Murdoch University: Enterprise Architecture Case Study Analysis

This report delves into Cisco Systems' utilization of Enterprise Architecture (EA) to facilitate and sustain its acquisition-based growth strategy. The report begins by outlining the importance of EA frameworks in coordinating business transformations, particularly in the context of acquisitions. The case study centers on Cisco's application of EA capabilities across the acquisition lifecycle, including pre-acquisition preparation, selection, integration, and post-integration management. The report then analyzes the specific EA framework employed by Cisco, namely the BOST framework developed by Informatica, emphasizing its components like business, technology, and operations views. It also provides a comparison between Cisco's implemented framework and the EA3 cube framework, highlighting the differences in meta-models and reference models. The report concludes by underscoring the benefits of Cisco's EA approach, such as improved value capture, organizational transformation support, and the reduction of integration challenges. It emphasizes the framework's role in aligning business and technology domains, standardizing IT planning, and accelerating decision-making. The report highlights the importance of both business and technology architects in the process, ultimately concluding that Cisco's EA framework is an adapted version of EA3 cube, specifically tailored to support its acquisition-driven growth.

Running head: ENTERPRISE ARCHITECTURE
Enterprise Architecture
Name of the Student
Name of the University
Author Note

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ENTERPRISE ARCHITECTURE
Table of Contents
Introduction......................................................................................................................................2
Description of the case.....................................................................................................................3
Architecture in this case...................................................................................................................4
Comparison......................................................................................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

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Introduction
EA framework or enterprise architecture basically describes the procedure of the creation
along with the utilization of a single enterprise architecture. The framework of the architecture
helps in providing practices as well as principles for the aim of creation along with the utilization
of the definition of architecture of any particular system.1 In addition to this, it also helps in
structuring the thought process of the architects by the procedure of the division of the
architecture into several kinds of layers, offer models, views and domains as well.2 The offer
models basically indicates towards the diagrams and matrices for the aim of documenting every
single view.
This report aims to focus on the description of the case along with focusing on the
architecture which is linked with the selected case. This report purposes to focus on the
framework of EA present in this particular phase like that of the several components of EA along
with several other levels. This report also aims to focus on the procedures of how the framework
of EA with respect to this particular case differs from that of EA3 cube framework. Lastly, this
report also purposes to focus on the benefits which are linked with the framework of EA which
has been implemented with respect to this particular case along with focusing on whether the
implemented framework of EA is appropriate with respect to the provided context as compared
to that of the framework of EA3 CUBE and the similarity among them.
1 Simon, Daniel, Kai Fischbach, and Detlef Schoder. "Enterprise architecture management and its role in corporate
strategic management." Information Systems and e-Business Management 12, no. 1 (2014): 5-42.
2 Iacob, Maria-Eugenia, Lucas O. Meertens, Henk Jonkers, Dick AC Quartel, Lambert JM Nieuwenhuis, and Marten
J. Van Sinderen. "From enterprise architecture to business models and back." Software & Systems Modeling 13, no.
3 (2014): 1059-1083.

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Description of the case
The case which has been selected in this particular context comprises of the utilization of
EA capability for the aim growth based on the acquisition by the Cisco systems. As it is already
known that acquisitions for creation of values forms one of the severe challenges which are faced
by most of the firms.3 This selected case focuses on several kinds of capabilities of advanced EA
for its contribution towards four important phases which are linked with the process of
acquisition namely preparation of pre-acquisition, selection of acquisition, and integration of
acquisition and lastly management of post-integration.
Basically, Cisco forms a MNC with headquarters in California specializing on the
equipment linked with networking and several other services linked with it. It also takes
leveraging various capabilities of EA into consideration for boosting its own growth by the
utilization of the strategy of acquisition.
This particular corporation grew from a very small manufacturer of router to a network
business on a global basis with the involvement of acquisitions. Acquisitions are made by this
corporation for gaining access to several innovative technologies or several other complementary
products along with numerous capabilities.4 Three particular measures which are utilized by
Cisco for the evaluation of any acquisition involves long-term benefits of finances, performance
measures for the phase of integration and short-term criteria for success.
3 Lapalme, James, Aurona Gerber, Alta Van der Merwe, John Zachman, Marne De Vries, and Knut Hinkelmann.
"Exploring the future of enterprise architecture: A Zachman perspective." Computers in Industry 79 (2016): 103-
113.
4 Zarvić, Novica, and Roel Wieringa. "An integrated enterprise architecture framework for business-IT alignment."
Designing Enterprise Architecture Frameworks: Integrating Business Processes with IT Infrastructure 63, no. 9
(2014).

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This acquisition protocol in turn allows the corporation in managing four acquisition
phases in an effective manner. One of the essential contribution of the capabilities of EA of
Cisco towards the acquisition process forms the video solutions. The capability of EA of this
corporation depends on the architectural framework of BOST which in turn is developed by
Informatica. The most interesting factor is that the capabilities of advanced EA of Cisco
contributed towards improving all its abilities for capturing of the values from acquisition at a
rapid rate and for sustaining its strategy of growth which is based on acquisition over time.
Architecture in this case
The framework of EA which was utilized which has been utilized with respect to this
particular case comprises of an architectural framework namely BOST which in turn involves
operations, views of technology, systems, business etc.5 In simple words, BOST forms a generic
framework of EA which in turn is developed by Informatica which was previously known as
Proact. It additionally involves a bunch of models of reference which are specific to the
industry.6 The framework of BOST was selected as it was indicated to be among the best match
for the strategic focus of this particular corporation in the context of the business architecture.7
There are three essential components.
The first forms the major role played by EA in the context of alignment of the domains of
both technology and business as well which forms one of the most critical paths for the aim of
creation of values from any acquisition. Next comes the EA view in the form of an existing
5 Närman, Per, Markus Buschle, and Mathias Ekstedt. "An enterprise architecture framework for multi-attribute
information systems analysis." Software & Systems Modeling 13, no. 3 (2014): 1085-1116.
6 Aier, Stephan. "The role of organizational culture for grounding, management, guidance and effectiveness of
enterprise architecture principles." Information Systems and e-Business Management 12, no. 1 (2014): 43-70.
7 Vargas, Alix, Llanos Cuenca, Andrés Boza, Ioan Sacala, and Mihnea Moisescu. "Towards the development of the
framework for inter sensing enterprise architecture." Journal of Intelligent Manufacturing 27, no. 1 (2016): 55-72.

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process of discovery along with providing with guidance towards the solutions for the emerging
problems. The third component forms the contribution of EA for designing the transformations
within the organizations for the aim of leveraging the potential of the acquisitions with respect to
the benefits of the business.8
The framework of EA also comprises of several kinds of models like that of the product
model, market model, enterprise relationship model, information model, network model and
system family model to name a few.9 Each and every model present within the framework of EA
has several essential roles and duties to perform. For example, the reference model is
accountable for containing the overview of the entire capabilities across operations, business, and
technology as well as system levels.
Comparison
The framework of EA utilized with respect to this particular case is different from that of
the EA3 cube framework as it helps in providing one or more than one meta-models for the aim
of describing EA. In addition to this, it also provides with one or more than one methods for the
evolution and design of EA.10 On the other hand, the framework of EA also becomes different as
it comprises of several kinds of reference models which in turn could be utilized in the form of
8Holm, Hannes, Markus Buschle, Robert Lagerström, and Mathias Ekstedt. "Automatic data collection for enterprise
architecture models." Software & Systems Modeling 13, no. 2 (2014): 825-841.
9 Masuda, Yoshimasa, Seiko Shirasaka, Shuichiro Yamamoto, and Thomas Hardjono. "An adaptive enterprise
architecture framework and implementation: Towards global enterprises in the era of cloud/mobile IT/digital IT."
International Journal of Enterprise Information Systems (IJEIS) 13, no. 3 (2017): 1-22.
10 Kotusev, Svyatoslav, Mohini Singh, and Ian Storey. "Investigating the usage of enterprise architecture artifacts."
(2015).

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blueprints or templates for the aim of evolution and design of EA.11 The most essential factor is
that all its components becomes applicable with respect to huge corporations like that of Cisco.
It additionally helps in differentiating among various kinds of layers of architecture and
with the views of architecture for the aim of reducing the total number of artifacts for every
single model whereas EA3 cube framework involves a method for documenting the enterprise
from several kinds of levels in a detailed manner.12 The EA3 cube framework also involves two
very different views namely “AS-IS” and “TO-BE”. The first view covers the ongoing situation
of the enterprise whereas the next one focuses on capturing the future view of any particular
enterprise.
Conclusion
Several kinds of benefits are attached with the framework of EA with respect to the
selected case of Cisco. It helps in differentiating among several layers as well as the views of
architecture such that the artifacts with respect to every single model associated with the
framework of EA could be reduced. In addition to this, it helps in offering support with respect
to various kinds of transformations within the organization like that of Cisco. The framework of
EA with respect to this particular case of Cisco is appropriate as it helps in becoming successful
in sustaining the growth of the organization on the basis of several kinds of acquisitions which
are in turn very important for the corporation itself for boosting the growth of the organization.
An boosting of the growth of the organization indicates towards the development of the
organization in terms of productivity and many more aspects.
11 Löhe, Jan, and Christine Legner. "Overcoming implementation challenges in enterprise architecture management:
a design theory for architecture-driven IT Management (ADRIMA)." Information Systems and e-Business
Management 12, no. 1 (2014): 101-137.
12 Dang, D.D. and Pekkola, S., 2017. Systematic Literature Review on Enterprise Architecture in the Public Sector.
Electronic Journal of e-Government, 15(2).

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It also helped the corporation in coordinating, executing along with sustaining every type
of transformation within the business. In addition to this, it also helps in reduction of numerous
problems which are related with the procedure of integration. In this particular context,
utilization of architects of business and technology becomes equally essential. It also helps in the
process of standardization of planning linked with IT and also helps in reducing the time span of
for making of any decisions which are connected with technology. This additionally helps in the
improvement of the levels of productivity along with accurate definition of the requirements.
In simple words, it could be stated that the framework of EA is basically an adapted
version of the framework of EA3 cube. So, it could be stated that the framework is EA is little bit
similar to that of the framework of EA3 framework. But on the other hand, framework of EA
focuses on providing with one or more than one meta-model and associates with itself several
reference models with the involvement of capabilities along with the requirements as well with
respect to the sustainability of the growth of this particular organization on the basis of the
acquisition.
On the other hand, the framework of EA3 cube comprises of the goals, initiatives, services
and products, along with information and data. Additionally, it also associates with itself several
applications and systems along with the inclusion of infrastructure and network which in turn are
termed as the components important in the context of Cisco Systems. The generic framework of
BOST is referred with respect to the case of the Cisco systems along with the inclusion of
several kinds of models where each model possesses different kinds of duties to perform.

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References
Aier, Stephan. "The role of organizational culture for grounding, management, guidance and
effectiveness of enterprise architecture principles." Information Systems and e-Business
Management 12, no. 1 (2014): 43-70.
Dang, D.D. and Pekkola, S., 2017. Systematic Literature Review on Enterprise Architecture in
the Public Sector. Electronic Journal of e-Government, 15(2).
Holm, Hannes, Markus Buschle, Robert Lagerström, and Mathias Ekstedt. "Automatic data
collection for enterprise architecture models." Software & Systems Modeling 13, no. 2 (2014):
825-841.
Iacob, Maria-Eugenia, Lucas O. Meertens, Henk Jonkers, Dick AC Quartel, Lambert JM
Nieuwenhuis, and Marten J. Van Sinderen. "From enterprise architecture to business models and
back." Software & Systems Modeling 13, no. 3 (2014): 1059-1083.
Kotusev, Svyatoslav, Mohini Singh, and Ian Storey. "Investigating the usage of enterprise
architecture artifacts." (2015).
Lapalme, James, Aurona Gerber, Alta Van der Merwe, John Zachman, Marne De Vries, and
Knut Hinkelmann. "Exploring the future of enterprise architecture: A Zachman perspective."
Computers in Industry 79 (2016): 103-113.
Löhe, Jan, and Christine Legner. "Overcoming implementation challenges in enterprise
architecture management: a design theory for architecture-driven IT Management (ADRIMA)."
Information Systems and e-Business Management 12, no. 1 (2014): 101-137.

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ENTERPRISE ARCHITECTURE
Masuda, Yoshimasa, Seiko Shirasaka, Shuichiro Yamamoto, and Thomas Hardjono. "An
adaptive enterprise architecture framework and implementation: Towards global enterprises in
the era of cloud/mobile IT/digital IT." International Journal of Enterprise Information Systems
(IJEIS) 13, no. 3 (2017): 1-22.
Närman, Per, Markus Buschle, and Mathias Ekstedt. "An enterprise architecture framework for
multi-attribute information systems analysis." Software & Systems Modeling 13, no. 3 (2014):
1085-1116.
Simon, Daniel, Kai Fischbach, and Detlef Schoder. "Enterprise architecture management and its
role in corporate strategic management." Information Systems and e-Business Management 12,
no. 1 (2014): 5-42.
Vargas, Alix, Llanos Cuenca, Andrés Boza, Ioan Sacala, and Mihnea Moisescu. "Towards the
development of the framework for inter sensing enterprise architecture." Journal of Intelligent
Manufacturing 27, no. 1 (2016): 55-72.
Zarvić, Novica, and Roel Wieringa. "An integrated enterprise architecture framework for
business-IT alignment." Designing Enterprise Architecture Frameworks: Integrating Business
Processes with IT Infrastructure 63, no. 9 (2014).