Collaborative Enterprise Architecture by Stefan Bente & Uwe Bombosch & Shailendra Langade

Author:Stefan Bente & Uwe Bombosch & Shailendra Langade
Language: eng
Format: epub
ISBN: 9780124159891
Publisher: Elsevier Inc.
Published: 2012-08-08T16:00:00+00:00

Figure 6-7 A simple network.

We can only give an abstract answer to this question if we make idealistic assumptions as we did in the case of hierarchies. We assume a well-designed, working network, where none of the participating managers is messing up the other manager’s business, for example, by issuing contradictory directions.

If there is no network at all and the managers work independently without overlapping responsibilities and without insight into what others are doing, the overall capability simply adds up to C(N) = n · C. But on the basis of well-functioning communication channels, managers can synchronize their own directions with what they know about the other’s intentions.

On this ground, it is conclusive that a manager’s capability to design and control a system is increased by the awareness of what the other managers aim at and plan. Furthermore, it is not altogether unrealistic to assume that this increase is proportional to the number of peers a manager is able to synch up with. There might be an upper limit for how much information about others’ intentions any one manager can absorb, but let’s set this aside for a moment.

The capability of a single manager can therefore plausibly be quantified by a term C + (n−1) · a · C, where the parameter a this time does not reflect the local autonomy, as in the case of hierarchies, but how well aligned are the different nodes of the network. The total capability of the network would then add up to:

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