Governance and Management of Information Technology - Enterprise Information Systems Design, Implementation and Management: Organizational Applications - page 50

component considered the three breakdown levels
in detail, as shown in Figure 3.
At the first level of decomposition, there are
five components: master, business, IT, man-
agement and integration. The business, IT and
administration components are all federative,
meaning that they do not have a vision of the
whole, so the integration and master components
have the mission of guiding and integrating all
other components. In the master component, the
strategy of the organization is developed and in
the integration component a base of information
is found that integrates all the information gener-
ated by the components and its disseminations.
It is important to note that for all other levels
underlying the first level, there are versions of the
integration component and the master component.
These versions are the link with the remaining com-
ponents. Specifically, for the master components
on the levels above and below, these are actually
a mirror of the component from which they were
originated. For example, for the IT component, it
is represented by the IT master component in the
second level as well as the direct component which
is represented by the master direct component on
the third level.
At the second level there are three compo-
nents that represent the direction, development
and delivery subsystems, and there are two other
components: the IT master component and the
integration component.
The third level consists of three components,
reflecting the decomposition of the components:
direct, developand delivery, where each has the
components: governance, control and execution,
including versions of the master and the integra-
tion components.
Following the establishment of the architecture
components map for aligning the organization
with IT, an analysis is performed where the com-
ponents that add more value will be highlighted.
This analysis consists of three phases:

1. Survey of components that add value;
2. Design of architecture;
3. Decision to invest and monitor the
transformation.

In Phase 1, there are certain components
which generate competitive advantages for the
enterprise. For that, one can use the Theory of the
Firm Resource Based View, which gives value
to a resource when it has the following features:
rarity, valuable, inimitable and irreplaceable,
(Gottschalk, 2007).
In Phase 2, two sub-phases are established
for the design of the architecture, which are the
construction of strategic architecture and business
architecture. Strategic architecture is responsible
for procedures to transform the component, which
includes moving from the current situation to the
desired situation. Architecture business is respon-
sible for representing the structure used to supply
and demand services.
Both architectures, strategic and business, are
composed of social architecture, business process
and technical architecture. Social architecture
takes into account organization structure, perfor-
mance metrics, skills and organization culture. The
business processes reflect the business model of
the organization in terms of activity flows. The
technical architecture includes systems applica-
tions and technical infrastructure (Prahalad, 2008).
Both strategic architecture and business ar-
chitecture are features of enterprise architecture.
Therefore, when enterprise architecture is used to
perform the transition from the current situation
to the desired situation, it will be called strategic
architecture. If enterprise architecture is used to
describe the day-to-day life of the component's
operation, it will be called business architecture.
In Phase 3, the interaction of strategic and
business architectures occurs considering the
aspects of social architecture, business processes
and technical architecture that must be applied to
each business component. In this phase, invest-
ment issues have already been discussed and the