Eko K. Budiardjo’s research while affiliated with University of Indonesia and other places

Academics and practitioners have tried to evaluate the implementation of Enterprise Architecture (EA) by making various evaluation models according to the focus and objectives to measure the success and usefulness of EA implementation for the organization. Although there have been many EA evaluation models with different focuses, defining a comprehensive model to measure the success of EA programs and have organizational benefits is still a challenge. This study aims to review various methods and models of evaluating the success and usefulness of EA for the organization, the independent variables used, and the impact of the EA implementation. By using a systematic literature review (SLR) of research from 2016 to 2023, our study has found that 42% of EA evaluations focus on organizational benefits, 21% focus on successful implementation of EA, 13 % focus on EA adoption, and 8% focus on business-IT alignment. Meanwhile, other studies have a specific focus according to the research motivation. These studies include evaluating EA based on: EA risks (4%), firm agility (4%), obstacles to the implementation of EA (4%), and quality of IT investment decisions (4%). The independent variables used in the studies are categorized into EA product quality, EA service, EA process, EA governance, EA organizational, and EA communication. Most theories used to determine the independent variables are based on an underlying theory or framework, such as resource-based theory (four studies) or grounded theory (five studies). Recommendations for related evaluations of EA are also mentioned at the end of this review.

Enterprise Architecture (EA) development with an Agile approach is believed to be an alternative solution to various current EA development challenges. Agile Enterprise Architecture (EA) is an EA development that applies Agile principles and focuses on collaborative and incremental de-velopment, adaptation, and sharing information about business and IT modes to guide the ef-fective implementation of Agile projects. There have been many discussions of literature related to EA management, but literature review studies that specifically describe Adaptive or Agile EA management are still rare. The research method of this study follows two consecutive phases: bibliometric analysis and content based analysis. First, bibliometric analysis utilizing the VOSviewer software to identify the state of the field and global research patterns in Agile EA from 2012 to 2023, including author and institutional distributions, frequent categories and keywords, contributions from journals and authors, and highly cited works. Next, thematic analysis and meta-analysis to reveal various frameworks or models used in agile EA implementation and its dimensions. The extracted bibliometric and content data from 59 selected articles were processed using the VOSviewer tool for identifying and understanding the relationships between main concepts through network mapping. There are several Agile-based EA frameworks based on empirical research found in EA development, such as Adaptive Enterpise Architecture, Adaptive Integrated Digital Architecture Framework (AIDAF), Lean Enterprise Architecture Frameowrk (LEAF), Scrum for EA, and several other Agile EA frameworks developed that have been ob-served. Various agile methods have been adopted in developing the agile EA framework, in-cluding its application in various industrial sectors in several countries, the risks faced and future research opportunities to increase the effectiveness of agile EA implementation in Digital Transformation.

According to a survey of Indonesian pet healthcare service users, only 19% of pet health applications are used since the functions offered by the applications are insufficient to meet the needs of the users. Developing feature model for the pet health application domain is the goal of this research. Using a mixed-methods approach, this research examined nine pet health apps which are available on Google Play and the App Store, observed 30 pet health service consumers through surveys using purposive sampling, and conducted document analyses. The Feature Oriented Domain Analysis (FODA) approach is applied within the Software Product Line Engineering (SPLE) framework. The result of this research is a pet health application domain feature model consisting of five non-functional requirements and 45 functional requirements. With an average assessment score of 96%, domain experts have determined that the feature model implementation in this study is in line with user needs.

Software House XYZ employs Scrum as one of its software development processes. However, the company faces several challenges in the implementation of Scrum, leading to delays in its product releases. Two specific problems are the control of a large-scale Scrum team and the management of team commitments. To address these issues, the Scrum at Scale framework has been chosen as a solution. Before implementing Scrum at Scale, an assessment of the current Scrum maturity level at Software House XYZ is deemed necessary. The Scrum Maturity Model, adapted to the Scrum Guide 2020, is selected as the method to evaluate how effectively the company is implementing Scrum. A questionnaire comprising 81 practices was distributed to development teams, with 10 valid responses collected. Based on the assessment using the Scrum Maturity Model, the current Scrum implementation maturity at Software House XYZ is rated at level 1, Initial. A total of 61 practices are proposed for improvement in the Scrum process. Scrum at Scale can be implemented once the suggested Scrum process improvements have been made. These recommendations are structured following the framework outlined in the Scrum at Scale Guide 2022. The validation of the Scrum-at-Scale recommendations was conducted by us through interviews with representatives from Software House XYZ. From the validation results, the company expresses interest in trying to implement Scrum at Scale. However, the company agrees to enhance the existing Scrum process within the organization before fully adopting Scrum at Scale.

PT XYZ applies the Scrum framework to meet application’s user demands quickly. The average percentage of IT employee turnover that occurred at PT XYZ from 2020 to 2022 was 14.5%. Every time a company recruits a new employee, the company must help that employee to adapt the Scrum method used for the company's system development process. However, PT XYZ information technology division does not yet have a specific onboarding method to help new employees adapt to the implementation of Scrum effectively without disrupting the ongoing sprint. Qualitative methods are used in the case study to collect data from a hybrid working Scrum team through interviews. The interview data was analyzed thematically with a determined model from an existing onboarding theory. Onboarding practices and adjustments are described and delivered consisting of onboarding activities, newcomer adjustments, and workplace adjustments. A combination of general and specific onboarding practices related to agile helps the successful onboarding of new members to a Scrum team. A practical guide is also described to improve successful onboarding practices into Scrum teams.

Agile methods are becoming increasingly popular in modern corporate strategies, which represents a paradigm change in project management techniques. The concept of pragmatic agility has become essential for enterprises to manage the complexities of ever-changing contexts. However, some organizations—especially small ones with limited resources—face unforeseen difficulties while implementing Agile-Scrum software development. In order to clarify the challenges small businesses, encounter throughout this adoption process, this study combines ideas from fifteen studies into a thorough and systematic analysis of the literature. The issues that have been discovered may be categorized into four primary areas: technology, people, process, and organization, and agile techniques. Organizations are able to anticipate obstacles by using a comprehensive understanding provided by the methodical examination and classification of situations. This proactive approach is essential to preventing unfavorable outcomes, as those seen in the past when implementation errors were made worse by culture problems, insufficient support from upper management, and waning consumer cooperation. This research provides small firms with a navigational aid by synthesizing lessons from the literature, enabling them to plan an Agile-Scrum adoption process that is more smoothly executed. Organizations may enhance their preparation, protect themselves from frequent traps, and ultimately maximize the transformative potential of Agile techniques in their developmental undertakings by adopting these insights.

Bank XYZ, one of the digital banking in Indonesia, has a digital product ABC for customers to complete online banking transactions. Bank XYZ uses Scrum as the methodology for developing ABC. Several problems were found in the process related to the delay in the release process. The achievement of sprint goals from May to December 2021 is only 6%. This fact allegedly caused some frequent release delays. To resolve the root causes, mixed-method research was conducted to provide recommendations for improving the implementation of Scrum. Scrum Maturity Model questionnaires were distributed to several Scrum teams, followed by interviews with several roles that were used to validate the results. The key process area rating formula from the Agile Maturity Model was used to decide the maturity level. After the maturity level result was obtained, recommendation practices were generated from the not well-implemented practice. This case-based research shows that Bank XYZ reached maturity level 2 for ABC development. Bank XYZ has implemented 78 out of 79 practices, however, 28 practices need improvement and 1 practice needs to be applied. Objectives of maturity levels group recommendation practices. The combination of Scrum best practices and empirical practices from previous research generated those practices. This research intended to give general recommendations on how to improve Scrum implementation and on how to resolve release time problems by enhancing Scrum in Bank XYZ empirically

Suatu perusahaan penyedia solusi teknologi informasi, PQR, menjalankan bisnisnya berbasiskan proyek yang dikelola departemen Program Management Office (PMO). Implementasi penyelesaian proyek-proyek PQR belum memenuhi target ketepatan waktu 95%, PMO mencatat 12 dari 14 proyek pada 2019-2021 terlambat selesai. Untuk meminimalisir potensi kerugian bisnis, perusahaaan perlu memperbaiki penerapan manajemen proyeknya, diawali analisis tingkat kematangan manajemen proyek PMO. Berdasarkan kematangannya, dapat dirumuskan rekomendasi perbaikan penerapan manajemen proyek secara terarah. Penelitian ini melakukan pengukuran tingkat kematangan manajemen proyek menggunakan Kerzner Project Management Maturity Model (KPMMM) yang merujuk Project Management Body of Knowledge (PMBOK). Analisis kematangan dilakukan secara kuantitatif menggunakan kuesioner KPMMM, sedangkan rekomendasi perbaikan disusun secara kualitatif melalui pemetaan hasil analisis kematangan terhadap teori PMBOK. Hasil analisis menyatakan PQR berada pada tingkat kematangan satu, Common Language, dari total lima tingkatan. Perbaikan yang direkomendasikan berupa diterapkannya prinsip-prinsip proses PMBOK malalui setiap fase manajemen proyek terkait kategori pengetahuan KPMMM. Selain itu, direkomendasikan juga pelatihan bagi para manajer proyek PMO PQR terkait pencapaian kriteria manajemen proyek tingkat satu yang kurang dari target. Dengan melaksanakan rekomendasi hasil penelitian ini, diharapkan PQR dapat meningkatkan kematangan manajemen proyeknya di masa mendatang melalui peningkatan kinerja PMO-nya.

Maturity models guide the achievement of competency maturity levels. This study aims to develop a competency maturity model for Scrum team members in Global Software Development (GSD environments. Each Scrum role, such as Product Owner, Scrum Master, and Developers, has a unique set of competencies at each maturity level. We developed the maturity model by conducting in-depth interviews with global Scrum practitioners. We also conducted a comparative study to determine the most appropriate maturity model reference. The maturity model’s validation uses expert judgment involving experts in academia and industry. The maturity model in this study is inspired by CMMI 2.0, while Scrum and Agile Maturity models inform the maturity levels. Results reveal that each maturity level consists of a set of practice areas in which each practice area may exist in several maturity levels. The practice area contains a set of competencies with an arrangement of capability levels based on the standards by adopting the Skills Framework for the Information Age (SFIA) and the European e-Competence Framework (e-CF). In conclusion, the resulting maturity model is helpful as a guide for increasing competence gradually and measurably. This model can also develop assessment tools to measure competency maturity levels.