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Enterprise systems hold a large promise for organisations to enhance their strategic position. However, adoption and implementation of enterprise systems is not without problems. Many problems have been reported in the literature with implementation of new technology, many of which seem to reoccur over and over again. It seems difficult for organisations to learn from previous experience and successfully organise and manage complex dynamic projects like an enterprise system implementation project. Although current project and change management methods offer support in organising and managing complex projects, more is needed to increase insight into the specific situation at hand. In this chapter, research is presented aimed at collecting knowledge on the dynamics of enterprise system implementation projects. The knowledge can serve to increase awareness of potential risks and pitfalls in specific new enterprise system implementation situations. To make the knowledge accessible, a tool has been developed for assessing a start-up situation of an enterprise system implementation project in an organisation. The key concept in this assessment is the level of mutual alignment between various organisational aspects of the business in which the system is implemented, the enterprise system, and the implementation project.

Services are fundamental to the provisioning of business activities. Enterprise Architecture (EA) is maintaining the relationship between strategy, business, and technology. A clear definition and agreed understanding of services is critical to realising information technology artefacts. Services, however, tend to be more complex than the mere act of interaction or working processes, and should be seen out of the cultural, organisational, and managerial factors surrounding them. This chapter uses a service model consisting of execution, context, and intention with an underlying claim that all three elements must be present to make services meaningful. EA must be seen in the light of this. This chapter addresses the issues related to combined transformation of organisations, service systems, and consequently, EA. The transformation changes loosely coupled, distributed organisations into Shared Service Centres (SSCs). A case study of a far-reaching SSC transformation from Denmark is presented where eGovernment services are moved from local government level into a national SSC structure referred to as Udbetaling Danmark (lit. PayDK). Major findings include: (1) When eGovernment reaches a certain level of maturity, it dissolves its original reason and no longer follows a progressive maturity model. Instead, it leads to a more radical reorganisation emphasising operational efficiency. (2) Development and management of complexities and uncertainties in governmental administrative services are closely associated with the development of eGovernment through ongoing refinement of EA and service frameworks. (3) The policy-driven reshaping of governmental services, originally themselves being SSCs, can lead to iterative SSC formations, each seeking to establish a professional logic of its own. (4) The systemic perception connected to EA and service science provides valuable insight into service transformation before, during, and after the transformation. This chapter aims at a deeper understanding and discussion of services in developing eGovernment policies and architectures, but findings are readily applicable in general business environments.

The healthcare system is in many countries operated by the governments, and interaction with the healthcare system is one of the most frequent interactions between citizen and government. Demographic, medical, and technological changes are likely to bring new aspects of connectedness into the everyday life of people and place healthcare and homecare professionals in new roles. A transformation is taking place where hospital best practices are constantly reducing patient’s in-hospital stays to alternative, less-costly care—notably at home. Telemedicine, telehealth, eHealth, home monitoring, and self-care are essential aspects of this transformation. Many issues are influencing this transformation, and new barriers are showing up where others are removed. A broadly oriented enterprise architecture effort is presented for the underpinning of the change process. The architectural approach encompasses views of the citizen, the healthcare system, the information infrastructure, and the citizen-oriented technology. A case of telemonitoring and self-care is presented using mobile hypertension measurement on a large-scale population cohort. Evaluation of the acceptance and success of the solutions is done within a combined understanding including technology, economy, organization, and culture.