“An enterprise architecture can be thought of as a "blueprint" or "picture" which assists in the design of an enterprise. The enterprise architecture must define three things. First, what are the activities that an enterprise performs? Second, how should these activities be performed? And finally, how should the enterprise be constructed? Consequently, the architecture being developed will identify the essential processes performed by a virtual company, how the virtual company and the agile enterprises involved in the virtual company will perform these processes, and include a methodology for the rapid reconfiguration of the virtual enterprise.”

—  Donald H. Liles

William Barnett, Adrien Presley, Mary Johnson, and Donald H. Liles (1994) "An architecture for the virtual enterprise." Systems, Man, and Cybernetics, 1994.' Humans, Information and Technology'., 1994 IEEE International Conference on. Vol. 1. IEEE, 1994

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American engineer 1947

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“The presence of an enterprise reference architecture aids an enterprise in its ability to understand its structure and processes. Similar to a computer architecture, the enterprise architecture is comprised of several views. The enterprise architecture should provide activity, organizational, business rule (information), resource, and process views of an organization.”

Donald H. Liles (1947) American engineer

Joseph Sarkis, Adrien Presley and Donald H. Liles (1995) "The management of technology within an enterprise engineering framework." in: Computers & industrial engineering.

“An enterprise must be viewed from several perspectives if it is to be fully described and understood (Barnett 1994; ESPIRIT Consortium AMICE 1991). Previous work in the development of architectures by the Automation & Robotics Research Institute (Presley et al. 1993) describes a five view approach. The Business Rule (or Information) View defines the entities managed by the enterprise and the rules governing their relationships and interactions. The Activity View defines the functions performed by the enterprise (what is done) while the Business Process View defines a time sequenced set of processes (how it is done). The resources and capabilities managed by the enterprise are defined in a Resource View. Finally, the Organization View is used to define how the enterprise organizes itself and the set of constraints and rules governing how it manages itself and its processes.”

Donald H. Liles (1947) American engineer

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 994

“The Generic Enterprise Reference Architecture and Methodology is about those methods, models and tools which are needed to build the integrated enterprise. The architecture is generic because it applies to most, potentially all types of enterprise. The coverage of the framework spans Products, Enterprises, Enterprise Integration and Strategic Enterprise Management, with the emphasis being on the middle two. The proposal for the architecture follows the architecture itself improving the quality of the presentation and of the outcome. De nitions of Generic Enterprise Reference Architecture, Enterprise Engineering/ Integration Methodology, Enterprise Modelling Languages, Enterprise Models, and Enterprise Modules are given. It is proposed how the above could be developed on the basis of previously analysed architectures (and other results too), such as the Purdue Enterprise Reference Architecture, the GRAI Integrated Methodology, CIM-OSA, and TOVIE.”

Peter Bernus (1949) Hungarian-Australian computer scientist

Peter Bernus and Laszlo Nemes (1996) "A framework to define a generic enterprise reference architecture and methodology." Computer Integrated Manufacturing Systems Vol 9 (3) p. 179

“Many companies are not driving significant business value from the digitized platforms they build as part of their enterprise architecture initiatives. Our 2011 survey of 146 senior IT leaders found that the companies that benefit from their platforms' efforts are consistently relying on four architecture-related practices that encourage organizational learning about the value of enterprise architecture: 1) making IT costs transparent, 2) debating architectural exceptions, 3) performing post-implementation reviews, and 4) making IT investments with enterprise architecture in mind.”

Jeanne W. Ross (1958) American computer scientist

Jeanne W. Ross & Anne Quaadgras (2012) " Enterprise Architecture Is Not Just for Architects http://cisr.mit.edu/blog/documents/2012/09/19/2012_0901_architecturelearning_rossquaadgras.pdf/," Massachusetts Institute of Technology, Vol. XII, No. 9, September 2012

“Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of a company's operation model… The key to effective enterprise architecture is to identify the processes, data, technology, and customer interfaces that take the operating model from vision to reality.”

Jeanne W. Ross (1958) American computer scientist

Source: Enterprise architecture as strategy, 2006, p. 47

“In enterprise modelling, we want to define the actions performed within an enterprise, and define constraints for plans and schedules which are constructed to satisfy the goals of the enterprise. This leads to the following set of informal competency questions:”

Mark S. Fox (1952) Canadian computer scientist and Professor of Industrial Engineering

Temporal projection - Given a set of actions that occur at different points in the future, what are the properties of resources and activities at arbitrary points in time?
Planning and scheduling - what sequence of activities must be completed to achieve some goal? At what times must these activities be initiated and terminated?
Execution monitoring and external events - What are the effects of the occurrence of external and unexpected events (such as machine breakdown or the unavailability of resources) on a plan or schedule?
Time-based competition - we want to design an enterprise that minimizes the cycle time for a product. This is essentially the task of finding a minimum duration plan that minimizes action occurrences and maximizes concurrency of activities.
Source: Methodology for the Design and Evaluation of Ontologies (1995), p. 3-4

“Enterprise engineering is rooted in both the organizational sciences and the information system sciences. In our current understanding, three concepts are paramount to the theoretical and practical pursuit of enterprise engineering: enterprise ontology, enterprise architecture, and enterprise governance.”

Erik Proper (1967) Dutch computer scientist

Preface
Advances in Enterprise Engineering II (2009)

“Enterprise architecture (EA) promotes the belief that an enterprise, as a complex system, can be designed or improved in an orderly fashion achieving better overall results than ad-hoc organisation and design. EA is a co-operative effort of designers, analysts and managers and uses enterprise models in the process… enterprise models carry meaning. This resulted in requirements for the enterprise engineering process, which—if not met—can limit the viability of the process. The analysis of the same factors resulted in requirements for improved Enterprise Modelling Tools.”

Peter Bernus (1949) Hungarian-Australian computer scientist

Peter Bernus (2003) "Enterprise models for enterprise architecture and ISO9000: 2000." Annual Reviews in Control 27.2 : 211-220.

“CIMOSA provides a Reference Architecture (known as the CIMOSA cube) from which particular enterprise architectures can be derived. This Reference Architecture and the associated enterprise modelling framework are based on a set of modelling constructs, or generic building blocks, which altogether form the CIMOSA modelling languages.”

Peter Bernus (1949) Hungarian-Australian computer scientist

Peter Bernus, Kai Mertins, Günter Schmidt (1998) Handbook on Architectures of Information Systems. p. 244

“The older disciplines of Architecture and Manufacturing have accumulated considerable bodies of product knowledge through disciplined management of the "product definition" design artifacts. This has enabled enormous increases in product sophistication and the ability to manage high rates of product change over time. Similarly, disciplined production and management of "Enterprise definition" (i. e. the set of models identified in the Framework for Enterprise Architecture) should provide for an accumulation of a body of Enterprise knowledge to facilitate enormous increases in Enterprise sophistication and accommodation of high rates of Enterprise change over time.”

John Zachman (1934) American computer scientist

Source: Concepts of the Framework for Enterprise Architecture, 1993, p. 3

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