• Budi Setyawan Pradita University


Enterprise Architecture is closely related to the meaning of integration from various fields within a company, it is also a description of business, information, applications, and technology in the development of a framework or set of frameworks. Enterprise Architecture can identify strategies and provide information to balance business with technology, it is also useful for the management of a company because it can improve the implementation or execution of activities in various fields. With Enterprise Architecture, risks can be reduced or reduced, and business strategies can be more harmonious. To develop an idea, of course it must be described first. After being able to describe, then can be developed. Enterprise Architecture describes as a whole and a broad scope, in addition to being broad it must also be complete, covering all aspects. After the company or organization is described in full, then it enters the management stage, how to properly manage existing resources, and think about how to procure resources that do not yet exist, but are needed. The next process is development, such as Business Architecture, Application Architecture, Information Architecture, Technology Architecture. All described and managed, a healthy company or organization is one that develops with the concept of growing houses


[1] J. Lapalme, A. Gerber, A. Van Der Merwe, J. Zachman, M. De Vries, and K. Hinkelmann, “Exploring the future of enterprise architecture: A Zachman perspective,” Comput. Ind., vol. 79, 2016, doi: 10.1016/j.compind.2015.06.010.
[2] S. Kotusev, “Enterprise architecture and enterprise architecture artifacts: Questioning the old concept in light of new findings,” J. Inf. Technol., vol. 34, no. 2, 2019, doi: 10.1177/0268396218816273.
[3] F. AL-Sahar, A. Przegalińska, and M. Krzemiński, “Risk assessment on the construction site with the use of wearable technologies,” Ain Shams Eng. J., 2021, doi: 10.1016/j.asej.2021.04.006.
[4] Y. Gong and M. Janssen, “The value of and myths about enterprise architecture,” Int. J. Inf. Manage., vol. 46, 2019, doi: 10.1016/j.ijinfomgt.2018.11.006.
[5] P. Schönbeck, M. Löfsjögård, and A. Ansell, “Quantitative review of construction 4.0 technology presence in construction project research,” Buildings, vol. 10, no. 10. 2020, doi: 10.3390/buildings10100173.
[6] E. D. Nurmawan and M. Mulyati, “Sistem Informasi Kepegawaian Berbasis Website Pada PT Sumatera Panca Rajo Palembang,” JATISI (Jurnal Tek. Inform. dan Sist. Informasi), vol. 5, no. 2, pp. 147–157, 2019, doi: 10.35957/jatisi.v5i2.143.
[7] J. G. Sarhan, B. Xia, S. Fawzia, and A. Karim, “Lean construction implementation in the Saudi Arabian construction industry,” Constr. Econ. Build., vol. 17, no. 1, 2017, doi: 10.5130/AJCEB.v17i1.5098.
[8] K. Laland, B. Matthews, and M. W. Feldman, “An introduction to niche construction theory,” Evol. Ecol., vol. 30, no. 2, 2016, doi: 10.1007/s10682-016-9821-z.
[9] W. Albalkhy and R. Sweis, “Barriers to adopting lean construction in the construction industry: a literature review,” International Journal of Lean Six Sigma, vol. 12, no. 2. 2021, doi: 10.1108/IJLSS-12-2018-0144.
[10] S. M. Hasan, K. Lee, D. Moon, S. Kwon, S. Jinwoo, and S. Lee, “Augmented reality and digital twin system for interaction with construction machinery,” J. Asian Archit. Build. Eng., 2021, doi: 10.1080/13467581.2020.1869557.
[11] M. Raoufi and A. R. Fayek, “Identifying Actions to Control and Mitigate the Effects of the COVID-19 Pandemic on Construction Organizations: Preliminary Findings,” Public Works Management and Policy, vol. 26, no. 1. 2021, doi: 10.1177/1087724X20969164.