Enterprise architecture management_s_impact_on_information_technology

Proceedings of the 44th Hawaii International Conference on System Sciences - 2011

Enterprise Architecture Management’s Impact on Information Technology
Success
Robert Lagerström, Teodor Sommestad, Markus Buschle, Mathias Ekstedt
Industrial Information and Control Systems
The Royal Institute of Technology
Osquldas väg 12, 10044, Stockholm Sweden
{robertl,teodors,markusb,mek101}@ics.kth.se

Abstract encompassing models. Some use enterprise
Both practitioners and researchers put forward architecture primarily for documenting the current
enterprise architecture management as a mean for state of affairs, whereas others see it as planning and
achieving success with information technology. Many decision making support. Yet others see enterprise
architecture mainly as a means for communication.
arguments have been put forward to support the
Many, of course, also use EA for more than one of
benefits claimed to arise from mature enterprise these different purposes. The general belief among
architecture management and a considerable amount both practitioners and researchers is that EA surely
of literature describes the components of mature can enhance the present and future performance of
(successful) enterprise architecture management. the business, by satisfying several needs for several
However, few studies have empirically tested whether stakeholders in the organization.
the enterprise architecture management activities A line of criticism that has been directed mainly
from practitioners towards EA during the last couple
impact organizations’ success with information
of years is that it is a very heavy approach. There are
technology. This paper tests the relationship between lots of steps that need to be taken, if the state of the
organizations’ success with information technology art methods are followed and there is an extensive
and enterprise architecture management activities. amount of models to be developed according to many
Significant correlations are found between these frameworks. In many cases there seem to be an
variables. impression that enterprise architecture is failing to
deliver the promised benefits since they cannot be
delivered quickly and cheaply enough to the
organization. This criticism could for instance be
1. Introduction traced in the EA communities trying to become more
lightweight [4][5]. Even larger more all
Enterprise Architecture (EA) has during the last encompassing frameworks such as the TOGAF [6]
two decades been put forward as an effective are also making very clear explicit statements that the
approach for business and information systems framework needs to be tailored before it is applied.
management [1]. Support for tasks such as product Lately, a web 2.0 inspired approach is starting to
planning, business development, and business grow [7]. Gartner on their side predicts that EA has
process- and information systems consolidation are just past the bottom of the “Through of
for instance suggested to be offered by enterprise Disillusionment” phase on their famous Hype Cycle
architecture [2]. At the core of enterprise architecture [8].
lies the idea that information systems and the However, on a deeper and more fundamental
business should be considered holistically and level an eligible question is if the fundamental
consistently, typically by the use of conceptual assumptions about enterprise architecture as an
(architecture) models [3]. effective management support tool are correct. Many
However, how and exactly for what purposes (by all means sound) arguments have been made
enterprise architecture is used varies greatly. Some often implicitly to support this assumption, but few
organizations use it for information technology (IT) empirical studies on this issue can be found.
concerns alone, others for both business and IT. This article reports on results from a large survey
Some focus on achieving a holistic and unified conducted among Swedish practitioners involved in
governance approach and others care more for the enterprise architecture management (EAM). The
modeling issues and try to achieve consistent and all survey investigated the current scope and maturity as

1530-1605/11 $26.00 © 2011 IEEE 1


well as experienced benefits of enterprise architecture The result presented in Ross et al. [1] indicated
management. that there is a relationship between a mature
The remainder of this paper is structured as enterprise architecture and business benefits.
follows. Section two discusses related works in the Enterprise architecture management is seen as the
field of enterprise architecture and in the impact of path to a mature enterprise architecture. For this
enterprise architecture management. Section three purpose, several frameworks have been developed to
presents the research methodology and the evaluate the maturity of enterprise architecture
hypotheses tested. Section four presents the result. In management. Including [14], [17] ,[18] ,[19], [20],
Section five this result is discussed and in section six and [21].
conclusions are drawn. In contrast to the maturity stages defined in [1]
these maturity models describe how to measure and
2. Related works improve the maturity of enterprise architecture
management activities, and not the architectures
The practice and theory of enterprise architecture themselves.
management is well described in literature. This Naturally, there is a significant overlap between
includes textbooks (e.g. [9] and [10]), conference and the elements discussed in different maturity models.
workshop proceedings (e.g. HICSS. EDOC and For example, all ([14], [17], [18], [19], [20], and
TEAR), journal articles (e.g. [11] and [12], [21]) state that the existence of an architecture
frameworks (e.g. TOGAF [6] and Modaf [13]) and function within the organization is important and that
technical reports (e.g. [14]). Literature often provides key architecture roles should be defined. To monitor
a rationale for initiating enterprise architecture efforts conformance to the architecture standards, constantly
and explains how to make them successful. evaluated enterprise architecture management
There are several descriptions of the benefits processes and management of the quality of these
gained from EA practices. The first chapter in [9] processes are also discussed in all these maturity
states 13 business benefits of enterprise architecture models. Furthermore, they all stress the need to
planning and 12 benefits of planned IT systems. A involve, and communicate with, key stakeholders
good enterprise architecture will according to [6] and within the organization. The use of an agreed
[15] provide a more efficient IT operation, lead to reference method for enterprise architecture
better return on existing investments, reduce risks management leads to maturity in [18], [19], and [20].
associated with future investments and make In [18], [19], and [14] well defined enterprise
procurement faster, simpler and cheaper. According architecture management processes are associated
to TOGAF [6] an effective enterprise architecture is with maturity and in [14] a more process based
an indispensible mean to achieve competitive enterprise architecture management is associated with
advantage through information technology. In fact, higher maturity than management seen as a project.
TOGAF states that it is critical to business survival These enterprise architecture management
and success. Further, according to Zachman [16] maturity models describe the process of how good
systems designed according to an EA are relatively enterprise architectures should be developed. Good
economical, quickly implemented, and easier to enterprise architecture is in turn also attributed to
design and manage. several benefits. This includes faster procurements,
Evidence supporting the benefits from good increased return on investments and more efficient IT
enterprise architecture management are however operations. This theory is found in both academic and
sparse. In fact, none of the abovementioned texts practitioner-oriented literature. Yet, there are few
presents evidence that support the claimed benefits. empirical studies that confirm the theory that mature
Ross et al. [1] describes a model where enterprise enterprise architecture management leads to these
architecture maturity classified into four stages: benefits.
business silos, standardized technology, optimized Slot et al. [22] have tested if well-defined solution
core and business modularity. Advancing in these architectures impact project success variables. They
stages will lead to reduced IT costs, increased IT find that a solution architecture positively influence:
responsiveness, improved risk management, schedule delays, budget overrun, variance in project
increased management satisfaction and increased time frame and budget overrun, if the project delivers
strategic business impact [1]. These relationships are as expected and the technical fit. The definition of a
also supported by data. However, no peer-reviewed target architecture, or a to-be architecture, is a
publication can be found where these results are fundamental part of enterprise architecture
presented. management (see for example [6]). The study
described in [22] is however made in the context of

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software development projects and no similar study The rationale for these hypotheses and their
has been found that generalizes these findings to an operationalization is described below.
enterprise perspective.
Boh and Yellin [11] present a comprehensive 3.1. IT-success
study treating the relationship between enterprise
architecture governance and the resulting enterprise No academic research papers on enterprise
architecture. Based on a survey responded by 90 architecture have been found that explicitly describe
organizations they test if governance mechanisms for tests for the success of enterprise architecture
enterprise architecture impacts the use and activities. Nor are such tests proposed in the books
conformance to enterprise architecture standards. and standards available.
They also test if conformance to enterprise
architecture standards impact four outcomes in the Table 1. Hypotheses tested.
enterprise architecture: the heterogeneity in the IT IT-success
infrastructure, the replication of services in the IT

departments’ satisfied
Successful Execution

procurement projects
infrastructure, business application integration and

of IT-projects
enterprise data integration. Their result confirms the

Operational
Duration of
hypothesis that governance mechanisms have a

with IT
beneficial impact on the use of enterprise architecture
standards and the four outcomes.
As Boh and Yellin [11], this paper presents a test
of enterprise architecture management’s impact on
organizations. Unlike Boh and Yellin, however, this
paper tests outcomes in terms of direct business Existence of
H1.1 H1.2 H1.3
benefits. Namely the percent of IT projects that are EAM
successful, the duration of IT procurement projects,
EAM Activities

and how satisfied the business is with the Amount of
organizations information technology. time worked H2.1 H2.2 H2.3
Further, unlike Boh and Yellin this paper tests the
with EAM
outcomes against the maturity of the enterprise
architecture management function and the duration
Maturity of
for which this function has existed. As described H3.1 H3.2 H3.3
above the maturity models developed for enterprise EAM
architecture management activities describe a large
number of variables that indicate maturity. In this As described in chapter 2 and parts of the main
paper enterprise architecture maturity is measured literature in the enterprise architecture field one can
through variables that are present in several maturity implicitly state testable hypotheses. These are stated
frameworks. The measurement instrument (survey) as benefits of enterprise architecture either for the
used in this study is an adapted version of the one business directly or via the impact of improved IT-
used in [23][24][25]. However, none of the previous management.
studies with this survey instrument test the impact of
enterprise architecture management of IT success in 3.1.1. Successful execution of IT-projects.
enterprises. Enterprise architecture management is believed to
reduce the amount of IT-projects that fail within the
3. Research methodology organizations. For instance, Lankhorst [15] state that
EA leads to “Reduced risk overall in new investment,
The overall aim of the presented study is to test and the cost of IT ownership” and to “Easier upgrade
the general hypothesis that Enterprise Architecture and exchange of system components”. The Open
Management activities has a positive impact on IT- Group [6] also states that EA leads to reduced risk for
success. future investments.
To assess this impact three main hypothesis The variable “Successful execution if IT-projects”
evaluated through nine sub hypotheses are tested. was used to assess the level of IT-project risks. This
These are, as outlined in Table 1, derived from three variable is a composite of two items. The first
variables of IT-success and three variables of addresses the average budget overrun when investing
enterprise architecture management activities. in new information technology. The second one
covers the average (schedule) delay of information

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technology projects. Both are determined relative to 3.2.1. Existence of enterprise architecture
other organizations in the same field and of the same management. In our survey we used the age of the
size. organizational function for Enterprise Architecture
Management to determine whether EAM exists or
3.1.2. Duration of procurements projects. Mature not. The participants had the possibility to state the
enterprise architectures and thus mature enterprise age of their EAM on the scale {does not exist, <1, 1-
architecture management has been claimed to 2, 2-5, >5 years}. All positive values were treated as
decrease the duration of IT procurement projects. indicators of the existence of EAM.
TOGAF [6] does for instance state that enterprise
architecture makes the procurement process faster 3.2.2. The amount of time working with enterprise
without sacrificing architectural coherence. TOGAF architecture management. The amount of time
also state that risks (e.g. due to schedule overruns) worked with EAM was evaluated through the same
are decreased with good enterprise architecture question as the one used to evaluate the existence. In
management. Zachman [16] describes the descriptive contrast to a binary answer, we considered the five
“as-is” architecture as a necessary condition for different time intervals to gather the actual time of
changing an enterprise safely. the EAM duration.
The variable Duration of procurement projects
was built upon the comparison of the duration for 3.2.3. Enterprise architecture management
procurement to organizations of the same size and maturity. As described in section 2 there are several
operating within the same field. One item was used to maturity models for enterprise architecture
determine this variable. management. As the union of these produces a large
number of variables, which are partly overlapping, a
3.1.3. Operational departments’ satisfied with IT. subset of the maturity-variables was selected.
The third variable associated with IT-success Seven different items (questions) was used to
included in this study was the “Operational assess the maturity level of enterprise architecture
departments’ satisfied with IT.” activities (cf. Table 2). These items are drawn from
The basic notion behind enterprise architecture the following maturity frameworks: [14], [17], [18],
activities is to create a value for the enterprise. [19], [20], and [21].
Enterprise architecture is intended to increase the The arithmetic mean of these seven items was
return on IT-investments, reduce risks associated used. As can be seen from Table 2 the items are
with IT-projects, make procurements simpler and included in the majority of the maturity frameworks
faster, and much more. The operational departments discussed earlier. For instance, all do for instance
within an enterprise are typically those that benefit discuss the role of architects. Three out of six stress
from such qualities. It can also be expected that that enterprise architecture should be seen as process,
operational departments will have to bear the costs of hence that budgets should be provided continuously.
enterprise architecture management activities, either Four out of six maturity models associate an agreed
directly or indirectly. If enterprise architecture reference method to mature enterprise architecture
management activities are beneficial it could management practices.
therefore be expected that these make operational
departments more satisfied with the IT. Table 2. Operationalization of EAM maturity.
This variable is defined as the satisfaction Items From
experienced by the organizations operational The roles of the architects are [14][17][18]
department when compared to the satisfaction of defined. [19][20] [21]
other organizations’ operational departments.
Budget and resources of EAM are [14][18][20]
3.2. Enterprise architecture management provided continuously
activities There exist defined EAM-processes. [14][18][20]

Three variables were defined to assess the (Enterprise-)Architecture models are [14][17][18]
enterprise architecture management activities within evaluated and benchmarked [19][20]
the organization. The existence and age of the constantly.
enterprise architecture management function within EAM-processes are evaluated and [14][17][18]
the organization are two of these. The maturity of
benchmarked constantly. [19][20]
enterprise architecture management is the third.

4


There exist defined maintenance [14][18] • H3.2 - The maturity of EAM correlates with
processes for (Enterprise-) [19][20] duration of procurement projects.
Architecture models and data. • H3.3 – The maturity of EAM correlates with
EAM is performed with use of an [17][18] the satisfaction of operational departments.
agreed (reference-) method. [19][20]
4. Result
3.3. Hypotheses The overall aim of the presented study is to test
three main hypotheses (divided into nine sub-
With the above as a basis, three main hypotheses hypotheses) related to Enterprise Architecture
on Enterprise Architecture Management’s effects on Management and its effects on the organizations
IT-success were tested proposed: performance in IT projects and IT products.
• H1: The existence of Enterprise Architecture
Management function correlates with IT- 4.1. Questionnaire and data collection
success.
• H2: The amount of time the organization has A survey questionnaire was prepared. The greater
worked with Enterprise Architecture part of the questions in the survey has been used in
Management correlates with IT-success. several research projects at the University of St
• H3: The maturity of Enterprise Architecture Gallen in Switzerland, thus also tested and iteratively
Management correlates with IT-success. improved [23]. The additions concern the questions
These three main hypotheses are detailed into regarding the execution of IT-projects and the IT-
three hypotheses each to consider the three types of satisfaction in operational departments.
IT-success described above: the number of The survey was distributed during an Enterprise
successfully executed IT-projects, the duration of Architecture Symposium at the Royal Institute of
procurement projects and the satisfaction of Technology in Stockholm, Sweden the 15th of
operational departments. October 2009. The symposium had 268 attendants
The first hypothesis describing the relationship mainly from Swedish companies. Of the 268
between the existence of EAM and IT-success is attendants 68 handed in surveys.
tested through an analysis of the Hypothesis H1.1 to As the population used for this survey is persons
H1.3. The three sub-hypotheses in total capture the attending an event there is a risk that it is biased. In
initial hypothesis H1, but allow a more detailed particular, it can be expected to be skewed towards
analysis. The same goes for Hypothesis H2 and H3 organizations with an interest in enterprise
which are detailed in H2.1 to H2.3 and H3.1 to H3.3 architecture management. Most of the respondents
respectively. work in large organizations – 73 percent work in
The in total nine hypotheses are: organizations with more than thousand employees.
• H1.1 – The existence of EAM correlates with Most industry areas are covered. However, as many
the share of successfully executed IT- as 69 % works in an IT-department, cf. Table 3,
projects. Table 4 and Table 5.
• H1.2 – The existence of EAM correlates with
the duration of procurement projects. Table 3. Survey participants by business.
• H1.3 – The existence of EAM correlates with Industry Count Percentage
the satisfaction of operational departments.
• H2.1 – The amount of time worked with Banking 13 19%
EAM correlates with share of successfully Commerce 2 3%
executed IT-projects. Consulting 5 7%
• H2.2 – The amount of time worked with
EAM correlates with duration of procurement Energy 3 4%
projects. Insurance 3 4%
• H2.3 – The amount of time worked with Manufacturing 10 15%
EAM correlates with the satisfaction of
operational departments. Public Administration 13 19%
• H3.1 – The maturity of EAM correlates with Software Vendor/Developer 3 4%
the share of successfully executed IT- Telecommunication 4 6%
projects.
Other 12 18%

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Table 4. Survey participants by enterprise histograms quantile-quantile plots for all studied
size. variables. These tests showed normality.
Size of company Count Percentage As the questionnaire used for this study is based
on questionnaire that has been used and tested
20–99 0 0% multiple times in earlier studies the reliability of the
100–249 5 8% origin is to a certain extent transferable. However,
250–499 6 10% three elements were added to assess the output
produced in terms of information system
500–1000 6 10% deliverables. Two of these were combined into the
> 1000 19 30% variable Successful Execution of IT-projects and
> 10 000 26 42% seven of the original elements were combined into
the variable survey Enterprise Architecture
Management Maturity. The reliability of these two
items was measured with the Cronbach’s Alpha
reliability coefficient, originally proposed in 1951
Table 5. Background of the enterprises’
[27] and revised and discussed in [28]. Table 6
respondents.
shows the result of this test.
Area of activity Count Percentage Table 6 Reliability assessment using
IT-department 46 69% Cronbach’s Alpha.
Management 6 9% Variable Items α
The role of the architects is
Operational dep. 8 12% defined.
Other 7 10% Budget and resources of EAM
are provided continuously
There exist defined EAM-
processes.
The demographical differences between the (Enterprise-)Architecture
survey respondents were not considered in the models are evaluated and
analysis. However, this could be an interesting follow EAM benchmarked constantly.
0.881
up analysis, since there might be significant trends to Maturity EAM-processes are evaluated
be found in these differences. and benchmarked constantly.
The survey consisted of three parts. Part one There exist defined
contained questions regarding the background of the maintenance processes for
respondents such as industry and company. The (Enterprise) Architecture
second part contained five questions regarding IT- models and data.
investments and IT-procurement. Part three of the EAM is performed with use
survey had five sections. These five sections of an agreed (reference)
addressed the Introduction, Understanding, method.
Organization, Functions and Planning processes of Compared to other
Enterprise Architecture Management. For each organizations within the same
statement the respondents were asked to mark the sector and of the same size,
current and target situation on a five-point Likert my organization has a low
scale (where 1 represent strongly disagree, 2 average budget overrun when
disagree, 3 partly agree, 4 agree and 5 equals strongly investing in new information
agree). Successful
technology.
Execution 0.717
Compared to other
of IT
4.2. Validity and reliability organizations within the same
sector and of the same size,
The variables chosen for testing the hypotheses my organization has a low
are described in section 3. This data set was screened average (schedule) delay of
according to the checklist provided by [26], e.g. information technology
proofreading worksheet against original data sources, projects.
checking for outliers, missing values and normality.
The test for normality was implemented by printing The threshold of the Alpha coefficient is
dependent on the number of items being assessed.

6


Interpreting the results of Cortina [29], seven items As can be seen in Table 7 the number of
with Alpha 0.881 and two items at 0.717 gives an responses varies between 42 and 57 for the different
acceptable reliability level. hypotheses. There majority of these correlations are
As described in chapter 2, there is no consensus both weak and insignificant. The hypotheses with
on how to measure the maturity of enterprise strongest correlation are those related to hypothesis 3
architecture management, i.e. what items Enterprise – the influence of mature enterprise architecture
Architecture Management Maturity should comprise management on IT success. The two strongest
of. As no standard has been commonly accepted it correlations, H3.2 and H3.3, are also significant to
difficult to test content. As outlined in section 3 the the 0.05-level. Hypothesis H3.1 is almost significant
items included in this survey are all well represented to the 0.10-level.
in frameworks developed to measure this variable.
While they do not cover all the elements that 5. Discussion and research outlook
different frameworks find relevant they capture a
number of essential variables. This section is divided into three parts: discussion
The lack for commonly accepted maturity- of results, industrial and academic impact and future
measurement standards makes it difficult to test work.
convergent validity for the used EAM maturity
variable. Table 7. Pearson correlation for each
To test disciminant validity one would like to hypothesis.
ensure that the used measure for enterprise Hypothesis Pearson Correlation Sig. (2-tailed) N
architecture management maturity is different from
measures of variables that are similar to enterprise H1.1 0.092_ 0.506 55
architecture management maturity but represent some H1.2 0.074_ 0.633 44
other construct. IT governance is a discipline closely
H1.3 -0.088_ 0.513 57
related to enterprise architecture management and a
test for disciminant validity could ensure that the H2.1 -0.090_ 0.563 44
operationalization used in this study is different from H2.2 -0.121_ 0.441 43
IT governance maturity. However, as no commonly
accepted standards for IT governance maturity exists H2.3 .a_ 0.000 42
either, such tests are difficult to construct. However, H3.1 0.238_ 0.104 48
the items of EAM maturity focus on architects and H3.2 0.304* 0.035 48
enterprise architecture management processes. As
these aspects are not the locus of IT governance H3.3 0.292* 0.044 48
frameworks it appears as unlikely that disciminant .a Cannot be computed because at least one of the
validity is threatened. Also, the context under which variables is constant.
the respondents filled in the survey (an enterprise
architecture symposium) make reasonable to believe * Correlation is significant at the 0.05 level (2-tailed).
that the respondents provided answers that reflect N Represents the number of respondents answering
their work within enterprise architecture questions used to test this hypothesis.
management.
The operationalization of successful executed
5.1. Results discussion
projects used in this study is a composite of projects
being on time and within budget. According to the
Our study indicates that the mere existence of an
most common definition of successful projects the
enterprise architecture function at a company is not
quality delivered should also be included in this
enough if the goal is to have IT-success. The results
operationalization. There are also many alternative
found also indicate that having an enterprise
definitions of project success [30]. In relation to these
architecture function for a long time will not impact
the operationalization used in this study only cover a
the success of IT. However, since the correlations are
part of the construct “Successful IT project”.
insignificant these two results do not mean that the
two related hypotheses tested can be rejected.
4.3. Test result Dividing the three main hypotheses our study
shows that the enterprise architecture management
The hypotheses were tested with standard maturity correlates with all three IT-success
bivariate two-tailed Pearson correlation. The results measures, namely successful execution of IT-
are presented in Table 7. projects, duration of procurement projects and

7


operational departments’ satisfied with IT, whereas with slightly different maturity definitions to test if
the last two of these are signification at the 0.05 the correlation still exists.
level. Further, the IT-project success definition might be
A common question to ask when performing considered by some to be incomplete. For instance,
statistical studies like this is if the correlations found some might argue that project quality is not
also indicate causality. It appears unlikely that the addressed sufficient enough. It is partly covered by
correlation is due to an inverse causality, e.g. that the subjective measure of operational department
business satisfaction caused the enterprise happiness. Still, this can also be addressed in a future
architecture management maturity. No theory studied study. Moreover the metric used here is relative. It
did either suggest this. It is of course possible that might still be the case the project success is quite
some other (third, unmeasured) factor causes the poor in absolute terms.
found correlation. However, it is not easy to come up In this study company representatives were
with such a relationship that at the same time surveyed during a symposium focusing on enterprise
corroborates H3 and rejects H1 and H2. For example, architecture. It is our firm belief that the
that the organization is “rich” could perhaps explain a organizations at the symposium provide a good
satisfied business (because they are not under stress enough sample giving survey answers which
in general and that there is enough room for having indicates the impact of enterprise architecture
time to develop a mature enterprise architecture management on IT-success. However, in order to get
management), but with these arguments there is no a more representative population for the analysis and
explanation of the lack of correlation with the a larger sample of enterprises the study could be done
existence of enterprise architecture management. in another way, for example by sending the survey to
However, given that the correlation was not very a random set of organizations.
strong, it is apparent that IT-project success and In addition to corroborate the findings presented
business satisfaction also depends on other factors here, interesting further work is to dig deeper into the
than enterprise architecture management maturity. concept of maturity and investigate if there exists any
specific aspect(s) of “being mature” that impacts the
5.2. Industrial and academic impact success of running IT satisfaction of the business.
How important is for instance the use of models for
For the practitioner this study indicates that when enterprise architecture management? Is it more or
working with enterprise architecture it is important to less important than for instance the enterprise
be active and aim at a mature enterprise architecture architecture management processes? In other words,
management function. Time itself will not do the are there any success factors for enterprise
trick. The definition used in this study of EAM can architecture management? Moreover, with a better
guide a practitioner in EAM maturity work. understanding of the importance of “smaller units” of
In academia enterprise architecture is getting maturity it might also be possible to build up an
more and more research focus. This study shows that empirically based enterprise architecture
researchers working with enterprise architecture management maturity model. If it turns out that
management are doing important research for models for instance are of no help unless there is a
industry, since enterprise architecture management process in place, this should be reflected in a maturity
can help companies become better at IT. This study index in order to make it really useful for the
can also help researchers to focus their studies. For practitioners.
instance, since enterprise architecture management
maturity shows significant correlation with IT- 6. Conclusions
success researchers can help practitioners by studying
how the maturity items can be implemented This paper provides an empirical argument for the
successfully. hypothesis that enterprise architecture management
needs to be mature in order to have effect. On the
5.3. Future work other hand, the mere existence of enterprise
architecture work has not been found to have an
The definition chosen for enterprise architecture impact. Nor does the amount of time the enterprise
management maturity in this study consists of seven architecture function has existed appear to impact the
items all widely considered in enterprise architecture success of IT within enterprises.
research literature. However, others might use a These conclusions are based on data collected
different definition than the one employed here. during an event in Stockholm 2009. Future work
Thus, a future study could test the same hypotheses could the findings in this study with a more

8


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