| Preface | 5 |
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| Organization | 10 |
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| Table of Contents | 12 |
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| A Holistic Software Engineering Method for Service-Oriented Application Landscape Development | 13 |
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| Introduction | 13 |
| Evolution towards a Service-Oriented World | 15 |
| Quasar Enterprise | 16 |
| Quasar | 18 |
| Integrating Quasar Enterprise with Quasar | 19 |
| Quasar Ontology | 20 |
| Structure | 21 |
| Example: Structure | 23 |
| Behavior | 23 |
| Example: Behavior | 26 |
| Conclusions | 27 |
| References | 28 |
| Empowering Full Scale Straight Through Processing with BPM | 30 |
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| Introduction | 30 |
| Full Scale STP | 31 |
| A Case Study | 32 |
| Overview | 32 |
| Architecture | 33 |
| Customer Testing | 36 |
| The Running Process | 37 |
| Observations | 38 |
| Business Challenges | 38 |
| Technical Challenges | 39 |
| The Benefits | 42 |
| Improving the Customer Experience | 42 |
| Development Process Improvements | 42 |
| Future Plans | 43 |
| STP Payments | 43 |
| Migration Service Processes | 43 |
| MovingAhead | 44 |
| References | 44 |
| Progressing an Organizational Approach to BPM: Integrating Experience from Industry and Research | 46 |
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| Introduction | 46 |
| Background to Company Q | 48 |
| Starting BPM within Company Q | 48 |
| Progressing and Measuring BPM within Organizations | 49 |
| Key Findings for Company Q from Application of Model | 50 |
| Consequences of the Study for BPM within Company Q | 51 |
| Consequences for Research | 52 |
| Applying the BPM Capability Framework in Company Q | 54 |
| Developing a BPM Roadmap | 54 |
| Adjusting Strategies to Fit Changing Organizational Context | 55 |
| Lessons Learned During the BPM Journey | 58 |
| Applying the BPM Capability Framework in Theory | 58 |
| Conclusion | 59 |
| References | 60 |
| Collaborative Enterprise Modeling | 62 |
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| Introduction | 62 |
| Collaborative Modeling | 63 |
| The Modeling Language | 64 |
| Method and Case Study Setup | 66 |
| Participants of the Collaborative Session | 66 |
| The Action Research Cycle | 67 |
| Discussion | 71 |
| Conclusions and Further Research | 72 |
| References | 73 |
| Assessing the Efficiency of the Enterprise Architecture Function | 75 |
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| Introduction | 75 |
| Research Approach | 77 |
| Efficiency of the EA Function | 78 |
| Efficiency | 78 |
| EA Function Reference Model | 78 |
| EA Function Efficiency Assessment Model | 79 |
| Part 1: The Entire EA Function | 79 |
| Part 2: The EA Delivery Function | 82 |
| Efficiency Assessment Approach | 85 |
| Case Study: Back-Office of a Large International Company | 86 |
| EA Function Efficiency Assessment | 87 |
| EA Delivery Function Efficiency Assessment | 88 |
| Conclusions and Recommendations | 89 |
| Discussion | 90 |
| NAOMI Model and Approach | 90 |
| Lessons Learned from Practice | 90 |
| Related Work | 92 |
| Conclusions | 93 |
| References | 94 |
| Business Value of Solution Architecture | 96 |
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| Solution Architecture | 96 |
| Introduction | 96 |
| Required Disciplines for IT Projects | 97 |
| Role of Solutions Architecture | 97 |
| Development under Architecture | 97 |
| Project Success | 98 |
| Project Variables | 98 |
| Success Variables | 99 |
| Case Study Description | 100 |
| Objective and Approach | 100 |
| Description of the Projects | 101 |
| The Null-Hypothesis | 102 |
| Measurement Setup | 102 |
| Case Study Results | 103 |
| Summary of Results | 103 |
| Interpretation of the Findings | 104 |
| $H_0$ Statement I – Expected Value of Budget Overrun | 104 |
| $H_0$ Statement II – Variance of Budget Overrun | 105 |
| $H_0$ Statement III – Expected Value of Project Timeframe | 105 |
| $H_0$ Statement IV – Variance of Project Timeframe | 107 |
| $H_0$ Statement V – Customer Satisfaction | 107 |
| $H_0$ Statement VI – Percentage Delivered | 110 |
| $H_0$ Statement VII – Functional Fit | 112 |
| $H_0$ Statement VIII – Technical Fit | 112 |
| Conclusions and Recommendations | 113 |
| Limitations of the Analysis | 113 |
| Results Summary | 115 |
| Other Research | 116 |
| Applicability and Conclusions | 118 |
| References | 119 |
| Quality Enhancement in Creating Enterprise Architecture: Relevance of Academic Models in Practice | 121 |
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| Introduction | 121 |
| Evaluation Efforts in Enterprise Architecture Domain | 123 |
| CEEADA in Creating Enterprise Architecture | 124 |
| Cause-Effect Review in Creating Enterprise Architecture | 125 |
| Shared Conceptualisation, Common Evaluation Criteria | 128 |
| Generation of Design Alternatives | 129 |
| Evaluation of Design Alternatives | 130 |
| Selection of Appropriate and Efficient Design Alternatives | 131 |
| Collaboration Engineering | 131 |
| Relevance of CEEADA in Practice | 132 |
| Defining Framework and Principles | 132 |
| Creating Architecture Vision | 133 |
| Business Scenarios: Business Requirements in the ADM | 135 |
| Practice - Driven Insights into CEEADA | 136 |
| Walkthrough Session One | 137 |
| Walkthrough Session Two | 138 |
| Walkthrough Session Three | 139 |
| Revised CEEADA Models | 142 |
| Conclusions | 143 |
| References | 143 |
| Architecture-Driven Requirements Engineering | 146 |
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| Introduction | 146 |
| Requirements Engineering | 147 |
| Problem-Oriented RE | 148 |
| Solution-Oriented RE | 149 |
| Enterprise Architecture and Requirements Engineering | 149 |
| TOGAF | 149 |
| Zachman Framework | 150 |
| Project Start Architecture<
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