1. Attribute dimension: Align with its purpose.
2. Object dimension: Align among components and management areas.
3. Decomposition dimension: Align along decision-to-implementation hierarchy.
4. Time dimension: Align along lifecycles and timelines.
5. Dynamic dimension: Align with the changing environment.

Integrating data and systems across and beyond the enterprise Integrating legacy systems and new, Internet-driven technologies Migrating systems and business rules to new architectures, languages and web-based environments Managing and ensuring systems quality and stability

• Architecting the LOB as a business process segment within a centralized enterprise.
• Architecting the LOB as a sub-enterprise within a federated enterprise.
• Architecting the LOB as a cross-enterprise service among independent enterprises.
• Architecting the LOB as a vertical supply chain among independent enterprises.

• Architecting the LOB as a business process segment within a centralized enterprise.
• This architecting type focuses on aligning special business processes that are related to the specific LOB within an enterprise.
• The alignment assumes all other management groups are centralized, available as services, and beyond direct control of this LOB.
• The alignment takes applicable input from external LOB stakeholders and other management groups, optimizes its own LOB-specific business processes, and matches output with demands from external LOB stakeholders and other management groups.
• The architecting scope boundary is at LOB’s internal process level.

• Architecting the LOB as a sub-enterprise within a federated enterprise.
• This architecting type treats the LOB as a whole enterprise by its own, although it has a parent enterprise to report to and some peer sub-enterprises to coordinate with.
• The alignment includes all management groups under the authority of the LOB sub-enterprise, and assumes the parent enterprise and peer enterprises are beyond direct control of this LOB.
• The alignment takes input from external LOB stakeholders, parent enterprise, peer sub-enterprises, optimize all management groups in the LOB, (including the specific business processes for this LOB), and matches output with demands from external LOB stakeholders, the parent enterprise, and peer sub-enterprises.
• The architecting scope boundary is at sub-enterprise level, including processes and other management groups.

• Architecting the LOB as a cross-enterprise service among independent enterprises.
• This architecting type focuses on aligning special LOB business processes that are commonly shared by independent enterprises and delivering the shared process as a service.
• The alignment may take a service-side or a client-side perspective.
• The service-side alignment extracts common LOB functions from service receivers, optimizes the shared LOB-specific processes, and matches output with demands from LOB service receivers.
• The client-side alignment identifies serviced functions and remaining internal functions, optimizes internal LOB-specific processes along with serviced processes, and matches output with demands from LOB’s external stakeholders and other enterprise management groups.
• The architecting scope boundary is at LOB process level, including shared and internal processes.

• Architecting the LOB as a supply chain along independent enterprises.
• This architecting type focuses on aligning the sequence of LOB business processes that move a product or service from raw material supplier to final end customer and that are passing through independent enterprises.
• The alignment treats all participating enterprises as market partners in this LOB.
• The alignment takes a final customer’s perspective as well as all enterprise owners’ perspectives to optimize all business processes along the whole supply chain, and matches output with demands from external LOB stakeholders and partner’s own management groups.
• The alignment may be sought externally through explicit and prior coordination among the supply chain participants, using mechanisms such as vertical contracts and service agreements to control the flow of input and output. Or the alignment may be sought internally through vertical market studies and internal process adjustment to respond to market signals.
• The architecting scope boundary is at supply chain process level, including shared and internal processes.