5309666: C19 Enterprise Architecture Management

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Semester:SS 22
Scheduled in semester:2
Semester Hours per Week / Contact Hours:30.0 L / 22.5 h
Self-directed study time:67.5 h

Module coordination/Lecturers


Master's degree programme in Information Systems (01.09.2019)


Today, virtually all large organizations have to cope with growing complexity in their enterprise architectures (EA), which often comprise several hundreds or even thousands of IT applications that support an increasing variety of business processes. The underlying software components run on several generations of IT infrastructure, and digitization leads to increased intensity in inter-organizational interfaces and customer-centric solutions. As a consequence, EA comprises not only the fundamental structure and dependencies of business processes, IT applications, software components, IT infrastructure, and data in an enterprise, but also connected components of business ecosystem partners and customers. Changing only one of these EA components can impact a potentially large number of related components. Simultaneously changing several of these components in a number of change projects or transformation programs leads to potentially redundant (i.e. inefficient) and/or inconsistent processes, software systems, and/or IT infrastructure components. The short-term consequence is a waste of resources, and the longer-term consequences are increased effort and difficulty in maintaining existing information systems (because of excessive complexity) and shortage of resources that can be used for innovation.

EA management (EAM) is a management discipline that guides EA’s design and evolution. The goals of EAM are to control complexity, reduce inconsistencies, and leverage synergies in EA. EAM also supports the implementation of business innovation from a holistic perspective. In contrast to other architecture disciplines (such as, e.g., solution architecture or software architecture), EAM covers the entire business-to-IT stack, complete lifecycles of business technology, and all relevant EA components across the enterprise (or even beyond the enterprise, e.g. in business ecosystems).

This course covers EA and EAM, incorporating both research findings and current examples from business practice. The course covers four primary topics:

• Core concepts and the necessity of EAM
• EAM use cases
• EA modelling and analysis
• Continuous improvement and maturity of EAM

Learning Outcomes

After successful completion of the course, students will

Professional competence
• understand the necessity, fundamental concepts, methods and theories related to EA and EAM
• be able to identify common patterns and different adaptations in EA/EAM cases in practice
• be able to evaluate the consistency, fit, and effectiveness of EAM initiatives in organisations

Methodological competence
• be able to adapt and apply generic EA/EAM knowledge (frameworks, methods, techniques) to concrete application cases
• be able to understand and interpret EA models/meta models as well as to create simple EA models/meta models for provided case descriptions

Social competence
• understand the importance of communication and an organisation’s social system for designing and institutionalising architectural guidelines
• gain experience in introducing ‘technical’ concepts to their fellow students (in the context of warmup presentations)
• gain experience in focused teamwork in diverse groups (in the context of case-related group projects)
• gain experience in focused discussions with experts from practice (in the context of practitioner guest lectures)

Personal competence
• expand their mindset regarding a ‘customer-oriented’ way to understand and organise IS-related management in organisations
• expand their mindset regarding different types of coordination interventions in organisations

Technological competence
• understand the fundamentals of conceptual modelling and modelling meta levels (in the context of EA modelling)


Lectures Method

• The course involves interactive lectures, class room exercises, and practitioner presentations to integrate theoretical knowledge with practical design and analysis skills.
• Case studies are used to integrate the aspects of EA/EAM covered in the course.
• Students complete homework assignments between lectures.


• Students are provided with the lecture slides and supplementary material (e.g., selected journal articles).
• Ross, J. W., Weill, P., & Robertson, D. C. (2006). Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. Boston, MA: Harvard Business School Press.
• Hanschke, I. (2009). Strategic IT Management: A Toolkit for Enterprise Architecture Management. Berlin, Heidelberg, Germany: Springer

Exam Modalities

Assignments, written exam


  • PWW-MA_Enterprise Architecture Management SE (SS 22, bewertet)