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Journal Article

The overlapping nature of Business Analysis and Business Architecture: what we need to know  pp169-179

Tiko Iyamu, Monica Nehemia-Maletzky, Irja Shaanika

© Dec 2016 Volume 19 Issue 3, Editor: Shaun Pather, pp135 - 212

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Abstract

Abstract: The concepts of business architecture and business analysis have many things in common. The commonalities bring beneficiary synergy to the organisations that employ both concepts. However, they also impose challenges, such as how they align, integrate or complement each other within an organisation. Also, some of the challenges lead to confusion, disorientation and defragmentation of processes and activities in many organisations where both concepts are employed in parallel. The challenges get even worse as they increasingly continue to impact structures in some organisations, which happen through allocation of roles and responsibilities between business analysis and business architecture units. Thus, the parallelism of both concepts raises fundamental question ‑ whether the business analysis and business architecture are roles or titles. This confusion manifests itself into power struggle and selective accountability of practical unconsciousness, as actors exert their mandates and authority within an organisation. These challenges and confusion happens at different levels, and does affect the organisation’s performances. This article examines, discusses and highlights the distinction between the business analysis and business architecture, from the perspective of the computing environment. The article reveals differentiation, functionalism and serviceability as some of the critical factors, which influence the challenges and confusion that are posed by the concepts’ parallelism. Also examined are the implications of parallelism, which both concepts bring into an organisational environment. The findings from the study are intended to reduce negative impacts that the confusion and challenges do unconsciously and in practice have on processes and activities in organisations that employs both concepts in parallel.

 

Keywords: Keywords: business analysis, business architecture, parallelism, alignment, roles, responsibilities and organisational structure

 

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Journal Issue

Volume 19 Issue 3 / Dec 2016  pp135‑212

Editor: Shaun Pather

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Editorial

Shaun_Pather‑200 Professor Shaun Pather, based in the Faculty of Informatics & Design at the Cape Peninsula University of Technology, Cape Town, South Africa, has spent more than 20 years teaching and researching in the field of ICT management.

His research has focused on the evaluation of Information Systems (IS) effectiveness, particularly within e‑Commerce, e‑Government and other web enabled contexts. He has developed models for evaluating e‑Commerce success, and also has an interest in the application of e‑Service Quality evaluation. Shaun has also extended his interest in IS evaluation into practical community engagement and Information Society issues, centered around societal upliftment facilitated by ICT’s. He has published in peer reviewed journals and has presented papers at several conferences. He has led several research projects with university and government partners in both the private and public sector. Professor Pather is also a Fulbright Scholar (University of Washington, 2009‑2010).

 

Keywords: Multi-channel, Electronic banking, Internet banking, Mobile banking, Technology Adoption, Grounded Theory, Design science, Design science research, evaluation, empirical validation, secondary analysis, primary data, business analysis, business architecture, parallelism, alignment, roles, responsibilities and organisational structure, Software Switching, Switching costs, Utilitarian Value, Hedonic Value, e-government, on-line tax filing, acceptance factors, personal innovativeness, computer self-efficacy, online trust, system quality, information system

 

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