Description
Agile EA is the process for managing enterprise architecture modeling and redesign efforts with principles of agile methods. However, very little work has been done till date on how organizations adopt these methodological innovations such as integration of agile methods with enterprise architecture. This is problematic, because we know that organizations face stiff challenges in bringing new innovations that fundamentally disrupt their enterprise architecture. Hence we ask: How does agile EA get adopted in practice and what are the underlying mechanisms through which teams self-organize and adapt? To this end, we studied a large-scale agile EA development effort to modernize the legacy systems at a top railroad company referred to as “Alpha” (a pseudonym). Our qualitative analysis shows how multi-teams self-organize and adjust the pace of the development efforts by strategically (1) choosing different type of agile methods and (2) embedding resources across teams for increasing communications.
Recommended Citation
Thummadi, B Veeresh; Khapre, Vishal D.; and Ocker, Rosalie, "Unpacking Agile Enterprise Architecture Innovation work practices: A Qualitative Case Study of a Railroad Company" (2017). AMCIS 2017 Proceedings. 11.
https://aisel.aisnet.org/amcis2017/SystemsAnalysis/Presentations/11
Unpacking Agile Enterprise Architecture Innovation work practices: A Qualitative Case Study of a Railroad Company
Agile EA is the process for managing enterprise architecture modeling and redesign efforts with principles of agile methods. However, very little work has been done till date on how organizations adopt these methodological innovations such as integration of agile methods with enterprise architecture. This is problematic, because we know that organizations face stiff challenges in bringing new innovations that fundamentally disrupt their enterprise architecture. Hence we ask: How does agile EA get adopted in practice and what are the underlying mechanisms through which teams self-organize and adapt? To this end, we studied a large-scale agile EA development effort to modernize the legacy systems at a top railroad company referred to as “Alpha” (a pseudonym). Our qualitative analysis shows how multi-teams self-organize and adjust the pace of the development efforts by strategically (1) choosing different type of agile methods and (2) embedding resources across teams for increasing communications.