Enterprise Architechure Management

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.

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

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

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

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

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

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

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

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

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

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.

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

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.

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

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

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

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

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

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

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

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

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

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.

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.

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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

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.

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

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

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

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

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

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

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

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

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

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

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

Contracting out certain business functions or processes to external providers.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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