A Methodology for Operationalizing Enterprise Architecture and Evaluating Enterprise IT Flexibility by Alan MacCormack, Robert Lagerstrom, and Carliss Y. Baldwin
We propose a network-based methodology for operationalizing enterprise architecture. Our methodology is based upon using a “Design Structure Matrix” (DSM) to capture the coupling between different components in a firm’s architecture, including business and technology-related aspects. We apply our methodology to data gathered in a large pharmaceutical firm. We show that this methodology helps to identify layers in the firm’s architecture associated with different technologies (e.g., applications, servers and databases). We also show that it reveals the main “flow of control” within the architecture, as denoted by the classification of components into Core, Peripheral, Shared and Control elements. We analyze the cost of change for a subset of software applications within this architecture. We find that the cost of change is associated with the degree to which applications are highly coupled. We show the best measure of coupling that predicts the cost of change is one that captures all the direct and indirect connections between components. We believe our work constitutes an important step in making the concept of enterprise architecture more operational, improving a firm’s ability to analyze its architecture, understand its performance implications, and adapt and improve it in the future.
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Visualizing and Measuring Software Portfolio Architectures: A Flexibility Analysis by Robert Lagerstrom, Carliss Y. Baldwin, Alan MacCormack, and David Dreyfus
In this paper, we test a method for visualizing and measuring software portfolio architectures and use our measures to predict the costs of architectural change. Our data is drawn from a biopharmaceutical company, comprising 407 architectural components with 1,157 dependencies between them. We show that the architecture of this system can be classified as a “core-periphery” system, meaning it contains a single large dominant cluster of interconnected components (the “Core”) representing 32% of the system. We find that the classification of software applications within this architecture, as being either Core or Peripheral, is a significant predictor of the costs of architectural change. Using OLS regression models, we show that this measure has greater predictive power than prior measures of coupling used in the literature.
Visualizing and Measuring Enterprise Architecture: An Exploratory BioPharma Case by Robert Lagerstrom, Carliss Baldwin, Alan MacCormack and David Dreyfus
We test a method that was designed and used previously to reveal the hidden internal architectural structure of software systems. The focus of this paper is to test if it can also uncover new facts about the components and their relationships in an enterprise architecture, i.e., if the method can reveal the hidden external structure between architectural components. Our test uses data from a biopharmaceutical company. In total, we analyzed 407 components and 1,157 dependencies. Results show that the enterprise structure can be classified as a core-periphery architecture with a propagation cost of 23%, core size of 32%, and architecture flow through of 67%. We also found that business components can be classified as control elements, infrastructure components as shared, and software applications as belonging to the core. These findings suggest that the method could be effective in uncovering the hidden structure of an enterprise architecture.