The challenges of aligning IT with business triggered the attention towards Enterprise Architecture (EA). Despite the increase interest of academic scholars in EA, there is scarcity of studies that provide an up to date comprehensive research perspective view. The purpose of this study is to examine the research methodologies and theories utilized in EA studies from 2010 to 2016. The study employed Systematic Literature Review (SLR) as method to explore and analyze the literature of EA. The study revealed the research approaches and data collection methods utilized in EA. It shows that case study approach and interviews are the highly used compared to other research approaches and data collection instruments. Furthermore, it pointed out the low employment of theories in EA studies. The study is contributing to the body of knowledge by providing a foundation for novice researchers in the area of EA through detailed discussions of research methodologies and theories which are expected to support them in designing future studies.
Sustainability through Innovations Of Enterprise Architecture (EA) in Public Sector’s Management: Issues and Challenges
Innovations through Enterprise Architecture (EA) require a transformation in public sector’s management. EA has been identified as one of the prime initiatives towards public sector transformation. EA implementation is highly recommended to execute efficient and effective public service delivery. However, building upon several public sector agencies that had implemented these initiatives, EA implementation in Malaysian Public Sector (MPS) was reported as unfavourable. This study aims to identify related issues and challenges towards sustainability of EA implementation. A qualitative research approach was employed in this study. Semi structured interview was held involving five EA experts. From the analysis, six related issues such as (i) absence of the mandate from government to implement EA initiatives (ii) improper EA governance leading to difficulty in managing EA implementation; (iii) absence of EA tool to maintain EA document; (iv) lack of EA awareness (v) lack of EA readiness and (vi) limited knowledge and skills on EA among the team were discerned in sustaining EA practices. With regard to the practical implication, this paper can serve as reference in EA implementation in the public sector.
There is no question that artificial intelligence (AI) is presenting huge opportunities for companies to automate business processes. However, as you prepare to insert machine learning applications into your business processes, I’d recommend that you not fantasize about how a computer that can win at Go or poker can surely help you win in the marketplace. A better reference point will be your experience implementing your enterprise resource planning (ERP) or another enterprise system. Yes, effective ERP implementations enhanced the competitiveness of many companies, but a greater number of companies found the experience more of a nightmare. The promised opportunity never came to fruition. Why am I raining on the AI parade? Because, as with enterprise systems, AI inserted into businesses drives value by improving processes through automation. But eventually, the outputs of most automated processes require people to do something. As most managers have learned the hard way, computers can process data just fine, but that processing isn’t worth much if people are feeding them bad data in the first place or don’t know what to do with information or analysis once it’s provided.
The pervasive diffusion of Information and Communication technologies (ICT) and automation technologies are the prerequisite for the preconized fourth industrial revolution: the Industry 4.0 (I4.0). Despite the economical efforts of several governments all over the world, still there are few companies, especially small and medium enterprises (SMEs), that adopt or intend to adopt in the near future I4.0 solutions. This work focus on key issues for implementing the I4.0 solutions in SMEs by using a specific case example as a test bench of an Italian small manufacturing company. Requirements and constraints derived from the field experience are generalised to provide a clear view of the profound potentialities and difficulties of the first industrial revolution announced instead of being historically recognised. A preliminary classification is then provided in view to start conceiving a library of Industry 4.0 formal patterns to identify the maturity of a SME for deploying Industry 4.0 concepts and technologies.
Enterprise architecture (EA) offers ways to steer and guide the design and evolution of the enterprise including its information technology (IT). One of the outputs of EA is improved decision-making about IT. Objective: This study aims to provide EA researchers and practitioners with insights into how IT decision-making actually takes place and what that means for them. Method: A systematic literature review was conducted in order to find and analyze primary studies about IT decision-making. Results: We found that IT investment and prioritization is by far the largest decision category. Money seems much more important than content. The IT decision-making process itself is subject to different variables and factors making every IT decision unique. We also found that both rational and bounded rational approaches are used in IT decision-making. EA has not a prominent role in IT decision-making. Conclusions: IT decision-making is a messy and complex process where money plays a prominent role. We argue that, if enterprise architects want to influence IT decision-making, they should follow the money by combining content with investment planning and prioritization. Further research is required into what distinguishes enterprise architects that are successful in IT decision-making, from those that are less successful.
Enterprise architecture management (EAM) has long been propagated in research and practice as an approach for keeping local information systems projects in line with enterprise-wide, long-term objectives. EAM literature predominantly promotes strictly governed and centralized coordination mechanisms to achieve the promised alignment contributions. Notwithstanding the increasing maturity levels in practice, organizations still struggle with the successful establishment of EAM, mainly due to the inherent challenges of a firmly centralized approach in complex organizational settings. This study opts for cooperative learning as a theoretical lens to afford a distinctive, non-centralized conceptualization of EAM. We empirically demonstrate EAM as a stage-wise learning process in which knowledge acquisition and cooperative interactions among individuals contribute to project performance on the local level. Projects that benefit from this particular learning process, in turn, are found to significantly leverage enterprise-wide performance.
The role of organizational culture for grounding, management, guidance and effectiveness of enterprise architecture principles
Enterprise architecture management (EAM) has become a widely acknowledged approach for guiding the continuous change of increasingly complex organizations. While methods and models for describing and analyzing enterprise architectures (EA) have been extensively discussed, principles guiding an EA’s design and evolution are hardly covered in existing research. The paper at hand therefore analyzes the mechanisms of EA principles (EAP), that is EAP grounding, EAP management, and EAP guidance and their effects on EA consistency and EAM utility. Specifically we aim at understanding the role of organizational culture for the mechanisms and effects of EAP. Based on empirical data we find that all relations describing EAP mechanisms and their effects are significantly moderated by organizational culture. Based on our findings we give recommendations on how to deal with selected design decisions when introducing and developing EA principles in an organization.
Digitization demands a focus on cooperation and collaboration that is unprecedented for most enterprises.What distinguishes companies that have built advanced digital capabilities? The ability to collaborate. MIT Sloan Management Review’s research finds that a focus on collaboration — both within organizations and with external partners and stakeholders — is central to how digitally advanced companies create business value and establish competitive advantage. These companies recognize that digital transformation blurs — and sometimes obliterates — traditional organizational boundaries and demands a focus on cooperation and collaboration that is unprecedented for most enterprises. Based on a global survey of more than 3,500 managers and executives, MIT Sloan Management Review and Deloitte’s third annual report on digital business found that the most digitally advanced companies - those successfully deploying digital technologies and capabilities to improve processes, engage talent across the organization, and drive new value-generating business models - are far more likely to perform cross-functional collaboration. More than 70% of these businesses use cross-functional teams to organize work and charge them with implementing digital business priorities. This compares to less than 30% for organizations in an early stage of digitization.
In recent years, enterprise architecture (EA) has captured growing attention as a means to systematically consolidate and interrelate diverse IT artefacts in order to provide holistic decision support. Since the emergence of Service-Oriented Architecture (SOA), many attempts have been made to incorporate SOA artefacts in existing EA frameworks. Yet the approaches taken to achieve this goal differ substantially for the most commonly used EA frameworks to date. This paper investigates and compares five widely used EA frameworks in the way they embrace the SOA paradigm. It identifies what SOA artefacts are considered to be in the respective EA frameworks and their relative position in the overall structure. The results show that services and related artefacts are far from being well-integrated constructs in current EA frameworks. The comparison presented in this paper will support practitioners in identifying an EA framework that provides SOA support in a way that matches their requirements and will hopefully inspire the academic EA and SOA communities to work on a closer integration of these architectures.
Enterprise Architecture (EA) management seeks to align business and IT while realizing cost saving potentials, improving availability and fault tolerance, and increasing flexibility of an organization. Regarding these objectives, decision makers need to be supported with solid and relevant models about the organization’s architecture to guide the future development of the EA. In practice, many EA initiatives struggle with inflexible models not meeting the information demand of stakeholders. In this paper, we propose a solution that empowers stakeholders to reveal their information demand collaboratively to facilitate EA models that evolve with changing information demands at runtime. We present core concepts of our approach and insights of an implementation thereof as foundation to achieve our long-term goal of evolving EA models. In our implementation we extend a collaboration platform with capabilities to monitor the actual information demand and to maintain the EA model referring to this demand at runtime. Indexed as A Tool for Collaborative Evolution of Enterprise Architecture Models at Runtime.
Enterprise architecture (EA) is widely employed to reduce complexity and to improve business–information technology (IT) alignment. Despite the efforts by practitioners and academics in proposing approaches to smoothen EA development, it is not easy to find a fully successful EA. Because EA development is a complex endeavour, it is important to understand the obstacles that practitioners face during EA development. With the grounded theory, we studied how obstacles during EA development emerged from practitioners’ point of view in 15 large enterprises. The study identifies lack of communication and collaboration as the core obstacle that can explain many other obstacles. Communication and collaboration were also harmed by other perceived EA development obstacles, including lack of knowledge and support inside organization and issues imposed by external parties, hesitation in training personnel, setting too ambitious goals, constant change of management, (lack of) clarity in EA development process, lack of budget, forcing personnel to adopt EA, lack of motivation, organizational culture, and organizational structure deficiencies. The lack of communication and collaboration caused several undesired effects to organizations, such as being unable to set common goals and achieve a shared understanding, personnel’s distrust, endangered EA governance, lack of innovation capability, lost competitive edge, and ineffective EA outputs. The study highlights that organisations should improve their communication and collaboration before embarking on EA to encounter fewer obstacles. We provide four recommendations for practitioners to improve communication and collaboration in EA development.
Complexity is a core feature of most policy issues today and in this context traditional analytical tools and problem-solving methods no longer work. This report, produced by the OECD Observatory of Public Sector Innovation, explores how systems approaches can be used in the public sector to solve complex or “wicked” problems . Consisting of three parts, the report discusses the need for systems thinking in the public sector.
Beyond Business-IT Alignment - Digital Business Strategies as a Paradigmatic Shift: A Review and Research Agenda
Since the 1990s, business-IT alignment has been considered the appropriate organizational frame for business and IT strategies. Thereafter, with the rising importance of innovative digital technologies for performance and competitiveness, the concept of digital business strategies (DBS) emerged. The fusion of business and IT strategies is presumed to account for the inevitable transformations that digital technologies triggered. This paradigmatic shift poses new challenges to practitioners and researchers, as current assumptions regarding strategizing processes need to be questioned. This study sets out to provide a structured clarification of the current digital business strategies knowledge base. It provides a threefold contribution by: 1) structuring the research efforts on digital business strategies, 2) uncovering knowledge gaps and 3) developing an agenda for future research.
Cloud computing is emerging as a promising enabler of some aspects of the ‘agile’ and ‘lean’ features that businesses need to display in today’s hyper-competitive and disruptive global economic ecosystem. However, it is increasingly obvious that there are essential prerequisites and caveats to cloudification that businesses need to be aware of in order to avoid pitfalls. This paper aims to present a novel, Enterprise Architecture-based approach towards analysing the cloudification endeavour, adopting a holistic paradigm that takes into account the mutual influences of the entities and artefacts involved, in the context of their life cycles. As shown in the paper, this approach enables a richer insight into the ‘readiness’ of a business considering embarking on a cloudification endeavour and therefore empowers management to evaluate consequences of- and take cognisant decisions on the cloudification extent, type, provider etc. based on prompt information of appropriate quality and deta
Today, and for the foreseeable future, organizations will face ever-increasing levels of complexity and uncertainty. Many believe that enterprise architecture (EA) will help organizations address such difficult terrain by guiding the design of adaptive and resilient enterprises and their information systems. This paper presents the Grand Challenges that we believe will challenge organizations in the future and need to be addressed by enterprise architecture. As a first step in using enterprise architecture as a solution for overcoming identified challenges, the Zachman Enterprise Architecture Framework is used to guide and structure the discussion. The paper presents the Grand Challenges and discusses promising theories and models for addressing them. In addition, current advances in the field of enterprise architecture that have begun to address the challenges will be presented. In conclusion, final thoughts on the future of enterprise architecture as a research field and a profession are offered.
Investigation of the Lack of Common Understanding in the Discipline of Enterprise Architecture : A Systematic Mapping Study
The number of publications, along with the organization of new conferences are a couple of the relevant elements that usually indicate the progress of an area of study over the years. This is definitely true in the case of the Enterprise Architecture (EA) discipline, which went from having its first journal article published in 1989 to over two hundred published articles by 2015. But in spite of this evolution, EA is still suffering from a considerable lack of common understanding. It has become very important to investigate the current state of affairs concerning the EA discipline through its relevant publications in order to shed some light on this challenge. 171 journal papers published between 1990 and 2015 were systematically selected and examined in order to accomplish this investigation. The quantitative and qualitative findings of this examination show that EA is a young discipline which raises a growing interest in recent years. This examination also confirms the lack of common understanding in EA, which can be observed in the different descriptions of the term "enterprise architecture," and in the diversity of perspective with regards to the whole discipline. Several issues related to this lack has been reported, such as multidisciplinary issue, language issue, structure of research and mode of observation issues. The major issue concerns the absence of enough research to shed some light on this challenge. In addition to this investigation, helpful directions for future research in this area was proposed.
Seeking to Control Enterprise with Architecture: the Limits and Value of an Engineering Approach From the Perspective of an Enterprise Architect
In this (DMan) thesis, I challenge assumptions underlying my discipline of enterprise architecture that led to two choices facing practitioners: either to work with tools and techniques which predict and control changes towards predetermined ends or to accept informal processes that are unpredictable and wasteful. Orthodox enterprise architecture defines an enterprise as an organisation, which is a system, and prescribes methods that seek to provide control over the transformation of an organisation into a desired state of affairs by achieving complete knowledge of the system before initiating the desired transformation. Drawing on complexity sciences, I offer a different perspective on organisation and claim that organising what we do is an aspect of doing what we do. Organising is process. I furthermore claim that the people who are organising what we do can act spontaneously and surprise both themselves and others, but often they act habitually. Habitual ways of acting allow us to anticipate to some extent how others are likely to respond to us and, as we grow up, we learn how to behave ourselves, that is, how to adjust our behaviour to what we judge socially acceptable to increase the likelihood of being able to garner support and collaboration. I posit that social control is exercised in this way as mutual self-adjustment that forms what is normal and valued conduct. In other words, our shared social norms and values thus paradoxically and simultaneously form individuals and their conduct and are formed by individuals and their conduct. I claim that in this way we have partial, but never full, knowledge of how others generally respond to certain behaviour of ours. We can ever have only partial knowledge of that which is—in the words of Mannheim—in the process of becoming. I therefore reject the central assumptions upon which orthodox enterprise architecture is based. In organisations, we engineer and exploit mechanical mechanisms that can conduct certain action more effectively and efficiently than people can. Materiality, objects in the world, can resist attempts to shape them to suit our needs but do so without intentionality or spontaneity. Accommodating material resistance is thus repeatable. Enterprise architecture as a discipline grew out of engineering of physical mechanisms and assumes a similar repeatability and predictability when working with the social, which I find to be an unwarranted assumption. I argue against the claim of orthodox enterprise architecture that we can bring about a pre-determined state in a controlled fashion and against the claim that without such control we have informal processes that are inevitably unpredictable and wasteful. I posit that what emerges is paradoxically stable instabilities of socially enabled and constrained recognisable patterns of behaviour. When devising a mechanism in a physical object, such as a software programme, a repertoire of scripted action is transcribed into it which remains constant until transcription is renewed. Transcription has a tendency to render action less fluid. Some members of an organisation may judge particular scripted action to be awkward or detrimental while others may judge the same scripted action to be efficient and beneficial. Thus, determining which scripted action to transcribe into mechanisms is a highly political decision which attracts the attention of skilful political players. Enterprise architects can have a valuable role to play, since we have a better than average partial knowledge about technology, and since technology is increasingly important for many enterprises. I posit that becoming more aware of power and power plays, developing a feel for the game, and becoming more detached about our involvement will allow us to play into what is emerging socially with more political awareness and expertise.
Three schools of thought on enterprise architecture exist, each with its own belief system (definitions, concerns, assumptions, and limitations). A novel taxonomy of these schools creates a starting point for resolving terminological challenges to help establish enterprise architecture as a discipline.
Collaborative Business Process Management - A Literature-based Analysis of Methods for Supporting Model Understandability
Due to the growing amount of cooperative business scenarios, collaborative Business Process Management (cBPM) has emerged. The increased number of stakeholders with minor expertise in process modeling leads to a high relevance of model understandability in cBPM contexts. Despite extensive works in the research fields of cBPM and model understandability in BPM, there is no analysis and comprehensive overview of methods supporting process model understandability in cBPM scenarios. To address this research gap, this paper presents the results of a literature review. The paper identifies concepts for supporting model understandability in BPM, provides an overview of methods implementing these concepts, and discusses the methods’ applicability in cBPM. The four concepts process model transformation, process model visualization, process model description, and modeling support are introduced. Subsequently, 69 methods are classified and discussed in the context of cBPM. Results contribute to revealing existing academic voids and can guide practitioners in cBPM scenarios.
Management of the enterprise architecture has become increasingly recognized as a crucial part of both business and IT management. Still, a common understanding and methodological consistency seems far from being developed. Acknowledging the significant role of research in moving the development process along, this article employs different bibliometric methods, complemented by an extensive qualitative interpretation of the research field, to provide a unique overview of the enterprise architecture literature. After answering our research questions about the collaboration via co-authorships, the intellectual structure of the research field and its most influential works, and the principal themes of research, we propose an agenda for future research based on the findings from the above analyses and their comparison to empirical insights from the literature. In particular, our study finds a considerable degree of co-authorship clustering and a positive impact of the extent of co-authorship on the diffusion of works on enterprise architecture. In addition, this article identifies three major research streams and shows that research to date has revolved around specific themes, while some of high practical relevance receive minor attention. Hence, the contribution of our study is manifold and offers support for researchers and practitioners alike.
The purpose of this research is to examine why organizations with similar objectives and environments at the beginning obtain different outcomes when implementing enterprise architecture (EA) projects and how EA institutionalization process occurs. We conduct a qualitative multiple-case study using the lens of institutional theory through the analysis of intra-organization relations. The results show that the institutional logic of stakeholders can drive EA projects in different directions during the process of EA institutionalization, and thus organizations obtain different project outcomes ultimately. We contribute by extending the knowledge on EA institutionalization from a micro-level perspective, understanding and explaining how the organizational structure was shaped and influenced by stakeholders’ relations, as well as providing insight into stakeholders’ behaviors and activities during the process of EA institutionalization so that practitioners may improve the success rate of EA projects, particularly in the public sector.
In most economic sectors organizations face rapid environmental changes like regulations. Such changes can force them to adjust both their organizational and operational structure. For instance, in the energy utility sector numerous developments moved German Public Utilities (PUs) towards a liberalized market. Nowadays PUs have to stay competitive while managing a heterogeneous information technology (IT) landscape. We address this demand for aligning business and IT by combining the holistic perspective of Enterprise Architecture Management (EAM) with the characteristic of reference modeling to reuse knowledge in a problem domain. Therefore, we utilize configurative reference modeling within Design Science Research (DSR). The artefact at hand is a method for developing a Reference Enterprise Architecture (R-EA), which is applied in the problem domain of PUs. Our contributions are the (i) adaptation of Configurative Reference Modelling (CRM) to develop a R-EA and (ii) a procedure how to elicit knowledge for R-EA development method.
Exploring ‘People’ as the key element in enterprise architecture implementation: A Critical Realist Perspective
TOGAF (2009) describes the purpose of Enterprise Architecture (EA) is to optimise enterprisewide systems - the often-fragmented legacy of data processes (both manual and automated) - into an integrated environment that is responsive to change and supports the delivery of the business strategy (The Open Group Architecture Framework [TOGAF], 2009). However, for a number of reasons organisations still have difficulties establishing an effective EA (Raadt & Vliet, 2008; Gartner, 2009; and Janssen & Klievink, 2012, among others) and various reports suggest up to two thirds of implementations do not fulfil expectations (Roeleven, 2010). Being organisation wide with a strong governance element EA has significant social implications and social dependence, yet many implementations wrongly treat EA as solely a technical program. This thesis argues that the lack of focus on the ‘people’ element of EA could be the reason why many organisations still struggle with EA implementation. Recognising the importance of people in EA implementation requires acceptance of implementation as a social program, heavily influenced by the structural and cultural systems surrounding the architecture. In order to address the need for greater recognition of the role of people and the social aspects of EA implementation, this thesis adopts critical realism (CR) and its most recognised methodology, the morphogenetic approach (MA). Realism emphasises ontology and strongly argues that ontology, methodology and epistemology are closely linked – as Fleetwood (2005, p. 197) suggests, ontology matters: “The way we think the world is (ontology) influences: what we think can be known about it (epistemology); how we think it can be investigated (methodology and research techniques); the kinds of theories we think can be constructed about it; and the political and policy stances we are prepared to take”. In order to examine the social implications of technology implementation it makes sense to adopt a wellrecognized social theory like critical realism. This social realist approach proposes an analytical separation between structure, culture and agency (people) in order to examine their interactions over time. The MA suggests three important cycles – structural conditioning, social interaction and structural elaboration that provide a platform for examining possible change. Archer also importantly suggests that the emergent properties of collectivities and individuals differ. Such a model has clear value for examining the “people” acceptance of the new impositions and opportunities provided by the EA implementation. It acknowledges the sociocultural consequences of interactions between the structure and the culture to provide particular situational logics that direct, but do not determine the actions of people. The MA emphasises strongly the role of time in situation examination suggesting that structure and culture predate subsequent actions by involved agents. The thesis describes particular situational logics or mechanisms emanating from the interaction between structural and cultural systems that encourage particular behaviours in response to the EA program. These actions are then further examined in the sequence of MA cycles. Since mechanisms are only effective if people adopt them or not, another important element in this study is the part played by “reflexivity”. Reflexivity highlights the linkage between people concerns, projects and practices as people act in order to promote their concerns, and form projects to advance or to protect what they care about most. Reflexivity is an important mechanism for explaining how people’s ultimate concerns impact on their approach to the impositions of EA. An Australian university implementing EA (termed UX for anonymity) has been used as a case study in this research – this fortuitous timing allowed a careful and detailed examination of implementation over a 3-year period from initial rollout to ultimate acceptance. The study describes the challenging environment of university implementation where “academic freedom” is paramount and individual and group autonomies are threatened by EA – the study presents the important mechanisms and situational logics that direct people’s actions within the complex social context of a university. Semi-structured in-depth interviews were used as the primary method of data collection across UX stakeholders. A range of interviews were held throughout the study period with the university IT Governance Committee, the University Architecture Board, the CIO, and the Enterprise Business Group, as well as individual end-users such as teaching staff, researchers, students, and administrative staff of the faculties, schools and service centres. The MA provided a basic structure for unravelling the social complexity and helped guide the interview questions to identify the generative mechanisms hidden in the real domain, and to highlight the conditions that encourage individual and collective acceptance of EA practices. The reflexivity indicator developed by Archer –ICONI– is used throughout to explain how personal projects are formed and how they mediate the exercise of structural/cultural constraints and enablement within EA implementation. Passive participation in regular EA implementation meetings at UX was also important and useful to unearth possible perceived causal possibilities emanating from within the program itself and evident within the social context of implementation. Underpinned by a critical realist perspective, the thesis demonstrates that the MA is a powerful analytical tool to uncover the hidden mechanisms (the situational logics of structures and cultures) and social responses that enable success of EA implementation. The research examines the particular situational logics evident within the University under study and how these provide opportunities and constraints to the acceptance of EA over time. Equally important was reflexivity theory in attaining knowledge and understanding about what it is about people’s internal relations that makes EA implementation succeed. This thesis offers organisations a means to focus on the deeper issues of EA implementation programs by understanding the social complexity surrounding the architecture. The recognition of people as a key element in EA implementation provides a useful explanation of how the key stakeholders (and their power, influence and interests) may constrain and enable EA implementation. By including reflexivity as an important mechanism, organisations will be in a better position to understand the role of people and their interactions with preexisting structures and cultures operating over different time periods – reflexivity suggesting that “people” always have the possibility to do otherwise than expected, largely dependent on their personal history and their current personal projects and ultimate concerns.
Organizational Subcultures and Enterprise Architecture Effectiveness: Findings from a Case Study at a European Airport Company
This paper studies how organizational subcultures influence the effectiveness of the enterprise architecture (EA) function. It provides findings from a case study in a European airport company. We find specific subcultural differences that can lower EA effectiveness. In addition, we discover that not only subcultural differences but also subcultural similarity can reduce EA effectiveness. For instance, the preference for working isolated of some business departments results in a lack of communication between those departments, which lowers EA effectiveness. Also, our data suggest that the subcultural influence is indirect. We identify, amongst others, communication defects as an important intermediary variable.
Enterprise architecture management (EAM) has become an increasingly important topic in practice due to the growing complexity of organizations and their underlying IT. While there is a strong interest in Enterprise Architecture (EA) modeling, evaluation, and frameworks, a lack of knowledge remains in the research field of EA planning. We conducted a series of expert interviews on the topic of EA planning. From these interviews we were able to extract requirements for EA planning from practice as the foundation of our analyses. Additionally, we conducted a structured literature review to elicit requirements for EA planning from a research perspective. This paper combines the results of both the practitioner interviews and the literature review to emphasize the gaps between the two worlds. As a result, we identified that current research does not adequately address the pressing problems of EA planning in practice.