This is a specialisation course. It depends upon the number of participants whether the course will take place
Enterprise Governance and Enterprise Engineering should be a basis for organizational development. Specific attention shold be given to the crucial aspect of ‘design’ within the overall governance context, as well as the crucial role of Enterprise Architecture for successfully implementing enterprise strategic initiatives and successfully executing subsequent enterprise (re)design and (re) engineering activities. The first focal point is the development of the Enterprise Governance and Enterprise Engineering theory and methodology within the context of viewing the enterprise as a system. The second focal point regards the development of enterprise-wide architectures that are consistent with the enterprise mission, (strategic) objectives, and areas of concern. The third focal point is the development of the organizational competencies that constitute and execute the Enterprise Governance and Enterprise Engineering capacity.
Introductory notions about Governance and Enterprise Engineering
The student is able to define the notions about Enterprise Governance and Enterprise Engineering clearly, and is able to argue the importance of the design perspective; understands the essence of the three governance themes currently presented in the literature; can explain their strong mutual relationships and the implications; can assess if, and to what extent, these governance themes play a role in his/her own organization.
Fundamental perspectives on organizing
The student fully understands the fundamentally different characteristics of the mechanistic and organismic way of organizing respectively, and their implications for enterprise design; understands the dominant position of the mechanistic view; can assess the prevalent perspective in his/her own organization, and can provide pertinent examples underscoring the assessment.
Essential aspects of enterprises
The student is able to define and explain the essential aspects of enterprises, and the fundamental non-trivial design problems facing every enterprise; can assess for his/her own organization if and how these problems are resolved; can interpret and categorize strategic choices, and can assess if conditions for successfully deploying them are met; can identify core reasons for failure.
Elementary notions about systems and architecture
The student is able to clearly explain and define the elementary notions about systems, architecture and architecturing; can clearly explain and define the concepts of areas of concern and system design domains; can clearly indicate when and how these concepts should be applied; understands the role of architecture frameworks; understands the current practices and problems regarding architecture and architecturing.
The student understands the essence of Corporate Governance and its associated concepts; can clearly explain why corporate Governance must be addressed within the overarching Enterprise Governance context; can assess if, and how effectively, Corporate Governance is addressed in his/her own organization.
The student understands the background for, and current approaches to, IT Governance; can argue the importance of the competence-based approach, and the central role of design; can explain the notion of IT architecture and thoroughly understands its role; can define IT design domains; can assess the characteristics and effectiveness of IT Governance in his/her own organization.
Enterprise Governance and Enterprise Engineering
The student is able to clearly explain why Enterprise Governance as an overarching governance capacity is essential, and can identify its role and core competencies; understands the Enterprise Engineering theory and methodology; can clearly explain the notion and role of Enterprise Architecture for enterprise design; can explain the various architectures that play a role in enterprise design; can define enterprise architecture principles for his/her own organization in view of defined strategic choices, objectives, and areas of concern.
The schedule can be found on the CAI website. A detailed table of contents can be found in ELO.
Mode of instruction
The course combines lectures, case studies, interactive discussions, assignments, research and a final paper. Students are required to fill in expected study efforts (SBUs) by co-operating, self-study and to explore literature on available resouces such as libraries, internet, etc.
There is a preparatory assignment before the first meeting.
- During lectures: Exercises (self-examination),discussion during lectures.
• Assignments for example: 1. governance assessment, positive and negative aspects in own organization 2. defining architecture principles, based on own organizational design 3. critical reflection on governance and architecture approaches discussed in the literature
• Written exam: Assessing factual knowledge and insight.
• Final report: Select an enterprise governance and design aspect from own organization. Identify strategic choices and areas of concern. Assess the adequacy of the approach in view of the perspective on Enterprise Governance and the Enterprise Engineering approach.
Identify transition barriers. Formulate enterprise architecture and verify if, and to what extent enterprise architecture is used.
Weighing factors :
• Assignment (20%)
• Written exam (20%)
• Final report (60%)
Hoogervorst, J.A.P.,Enterprise Governance & Architectuur, Den Haag, SDU 2007
Hoogervorst, J.A.P.,Enterprise Governance & Enterprise Engineering, to be published
(manuscript in draft form available).
Daft, R.L., Organizational Theory and Design, Mason, South-Western Publishing 2001
Dietz, J.L.G.,Enterprise Ontology, Berlin, Springer 2006
Gharajedaghi, J.,Systems Thinking. Managing Chaos and Complexity, Boston, Butterworth-Heinemann 1999
Maier, M.W., Rechtin, E.,The Art of Systems Architecting, Boca Renton, CRC Press 2002
Nadler, D.A., Tushman, M.L.,Competing by Design. The Power of Organizational Architecture, New York, Oxford University Press 1997.