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DEN201 Enterprise Architecture

Assessment - Group presentation and report

Overview
In this unit, we have discussed the significance of EA as an enabler for senior executives to communicate with architects so they can formulate IT initiatives for the organisation to undertake. Additionally, these are aimed at delivering strategic competitive advantage through information technology which is implemented by the IT project team.

Presentation
Students are expected to present their presentation in-class.
Group Presentation Due Week 11 in respective webinar- MS Word or PDF submitted via Turnitin on Moodle. Only one member per group is expected to submit the presentation slides.

Report
Students are expected to attempt the five questions that are provided in this section and provide relevant examples to support their answers.
Group Report Due Week 12 Sunday (12 June) - MS Word or PDF submitted via Turnitin on Moodle. Only one member per group is expected to submit the report.
Minimum time expectation: 20 hrs

The following course learning outcomes are assessed by completing this assessment task:

LO1. define enterprise architecture as a capability in organisations;
LO2. restate business architecture and how to support the business to deliver strategic business outcomes;
LO4. define the capabilities required to establish an enterprise architecture practice and explore tools required to support the team;
LO6. evaluate and investigate key trends impacting organisations today and how enterprise architects respond to these trends.

Assessment Tasks

James Kudos founded Kudos in 1984 in Melbourne, Australia, with $1,000 and a unique vision of how technology should be designed, manufactured and sold. More than 4.4 million customers later and with an annual IT budget of approximately $500 million per year, Kudos has made an indelible mark on the computer industry-and the world. The company ships more than 1,000 personal computer systems every day to customers in 120 countries and employs 50,000 people worldwide.
Long known as one of the world's largest manufacturers of personal computers and laptops, Kudos has grown into a multi-national hardware and infrastructure provider. It also provides IT services and solutions across its branches. Rapid growth led to regionally specific expansion from country to country. Kudos ended up with unique manufacturing facilities, regional order management systems, and different operating processes and systems throughout the world.
Anne Smith, Kudos's Vice President of IT Strategy, Technology & Governance, is charged with mapping out a future direction for the IT giant, with a three-year roadmap driven by Kudos's Enterprise Architecture (EA) team. At an enterprise level this roadmap includes five major programs, each of which involves investments in the tens of millions of dollars-and, in some cases, hundreds of millions of dollars. Some examples of these programs include: Global Quote to Cash, Global Service Delivery, Solution Selling, Global Manufacturing Execution, and Recurring and Usage based transactions.
SAP is providing executive guidance for this transformative journey, working closely with Smith and her enterprise architects to establish a long-term view of the requisite processes, systems and technologies. Individual projects are undertaken to build general-purpose capabilities, not merely to fulfill immediate needs.
The Melbourne Branch has been operating with a legacy Customer Relationship Management (CRM) system and the system is not integrated with its Billing System. Currently, customer representatives must manually input customer information into the Billing System so that customers can be sent an Electronic bill. The CRM and Billing Systems are connected to a legacy database management system that runs on a Legacy Server.
The EA team is responsible for designing the future data, application, and infrastructure components of Enterprise. The current application and data architecture for Kudos is shown below.

Questions:

1. Discuss the Strategic Alignment Model developed by Henderson and Venkatraman (1993) in the context of this case study and highlight why it is relevant to closing the gap between Business and IT so that it more manageable and controlled?

2. As a Business Architect, describe the Business Ecosystem of Kudos with clear explanations descriptions of some of the pressing problems encountered by Kudos?

3. Demonstrate how the TOGAF model could be applied to this context to improve alignment between Business and IT?

4. Discuss the expected Business Benefits for the organisation?

5. Provide an ideal Layered View of a potential Solution and the Solution Road Map that you would apply to the Melbourne branch? Explain your solution with the appropriate citations.

Attachment:- Enterprise Architecture.rar