The Business Transformation Framework and Enterprise Architecture Framework: Organisational Asset Management in the Lebanese Context

Background

This chapter’s background combines asset management, patterns design, enterprise architecture, mathematical models, heuristics, technology management, business/societal transformation, geopolitical analysis and business engineering fields. Using APPs for developing OAM systems is the most strategic goal for business companies, organizations and even countries. Fast transformations and efficient organisational environments have to be supported by a holistic and intelligent OAM systems (Cearley, Walker, Burke, 2016). The OAM is organisation driven and is agnostic to a specific region/organization, technology, financial or architecture pattern, as shown in Figure 1, it is founded on a research framework that in turn is based on the industry standard, like the Architecture Development Method (ADM) (The Open Group, 2011a). Enterprise architecture is a methodology used to develop Projects, requirements, organizational architecture and its Information and Communication System’s (ICS) components. The Organizational (or Business) Transformation Manager (OTM) or an Enterprise Architect (simply the Manager) can integrate an APP in the development of an enterprise asset architecture of a Project to support an OAM system (Trad & Kalpić, 2017b; Trad & Kalpić, 2017c; Thomas & Gartner, 2015; Tidd, 2006). This APP’s aim is to deliver recommendations for managing aligned OAM’s architecture integration. The author’s Research & Development Project (RDP) is based on literature review, a qualitative methodology and on a Proof of Concept (PoC) that is used to prove the related hypotheses. In a holistic APP based OAM, the Manager’s role is important and his or her (for simplicity, in further text – his) decisions are aided by using success factors within an implemented AHMM4OAM. A large set of CSFs can influence the AHMM4OAM, including: 1) the role of the asset management and control by mechanisms; 2) global organizational CSFs; 3) organizational resources planning sources; 4) level of the OAM’s skills; 5) audit and technological conditions; 6) financial predispositions; and 7) national security, financial and legal control mechanisms (Trad & Kalpić, 2019g). A system’s approach is the optimal to model such asset management controls (Daellenbach & McNickle, 2005; Trad & Kalpić, 2016a). As shown in Figure 1, the decision model interacts with the external world via an implemented framework to manage the OAM’s factors and that is this chapter’s focus.

Figure 1.

The research framework’s concept (Trad & Kalpić, 2016a)