Applications of enterprise architecture modeling in digital transformation projects: a case study

Abstract

Digital transformation projects in large organizations often involve complex interactions between business strategy, processes, and information systems. In such environments, the collection and management of requirements become particularly challenging, especially when projects are delivered across multiple phases, teams, and external consulting firms. This thesis examines how Enterprise Architecture (EA) principles and the TOGAF Architecture Development Method (ADM) can support more consistent and aligned requirements management throughout the lifecycle of a digital transformation initiative. The study is based on a single in-depth case study of the “Partners Portal” project, a large-scale digital transformation initiative within an insurance organization operating in the European market. The analysis focuses on the Policy Lifecycle Management (PLM) stream, where requirements complexity, system integration, and business impact come together. Using qualitative research methods, the thesis examines internal project documentation, requirements artefacts, delivery tools, and the researcher’s direct involvement in the project over a six-month period. The findings reveal significant gaps between the intended and actual requirements processes, particularly during the transition from a consulting-led design phase to an Agile implementation phase. Two critical issues are analysed in detail: the inconsistent definition and governance of contract modules and fields, and the unclear lifecycle management of STP and NSTP modification requests. These issues illustrate how the absence of an end-to-end requirements lifecycle and architectural governance led to rework, delayed decisions, and misalignment across teams. Based on these findings, the thesis proposes an Enterprise Architecture–driven approach to project execution, using TOGAF ADM as a methodological framework to support continuous requirements alignment, clearer governance, and improved coordination across phases and stakeholders. The study contributes to both theory and practice by demonstrating how EA can function as a practical coordination mechanism in complex digital transformation projects, rather than as a purely modelling-oriented discipline.Digital transformation projects in large organizations often involve complex interactions between business strategy, processes, and information systems. In such environments, the collection and management of requirements become particularly challenging, especially when projects are delivered across multiple phases, teams, and external consulting firms. This thesis examines how Enterprise Architecture (EA) principles and the TOGAF Architecture Development Method (ADM) can support more consistent and aligned requirements management throughout the lifecycle of a digital transformation initiative. The study is based on a single in-depth case study of the “Partners Portal” project, a large-scale digital transformation initiative within an insurance organization operating in the European market. The analysis focuses on the Policy Lifecycle Management (PLM) stream, where requirements complexity, system integration, and business impact come together. Using qualitative research methods, the thesis examines internal project documentation, requirements artefacts, delivery tools, and the researcher’s direct involvement in the project over a six-month period. The findings reveal significant gaps between the intended and actual requirements processes, particularly during the transition from a consulting-led design phase to an Agile implementation phase. Two critical issues are analysed in detail: the inconsistent definition and governance of contract modules and fields, and the unclear lifecycle management of STP and NSTP modification requests. These issues illustrate how the absence of an end-to-end requirements lifecycle and architectural governance led to rework, delayed decisions, and misalignment across teams. Based on these findings, the thesis proposes an Enterprise Architecture–driven approach to project execution, using TOGAF ADM as a methodological framework to support continuous requirements alignment, clearer governance, and improved coordination across phases and stakeholders. The study contributes to both theory and practice by demonstrating how EA can function as a practical coordination mechanism in complex digital transformation projects, rather than as a purely modelling-oriented discipline.