=Paper=
{{Paper
|id=None
|storemode=property
|title=A Tool for Collaborative Evolution of Enterprise Architecture Models at Runtime
|pdfUrl=https://ceur-ws.org/Vol-1079/mrt13_submission_6.pdf
|volume=Vol-1079
|dblpUrl=https://dblp.org/rec/conf/models/RothHM13
}}
==A Tool for Collaborative Evolution of Enterprise Architecture Models at Runtime==
https://ceur-ws.org/Vol-1079/mrt13_submission_6.pdf
Collaborative Evolution of Enterprise
Architecture Models
Sascha Roth, Matheus Hauder, and Florian Matthes
Technische Universität München
Boltzmannstr. 3
85748 Garching, Germany
{roth,matheus.hauder,matthes}@tum.de
Abstract. Enterprise Architecture (EA) management seeks to align
business and IT while realizing cost saving potentials, improving avail-
ability 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 strug-
gle with inflexible models not meeting the information demand of stake-
holders. In this paper, we propose a solution that empowers stakehold-
ers 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 implementa-
tion 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.
Keywords: Enterprise Architecture, modeling, model evolution, collab-
oration
1 Motivation
Enterprise Architecture (EA) management is a discipline addressing the imma-
nent need for mutual alignment of business and IT to react upon frequently
changing market conditions [19]. The discipline seeks to capture and manage a
holistic view of the enterprise to strategically plan enterprise transformations
with respect to both, business and IT. Current research efforts increasingly ad-
dress the situated nature of EA management (EAM) with respect to the organi-
zational culture and the environment [1, 6]. Main motivation of these approaches
is the configuration of an EAM function that is tailored to the context of an or-
ganization and the goals as well as concerns of the EAM function and respective
stakeholders. Developing an organization-specific EAM function requires an EA
information model that covers the changing information demands of stakehold-
ers [6]. This information demand depends on the maturity of the EA initiative
and the specific context of an organization. Current EA tools do not support
2 Roth et al.
this development appropriately due to inflexible information models and miss-
ing integration of stakeholders in the modeling process [15]. We argue that the
development of EA models can highly benefit from the involvement of stake-
holders at an early stage (cf. e.g. [11]). Increased stakeholder involvement in
combination with flexible information models are promising means to facilitate
evolving EA models [16].
In practice, organizations struggle with over-sized EA information models
that often do not meet the information demand [13]. Based on a literature re-
view Lucke et al. [14] reveal scoping of EA information models as a key challenge
in EAM; they describe an over-scoping or over-modeling of an EA. While over-
scoping describes the missing focus on the necessary concepts in the model [2],
over-modeling leads to an overuse of details not knowing which information is
really relevant [2]. Based on a large empirical basis this challenge has also been
recently validated by Hauder et al. [13]. Due to EA models that do not focus
on the actual demand of stakeholders, benefits of EAM are not clearly visi-
ble, particularly in the initial phase of an initiative. Simultaneously, enterprises
struggle with a huge effort of data collection and a bad quality of EA model
data [20]. While recent approaches tackle these challenges by automating the
EA documentation [10, 12, 9], leaner EA information models that better fulfill
the information demand of stakeholders would be beneficial to reduce the actual
amount of documentation.
Although current literature identified these challenges, existing solutions ne-
glect the collaborative effort that is required to develop and maintain the EA
model. Armour et al. [2] diagnose that the team’s morale suffers when results
are not shown early on and further recommend to define plans that deliver-
ables can be shown within weeks, not months. Since information demand and
knowledge about the EA is distributed over a potentially large number of stake-
holders [5] and systems [4], we aim at providing a solution to capture and merge
contributions of these stakeholders. While first approaches towards automated
EA documentation [9] did not include stakeholders in this knowledge-intensive
process, subsequent research introduced a process model for the collaborative
resolution of conflicts in the course of the modeling process [21]. However, the
evolution of EA information models at runtime by involving stakeholders ap-
propriately remains an unresolved issue. As a reaction we present a solution
that is based upon a collaboration platform with modeling capabilities. Goal of
our efforts is to incorporate stakeholders’ knowledge in the modeling process to
facilitate evolution of EA information models.
2 Modeling challenges for Enterprise Architectures
Documenting and modeling an EA faces several challenges in practice since a
multitude of EA Stakeholders and information sources are involved in these
processes. The documentation of the EA is concerned with the collection of the
required information through interviews with information providers and imports
from operative systems respectively existing excel files as information sources
Collaborative Evolution of Enterprise Architecture Models 3
in the organization [20]. Information required for the documentation is defined
during the modeling of the EA information demand for Decision Makers. Figure 1
illustrates these EA Stakeholders and possible information sources that interact
with each other. We conducted an extensive literature study in order to reveal
these EA documenting and modeling challenges in detail. In the following we
will summarize these challenges with respect to particular EA Stakeholders.
Stakeholders for the modeling and documentation of the EA are concerned with
a variety of different challenges. In this paper we distinguish between three major
roles and assign the identified challenges accordingly.
EA Stakeholders
Information Provider Decision Maker Enterprise Architects
• Coordina6on
effort
• Coordina6on
effort
• Documenta6on
effort
• Ad-‐hoc
informa6on
• Documenta6on
effort
• Over-‐modeling
demand
• Over-‐modeling
• Tolera6ng
conflicts
• Tolera6ng
conflicts
EA Model
Federated
Enterprise
Architecture
Model
Information Sources
Data Owner CMDB
• Different
models
• Level
of
abstrac6on
.xlsx
Enterprise
Network
Service
Bus
Scanner
Legend
… Information Source Stakeholder Model Conflict Information model Model changes
Usage Communication Mapping of related concepts Modeling challenges
Fig. 1. Challenges for EA modeling and documentation at runtime
2.1 Information Providers
Are mainly responsible for collecting the information about the EA manually or
support during the automated documentation from other operative systems [21].
Information Providers in enterprises are often faced with a huge coordination
effort [14]. As a result, the acceptance of EAM may become a challenge [22]
and the high number of involved parties can lead to insufficient Information
Provider involvement or buy-in [2]. This reluctance of Information Providers
4 Roth et al.
also may turn into their unavailability [17], a development that takes place in
particular if architectural activities have been already preceded by expensive but
unsuccessful EAM endeavors [8]. The documentation effort with cost-intensive
gathering, maintaining, and disseminating of EA information is discussed in de-
tail by Buckl et al. [7]. It is first and foremost the initiation process of EAM that
imposes considerable investments. Information sources have to be identified and
assessed before data can be collected and stored by means of dedicated software.
Detached from the domain of EAM, Wieland et al. [24] report on tolerating con-
flicts to foster collaboration. While in traditional software development version
conflicts should be immediately resolved, conflicts in models that are used in
an informal manner to develop a common language need to be tolerated and
assessed collaboratively before they can be resolved eventually.
2.2 Decision Makers
Decision Makers require EA information that are typically analyzed by means
of visualizations. Schmidt et al. [22] highlight it often takes years to make sig-
nificant progress such that meanwhile it is often immeasurable. They consider
this delay of tangible results an important reason why the EAM discipline lacks
legitimation. In many cases stakeholders expect a return on investment much
earlier than the discipline is eventually able to deliver [8]. Missing legitimization
and late delivery often translate into little value perceived by stakeholders; in
particular since they do not understand the real benefits immediately [13]. The
fulfillment of ad-hoc information demands of Decision Makers is important to
circumvent with these challenges to legitimate EAM expenses.
2.3 Enterprise Architects
Need to support Decision Makers by providing a reliable information base. Lucke
et al. [14] point especially to the lack of experienced architects, missing manage-
ment commitment, problems for the EAM team in understanding requirements,
insufficient tool support as well as rapidly changing environmental conditions as
main challenges for EAM. Furthermore, they call the reader’s attention to prob-
lems arising with EAM scoping, stakeholder coordination and communication as
well as complexity especially when it comes to modeling [14]. An issue frequently
perceived in EAM is the decoupling of actual requirements on the one hand and
delivered outcome on the other. As one consequence, Van der Raadt et al. speak
of the ivory tower syndrome leading to situations where too complex EA in-
formation models possess an inappropriate level of abstraction [23]. While the
phenomenon of over-modeling is observed by Armour et al. [2], the issue of over-
scoping has been pointed out by Lucke et al. [14]. In addition, Chuang et al. [8]
warn against the imminent danger of architectural work isolation. According to
the authors, Enterprise Architects tend to operate and communicate in silos in-
stead of communicating with the stakeholders continuously and closely. Another
challenge pertains to the late valuation of benefits. Ross et al. estimate that
an organization requires between two and six years to absorb the cultural and
technical changes caused by the introduction of EA management entirely [19].
Collaborative Evolution of Enterprise Architecture Models 5
3 A meta-information model for runtime evolution
Dealing with the aforementioned challenges requires EA information models that
evolve with respect to the maturity of the EA management function in the orga-
nization and changing information demands of stakeholders. Figure 2 illustrates
the core concepts in our approach allowing the evolution of EA models at run-
time.
* roles *
* *
Model Element Task * 1 Role *
has
1
*
Runtime
has
*
Model Changeset * Change
*
has
*
Data
Object Attribute has Value
*
has
conforms to conforms to
Schema
*
Object Attribute
has Constraint
Defintion * Defintion
has
Fig. 2. A meta-information model facilitating model evolution at runtime
This meta-information model is divided into elements on the data, schema
and runtime level. The data layer captures objects and attributes with the values
containing the actual EA model. Data elements that conform to definitions on
the schema level are referred to as mandatory elements in our model. Optional
elements consist solely on the data layer and conform to no specific definition in
the schema layer. The evolution of the model at runtime is facilitated through
tasks that are assigned to these model elements and responsible roles conducting
them. These tasks are used to turn 1) model extensions, i.e. the creation of ob-
jects or attribute definitions, and 2) potential model conflicts into collaboration
by involving the roles introduced in Section 2. While the former is triggered by
its creation, the latter is detected immediately as conflicts occur during concur-
rent operations. Table 1 describes all task types that facilitate runtime evolution
of the model. These task types are triggered by model modification events in
the system during write operations. Table 2 illustrates automatically generated
tasks as these events occur.
6 Roth et al.
Table 1. Tasks for the evolution of Enterprise Architecture models at runtime
Task Description
Assign Role is concerned with the assignment of the responsible role, readers,
and writers to a particular object definition or object instance. If
defined, it is sent to the responsible role of the object definition
or object; otherwise, the EA repository owner is notified. The
EA repository owner then defines a responsible role such that
in any way readers and writers are assigned by the responsible
role. Tasks in brackets mean either the writer is asked whether
it is necessary to trigger this task, or the system checks, e.g. if
roles are already set, and decides automatically.
Document asks the writers to maintain a certain object or attribute values
thereof. This task is automatically sent to writers as soon as an
attribute is set as strict.
Validate refers to the validation of particular attributes or entire objects.
This can be done by any writers such that these are informed
by default. Due to their write access, writers are immediately
able to correct flaws in the data. As soon as a certain amount
of writers defined as threshold have validated a concept, the
responsible role is informed.
Approve is required to approve certain model changes by the responsible
role. For instance, deletions of entire objects must be approved,
or changes of certain attributes/values that the responsible role
is accountable for, e.g. changes of the service level.
Resolve Conflict is perhaps the most complex tasks since multiple parties must be
involved in a synchronous manner in order to decide on pending
model changes.
Merge seeks to merge multiple changes into one coherent model state.
Since details of merging strategies are beyond the scope of this
paper, we adopt the general strategy of Wieland et al. [24] to
store any concurrent model changes and subsequently show these
changes with the original version to the end-users.
Propagate in the vein of a federated EA model, after merging or approving,
this tasks asks to change (delete or update) a value in the infor-
mation source, i.e. propagate changes to an information source.
This can be done either automatically via technical interfaces,
or manually by the assigned role.
For instance it is a difference to rename the entire attribute (schema manipu-
lations have global impact) or just correct a minor typo within a value (instance
manipulations have local impact). Also, the assignment of roles could be some-
times necessary, e.g. when introducing a new concept. Default values can be
derived by the system sometimes, e.g. for attribute definitions the default be-
havior is to inherit the access rights of the respective object definition whereas
objects and attributes inherit access rights of the respective definition. End-users
are free to refine these derived default access rights. Thereby, we distinguish be-
Collaborative Evolution of Enterprise Architecture Models 7
tween the maintenance of objects, attributes, values, attribute definitions, and
object definitions.
Table 2. Automatically generated tasks during the modification of the model at run-
time
Assign Role Document Validate Approve
Create Value
Create Attribute Definition (x) x x
Create Attribute
Create Object Definition (x) x
Create Object
Update Value
Update Attribute Definition (x) (x)
Update Attribute
Update Object Definition (x)
Update Object
Delete Value (x)
Delete Attribute Definition (x)
Delete Attribute (x)
Delete Object Definition
Delete Object x
Move Object
Use Object
During the creation of an object definition and attribute definition an assign
role task is generated to determine which role is responsible for these elements.
Document tasks are automatically generated when an attribute definition is
created or updated and assigned to the responsible roles in the system. They are
attached to all objects having this attribute in the associated object definition.
Validation tasks are generated and forwarded to the responsible role in case
many constraint violations appear for an attribute. Deleting attributes, objects,
or definitions can lead to the generation of an approval task that is assigned to
the responsible role of the concerned element.
4 Tool support for collaborative model evolution
Figure 3 illustrates a subset of an instantiated EA model based on the meta-
information model presented in Section 3 to exemplify the evolution of an EA
model at runtime. In our scenario, the initial information model requires an
adaption due to new information demands from stakeholders at runtime. The
required adaption is highlighted with a dashed box containing a new attribute
business function for the given object. The presented EA information model only
consists of application components which are hosted on infrastructure systems.
In our example an accounting system is deployed on a cloud service including
the required roles for the management (responsibility) of this information.
8 Roth et al.
SAP ERP System : Objec t resp onsible for EA repository manager: Role
Master EA repository : Mode l has
type = “Application Component“ read er
EA stakeh olders : Role
writer
has SAP ERP Data O wn ers : Role
conforms to
has
Application Component : Objec t
Definition
Servic e-Level : Attrib ute
State = {Ph ase in, Ph ase out, in
Production, Testing}
has
conforms to
In frastrucuture : Objec t
... Servic e-Level : Attrib ute Defin ition
Definition SLA-value : En um
State = type = „En umeration“
{Up,Down,Maintenance} ... values = {Gold, Silver, Bronze} has
value = „Gold“
cadinality = „exactly once“
conforms to
In frastructure AD : Attrib ute
SAP Cloud Service : Objec t
Definition
end In frastructure : Attrib ute conforms to
type = “In frastructure“ end type = „In frastructure“
card inality = „at least one“
Business Function : Attrib ute
has
Business Function Value : String
value = „Pre-Sale s“
Fig. 3. Adapted EA information model containing a new business function
These basic concepts are described using an application component defini-
tion and an infrastructure definition. An application component has a defined
state it currently operates in. Similarly, an infrastructure can be in a predefined
state, e.g. up, down, or maintenance. In addition, an application component
has an attribute definition for the service-level. Another attribute definition is
used to describe the relationship between the accounting system and the infras-
tructure cloud service. The repository manager is responsible for this particu-
lar element and has to ensure the quality. Some EA stakeholders and the data
owners can read this information respectively conduct changes to the related
elements. Due to new external requirements, stakeholders want to know which
application components support which business functions. In the initial version
of the information model business functions were not covered. Therefore, the EA
stakeholders create a new attribute business function with respective values. In
the example the accounting system supports a business function for pre-sales.
Note that at this point the stakeholders did not change the schema since no
attribute definition was created, but they are able to maintain values for the
business function on their own. Since the information model in Figure 3 tends to
be rather complex and against the background that domain models often tend
to show unnecessary complexity [3], we provide a simplified view on the adapted
EA information model that is shown in Figure 4.
Collaborative Evolution of Enterprise Architecture Models 9
Its purpose is to provide a graphical representation of the model that eases
the communication of changes to the model to end-users in a comprehensible
manner; hence the reduced complexity. In analogy to UML class diagrams, it
contains an overview of concepts used in the EA information model based on
objects, attributes, respective definitions and values. This view incorporates not
only defined and derived concepts but distinguishes between undefined concepts
that do not have a definition, defined concepts, i.e. attributes and objects with
a respective definition, and derived concepts, e.g. types or cardinalities that can
be guessed by the system based on the instances. As illustrated, objects are
shown with information about their actual usage (number of instances) including
attributes and number of instances, respectively. To foster model extensions,
Figure 4 shows end-users the actual frequency an attribute is used with respect
to the number of total object instances. According to their frequency and, thus,
end-user adoption, attributes then can be set as strict by an EA repository
manager. In line with Renger et al. [18] we advocate that these model extensions
must be performed by a modeling expert.
Create Object
Relationship Object Type # of objects
Definition
(50)
Service-Level (10, 20%): Enumeration [1,1]
Infrastructure (8, 16%): Relationship [1,*]
Business Function (1, 2%): String [1,1] &
Attribute Name Attribute Type Cardinalities
# of attribute instances Create Attribute
and frequency in percentage Definition
(500)
State (250, 50%): Enumeration [1,1]
Legend Defined Undefined Derived
Concept Concept Concept
Fig. 4. Graphical representation of the EA information model
As soon as the newly created attribute business function is set as strict, i.e. a
corresponding attribute definition is created by an expert, respective values must
conform to their attribute definition; type as well as cardinality constraints are
checked for validity. For any invalid value, a validate task is sent to respective
writers in an automated manner. The writer is notified about the conflicting
situation and performs corrections. In turn this means invalid values are not
discarded for strict attributes but shown to the users to facilitate the conflict
resolution. The EA repository manager sets the responsible role such that two
assign role tasks are created for the responsible role in order to set readers and
writers for the newly created concept. Also, document tasks are sent to writers
10 Roth et al.
of objects for which so far no value for the attribute business function has been
maintained.
Fig. 5. Automatically generated merge task after the update/update model conflict
A conflicting situation might appear if an administrator deletes the SAP ERP
System object from the model and, at the same time, another writer responds
to the maintenance task by creating a value for the attribute business function.
This attribute is attached to the SAP ERP System object. This might lead to a
conflict situation as information not known to the administrator is now created
and appended to the object. Thus, an approve task is automatically sent to the
responsible role in order to resolve this potential conflict. In our example, the
role EA repository manager is actually owned by two different persons both
maintaining the EA model. Both decide to alter the newly created attribute
definition for the business function attribute. While the first repository manager
decides to set the cardinality constraint to (1..n) the other repository manager
alters the attribute to a relationship. As a result an update/update model conflict
occurs on a schema level and a resolution task is sent out immediately that is
shown in Figure 5. In line with Renger et al. [18], we believe that a model
expert is required to resolve such issues such that sophisticated, perhaps graph-
based, strategies may be employed to ease the merging task but not to resolve
it entirely without a model expert. An exclamation mark shows model conflicts;
by clicking this icon details of the respective task, e.g. a merge task, are shown
and the affected changesets and respective changes are given allowing the expert
to consolidate concurrently performed changes.
Collaborative Evolution of Enterprise Architecture Models 11
5 Conclusion
Organizations struggle with EA models that are often over-sized and do not
meet the information demand of stakeholders. In this paper we presented an
approach that empowers stakeholders to collaboratively reveal their information
demand. With the presented approach the EA model can evolve with changing
requirements of stakeholders. Main advantages of our approach are early benefits
and a reduced documentation effort in the early stages of an EA initiative. We
detailed the notion of tasks with respect to maintenance and validation tasks to
dynamically extend an EA information model and foster consistency in an EA
information model. Future steps may address issues arising when approaching
a federated EA modeling. Especially concurrent model and metamodel changes
pose new challenges to an evolving EA modeling approach.
Acknowledgment
This research has been sponsored in part by the German Federal Ministry of
Education and Research (BMBF) with grant number TUM: 01IS12057.
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