Future Research Directions in the Intersection Between Requirement Analysis and Enterprise Architecture Management: The Perspective of Requirement Management with Enterprise Architecture
Several studies have indicated how organizations have been ushered into a dynamic existence. The changing internal and external environmental factors have led to the implementation of adaptive and sustainable product and project strategies. Requirement management and enterprise architecture have become the center of the success of the current organization. Nevertheless, the perspective of scholars as well as the new challenges and insights associated with the structure of the organizations, integration, and alignment of systems, and engineering complexities have presented new research considerations and future implications in practice. The purpose of this study is to determine the future research directions in the intersection between requirement analysis and enterprise architecture management. The paper is a systematic review of the perspective of requirement management with enterprise architecture.
1.1 Background of the Study
Enterprise Architect incorporates Requirements Management to generate models that depict the needs of organizations. A similar approach is depicted with the integration of different software in the development of prototypes when creating requirements. In most cases, Requirements Management is developed into the parent product where the objective is the need to solve many shortcomings associated with interdisciplinary integration, traceability, and management system configurations needs (Ahlemann et al. 2012). The representation of requirements using different elements is critical when seeking to conduct a trace as well as other integral. Use cases, test cases, and analysis of elements is part of the critical considerations incorporated in the designing and development of models. It is essential to point out how Requirements Management is founded in a step-based development that depends on Enterprise Architect (Allega, 2002). For example, all the processes range from the definition of the organizational dimensions to the implementation of the requirement paths. Although the nature of Requirements Management process depends on the structure and operability of the specific organization, several critical features are depicted in each product.
The success of each level in Requirements Management depends on Enterprise Architect to attain the anticipate optimality. In fact, regardless of the nature of the organization, several significant undertakings must be achieved (Sparx Systems, 2014). The range of tool that exists has been designing to quickly provide the best platform for the management and integration of the requirements for each Requirements Management process. The documentation of the process used for Requirements Management is a vital onset activity that presents the overview of the entire process. Inputting the requirement depends on the decision considered favorable for the organization (Bucher et al., 2006). Therefore, this could be achieved manually or through importation. Traceability is another aspect that needs attention, which requires the analysis of the path from input through to implementation to determine the level of reliability (Allega, 2002). The execution of Requirements Management process also calls for change management that forms the epicenter of organizational or product analysis. At this level, the Enterprise Architect tools are critical in aligning the key metrics and dimensions to the design in line with the operations of the organization.
The fundamental review also points to the fact that most organizations also show a significant level of similarity when it comes to team interaction and review. At this level, the integration of human factors and technical elements is geared towards achieving the best managerial approach. The management of the project is also central to the Requirement Management structure (Sparx Systems, 2014). Testing and documentation form part of the final stages of development and execution where the focus is set on the degree of the system reliability (Ahlemann et al. 2012). Although each process is associated with unique complexities, there is a need for a strategic management of risks and externalities. However, Enterprise Architect has been a vital intervention for the execution of multi-staged Requirement Management Processes. Based on the system diversities, different complexities have emerged, which presents challenges in the management of requirements. Engineering has been the solace of the organizational interventions; however, Enterprise Architect dimensions such as the business perspective, information, solution, and technology, have embedded designs that enhance the execution of the critical stages in process management (Bucher et al., 2006).
Worth pointing out is that the Enterprise Architecture Management (EAM) is among the modern organizational approach to flexible and cost-effective EM adoptions where the interplay between the business and technology is refocused on the need for sustainable competitiveness. In fact, the current considerations have been tailored to contain a multifaceted planning and design based on the changing internal and external environment. In such a case, the setting of the primary and technical requirements while making the managerial prototypes is confined to the current objectives. Failure to meet all the requirement needs as well as the coordination expectations implies that the system is bound to experience critical challenges (Sparx Systems, 2014). For example, looking at a product, it is useful for the design to align to market needs for the organization to achieve the best break-even and profitability; however, failure to entirely design the products according to the quality and tastes desires of the clients would jeopardize the market performances. The same analogy is applicable and relevant to the strategic implementations and project management in the organization. Therefore, having a comprehensive approach to the management of both the requirements and system changes is one of the critical desires that enhance competitiveness.
Furthermore, as noted earlier, the process of requirement analysis differs from one enterprise to another; however, several aspects are similar across the organization. Such a case has led to the development of tools that can be used to implement and manage organizational change effectively. Nevertheless, this progress has presented new risks and unintended failures associated with system adaptation. Therefore, studies focusing on the integration of requirement analysis and enterprise architecture management have shown how the two fields are dynamically complementary (Sparx Systems, 2014). In such a case, requirement modeling has become a critical area of enterprise development and management. With changes in technology new insights and dimensions are expected to emerge. Therefore, the possibility of the development of technology-based sustainable interventions could spark a new era of competitiveness. Nevertheless, the risk of emerging complexities that would jeopardize the smooth management of organizational projects cannot be ruled out. Several areas of EA associated with functionality that forms part of the requirement analysis include inputting, traceability, documentation, historical evaluations, team interaction, project management, and attribute definition (Ahlemann et al. 2012; Bucher et al., 2006). Each of these areas is multidimensional and are linked to different prototype paths in line with product and project needs; nevertheless, the integration of the structural orientation of the respective organizations has been the baseline for designs.
1.2 Definition of Key Terms
The evaluation of the emerging trends and the future perspective of the link between Requirement Analysis and Enterprise Architect calls for the reviewing of the key terms associated with these concepts. Enterprise Architecture (EA) is a top-down strategy in business undertakings and management tailored to coordinate the fundamental of the technology-based process. Therefore, it includes the enterprise business, information, solution, and technology in line with the internal structure of the organization (Ahlemann et al. 2012). While it is critical to postulate that Enterprise Architecture is confined to managerial dimensions, it is essential to recognize how the field extends to the other facets of the organization such as governance and strategy implementation. Therefore, EA is composed of artifacts that incorporate the Common Requirement Vision (CRV) as well as a Conceptual Architecture (CA) that integrates the other four facets of EA associated with business, information, technology, and solution.
Moreover, Enterprise Business Architecture (EBA) encompasses the strategies, assets, and processes in line with the execution plans to drive the best business impact in the organization. Enterprise Information Architecture (EIA) is inclined towards the management of the information in business based on the current and future states of CVR and CA. the focus of EIA is to maintain the value chain of information in the organization. The other dimension of EA is the Enterprise Technical Architecture (ETA), which is associated with the technological strategies and linkages for the efficient management of the business initiatives. Furthermore, the Enterprise Solution Architecture (ESA) is another vital component that enhances the process of collection, integration, and monitoring of information to present the baseline for fundamental decision processes (Ahlemann et al. 2012). Therefore, EA should be viewed as a multifaceted concept that links EIA, EBA, ETA, and ESA factors and objectives for favorable business orientation. Worth pointing out is that EA is dependent on Requirement Engineering.
On the other hand, Requirement Analysis or Engineering is the evaluation of the user-based expectations based on the changes depicted in product development or a project under execution. Such a process is associated with the documentation of the aspects and elements characterizing the desire of the user from the beginning to the end of the project (Sparx Systems, 2014). In business, Requirement Analysis is focused on the objective of ensuring that the outcome of the evaluation is geared towards achieving the expectation of the clients. Therefore, requirement management involves the alteration of the system dimensions to suit the expectation of the client rather than changing th...
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