As we have seen in Chap. 4, the purpose for which a particular architecture is created largely determines the kinds of results needed. This purpose also impacts on the form and execution of a good architecture process. However, the purpose is not the only major influencer. Another major influencer is the multitude of stakeholders, which over time need to agree on the direction of the enterprise transformation. In this change process, the insights gradually evolve, while the decisions taken during the process may change the direction of this process. Therefore, the architecture process can also not be a linear one. It strongly depends on situational factors and, therefore, cannot be served by a one-size-fits-all approach.
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© 2009 Springer
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Op ’t Land, M., Proper, E., Waage, M., Cloo, J., Steghuis, C. (2009). The Process of Enterprise Architecting. In: Enterprise Architecture. The Enterprise Engineering Series. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-85232-2_5
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DOI: https://doi.org/10.1007/978-3-540-85232-2_5
Publisher Name: Springer, Berlin, Heidelberg
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