Enterprise Architechure Management

Business Administration

A multi- and interdisciplinary science and body of knowledge focused on organizing, setting up, and administering businesses to achieve the highest possible output with the least possible input.

Equilibrium with Stakeholders

Maintaining a balance between the goals of the business, the resources needed, the personal goals of employees, and the interests of owners.

Agile Methodology

An iterative approach to project management and software development that helps teams deliver value to their customers faster and with fewer headaches.

Capability

An ability that an organization, person, or system possesses. Typically expressed in general and high-level terms.

Operations Function

Activities that mobilize the organization's resources to create finished goods/services.

Human Resource Function

Management of activities involved in driving employees within a business organization to achieve their maximum potential.

Marketing Function

Responsible for marketing goods/services, including assessing market needs and developing strategies to satisfy those needs profitably.

Financial Function

Acquisition, utilization, and control of money needed to finance the business's activities, aiming to maximize profits without endangering liquidity or solvency.

Purchasing and Supply Function

Acquiring all products and materials required for the business to function profitably.

Management

Directs a business toward its goals, ensuring that operations are balanced and resources are efficiently utilized to achieve these goals.

Strategy

The use of engagements for the object of war, being different by choosing a unique mix of activities to deliver value, and a pattern in a stream of decisions.

Corporate Strategy

A pattern of decisions in a company that determines and reveals its objectives, purposes, goals, principal policies, and plans for achieving those goals.

Willingness to Pay (WTP)

The highest price a customer is willing to pay for a product or service, influenced by the product's value, including sustainability, social status, and market influence.

Value-Based Business Strategy

A strategy focused on raising the willingness to pay and lowering the willingness to sell by creating value for customers and suppliers.

Synergy Effect

The concept that in a cooperative arrangement, individuals can accomplish more together than individually.

Transformation

The process of converting inputs (human resources, natural resources, capital) into outputs (goods, services) through management.

Adaptation to Environmental Change

Modifying the organization to fit new regulations or changing conditions, sometimes even attempting to change the environment itself through actions like lobbyism.

Mission and Goals

Defining the purpose and objectives of the business, including long-term positioning and the resources needed to reach these objectives.

Resource Allocation

Distributing human, financial, and physical resources to relevant departments or persons to enable the business to reach its goals.

Motivation of Human Resources

Directing and inspiring employees to align their actions with predetermined goals and plans, significantly affecting the business's culture.

Continuity of the Organization

The assumption that under normal conditions, members strive to keep the organization going, a key consideration in management decisions.

Internal Stakeholder Equilibrium

Keeping the organization in balance with its internal stakeholders, including balancing personal goals of employees with the goals of the business.

Top Management

A small group of executives with ultimate authority and responsibility for the entire business, focusing on long-term planning, broad organizational structure, leadership, and monitoring the business environment.

Middle Management

Managers responsible for specific functional areas, executing top management's policies, plans, and strategies. They focus on medium to long-term planning and organizing within their areas, controlling activities, and monitoring external influences.

Lower Management

Managers responsible for smaller segments of the business, handling day-to-day tasks and short-term planning, supervising detailed organizing tasks, guiding staff, and maintaining close control over activities.

Input

Resources such as human resources, natural resources, and capital required to produce goods and services.

Output

The end products or services generated by the business process, intended for customers.

Environment

The external factors affecting a business, including customers, regulations, suppliers, economy, competitors, and technology.

Business Continuity

The ongoing effort to ensure that the business operates as intended despite challenges or disruptions.

Long-term Planning

Strategic planning focused on achieving goals over an extended period, typically involving top management decisions.

Organizing

The process of structuring resources and activities to achieve business goals effectively and efficiently.

Leadership

The ability of management to inspire, influence, and guide employees towards achieving the organization's goals.

Monitoring

The continuous assessment of the business environment and internal performance to make informed decisions.

Functional Areas

Specific domains within a business, such as marketing, finance, or human resources, each with its responsibilities and management.

Policies

Guidelines set by management to govern the operation and decision-making within the organization.

Strategies

Plans of action designed to achieve a long-term or overall aim.

Controlling

The process of ensuring that business activities align with plans and standards set by management.

Human Resource Management

The strategic approach to managing employee relations and ensuring the workforce's effectiveness in achieving organizational goals.

Financial Management

The planning, organizing, directing, and controlling of financial activities such as procurement and utilization of funds.

Marketing Management

The process of overseeing and coordinating the marketing activities and strategies to meet consumer needs and achieve business goals.

Organization

An instance of human cooperation with a specific purpose and intention to be permanent.

Business

An organization that produces goods or services with the purpose of selling these on the market.

Non-profit Institution (Non-profit Business)

Attempts to deliver goods or services for general use at the lowest possible cost. Examples include hospitals and city transportation authorities.

For-profit Business (Enterprise)

Attempts to realize a return on their products or services, focusing on profitability and financial success.

IT Management

Acts between IT and its customers (internal and external), focusing on aligning IT services with business needs.

IT Service Management

Views IT services from the customer's perspective, aiming to deliver high-quality services efficiently.

IT Controlling

Involves checking IT management decisions and activities against strategy, using key performance indicators for monitoring.

IT Strategy

A comprehensive plan outlining how an organization uses IT to achieve its goals, aligning IT investments with business priorities.

IT Resource Management

Manages the provision and utilization of IT resources, including applications, infrastructure, and human expertise.

Outsourcing/Offshoring

Strategies for externalizing certain activities or operations to save costs and improve efficiency.

Program Management

Coordinates related projects to obtain benefits not available from managing them individually, aligned with strategic objectives.

Portfolio Management

Involves mastering a high volume of projects or programs within an enterprise, focusing on value creation and strategic fit.

Incident Management

A service management process aimed at restoring normal service operation as quickly as possible following an incident.

Problem Management

Identifies and resolves the root causes of incidents to prevent future occurrences.

Asset Management

Systematic process of developing, operating, maintaining, upgrading, and disposing of assets cost-effectively.

ITIL (IT Infrastructure Library)

A set of best practices for IT service management that focuses on aligning IT services with the needs of business.

Economy of Scale

The cost advantage that arises with increased output of a product, where average costs decrease due to the distribution of fixed costs over more units.

Standardized Processes

Procedures that are uniform and consistent across an organization, allowing for efficiency and predictability in service delivery.

Cloud Infrastructure

The hardware and software components - such as servers, storage, a network, and virtualization software - that are needed to support the computing requirements of a cloud computing model.

Data Center

A facility used to house computer systems and associated components, such as telecommunications and storage systems.

IT Service Provider

An organization that provides IT services to customers, operating either internally within a company or externally.

Compliance Management

Ensures that an organization's operations and processes adhere to laws, regulations, standards, and ethical practices.

IT Budgeting

The process of allocating financial resources to various IT needs, including projects, maintenance, and improvements, to support organizational objectives.

IT Governance

Establishes the framework for decision-making in IT, ensuring alignment with business goals and compliance with regulations.

IT Organization

Structuring of the IT department to efficiently manage IT resources and services.

IT Management Processes

Set of practices and procedures for effectively managing IT operations and services.

Process Maturity and Metrics

Evaluation of processes based on their development stage and performance indicators.

Strategic Alignment

Ensuring IT strategies and business goals are in sync to enhance performance and achieve objectives.

Innovation Management

The process of managing ideas and inventions to improve operations or create new products and services.

Role of the CIO

Chief Information Officer's responsibilities in leading the IT strategy and operations.

Outsourcing

Contracting out certain business functions or processes to external providers.

Application Landscape

Overview of the software applications used by an organization, including their interactions and integration.

Project Portfolio Management

Centralized management of projects to ensure they align with the organization's strategic objectives.

Architecture Management

The planning, governance, and oversight of an organization's software and systems architecture.

Infrastructure Technology

The underlying hardware and software resources that support the overall IT environment.

Standard vs. Individual Software

Comparison between off-the-shelf software solutions and custom-developed applications.

IT HR Management

Managing human resources in IT, including recruiting, training, and development tracks.

Provider Strategy

Approach to selecting and managing external vendors and service providers for IT services.

Offshoring

Moving certain business operations to another country to take advantage of lower costs or other benefits.

IT Culture

The values, beliefs, and behaviors that shape how an organization's IT team operates and interacts.

EAM Benefits

Advantages of employing Enterprise Architecture Management, including organizational alignment, information availability, and resource optimization.

IT-Enabling

Making things possible through IT, implying a proactive role for IT in opening up new business areas and providing further support to the enterprise.

IT Alignment

Aligning IT with the needs of the customer and the organization's strategic needs, aiming for efficiency and effectiveness in IT services.

Risk and Compliance Management

The processes involved in identifying, assessing, and mitigating risks while ensuring compliance with laws, regulations, and policies.

IT Program Management

The coordinated management of multiple projects that are linked to achieve strategic objectives not available from managing them individually.

IT Portfolio Management

The process of supervising and managing the IT software and hardware applications and infrastructure to achieve specific organizational goals.

The continuous process of aligning IT services with business processes and strategies to improve performance and achieve organizational objectives.

Complex Business Ecosystem

An environment consisting of multiple business domains, legal organizations, departments, and stakeholders with diverse interests.

Complex IT Landscapes

IT environments comprising various interconnected systems, often including legacy technology and rapidly evolving new technologies.

IT Architecture Management

The discipline focused on structuring and maintaining IT systems and services to effectively support business processes and strategies.

Business Architecture Management

The practice of designing business processes, structures, and strategies to align with organizational objectives and capabilities.

Model Understanding and Coordination

The process of developing and using models to understand complex systems and coordinate activities within them.

Integration Optimization

The process of combining different systems, processes, or organizations in a way that maximizes efficiency and effectiveness.

Conceptual Implementation

The act of turning concepts, plans, or designs into a working system, process, or product.

Emergence in IT

The spontaneous occurrence of new properties or structures in IT systems that arise from the interactions among system components.

IT Service Management (ITSM)

The activities involved in designing, creating, delivering, supporting, and managing the lifecycle of IT services.

Outsourcing Management

The process of managing relationships and agreements with external service providers to ensure the effective delivery of outsourced services.

Offshoring Management

The practice of relocating certain business processes or functions to another country to capitalize on lower costs or other strategic benefits.

Data Protection Risks

Potential threats to the security and privacy of data within an organization, especially relevant in outsourcing or offshoring arrangements.

Cultural Differences in IT Management

The impact of cultural diversity on managing IT within global organizations, affecting communication, teamwork, and project management.