirements.
This stage also guide the enterprise decision support to categorize services for out sourcing and in house
development and other options based on availability of resource. Feasibilities regarding scheduling cost &
benefit analysis and customer expectation within enterprise or outside of the enterprise can be taken from the
preliminary investigation output.
This is the „As-Is‟ study of the Business and Technology perspectives that leads a way to align IT and Business
requirements in a Service. Common technology capability, principles, the current status of enterprise maturity
will be evaluated to match the business lines or segments reuse elements, capability, and reference architecture
accordingly. Finally, it defines the „To-Be‟ state roadmap and vision of the Enterprise Business, Enterprise
Technology (IT) and Enterprise Service.
1.2. Service-driven requirement
Service driven approach can be top-down or/and bottom-up to implement SOEA framework. SOEA
framework has Service Oriented Organizational Structure (SOOS) in one side and Service Oriented Information
Systems (SOIS) on the other hand. SOOS includes a top-down business analysis (or architecture) whereby
enterprise business capability requirements drive the requirement and identification of business services.
Business services are composed of business processes automating various business activities and events. This
high level business processes drive the lower level design and implementation of services.
The SOIS includes a top-down technology analysis in support of the business capabilities identified in the
business analysis (or architecture). The corresponding IT resources are encapsulated for each service
dynamically in a cost effective manner matching the business process requirement with the SOIS structure of
the enterprise. Therefore, the top-down approach concentrates on an organizational capability to model itself as
provider of service.
Through these analyses, from both business and technology perspectives, the enterprise architecture vision is
developed based on identified service driven requirements by addressing all the stakeholders concerns. Before
proceeding to the next architecture stage (i.e. SOE Solution Architecture), it is necessary that the architecture
vision is effectively communicated and get approval from the key stakeholders.
The top-down business and technology analysis is based on the enterprise business vision to model the future
state of the enterprise through the development of architecture vision. It is important to point out here that this
top-down approach is also supported by a bottom-up approach of current business and technology analysis to
help leverage the existing investment in a cost effective manner. This means existing application and technology
portfolio are analyzed to support scalable and reusable service modelling.
Applications in SOEA framework are taken as loosely coupled services that might seem technology (IT) centric
but accommodate or encapsulate the business logic. This service can be reproduced or integrated on demand and
enriched by the business processes and activities or events. What this means is that the architecture vision need
to include aspects of existing business environment to guide how existing applications and technologies are
leveraged or replaced.
The SOEA benefits from both top-down and bottom-up approaches by involving management support and
bridging IT and Business in a service. This is further foreseeable in a service oriented enterprise paradigm
allowing not only agility in IT but also flexibility of business logic, strategic alignment, encapsulation, resource
sharing and other characteristics of architecture by avoiding duplication of effort and team.
In summary, the Enterprise Strategic Architecture Layer includes the Preliminary Investigation, Service-Driven
Requirements (Aligning enterprise technical and business perspectives and drivers in a service) and architecture
vision on how the enterprise business objectives are going to be achieved. The effort made on this activities
result in Service Oriented Enterprise guideline, principles,, enterprise reference architectures and high level
requirements that will guide the SOE Solution Architecture stage of the framework.
IV. SOE Solution Architecture
Enterprise involves people, business processes and technology thus it requires the holistic view and
approach. The inter relationships between the enterprise domain play a crucial factor in ensuring overall user,
business and technology alignment. With the input from the SOE Strategic Architecture artifacts, the SOE
Solution Architecture stage addresses the enablement of business capabilities identified at strategic level. A
given enterprise may be composed of one or more business domains or segments.
The Execution layer, therefore, have two sub layers. The top layer is the domain architecture of the enterprise as
depicted in Figure 3 that should be coherent with the service to be delivered for each of the viewpoints. The
actual service identification, end-to-end SOA and compliance assessment with the enterprise guidelines and
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5. Business and IT Strategic Alignment applying SOEA Framework
principles are performed in the solution architecture layer. The second part of SOE Solution Architecture is SOE
Lifecycle, the lower sub layer, is responsible for two key aspects of enterprise architecture, namely, governance
and change management. Through the SOE Lifecycle every business process and technical capabilities
identified in a given domain or business segment is checked with respect to the roadmap set in the architecture
vision.
Figure 3: Domain Architecture
SOE Lifecycle is a three stage process which includes business initiative, evaluation and commits
stages as shown in Figure 4. It is an iterative process where SOA based service architectures are enhanced
iteratively based on a roadmap that has been developed in the architecture vision.
The initiation stage will clarify questions like reasons of the business process initiation, who initiated it? Why it
is initiated? Stakeholders involved or affected and so on. The evaluation stage of the life cycle will clarify the
business process against the enterprise and service level expectation, satisfaction of corporate criterion,
standard, governances and related policies. Based on the outcome of the first two stages the service delivery
commitment will be initiated. This will be checked against the availability of resource as shown in the
availability window in the same Figure 4 and following the SOE end-to-end SOA.
Figure 4: SOE Solution Lifecycle
V. SOE Solution Implementation
The various architectures accomplished in the previous layers can only be of value when the services
are implemented, deployed and available to the consumers. SOE Delivery layer is where the architectures
developed in the strategic and domain levels are realized through SOE Solution Implementation. As shown in
Figures 5 and Figure 6, SOE Solution implementation consists of detail service design and implementation and
the implementation of the actual infrastructure upon which the services are deployed and managed. This
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6. Business and IT Strategic Alignment applying SOEA Framework
includes coding, testing, service deployment, service publication for reuse, and service management as per
service level required by the business.
Figure 5: Solution Implementation
The main goal of converging Business and IT is to develop and deliver optimal Service. The service
can be resource cognizant and operationally integrated business processes that can be implemented
independently by business domains or business units, and business partner networks. Enterprises aim for service
centered efficient and effective use of the IT infrastructure that is flexible and adaptive enough to keep pace
with continual changes in the organization's business processes and business models. The SOE Delivery layer is
where such an expectation is delivered and measured against pre-defined service level metrics.
Figure 6: Linkage between Execution and Delivery layers
VI. SOE Governing guideline
Good governance is indispensable and hence very essential, so that the service users are assured that
service provision will be maintained in the manner that they expect and agreed. To avoid business inefficiency
matching with organizational capabilities of technology acquired have to be underlined in planning guideline for
sustainable service governance.
Enterprise wide service initiative would be either a failure or a partial success unless strategic efforts are made
in enterprise wide service integration, Leadership skills and service governance. The service governance
encompasses service level agreement, security perspectives like privacy, authorization, authentication,
encryption, Business and IT governance.
A Service might be requested by one stakeholder or several of them from different perspectives. In the same
token a stakeholder can request for several services for a single perspective. In all cases there is at least one
provider and consumer and therefore, should be identified as who is the stakeholder or whose demand (vision)
should be concerned with and why.
What sort of technical and non-technical (Architecture, Development, Operations) teams to be formed, tools
required for the operation and implementation, process standard that can guarantee the service management,
deliverables or artifacts (catalogues, diagrams, and matrices that make up the content of the Architecture
Repository) related ones as depicted in Figure 3 should be defined for every service driven requirement.
The following are general guidelines that help the use of SOEA Framework in practice:
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7. Business and IT Strategic Alignment applying SOEA Framework
Figure 3: SOE End-to-end Guideline parameters
VII. Conclusion
Integrating the business as well as information aspects in a holistic way (People, Processes, Business
and Technology), guarantees a natural alignment of Business and Technology. The convergence of software and
services through the rise of software as a service (SaaS), Infrastructure as a service (IaaS) and others enables IT
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8. Business and IT Strategic Alignment applying SOEA Framework
departments of big enterprises and practitioners to operate more strategically. With the strategic use of
technology, IT can help organizations improve and transform business processes, react quickly to changing
market condition, comply with new federal regulations, cut cost of operations, reduce product time to market,
and enhance employee mobility and flexibility.
Service Oriented Enterprise Architecture Framework applies service orientation principle to the traditional
frameworks and allows for service orientation concept to be applied at all architecture levels. Large and
complex systems can be analysed, partitioned and provided as service.
Validation of the framework is done using a case study that produces substantial improvement to a traditional
problem solving more than a mere theoretical proposal by confirming the solution using empirical material [17].
References
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