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Networked digitalisation as an enabler for smart products and data-based business models presents companies with numerous and diverse challenges on their way through the digital transformation. Various reference architecture models have been developed in recent years to support these companies. A detailed analysis of these and in particular their use by companies quickly showed that currently existing reference models have major weaknesses in their practical suitability. With the Aachen Digital Architecture Management (ADAM), a framework was developed that specifically addresses the weaknesses of existing reference architectures and specifically takes up their strengths. As a holistic model, specially developed for use by companies, ADAM structures the digital transformation of companies in the areas of digital infrastructure and business development starting from customer requirements. Systematically, companies are enabled to drive the design of the digital architecture, taking into account design fields. The description of the design fields offers a detailed insight into the essential tasks on the way to a digitally networked company. The model is not only a structuring aid, but also contains a construction kit with the design fields to configure the procedure in the digital transformation. The procedure differentiates between the development of the digitalisation strategy and the implementation of the digital architecture. Three different case studies also show how ADAM is used in industry, what structuring support it can provide and how the digital transformation can be configured. The breadth and depth of ADAM enable companies to take the path of digital transformation systematically and in a structured manner, without ignoring the value-creating components of digitalisation. This qualifies ADAM as a sustainability-oriented framework, as it places the economic scaling, needs-based adaptation and future-oriented robustness of solution modules in the focus of digital transformation.
Die höhere Verfügbarkeit sowie steigende Notwendigkeit komplexer IT-Lösungen erhöhen die Attraktivität für Unternehmen, technische Aufgaben vermehrt an einen externen IT-Dienstleister zu übertragen. Die Auslagerung von Unterstützungsprozessen und die Fokussierung des Kerngeschäfts fördern operative Effizienz, führen oftmals aber auch zur Intransparenz über das Preis-Leistungs-Verhältnis der tatsächlich erhaltenen Dienstleistung. Anhand eines Projektbeispiels wird diese Problematik systematisch strukturiert, Handlungsmaßnahmen für das proaktive Lösen eines intransparenten Dienstleistungsverhältnisses abgeleitet und präventive Maßnahmen für ein verbessertes IT-Dienstleistermanagement vorgestellt. Ziele dieses Artikels sind es, interessierte Unternehmen für potenziell unklare Preisgestaltungen von Dienstleistungsverträgen zu sensibilisieren und sie in ersten Zügen zum kurzfristigen Dienstleistercontrolling zu befähigen.