This case study will assess your knowledge of key content areas (Week 1, 2, 3, 4, 5 contents) and to identify further support needs. For successful completion of the case study, you are required to study the material provided (lecture slides, tutorials, and reading materials), engage in the units activities, and in the discussion forums. The prescribed textbook is the main reference along with the recommended reading material. By completing this assessment successfully, you will be able to identify key aspects of information systems. This will help in achieving ULO4. The case study will be completed and submitted in week 5. Case Study: OrangeEnt is a multinational company that provides important services of a social nature to her customers. From the technology perspective, the organization can be considered as a late adopter of innovations and characterized by relative underinvestment in IT, which has certain implications for both its IT landscape and respective management practices. On the one hand, OrangeEnts IT landscape is very heterogeneous and includes many legacy information systems and technologies some of which have been in use for decades. OrangeEnts IT-related management practices are also rather archaic. For instance, the relationships between business and IT leaders in the organization exhibit evident signs of us and them mentality, while new investments in IT are viewed by business mostly to reduce costs of the existing operations. OrangeEnt has a centralized IT department headed by the CIO and responsible for developing and supporting information systems for all its business units. The IT department employs around 240 specialists and consists of three main functions: architecture, development and service. The architecture function includes a few architects focused predominantly on specific IT solutions. OrangeEnt previously tried to uplift the maturity of its EA practice and extend the scope of architectural planning beyond separate initiatives, but these attempts failed due to misalignment of its business and IT; therefore respective architects had been made redundant. I acknowledge the use of [insert the name of AI system and link] to [describe how it was used]. The prompts used were entered on [enter the date in ddmmyyy:] [list the prompts that were used] Example Tools I acknowledge the use of ChatGPT https://chat.openai.com to create content to plan and brainstorm ideas for my assessment. The prompts used were entered on 18 March, 2023: What are some key challenges in running an online business?

Then, the CIO decided to undertake another deliberate effort to evolve OrangeEnts EA practice with the involvement of external consultants at G-Consuting. For this purpose, the organization engaged a rather well-known EA consultancy (G-Consuting) to help initiate a full-fledged EA practice. The consultancy at G-Consuting formed a project team consisting of four architects specialized in different subject areas. This consulting team acted according to a detailed engagement plan agreed with OrangeEnts senior IT leadership. The plan stipulated in which sequence and when exactly various EA artifacts will be produced. In total, consultants worked for 4-7 months, analyzed the organization, interviewed numerous stakeholders and developed all the EA artifacts specified in the plan. Specifically, they started from analyzing OrangeEnt in terms of current and desired maturity of its business capabilities and mapped existing applications to respective capabilities. Then, they captured all relevant data entities, documented all technologies used in the organization, depicted current and defined target application portfolios and created more detailed CRUD (create, read, update and delete) relationship matrices. If you are Head of EA team at G-Consulting that OrangeEnt engaged; based on the case study above and EA lecture notes 1, 2, 3, 4 and 5: 2. Discuss key benefits of implementation of EA in OrangeEnt

some reference and 500 w0rds please