diff --git a/bibliography.bib b/bibliography.bib index 6c2b19c..0da4e21 100644 --- a/bibliography.bib +++ b/bibliography.bib @@ -1,19 +1,5 @@ % Encoding: UTF-8 -@Book{Doe2100, - author = {John Doe}, - publisher = {Dummy Publisher}, - title = {The Book without Title}, - year = {2100}, -} - -@Book{Bliek2017, - author = {René Bliekendaal}, - publischer = {Dummy}, - title = {The Book without Title}, - year = {2017}, -} - @Online{Gartner, abstract = {Enterprise architecture ({EA}) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes.}, author = {Gartner}, @@ -364,16 +350,18 @@ @Article{Russo2017 } @Online{Digitaleoverheid, - abstract = {Het tempo van de digitale transformatie is ook bij het rijk sinds de coronacrisis enorm versneld. Daardoor kon bijna al het werk van de rijksoverheid voor de samenleving doorgaan. Boven alles laat dat}, author = {Digitaleoverheid}, - file = {Snapshot:C\:\\Users\\rblieken\\Zotero\\storage\\AWY43TRC\\i-strategie-rijk-2021-2025.html:text/html}, - langid = {dutch}, - note = {Last Modified: 2021-09-06T06:59:45}, + date = {2021}, title = {I-strategie Rijk}, - titleaddon = {Digitale Overheid}, - type = {webpagina}, url = {https://www.digitaleoverheid.nl/overzicht-van-alle-onderwerpen/i-strategie-rijk-2021-2025/}, + language = {Dutch}, + note = {Last Modified: 2021-09-06T06:59:45}, + titleaddon = {Digitale Overheid}, urldate = {2021-09-16}, + abstract = {Het tempo van de digitale transformatie is ook bij het rijk sinds de coronacrisis enorm versneld. Daardoor kon bijna al het werk van de rijksoverheid voor de samenleving doorgaan. Boven alles laat dat}, + file = {Snapshot:C\:\\Users\\rblieken\\Zotero\\storage\\AWY43TRC\\i-strategie-rijk-2021-2025.html:text/html}, + langid = {dutch}, + type = {webpagina}, } @Article{Diamond2014, @@ -466,16 +454,24 @@ @Online{UNESCO2020 year = {2020}, } -@Comment{jabref-meta: databaseType:bibtex;} +@Misc{PrivacySense2016, + author = {{PrivacySense}}, + date = {2016}, + title = {What is the {Public} {Sector}? {Definition} \& {Examples}}, + language = {en-US}, + url = {https://www.privacysense.net/terms/public-sector/}, + urldate = {2021-09-23}, + abstract = {The Public Sector is usually comprised of organizations that are owned and operated by the government and exist to provide services for its citizens. Similar to the voluntary sector, organizations in the public sector do not seek to generate a profit. Funding for public services are usually raised through a variety of methods, including […]}, + comment = {Used for the different types of public sector -@Comment{jabref-meta: grouping: -0 AllEntriesGroup:; -1 StaticGroup:Research Methodology\;0\;1\;0x8a8a8aff\;\;\;; -1 StaticGroup:Antifragility\;0\;0\;0x8a8a8aff\;\;Related to Antifragility\;; -1 StaticGroup:Enterprise Architecture\;0\;0\;0x8a8a8aff\;\;Related to Enterprise Architecture\;; -1 StaticGroup:Definitions\;0\;0\;0x8a8a8aff\;\;Definitions\;; -1 StaticGroup:Imported literature.bib\;0\;1\;\;\;\;; -2 StaticGroup:Evaluate\;0\;1\;0x8a8a8aff\;\;Collection to be evaluated\;; -2 StaticGroup:Rejected\;0\;1\;0x8a8a8aff\;\;\;; -2 StaticGroup:Used\;0\;0\;0x8a8a8aff\;\;\;; +National Government +Regional Government +Local Government}, + journaltitle = {PrivacySense.net}, + shorttitle = {What is the {Public} {Sector}?}, } + +@Comment{jabref-meta: databaseType:biblatex;} + +{PrivacySense2016, + author = diff --git a/contents/AFPublicSector.tex b/contents/AFPublicSector.tex index a47f115..780c247 100644 --- a/contents/AFPublicSector.tex +++ b/contents/AFPublicSector.tex @@ -1,4 +1,4 @@ -\chapter{\acrshort{vuca} and the Public Sector Market} +\chapter{\acrshort{vuca} and the Public Sector} \label{ch:vucaandpublicsector} \begin{itemize} diff --git a/contents/background.tex b/contents/background.tex index 140a8b5..64c478e 100644 --- a/contents/background.tex +++ b/contents/background.tex @@ -225,7 +225,7 @@ \subsection{Three schools of Enterprise Architecture} \subsection{Steering mechanisms} \label{sub:tbeasteering} -\section{Public Sector market} +\section{Public Sector} \label{sec:tbpsmarket} \subsection{Differences with the Private Sector Market} diff --git a/contents/declaration.tex b/contents/declaration.tex new file mode 100644 index 0000000..60b06d5 --- /dev/null +++ b/contents/declaration.tex @@ -0,0 +1,34 @@ + +\thispagestyle{plain} +\pagenumbering{gobble} +\vspace*{\fill} +\LARGE +\noindent \textbf{Declaration of Authorship} +\hrule +\normalsize +\bigskip +\noindent +I, J.R. (René) Bliekendaal, declare that this thesis, with the title ''Accelerate in a world of chaos by using Enterprise Architecture with the concept antifragile'', and the work presented in it are my own and has been generated by me as the result of my own original research.\\ + +\noindent I confirm that: +\begin{itemize} + \item{This work was done wholly or mainly while in candidature for a master degree at the Antwerp Management School;} + \item{Where any part of this thesis has previously been submitted for a degree or any other qualification at the Antwerp Management School or any other institution, this has been clearly stated;} + \item{Where I have consulted the published work of others, this is always clearly attributed;} + \item{Where I have quoted from the work of others, the source is always given. With the exception of such quotations, this thesis is entirely my own work;} + \item{I have acknowledged all main sources of help;} + \item{Where the thesis is based on work done by myself jointly with others, I have made clear exactly what was done by others and what I have contributed myself;} + \item{Either none of this work has been published before submission, or parts of this work have been published as:} + \begin{itemize} + \item{...} + \item{...} + \end{itemize} +\end{itemize} +\bigskip + +\noindent +Date: \makebox[2in]{\hrulefill}\\ +\bigskip + +\noindent Signature: \makebox[2in]{\hrulefill}\\ +\vspace*{\fill} diff --git a/contents/discussion.tex b/contents/discussion.tex index 89cf544..5274b7c 100644 --- a/contents/discussion.tex +++ b/contents/discussion.tex @@ -10,7 +10,7 @@ \subsection{Is the Public Sector in The Netherlands unique?} \label{sub:discussionpublicsector} Is the public sector in The Netherlands the same as in the rest of the world? This needs further research and needs to be confirmed so that the outcome of this research is universally applicable. Maybe the outcome can be generalised. Further research should demonstrate this. -\subsection{Is the Public Sector different then the private sector?} +\subsection{Is the Public Sector different then the Private Sector?} \label{sub:discussionpublicvsprivate} \lipsum[1] diff --git a/contents/introduction.tex b/contents/introduction.tex index 33a0582..771ace9 100644 --- a/contents/introduction.tex +++ b/contents/introduction.tex @@ -1,3 +1,4 @@ +\chaptermark{Introduction} \chapter{Introduction} \label{ch:introduction} The Greek philosopher Heraclitus once said that one constant since the beginning of time is change. However, the fear of change is also a constant. His central claim is summed up in the phrase Panta Rhei ("life is flux"), recognising life's essential, underlying essence as change. Nothing in life is permanent, nor can it be, because the very nature of existence is change. Since times immemorial, humans have liked routine, making us feel in control of our lives. When that fear of change becomes irrational, our ability to control it becomes a phobia, particularly Metathesiophobia. A Metathesiophobe feels they have no control over their lives due to constant change. Metathesiophobes tend to live in the past and are unwilling to progress, often leading to depression, seriously impacting their professional and personal lives. If a society or country rejects the change, there is no growth and no progress. The inability to change, progress, or grow can result in stagnation. Stagnation rejects realising ones full potential. Stagnation is not a healthy flowing river; it is an idle and stale pond. \parencite{Mark2010, Arapahoe2020} @@ -6,28 +7,54 @@ \chapter{Introduction} \textcite{Taleb2012} defines the opposite state of \gls{fragile}, \gls{antifragile} as an answer to what \textcite{Taleb2008} calls black swan events. These black swan events are also known as X-events \parencite{Casti2013}. \textcite{Taleb2012} states that \gls{resilient}, \gls{robust} (and company) are states that neither breaks nor improves. \textcite{Taleb2012} claims that \gls{antifragile} is the state that gains and improves. \Gls{antifragile} is the true opposite of \gls{fragile}. -In this thesis, the researcher defines the \acrfull{ea} success factors for contribution to become \gls{antifragile}. The researcher uses the contextual boundary of the Public Sector Market as his lens. +In this thesis, the researcher defines the \acrfull{ea} success factors for contribution to become \gls{antifragile}. The researcher uses the contextual boundary of the Public Sector as his lens. -\section{Context} +\section{The researcher} \label{sec:context} -The researcher is working as a Chief Architect for an \acrfull{isv} specialised in delivering software and services to the local governmental agencies in The Netherlands, such as municipalities, the provinces, the local tax offices, and the regional water authorities. The researcher, colleagues and local governmental agencies have a common problem with the increasing pace of change. +The researcher is working as a Chief Architect for an \acrfull{isv} specialised in delivering software and services to the local governmental agencies in The Netherlands, such as municipalities, the provinces, the local tax offices, and the regional water authorities. -\section{Structure of the thesis} +\section{The structure of the thesis} \label{sec:structure} -In chapter \ref{ch:introduction}, the context of the research is set, the core concepts of \acrshort{ea} and \glspl{antifragile} are introduced together with the contextual boundary of the Public Sector Market. This chapter is closed with the problem statement, the belonging research questions, and the substantiation of the relevance of this research. +In chapter \ref{ch:introduction}, the context of the research is set, the core concepts of \acrshort{ea} and \glspl{antifragile} are introduced together with the contextual boundary of the Public Sector. This chapter is closed with the problem statement, the belonging research questions, and the substantiation of the relevance of this research. -In chapter \ref{ch:theoreticalbackground}, the background is given based on literature research. The contextual boundary of the Public Sector market is defined. The concepts of \acrshort{ea}, \gls{antifragile}, and other relevant concepts such as system, organisation, and stressor are researched and defined in detail. +In chapter \ref{ch:theoreticalbackground}, the background is given based on literature research. The contextual boundary of the Public Sector is defined. The concepts of \acrshort{ea}, \gls{antifragile}, and other relevant concepts such as system, organisation, and stressor are researched and defined in detail. Chapter \ref{ch:research-methodology} explains the used methodology and the approach for the research based on the FAIR\footnote{\url{https://www.go-fair.org/fair-principles/}} principles and the research properties of replicability, falsification, independence, and precision as described by \textcite{Recker2013}. -The researcher will elaborate on the fact that the Public Sector Market suffers from the digital transformation and the increase in the speed of change in chapter \ref{ch:vucaandpublicsector}. The \acrfull{vuca} world \parencite{Bennett2014} is used as a lens in this chapter. +The researcher will elaborate on the fact that the Public Sector suffers from the digital transformation and the increase in the speed of change in chapter \ref{ch:vucaandpublicsector}. The \acrfull{vuca} world \parencite{Bennett2014} is used as a lens in this chapter. -\section{Introduction of the contextual boundary of The Public Sector Market} +\section{Introduction of the Public Sector} \label{sec:intropublicsector} +According to \textcite{PrivacySense2016} the Public Sector is comprised of organisations that are owned and operated by the government and exist to provide services for its citizens. Similar to the voluntary sector, organisations in the public sector do not seek to generate a profit. Sometimes the public sector will partner with an organisation in the private sector to create a public-private partnership. These hybrid organisations work together to deliver a service or business venture to a community jointly. Through outsourcing, public sector organisations will often engage the private sector to deliver goods and services to their citizens. + +The researcher argues that, in the hybrid model, the definition of the public sector is not correct anymore. The part of a private company that is a part of a hybrid collaboration with the public sector should be part of the definition of the public sector. + +\begin{figure}[H] + \centering + \includegraphics[width=0.7\linewidth]{images/publicsector3modelsofcolaboration} + \caption[Public sector collaboration models]{Public sector collaboration models} + \label{fig:publicsector3modelsofcolaboration} +\end{figure} + +The public sector is divided into three levels \parencite{PrivacySense2016}: + +\begin{itemize} + \item{\textbf{The national government,} such as the military, the tax authority, and homeland affairs.} + \item{\textbf{The regional government,} such as the provinces, the police, and water management.} + \item{\textbf{The local government,} such as the municipalities, the social services, and the local tax offices.} +\end{itemize} + +The researcher will focus his research on the public sector level local government (of the Netherlands). + +The core values are different in the public sector than that of the private sector. The top five private sector core values are profitability, accountability, expertise, reliability, and effectiveness. The top five public sector core values are accountability, effectiveness, incorruptibility, reliability, and lawfulness. \parencite{Wal2008} Profitability is only a value for the private sector, and it does not exist as a value for the public sector. The public sector demands or even initiates changes without noticing the needed investments to execute these changes by the private sector. + +\begin{remark} + For hybrid collaborations and partnerships add the reference to iBestuur congress of 2021 about the necessity for the public and private sector to work closely together. Public Sector sees this as necessary to speed up innovation. The reference is expected first week of October 2021. +\end{remark} + \begin{remark} - Needs a formal introduction. + The analysis of the 3 types of collaboration should go to the theoretical background. Is necessary to state that the public sector includes privately held companies in some way. Possible even a System-of-Systems. \end{remark} -There is a difference in delivering products and services to the public sector and the private sector. The expected values are different in the public sector than that of the private sector. The top five private sector core values are Profitability, Accountability, Expertise, Reliability, and Effectiveness, while the top five public sector core values are Accountability, Effectiveness, Intercorruptibility, Reliability, and Lawfulness \parencite{Wal2008}. Profitability is only a value for the private sector. It does not exist as a value for the public sector. The public sector demands or even initiates changes without noticing the needed investments to execute these changes. For more information on the topic public sector and the increasing speed of change see chapter \ref{ch:vucaandpublicsector}. \section{Introduction of the concept Enterprise Architecture} \label{introea} @@ -59,14 +86,14 @@ \section{The research subject} \caption[Conceptual Research Model]{Conceptual Research Model} \label{fig:conceptualmodel} \end{figure} -The hypothesis of the conceptual research model is that, in the context of the public sector market, \acrlong{ea} Success Factors have a positive influence in the contribution of \acrlong{ea} in achieving antifragility. From this conceptual research model the research question can be stated as:\bigskip +The hypothesis of the conceptual research model is that, in the context of the Public Sector, \acrlong{ea} Success Factors have a positive influence in the contribution of \acrlong{ea} in achieving antifragility. From this conceptual research model the research question can be stated as:\bigskip -\noindent \emph{''What are the success factors of \acrlong{ea} for \gls{antifragility} in the public sector market?''}\bigskip +\noindent \emph{''What are the success factors of \acrlong{ea} for \gls{antifragility} in the Public Sector?''}\bigskip \noindent To correctly answer this research question the following sub-questions need to be answered: \begin{enumerate} - \item{What is literature saying about the Public Sector Market?} + \item{What is literature saying about the Public Sector?} \item{What is literature saying about \acrlong{ea}?} \item{What is literature saying about the success factors of Enterprise Architecture?} \item{What does literature say about antifragile?} @@ -81,7 +108,7 @@ \section{Research relevance} \end{wrapfigure} \acrfull{ea} has contributed to being more \gls{robust}, \gls{resilient}, and \gls{agile}. Using \acrshort{ea} in pursuing \gls{antifragility} will add value to companies by accelerating and growing when there is a stressor or black swan event. The \gls{antifragile} theory is young. \citeauthor{Taleb2012} published the theory in his book ''\Gls{antifragile}: Things that gain from disorder.'' in \citeyear{Taleb2012}. Studies conducted on \acrshort{ea} with the concept of \gls{antifragile} are almost non-existence. The conducted studies are primarily about making IT Systems \gls{antifragile}. \textcite{Botjes2020,Kastner2017} are exceptions and have researched how to apply \gls{antifragile} in an organisational context. Nevertheless, both concluded that there is more research needed. The former used the lens of Enterprise Engineering, which is closely related to \acrshort{ea}, together with resilience, while the latter used mostly reslience as its lens. There is still no answer to how \acrshort{ea} can contribute to becoming \gls{antifragile}. Organisations use the practice of \acrshort{ea} to guide them to achieve their goals. Giving more insights on this subject will contribute to the Body of Knowledge and help others getting closer to \gls{antifragility} by using \acrshort{ea}. -Because of the digital transformation, the pace of change is increasing rapidly. The increase in pace is not only seen in the private sector but also the public sector. The public sector has another change dimension; elections result in changed regulations and governmental policies. These changes are a result of a new political agenda. In the past, the chosen direction was stable for at least the period until the new elections. With the digital transformation the changes are also taking place in between elections with an increase of pace. Earlier chosen directions often result in the need for a new approach and even new directions. Earlier made investments can be made obsolete because of the new directions that follow out of those policies. The products and services that are delivered are, over time, unpredictable in use and functionality. To overcome this problem, most companies invest a great deal of time and money in being less fragile when the market changes or disruptions occur. This investment is to withstand changes by being more agile, robust, and resilient. By being more agile, robust, or resilient, the company can only withstand the change or the disruption but does not gain from it. See for more information chapter \ref{ch:vucaandpublicsector}. Governmental agencies and suppliers in the public sector market are searching for methods of dealing with this increased pace and the disruptions that occur. The relevance of this research is not only about the addition to the Body of Knowledge but also to share the outcome with the Public Sector Market. +Because of the digital transformation, the pace of change is increasing rapidly. The increase in pace is not only seen in the private sector but also the public sector. The public sector has another change dimension; elections result in changed regulations and governmental policies. These changes are a result of a new political agenda. In the past, the chosen direction was stable for at least the period until the new elections. With the digital transformation the changes are also taking place in between elections with an increase of pace. Earlier chosen directions often result in the need for a new approach and even new directions. Earlier made investments can be made obsolete because of the new directions that follow out of those policies. The products and services that are delivered are, over time, unpredictable in use and functionality. To overcome this problem, most companies invest a great deal of time and money in being less fragile when the market changes or disruptions occur. This investment is to withstand changes by being more agile, robust, and resilient. By being more agile, robust, or resilient, the company can only withstand the change or the disruption but does not gain from it. See for more information chapter \ref{ch:vucaandpublicsector}. Governmental agencies and suppliers in the Public Sector are searching for methods of dealing with this increased pace and the disruptions that occur. The relevance of this research is not only about the addition to the Body of Knowledge but also to share the outcome with the Public Sector. \begin{remark} These statements will be verified by interviews and the outcome of these interviews are part of \ref{ch:vucaandpublicsector}. diff --git a/contents/quotes.tex b/contents/quotes.tex index ca1d9d8..3a70b87 100644 --- a/contents/quotes.tex +++ b/contents/quotes.tex @@ -1,3 +1,4 @@ +\thispagestyle{plain} \pagenumbering{gobble} \begin{flushright} ''It is quite perplexing that those from whom we have\\ diff --git a/contents/thesisinformation.tex b/contents/thesisinformation.tex index 65a8c6c..b8df446 100644 --- a/contents/thesisinformation.tex +++ b/contents/thesisinformation.tex @@ -1,7 +1,8 @@ +\thispagestyle{plain} \pagenumbering{gobble} \begin{tabular}{p{0.3\textwidth}p{0.7\textwidth}} \textbf{Thesis Information} & \\ - Title: & Accelerate in a world of chaos by using Enterprise Architecture with the concept Antifragility \\ + Title: & Accelerate in a world of chaos by using Enterprise Architecture with the concept antifragile \\ Language: & British English \\ Reference Style: & \href{https://apastyle.apa.org/products/publication-manual-7th-edition}{APA Reference Style 7.0}\\ DOI: & tbd \\ diff --git a/contents/titlepage.tex b/contents/titlepage.tex index aeeeab1..78eb515 100644 --- a/contents/titlepage.tex +++ b/contents/titlepage.tex @@ -8,7 +8,7 @@ \vspace{0.5cm} \large - by using Enterprise Architecture with the concept Antifragility + by using Enterprise Architecture with the concept antifragile \vspace{1.5cm} \Large @@ -18,7 +18,7 @@ Co-Promotor Edzo Botjes, MSc. \vfill \large - A thesis submitted in fulfilment of the requirements\\ + A thesis submitted in fulfillment of the requirements\\ for the degree of Master of Enterprise IT Architecture (MSc) \vspace{0.8cm} diff --git a/images/publicsector3modelsofcolaboration.png b/images/publicsector3modelsofcolaboration.png new file mode 100644 index 0000000..a39b5e9 Binary files /dev/null and b/images/publicsector3modelsofcolaboration.png differ diff --git a/images/sources/publicsector3modelsofcolaboration.vsdx b/images/sources/publicsector3modelsofcolaboration.vsdx new file mode 100644 index 0000000..5a22695 Binary files /dev/null and b/images/sources/publicsector3modelsofcolaboration.vsdx differ diff --git a/main.ist b/main.ist index b6e3ad1..66af00c 100644 --- a/main.ist +++ b/main.ist @@ -1,5 +1,5 @@ % makeindex style file created by the glossaries package -% for document 'main' on 2021-9-22 +% for document 'main' on 2021-9-23 actual '?' encap '|' level '!' diff --git a/main.pdf b/main.pdf index 4acc07f..4d3f6fe 100644 Binary files a/main.pdf and b/main.pdf differ diff --git a/main.tex b/main.tex index 442bd20..bf982b0 100644 --- a/main.tex +++ b/main.tex @@ -1,5 +1,4 @@ \documentclass[bibtotoc]{scrreprt} -%\documentclass[bibtotoc,parskip=full]{scrreprt} \usepackage[utf8]{inputenc} \usepackage[T1]{fontenc} \usepackage[english]{babel} @@ -17,6 +16,20 @@ \usepackage{perpage} %the perpage package \MakePerPage{footnote} %the perpage package command +%tryout header footer + +%automark,autooneside=false,% <- needed if you want to use \leftmark and \rightmark in a onesided document + +%\usepackage[automark,headsepline,footsepline]{scrlayer-scrpage} +%\clearpairofpagestyles +%\ihead{\leftmark} +%\ohead{Accelerating in a world of chaos} +%\chead{} +%\ifoot{} +%\cfoot{\pagemark} +%\ofoot{} +%\renewcommand*\chapterpagestyle{scrheadings}% default pagestyle on chapter pages is plain + % Add remark without numbering for writing notes \usepackage{amsthm} @@ -54,6 +67,7 @@ \include{contents/titlepage} % Add the title page \include{contents/quotes} % Quotes \include{contents/thesisinformation} % Thesis Information + \include{contents/declaration} % Declaration of Authorship \pagenumbering{roman} % Set pagenumbering to roman \include{contents/acknowledgements} % Add acknowledgements \include{contents/abstract} % Add the abstract @@ -81,9 +95,9 @@ \include{contents/discussion} % Add the discussion - \include{contents/textblocks} % Pieces of text that can be used + %\include{contents/textblocks} % Pieces of text that can be used - \include{contents/chaptertemplate} % Add the Chapter Template + %\include{contents/chaptertemplate} % Add the Chapter Template % Tail of Thesis @@ -99,8 +113,8 @@ \begin{appendices} \include{contents/appendix_motivation} \include{contents/appendix_laws} - \include{contents/appendix_interviewees} - \include{contents/appendix_delphigroup} +% \include{contents/appendix_interviewees} +% \include{contents/appendix_delphigroup} \include{contents/appendix_literatureselection} \include{contents/appendix_researchlog} \end{appendices}