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Adoption of Agile Enterprise Architecture in a Large Organization: A Case Study

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TitleAdoption of Agile Enterprise Architecture in a Large Organization: A Case Study
Publication TypeThesis
Year of Publication2017
AuthorsVelumani, M
Academic DepartmentCollege of Information Sciences and Technology, The Pennsylvania State University
DegreeMaster of Science
Number of Pages59
Date Published05/2017
Abstract

In the past decade, agile methodologies have become widespread, and the many organizations that employ it have proved successful. To deal with the volatility of the market and to meet dynamic business needs, agile methods seem to be a pragmatic approach. Organizations are keen to scale agile methods across the enterprise to reap the benefits seen in agile teams. Agile Enterprise Architecture can be defined as a process for handling Enterprise Architecture (EA) by applying agile development principles and methods. However, there is a research gap in the adoption of agile Enterprise Architecture. In this paper, I analyze the factors that influence agile EA adoption in large organizations using a grounded theory approach. The evolution of the Enterprise Architect role during the agile EA adoption is presented based on the complex adaptive system theory. A case study is conducted in a leading transportation company which transitioned to agile Enterprise Architecture from traditional methods.

This paper focuses on agile Enterprise Architecture adoption from the Enterprise Architects’ viewpoint. My analysis shows that various significant factors influence agile Enterprise Architecture adoption in a large organization. Enterprise Architects are the key personnel in the Governance of Enterprise Architecture and deliver essential business value to an organization. My findings show the changing role of Enterprise Architects when agile Enterprise Architecture is adopted in a large organization. Furthermore, complex adaptive system theory assists in explaining this phenomenon.

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