The Pragmatic Enterprise Architecture Framework · Mergers & Acquisitions • Business Unit Consolidation • Introduction of New Products, Services or Lines of Business • Outsourcing

PEAFPowered

by

v2021

Adoption Adoption

Adoption

v2021

Adoption Step 4

Step 4Design

Changes

Logi

cal

Phys

ical

Elaborating

v2021

Adoption Step 4 > Actions

Guidance

Motivation’

Assessment’

Measures’

Step 4Design Changes

Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Motivation

Assessment

Measures

Actions Actions

Enterprise Dependant

Adoption

Level 3


Guidance

Motivation’

Assessment’

Measures’


Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Motivation

Assessment

Measures

Actions Actions

Mitigate Risks

Do I Care?


Design Framework

Current State

Current State

PhaseINPUT OUTPUT

CON

STRA

INT

SIM

PACT

ASSE

SSM

ENT

Current State

Current

M IA G C

Enterprise Dependant Target StateTarget State

Target

M IA G C

Target State

4Target State

Target

M IA G C

Adoption Adoption



Enterprise DependantLevel 3


Framework Training

v2021

Adoption Step 4 > Risks > The Brick Wall of Misconception

We don't have an EA We don't do EA We don't have

any EAsIvory tower and

hypothetical Many failures

Benefits are never achieved

Invented by consultants

A large expensive team?

A large expensive project?

Losing Strategic Control

It’s another silver bullet

Nothing to do with me, mate! How much!!! Are we there

yet?

I have important firefighting to

do...

We don’t live in a perfect world

Oh what pretty pictures

I can’t afford a modeling tool!

I don’t want another

maintenance nightmare

How many paperclips?

You can’t define the future

Don’t tell the business what to

do

Don't tell IT Experts

what to do

Let’s model everything

Shhh! Don’t mention the

words EA

v2021

Adoption Step 4 > Risks > Many People Hate EA

EA is about exposing problems

EA is about exposing mistakes

EA is about breaking

down silos and fiefdoms

EA is about benefit to the whole

EA is about long term

benefit

EA is about inconvenient

truths

v2021

Adoption Step 4 > Risks > Communication

Communication and knowledge transfer are the keys to mitigating most of the risks associated with EA adoption.

For this reason, good quality and continuous knowledge transfer is mandatory if an increase in EA maturity is to be a

success.

If it is not done, or done badly,your EA Initiative WILL FAIL.

This is not a risk.This is a Certainty.

v2021

Adoption Step 5

Step 5Develop Changes O

pera

tiona

l

Phys

ical

Constructing

v2021


Guidance

Motivation’

Assessment’

Measures’

Step 5Develop Changes

Motivation

Assessment

Measures

Actions

Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Actions

Adoption




Guidance

Motivation’

Assessment’

Measures’


Motivation

Assessment

Measures

Actions

Mitigate Risks

Do I Care?

Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Actions

Build Framework

Current State

Current State

Target State

PhaseINPUT OUTPUT

CON

STRA

INT

SIM

PACT

ASSE

SSM

ENT

Current State

Current

M IA G C


Target StateTarget State

Target

M IA G C


Target

M IA G C

Adoption Adoption







v2021

Adoption Step 5 > Actions > Setup EA Governance

Setup EA GovernancePlan TransitionPreparation Formation

Create SIBToR

Review& Sign-off

Review& Sign-off

PhaseApproved

Board ofDirectors

Create EASGToR

Review& Sign-off

Review& Sign-off

Review& Sign-off

Assign Budget

EAGovernance

Agreed

StrategicInvestment

Board

EnterpriseArchitecture

Steering Group

Form SIB and EASG

Define Best Practice Principles

StrategicPlanning

Augment with Strategic Principles

Review& Sign-off

Review& Sign-off

Review& Sign-off

Review& Sign-off

Action Related Tasks

GovernanceSetup Tasks Complete

Define Transformation

Debt™ Agreement

Develop TransitionPlan

EA ProjectBoard

EA ProjectTeam

v2021

Adoption Step 5 > Actions > Prepare Process Change

Prepare Process ChangeDocument / Understand Current State Analyse / Determine Target State Plan Transition

Phases – Discover Current Phases – Define Target

Disciplines – Discover Current Disciplines – Define Target

PhaseApproved

PhaseComplete

Governance & Lobbying

Modelling

Governance & Lobbying

Modelling

Roadmapping


ProjectPersonnel

StrategisingTeam

RoadmappingTeam

DiscoveryDiscovery

Project Process Project Process

Roadmapping

EA ProjectBoard

EA ProjectTeam

v2021

Adoption Step 5 > Actions > Define the EA Meta-model

Define the EA Meta-modelDefintion Plan TransitionDiscovery

PhaseApproved

Enterprise Context

Business Model

Capability Model

Roadmap Model

EA ProjectBoard

EA ProjectTeam

PhaseComplete


Operating Model

EA ToolVendor

Find out what Metamodels are

Available

Map Metamodels to PEAF Ontology

Determine Hybrid Metamodel

Motivation Model

v2021

Adoption Step 5 > Actions > Prepare EA Education

Prepare EA EducationPlan TransitionDefintion

PhaseApproved

Identify Stakeholders

CreateMaterial


PhaseComplete

EA ProjectBoard

EA ProjectTeam

v2021

Adoption Step 5 > Actions > Prepare Culture Change

Prepare Culture ChangeDocument / Understand Current State Analyse / Determine Target State Plan Transition

PhaseApproved

HR

Determine TargetGroups &

Relationships

Determine TargetPeople &

Relationships

Determine Target Values and Ethics

Determine Target Psychology

Determine TargetPolitics

Determine CurrentGroups &

Relationships

Determine CurrentPeople &

Relationships

Determine Current Values and Ethics

Determine Current Psychology

Determine CurrentPolitics


EA ProjectBoard

EA ProjectTeam

PhaseComplete

v2021

Adoption Step 5 > Actions > Select an EA Modelling Tool

Select an EA Modelling ToolSourceRequest for Proposal (RFP)Request for Information (RFI)Preparation

Vendor Responds

CreateDetailed

Requirements

Send RFI to Vendors

Create RFI

Research list of all EA Tool Vendors

Review& Sign-off

Create Gating Criteria

Requirements

Review& Sign-off

Evaluate Responses

Choose Shortlist

Arrange Demonstrations

Arrange Demonstrations

Vendor Demonstrations

Vendor Demonstrations

Evaluate Responses

Select “Final 3”

Create POC data & Requirements

Evaluate Responses

Arrange Proof of Concept

Vendor Proof of Concept

Vendor Proof of Concept

Select Vendor

Create RFP

Review& Sign-off

Vendor Responds

Review& Sign-off

Send RFP to Vendors

Commercial Negotiations

Commercial Negotiations

Order Hardware

Buy Licenses

Plan Training

Tool Obtained

Initiation of Implementation

Phase

Vendors

EA ProjectBoard

EA ProjectTeam

Arrange Proof of Concept

Determine How Tool Fits Into

Transformation

v2021

Adoption Step 6

Step 6Rollout ChangesO

pera

tiona

l

Phys

ical

Wor

ld

Transitioning

v2021


Guidance

Motivation’

Assessment’

Measures’

Step 6Rollout Changes

Motivation

Assessment

Measures

Actions

Adoption




Guidance

Motivation’

Assessment’

Measures’


Motivation

Assessment

Measures

Actions

Mitigate Risks

Re-assess

Framework Training

Target StateCurrent State

Current State

Target State

PhaseINPUT OUTPUT

CON

STRA

INT

SIM

PACT

ASSE

SSM

ENT

4

Current State

Current

M IA G C


Current State

Target

M IA G C



Target

M IA G C

Adoption




v2021

Adoption Step 6 > Rollout Process Change

Rollout Process Change

Rollout

Initiation of Transitioning

Phase

ProjectSenior

Personnel

EnterpriseArchitect(Type 2)

StrategisingTeam

RoadmappingTeam

Governance & LobbyingTraining

DiscoveryTraining

Project ProcessTraining

RoadmappingTraining

ModellingTraining

EA ProjectBoard

EA ProjectTeam

StrategisingTraining

PhaseComplete

Governance & LobbyingTraining

DiscoveryTraining

Project ProcessTraining

RoadmappingTraining

ModellingTraining

StrategisingTraining

v2021

Adoption Step 6 > Actions > Setup the EA Meta-model

Setup the EA Meta-modelInstallationTraining

Setup EAMeta-model

Setup EAMeta-model

Meta-modellingTraining

Meta-modellingTraining

Meta-modelsetup

Initiation of Transition

Phase

EA ToolVendor


v2021

Adoption Step 6 > Actions > Provide EA Education

Provide EA EducationProvide

PhaseApproved

Run BoardTraining

Run ExecTraining

BoardTraining

ExecTraining

Board ofDirectors

Awareness& Buy-in

Awareness& Buy-in

EA ProjectTeam

StrategisingTeam

RoadmappingTeam

Run WorkerTraining

WorkerTraining

Awareness& Buy-in

ExecutiveManagement

v2021

Adoption Step 6 > Actions > Rollout Culture Change

Rollout Culture ChangeChange Culture

Execute Cultural Change Plan

ImprovedCulture

PhaseApproved

Execute Cultural Change Plan

HR

EA ProjectBoard

EA ProjectTeam

ProjectSenior

Personnel


StrategisingTeam

RoadmappingTeam

v2021

Adoption Step 6 > Actions > Rollout EA Modelling Tool

Rollout EA Modelling Tool

TrainingInstallation

Install Hardware Software Configuration

Software Configuration

Training

Training

TrainedUsers

Initiation of Transition

Phase

IT

EA ToolVendor

ProjectSenior

Personnel


StrategisingTeam

RoadmappingTeam

v2021

Adoption Guidance

Guidance

v2021

Adoption Guidance > What Is EA > Bridging the Gap

“The Business” IT

EA

Bridgingthe Gap


EA

Bridgingthe Gap



EA

Bridgingthe Gap

Strategy

Execution(of Transformation)



EA

Bridgingthe Gap

Strategy


EA



EA

Bridgingthe Gap

Strategy


EAEA is not a Destination.

EA is not even a Journey.

EA is a way of Travelling.


v2021

Adoption Guidance > What Is EA > You Decide

PatternX Architecture is...

… set in the context of things outside of X that affect X, or are affected by X.

...the fundamentally

important structure of the whole of X...

The Enterprise

Things thatdon’t use IT

Things thatuse IT IT

Transitioning

Constructing

Elaborating

Solutioning

Roadmapping

Strategising

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

The Enterprise

BusinessArchitecture

ProjectExecution

Enterprise Architecture

The Enterprise Context

Solution Architecture





The Enterprise



Transitioning

Constructing

Elaborating

Solutioning

Roadmapping

Strategising

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

The Enterprise


ProjectExecution




A





The Enterprise



Transitioning

Constructing

Elaborating

Solutioning

Roadmapping

Strategising

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

The Enterprise


ProjectExecution




BA





The Enterprise



Transitioning

Constructing

Elaborating

Solutioning

Roadmapping

Strategising

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

The Enterprise


ProjectExecution




CBA

v2021

Adoption Guidance > What Is EA > Solution Architecture

Roadmapping

Solutioning

Elaborating

Constructing

Transitioning

Strategising

Contextual

Conceptual

Logical

Physical

Operational

Physical World

BA

usinessrchitecture

EA

nterpriserchitecture

SA

olutionrchitecture

Enterprise Context

Enterprise Architects

Operating Models (Structural),Roadmap Models (Transformational)

Business Analysts

Business Processes(Level 0)

Logical Technical Designs

Business Processes(Level 1-2)

Procedures

Business Analysts

Users

Value

Physical System Design

Technical Analysts

Applications

Developers

SolutionArchitects

Shareholders, Customers, Suppliers, Legislation, etc

Business Architects

Business Model,Business Motivation Model,

Capability Model

Note: All models exist in Current, Intermediate(s) and Target forms

Arc

hite

ctur

e (B

A, E

A, S

A)

Engi

neer

ing

Note: All models exist in Current, Intermediate(s) and Target forms

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Question

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Raw Word Cloud

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Analysis

Mission

Agility

Efficiency

Costs

EffectivenessValueDurability

Growth

ProfitabillityCompetitive-

ness

CustomersRisk

StabilityQuality

ModelsProcesses

GuidanceTools

Decision-Support

Strategic-PlanningArchitecting

Governance

Alignment

WHY

HOW

WHAT

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Analysed Word Cloud

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Description

The purpose of Enterprise Architecture is to…enable an enterprise to realise its Vision through the execution of its Mission, whilst enabling it to respond to change and increasing its effectiveness, profitability, customer satisfaction, competitive edge, growth, stability, value, durability, efficiency and quality while reducing costs and risks

byStrategic Planning, Architecting and Governance supported by a Decision Support framework aligning all parts of the enterprise

usingModels, Guidance, Processes and Tools.

v2021

Adoption Guidance > What Is EA > 160 Char Challenge > Simplified Description

The purpose of Enterprise Architecture is to…

allow an enterprise to thriveby

Strategic Planning, Architecture and Governance

usinga Framework.

v2021

Adoption Guidance > Frameworks > Why use a PM Framework?

If we wanted to be able to…· Clearly identify the products/deliverables of projects.· Ensure that they are produced on time and to budget.· Focus attention on the quality of Products/Deliverables.· Make the progress of projects more visible to management.· Ensure that work progresses in the correct sequence.· Involve senior management at the right time and in the right place.· Allow projects to be stopped and, if required, re-started completely under

management control, at any time in the project’s life.

Can we achieve all these things without utilising a Project Management framework like PRINCE2?

Will utilising a Project Management framework like PRINCE2 guarantee we will achieve these things?

v2021

Adoption Guidance > Frameworks > Why use an EA Framework?

If we wanted to be able to…· Reduce costs, Reduce complexity, Reduce risk, Reduce cost of ownership· Reduce the time to make valid decisions· Increase ease of change, Increase flexibility· Sweat the assets, Deal with Compliance· Improve the Business IT relationship, improve IT Governance· Identifying and implementing process improvements· Delivering projects to enable business growth· Linking business and IT strategies

Can we achieve all these things without utilising an EA Framework like PEAF?

Will utilising an EA Framework like PEAF guarantee we will achieve these things?

v2021

Adoption Guidance > Where to Start? > Can I start with one Department?

OperationTransformation

Direction

Department /Business Unit

A


B


C

Strategising

Objectives

Doesn’t Require Transformation


Direction

Elaborating

Constructing

Transitioning

Solutioning

Roadmapping


A


B


C

Strategising

ObjectivesObjectives

RequiresTransformation


Enter

prise

Engin

eerin

gAr

chite

cture

(BA, E

A, SA

)


Direction

Elaborating

Constructing

Transitioning

Solutioning

Roadmapping


A


B


C

Proj

ect

Proj

ect

Proj

ect

Proj

ect

Strategising


Proj

ect



Enter

prise

Engin

eerin

gAr

chite

cture

(BA, E

A, SA

)


Direction

Elaborating

Constructing

Transitioning

Solutioning

Roadmapping


A


B


C

Proj

ect

Proj

ect

Proj

ect

Proj

ect

Proj

ect

Strategising


Proj

ect



Enter

prise

Engin

eerin

gAr

chite

cture

(BA, E

A, SA

)

v2021

Adoption Guidance > Where to Start? > EA Catalysts

Tool

Current State

Discover / Analyse

IntegrateData

MetamodelTarget State

Design

Roadmap

Design

All Other Project Catalyst Work (EA Catalysts)

Key(Box areas represent time/cost)

Work done in a catalyst Project.

Mergers & Acquisitions, Business Unit Consolidation, Introduction of New Products,

Services or Lines of Business, Outsourcing a Business Function, Divesting a line of Business, Operational Cost Reduction, Business Transformation, Building Relocation, Strategic Planning, Increase

Business Agility, Efficiency and Effectiveness, Streamlining Business Processes, Consolidation of Suppliers, Technologies or Applications,

Business Process Management, Business Process Re-engineering, Off shoring, Market/Shareholder Pressure,

Tool

Current State

Discover / Analyse

IntegrateData

Metamodel

Discover, Analyse, Develop, Change

Road-mapping,Governance & Lobbying,Modelling & Discovery,

Principles

Target State

Design

Roadmap

Design

Items

Methods

Culture

Artefacts

Guidance

IntegrateData



Principles

All Other Project Catalyst Work (EA Catalysts)


5% Extra work required to setup/maturea proper EA capability and reuse 15% of

the catalyst work






Tool

Current State

Discover / Analyse

IntegrateData

Metamodel



Principles

Target State

Design

Roadmap

Design

Items

Methods

Culture

Artefacts

Guidance

IntegrateData



Principles

Tool – Review, Select, InstallAll Other Project Catalyst Work (EA Catalysts)


5% Extra work required to setup/maturea proper EA capability and reuse 15% of

the catalyst work

If the 5% extra work is not done in the catalyst project, 15% of the catalyst work

is thrown away.






Current State

Discover / Analyse Metamodel

Target State

Design

Roadmap

Design

v2021

Adoption Guidance > Where to Start? > Vision

Ends

How

Why

Increase the Effectiveness, Efficiency, Agility and Durability of

the Enterprise……..

Stra

tegi

c G

oals

of th

e En

terp

rise

Stra

tegi

c G

oals

of t

heTr

ansf

orm

atio

n of

EA

Means

...an

d th

eref

ore

of “

doin

g” E

A

Ends

How

Why



Stra

tegi

c G

oals

of th

e En

terp

rise

Stra

tegi

c G

oals

of t

heTr

ansf

orm

atio

n of

EA

Means

...an

d th

eref

ore

of “

doin

g” E

A

Goa

ls

WhyHow


Transformation.

Ends

How

Why



Stra

tegi

c G

oals

of th

e En

terp

rise

Stra

tegi

c G

oals

of t

heTr

ansf

orm

atio

n of

EA

Means

...an

d th

eref

ore

of “

doin

g” E

A

Goa

lsO

bjec

tive

s

How Why

Increase our Maturity in how we utilise The Architecture Paradigm™

WhyHow


Transformation.

Ends

How

Why



Stra

tegi

c G

oals

of th

e En

terp

rise

Stra

tegi

c G

oals

of t

heTr

ansf

orm

atio

n of

EA

Means

...an

d th

eref

ore

of “

doin

g” E

A

How

How

Goa

ls

Stra

tegi

esT

acti

cs

Obj

ecti

ves

Why How Why

Why

How

Why

Support the Management of the Cost, Risk, Flexibility and Quality

of Transformation.

Use Structural & Transformational Models, Perform EA Governance

and ManageTransformation Debt™.

Increase our Maturity in how we utilise The Architecture Paradigm™

WhyHow


Transformation.

v2021

Adoption Guidance > Where to Start? > Goals

Implications

Effectiveness Efficiency

DurabilityAgility

v2021

Adoption Guidance > Where to Start? > Strategies

Implications

Cost Risk

QualityFlexibility

v2021

Adoption Guidance > Where to Start? > Tactics

Implications

Structural Models Transformational Models

Managing Transformation

DebtPerforming EA

Governance

v2021

Adoption Guidance > Where to Start? > ObjectivesV

alue

Gai

ned

Time

-ve

Mat

urity

Guidance Guidance Guidance

Step 1Why Should I Care?

Motivation’

Assessment’

Measures’Motivation

Step 2High Level Assessment

Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Step 3Detailed Assessment

Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Motivation

Assessment

Measures

Actions Actions Actions Actions

De-Motivation

Guidance Guidance

Motivation’

Assessment’

Measures’


Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures


Motivation

Assessment

Measures

Actions Actions

Guidance


Motivation’

Assessment’

Measures’

Motivation

Assessment

Measures

Actions

Effectiveness,Efficiency,

Agility,Durability.

4123 5 6

4123 5 6 4123 5 6

4123 5 6 4123 5 6

Increasing our Maturityin how we utiliseThe Architecture

Paradigm™

v2021

Adoption Guidance > Tools > Types

Can we just use Visio?

Yes, but…

Training

Entity Consistency

Relationship Consistency

Cost

Visio +Excel

None

Manual

Manual

Minimal


Yes, but…

Training

Entity Consistency


Cost

Visio +Excel

Visio + Database

None

Manual

Manual

Minimal

Some

Automatic

Manual

Small


Yes, but…

Training

Entity Consistency


Cost

Visio +Excel

Visio + Database

CustomTool

None

Manual

Manual

Minimal

Some

Automatic

Manual

Small

Extensive

Automatic

Automatic

Medium-High

v2021

Adoption Guidance > Tools > Issues > Ability to Use Information

Abili

ty to

use

Info

rmat

ion

Complexity/Volume of InformationVery Simple

Very Complex

Very Easy

Impossible

Visio/DB

Visio/Excel

CustomTool

v2021

Adoption Guidance > Tools > Issues > Effort to Maintain Information

Effo

rt to

Mai

ntai

n In

form

atio

n

Complexity/Volume of InformationVery Simple

Very Complex

Impossible

Very Easy

CustomTool

Visio/DBVisio/

Excel

v2021

Adoption Guidance > Tools > Fundamentals

View

View

View

View

Rela

tions

hip

Relationship

Relationship

Relationship

Relationship

Entity

Entity

Entity

Entity

Properties

Properties

Properties

Properties

Properties

PropertiesProperties

Properties

Properties

Properties

Properties

Properties

Properties

v2021

Adoption Guidance > Tools > Can I use my CMDB?

EA Model CMDB

Planning

Strategising, Roadmapping

Conceptual / Logical

Low

Operational

Construction / Transitioning

Physical / Operational

High

Management / Architects

Developers / Change Managers

Purpose

Phases

Type

Detail

Used By

v2021

Adoption Guidance > Tools > Can I use my CMDB? > Content

EA Model - Scope

BusinessCurrent In

term

edia

te

TechnicalCurrent

CMDB - Scope

BusinessTarget

Technical Target

TechnicalCurrentIn

term

edia

teIn

term

edia

te

Inte

rmed

iate

Inte

rmed

iate

Inte

rmed

iate

Strategic

v2021

Adoption Guidance > Tools > Can I use my CMDB? > Entities

EA Model - Entities

BusinessCurrent In

term

edia

te

CMDB - Entities

BusinessTarget

Technical Target

Inte

rmed

iate

Inte

rmed

iate

Inte

rmed

iate

Inte

rmed

iate

Inte

rmed

iate

Strategic

v2021

Adoption Guidance > Tools > Can I use my CMDB? > Attributes

EA Model – Attributes CMDB - Attributes

ApplicationsApplications

v2021

Methods Methods

Methods

v2021

Methods Phases > Overview

Enterprise ContextO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

n

PhysicalWorld

Target

Enterprise Context

Elaborating

Constructing

Transitioning

Using

Solutioning

Strategising

Roadmapping

PhysicalWorldCurrent

Arc

hite

ctur

e (B

A, E

A, S

A)

Business Model(Target)

Business Motivation

ModelEnterprise

Capability Model(Target)

Transformation Roadmap

Enterprise Operating Model

(Target)


(Target)

DetailedDesign

(Target)

Operational Design

(Target)

Enterprise Capability Model

(Current)


(Current)


(Current)

DetailedDesign

(Current)

Operational Design

(Current)

Project Plans

Metrics

Requirements

Policies, Standards

Decision Rationale

Project Plans

Metrics

Requirements

Standards

Decision Rationale

Engi

neer

ing

Project Plans

Metrics

Requirements

Principles, Policies

Decision Rationale

Enterprise Context

M

M

AG

AM

M

AG

AM

M

AG

A

M

M

AG

A

M

M

AG

A

M IA G CM IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Enterprise ContextO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

n

PhysicalWorld

Target

Enterprise Context

Elaborating

Constructing

Transitioning

Using

Solutioning

Strategising

Roadmapping

PhysicalWorldCurrent

Arc

hite

ctur

e (B

A, E

A, S

A)

Business Model(Target)

Business Motivation

ModelEnterprise

Capability Model(Target)

Transformation Roadmap


(Target)


(Target)

DetailedDesign

(Target)

Operational Design

(Target)

Enterprise Capability Model

(Current)


(Current)


(Current)

DetailedDesign

(Current)

Operational Design

(Current)

Project Plans

Metrics

Requirements

Policies, Standards

Decision Rationale

Project Plans

Metrics

Requirements

Standards

Decision Rationale

Engi

neer

ing

Project Plans

Metrics

Requirements

Principles, Policies

Decision Rationale

Enterprise Context

M

M

AG

AM

M

AG

AM

M

AG

A

M

M

AG

A

M

M

AG

A

M IA G CM IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

M IA G C M IA G C

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Iterate

Mod

ellin

g Decision M

akingGove

rnan

ce

& L

obby

ing

Iterate

Iterate

Analysis& DesignOptions / Solution

RequirementsManagement

Discovery

Iterate

StructuralTarget State

StructuralCurrent State

StructuralTarget State

StructuralCurrent State

Transformational

Motivation

Transformational

Measures

Transformational Transformational

Assessment Guidance

Transformational

Actions

Transformational

Motivation

Transformational

Measures

Transformational Transformational

Assessment Guidance

Transformational

Actions

v2021

Methods Phases > Strategising

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Solutioning

Roadmapping

Strategising(aka Business Architecture)

Sometimes called Business or Enterprise Strategy

e.g. Value Propositions, Cost Structure, Revenue Streams,

Partners, Channels, etc, Mission, Vision, Strategies,

Tactics, Goals and Objectives

v2021

Methods Phases > Strategising > Process

Strategising Update Business Model Update Motivation Model

Present Enterprise Strategy Model

Review and update the KPI’s

Sign-off Enterprise Strategy Model

Review and update the Objectives

Review and update the Mission

Review and update Policies & Rules

Review and update Influences

Review and update the Tactics

Review and Update the Goals

Perform and update SWOT

Analysis

Review and update the Vision

Review and update the Strategies

Annually OrTriggered

Enterprise StrategyModel

Complete

ExecutiveManagement

EnterpriseArchitect

Board ofDirectors

BusinessArchitect

Revise Business Model

v2021

Methods Phases > Roadmapping

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Solutioning

Roadmapping

Roadmapping(aka Enterprise Architecture)

Sometimes called Annual Business Planning or Transition Planning

Creates a portfolio of projects and roadmaps to be initiated

over the coming year(s)

v2021

Methods Phases > Roadmapping > Process

RoadmappingCreate Structural & Transformational Roadmaps

Update Principles Model

Update Intermediate

Operating Models

Analyse Business, Capability &

Motivation Models

Update Portfolio Model

(Transformational Roadmap)

Update Current Operating Model

Update Target Operating Model

Sign-Off

EnterpriseStrategyModel

Complete

Transformation Strategy

Complete

EnterpriseArchitect

StrategicPlanning

Board ofDirectors

ExecutiveManagement

Create Project Packs for Each

Entry in the Portfolio

Analyse & Include Transformation

Debt™ RemediationBaselineCreated

Sign-OffLo

bbyi

ng

Gove

rnan

ce

Sign-Off

Lobb

ying

Gove

rnan

ce

StructuralStatesAgreed

Sign-Off

Lobb

ying

Gove

rnan

ce

PortfolioAgreed

Sign-Off

Lobb

ying

Gove

rnan

ce

v2021

Methods Phases > Roadmapping > Intermediate Journey

Targ

et M

odel

Inte

rim M

odel

Inte

rim M

odel

Inte

rim M

odel

Curr

ent M

odel

Inte

rim M

odel

Inte

rim M

odel

Year 1

Current Target

DestinationStart

Way point Way point Way point Way point Way point

Pit-stop Pit-stop Pit-stop

Budget Budget Budget

Objective Objective Objective Objective Objective

Enterprise Journey

Physical Journey

v2021

Methods Phases > Roadmapping > Create/update Intermediate Models

Current(Now)

TargetYear 5

Business Objective(e.g. reduce costs by

20% - Year 1)

Business Objective(e.g. Comply with new

legislation - Year 2)

Business Objective(e.g. Launch New product - Year 4)

IT Objective(e.g. Provide DR for mission

critical Apps – Year 3)

IT Objective(e.g. replace out of support

Apps - Year 1)

Curr

ent M

odel

Targ

et M

odel

Key Contravenes GuidanceComplies with Guidance Remediates Contraventions

v2021

Methods Phases > Roadmapping > Create/update Portfolio Model

Current(Now)

TargetYear 5


20% - Year 1)







Apps - Year 1)

Prog / Proj / Initiative Prog / Proj / Initiative

Prog / Proj / Initiative











Prog / Proj / InitiativeProg / Proj /

Initiative


Prog / Proj /

Initiative

Curr

ent M

odel

Targ

et M

odel


v2021

Methods Phases > Roadmapping > Enterprise Transformation Strategy

Current(Now)

TargetYear 5


20% - Year 1)







Apps - Year 1)














Initiative


Prog / Proj /

Initiative

Curr

ent M

odel

Targ

et M

odel


Business Transformation Strategy

Current(Now)

TargetYear 5


20% - Year 1)







Apps - Year 1)














Initiative


Prog / Proj /

Initiative

Curr

ent M

odel

Targ

et M

odel


IT Transformation Strategy

Business Transformation Strategy

Current(Now)

TargetYear 5


20% - Year 1)







Apps - Year 1)














Initiative


Prog / Proj /

Initiative

Curr

ent M

odel

Targ

et M

odel


IT Transformation Strategy

Business Transformation StrategyEnterprise


v2021

Methods Phases > Solutioning

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Solutioning

Roadmapping

Solutioning(aka Solution Architecture)

Sometimes calledInitiating

e.g. Logical Designs for particular parts of the

Enterprise focussed on particular Business

Objectives

v2021

Methods Phases > Solutioning > Process

SolutioningClarify Problem Formulate Options Design Solution

For each option.

Review Options

Present Options

Requirement for a Solution Identified

Refine Business Problem Definition

Create High Level Solution Options

Assess Compliance to EA Principles

Create High Level Transformation

Debt Report

Create Solution Design

Assess Compliance to EA Principles

Create Detailed Transformation

Debt Report

Agreed

Present Solution

Review Solution Agreed

SolutionCompleteSolution

Architect

Not Agreed

Not Agreed

EA Steering Group

Assess against other Solution

Architecture work

Create High Level Roadmap change

Proposals

Create Business Problem Definition

& Conceptual Solution

Analyse Conceptual Solution

+ +

+

Assess against other Solution

Architecture work

Create Detailed Roadmap change

Proposals

For chosen option

v2021

Methods Governance & Lobbying

Enterprise Context

Contextual

Physical

Operational

Logical

Physical Stuff

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Solutioning

Roadmapping

Governance & LobbyingAka Risk Management

The work that happens to guide project execution

ensuring compliance looking down (Governance) and

raising issues and problems looking up (Lobbying)

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

v2021

Methods Governance & Lobbying > Process

Governance & LobbyingReview

Problem Review Options Review Solution

Review Options

Formulate OptionsClarify Problem

No Agreementon Solutions, Escalate

Agreed

Present Options

Design Solution

Review Solution

Review Transformation

Debt Implications

No Agreementon Implications, Escalate

Agreed

Present Solution


Debt Implications


Debt Implications


Debt Implications

Provide Funds, Resources and

Time

Some EnterpriseDebt Acceptable

Record Any Transformation

Debt in ED Register

SomeEnterprise

DebtUnacceptable

Accept Solution

XOR

OR

XOR

SolutionCompleteSolution

Architect

StrategicInvestment

Board

NotAgreed

NotAgreed

EASteeringGroup

Execute any Roadmap Changes

Create Business Problem Definition

& Conceptual Solution

Requirement for a Solution Identified

+ + +

AgreedNotAgreed

v2021

Methods Governance & Lobbying > Overview

Why

?W

hat?

How

?

guided by

confirms to

drives

drives

confirms to

guided by

Enterprise Architecture Assurance

Policies

confirms toStandards

drives

Principles

Solution Architecture Assurance

Technical Architecture Assurance

Enterprise Transformation

Strategy

BestPractice

Enterprise Strategy

drives drives

v2021

Methods Governance & Lobbying > Dovetailing with the Project Process

Road Mapping

Integration Requirements

SystemRequirements

SystemRequirements

Change Requirements

Operational Requirements

Process Requirements

OrganisationRequirements

DetailedDesign

DetailedRequirements

SystemDesign

SystemDesign

SystemDesign

DetailedRequirements

Org ChangeImplement

Process ChangeBuild & Test

UserAcceptance

Testing

Org ChangeDesign

Process ChangeDesign

SolutionIntegration

SystemBuild

Application Testing

Application Integration

Testing

System Integration

Testing

SystemBuild

Application Testing

TechnicalAcceptance

Testing

Ops ChangeDesign

Operational Acceptance

Testing

SystemBuild

Application Testing

Org ChangeBuild & Test

OpsBuild & Test

Process ChangeImplement

OpsImplem’t

Solution IntegrationBuild & Test

Business Problem Definition

SolutionOptions &Recommendation

SolutionDesign

Ove

rall

Proc

ess

Fund

ing

Gate

way

s RFW

Request ForWork

SOR

Solution Options & Recommendation

(Detailed)

SRS

System Requirements Specification

BPD

Business Problem Definition(Detailed)

SD

SolutionDesign

BC

Business CaseFSD

Functional System Design

TSD

Technical System Design

TCM

Technical Capability Map

BP

Business Plan

DRS

Detailed RequirementsSpecification

(Build)

DD

Detailed Design(Build)

SOR

Solution Options & Recommendation

BPD

Business Problem Definition

LSD

Logical System Design

Solution well defined?

No

RFF

Request ForFunding

Request funding forAnal + Design + Build

Implementation costs known

Yes

Request funding forAnalysis

NoRequest funding for

Analysis + Design

Initial Request for work and Business (Benefits)

written

Define the underlying business problem

Determine possible solutions and costs

BC

Business Case

Update Business Case with known costs

COTS

Selected COTS Package

RFF

Request ForFunding

Request Funding forDesign + Build

Request Funding forDesign RFF

Request ForFunding

Request Funding forBuild

BUILD

BuildArtifacts

Business problemor opportunity

recognized/identififed

Initiatives

Implementation costs well known?

Yes

NoBC

Business Case

Update Business Case with known costs

Yes

BC

Business Case

Update Business Case with known costsFunding

Gateways

Vendor

Vendor

Vendor

Vendor

Vendor

Vendor

Vendor

P&P

Business P&P

Business P&P Vendor

Business P&P Vendor

Vendor

Business P&P

Vendor Vendor

VendorVendor

Vendor

Vendor

Vendor

VendorVendor

Vendor

Vendor

Vendor

Vendor

Vendor

Vendor

Business P&P

P&P

Vendor

Vendor

Vendor

P&P

Business

P&P

S&A

Vendor

Business

Option 1

Option 2

Option 3

Option 4

Organisation

Processes

Operations

Integration

SystemChange

New System A(Buy)

New System B(Build)

P&P

S&A

Vendor

Business

BCM

BusinessCapability

Map

ConstructingRoadmapping Solutioning ElaboratingStrategising Transitioning

Solutioning Elaborating Constructing

Technical Architecture Assurance

Solution Architecture Assurance

Enterprise Architecture Assurance

Business Architecture Assurance

v2021

Methods Governance & Lobbying > Strategic vs Tactical

HOW are we doing the work? (Actions)

WH

Y a

re w

e do

ing

the

wor

k? (

Obj

ectiv

es)

StrategicTactical

Stra

tegi

cT

actic

al

Done in aTactical way.

StrategicallyImportant work.

Done in aStrategic way.

StrategicallyImportant work.

Done in aStrategic way.

TacticallyImportant work.

TacticallyImportant work.

Done in aTactical way.

v2021

Methods Governance & Lobbying > Transformation Debt™

Enterprise Debt

Key

Executing Project PortfolioTransformation Debt Ratio™ (TDR)

Project NC R

Non-Compliant

ContravenesGuidance

N

CompliantComplies with

Guidance

C

RemedialFixes Previous Contraventions

R

Project

Project

Project

NC R

NC

N RExec

utin

g Pr

ojec

t Por

tfolio

Project NC R

Enterprise Debt

Key


Project NC R

Non-Compliant

ContravenesGuidance

N


Guidance

C


R

Project

Project

Project

NC R

NC

N RExec

utin

g Pr

ojec

t Por

tfolio

Transformation Debt Agreement (TDA)

Cost of ComplianceWhat resources (time, money, people, scope change, etc)

are required to be able to comply with

the guidance?

Cost of Non- Compliance

What Issues and Risks (with

associated costs) will result while we continue to be Non-

Compliant?

Cost ofRemediationWhat Resources will be required to become compliant

in the future?

Business Decision

Provide the resourcesrequired NOW.

Accept the RECURRING Cost of Non-Compliance and the FUTURE

cost of remediation.

Project NC R

Governance

Lobbying

Enterprise Debt

Key


Project NC R

Non-Compliant

ContravenesGuidance

N


Guidance

C


R

Project

Project

Project

NC R

NC

N RExec

utin

g Pr

ojec

t Por

tfolio




the guidance?




Compliant?


in the future?

Business Decision




Transformation Debt Value™

(TDV)

N R

Project NC R

Governance

Lobbying

Enterprise Debt

Key


Project NC R

Non-Compliant

ContravenesGuidance

N


Guidance

C


R

Project

Project

Project

NC R

NC

N RExec

utin

g Pr

ojec

t Por

tfolio




the guidance?




Compliant?


in the future?

Business Decision




increasesPays

Interest on

surfacesassurfaces as Increased

Cost to Support

reducessurfaces as

Increased work to change

Remedial work

Enterprise Debt

Short-term loans +long-term loans +Bonds payable +

Accrued wages and utilities +Income taxes payable

+ Transformation Debt™

Transformation Debt Value™

(TDV)

N R

Project NC R

Governance

Lobbying

v2021

Methods Governance & Lobbying > Transformation Debt™ > Ratio

If you never PLAN to do Transformation in a way that complies

with guidance,

you will never DO Transformation in a way that complies

with guidance.

Transformation Debt Ratio™ (TDR)

Compliant

Non-Compliant

Year 0 Year 1 Year 2 Year 3 Year 4


with guidance,


with guidance.


Compliant

Non-Compliant

Compliant Compliant

Non-Compliant

Non-Compliant

Remedial



with guidance,


with guidance.


Compliant

Non-Compliant

Compliant Compliant

Non-Compliant

Non-Compliant

Remedial

Compliant Compliant

Compliant

Non-Compliant

Non-Compliant

Non-Compliant

RemedialRemedial



with guidance,


with guidance.


Compliant

Non-Compliant

Compliant Compliant

Non-Compliant

Non-Compliant

Remedial

Compliant Compliant

Compliant

Non-Compliant

Non-Compliant

Non-Compliant

RemedialRemedial

Compliant Compliant

Compliant

Compliant

Compliant

Non-Compliant

Non-Compliant

Non-Compliant

Non-Compliant

Non-Compliant

RemedialRemedial

RemedialRemedial


v2021

Methods Disciplines > Modelling

ModellingDetermine

The QuestionDetermine

Required DataPopulate

The ModelIntegrate

The ModelAnswer theQuestion

StrategicPlanning

Provider

ExecutiveManagement

OwnerSME

Modeller

Define the Question

Question RequiresAnswering

EnterpriseArchitect

Determine Required Data

Create Report (Tabular or

Diagramatic)

Obtain the Answer to the Question

RequiredData

Determined

Create Report (Tabular or

Diagramatic)

ModelPopulated

Populate the Model

QuestionAnswered

+

Integrate the Datasources with

the Model

Analyse for Integration

ModelIntegrated

v2021

Methods Disciplines > Modelling > Populate The Model

Modelling: Populate the Model (Iteration n)

LoadingScoping Discovery Provision Analysis Cleansing

Required DataDetermined

Create High Level Plan & Estimates

Identify Metamodel Updates

Indentify Datasources

Analyse Quality of Datasources

Determine Software and

Hardware Requirements

Indentify Issues & Risks

Identify Provider, Checker, Owner

Create Detailed Plan & Costs

Extract Data From Datasources

Convert to Common Format &

Storage

Analyse for Validity Analyse for Currency

Analyse for Format

Analyse for Structure

Analyse for Duplication

Analyse for Integrity

Update Data

Cleanse Data

Import Data into the Modelling ToolUpdate Metamodel

ModelPopulatedModeller

Checker

Provider

Owner

v2021

Methods Disciplines > Provide EA Education

Provide EA EducationProvide Education

Continuous

RunTraining

ExecutiveManagement

EnterpriseArchitect

DepartmentalAwareness & Buy-in

Issues Addressed

InformedExecutives

BusinessDepartment n

AttendEA Training

Monthly Executive Updates

Quarterly Roadshows

MonthlySurgery

Executive Update

AttendRoadshows

AttendRoadshows

Attend SurgeryExecutive

ManagementBoard ofDirtectors

SolutionArchitect

StrategicInvestment

Board

EnterpriseArchitecture

Review Board

Checker

Provider

Modeller

Owner

EnterpriseArchitect

StrategicPlanning

BusinessDepartment 1

Anyone

v2021

Artefacts Artefacts

Artefacts

v2021

Artefacts Ontology > Structural & Transformational

EnterpriseContext

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

ContextualStructural

ConceptualStructural

LogicalStructural

PhysicalStructural

OperationalStructural

Physical World

HOW

HOW

HOW

HOW

HOW

HOW

WHY

WHY

WHY

WHY

WHY

WHY

Key Partners,

Channels,

Key Activities

Key Resources

Key Products/Services

Customer Segments,

Customer Relationships

Key TechnologiesValue Propositions Revenue StreamsCost Structure

e.g. Metricse.g. Requirementse.g. Construction Plan, Estimate to

Complete...e.g. Standards e.g. Pro’s, Con’s...

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

5) ...doing things.... 6) ...to things… 1) People...

2) ...at locations...

3) ...and things...4) ...at locations…

7) ...using things...8) ...at locations...

e.g. KPI’s, CSF’se.g. Ends (Vision, Goals, Objectives)

e.g. Means (Mission,

Strategies, Tactics)

e.g. Business Policies, Rules,

Directivese.g. SWOT

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

e.g. Business Functions

<Business Specific>

e.g. Oil Rigs, Aircraft, Bank Transactions...

e.g. Ethics, Industries, Semantics

e.g. Countries, Technologies

e.g. Business Capabilities...

<Business Specific>


e.g. Values, Trust, Skills, Semantics

e.g. Regions, Locations, Technical

Capabilities

e.g. Practices, Processes L0...

<Business Specific>


e.g. Roles, Semantics

e.g. Buildings, Technical Services

e.g. Processes L1...

<Business Specific>


e.g. Employees, Semantics

e.g. Rooms, Racks,

Applications, Databases

e.g. Activities, Processes L2,

<Business Specific>



e.g. Desks, Slots, IP Addresses

e.g. Metricse.g. Detailed Objectives

e.g. Roadmaps, Project Portfolio e.g Principles

e.g. Effectiveness, Efficiency, Agility, Durabilty, Cost,

Risk, Quality, Flexibility,

Shearing Layers

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

e.g. Metricse.g. Requirementse.g. Solutioning

Plan, Estimate to Complete...

e.g. Policies e.g. Pro’s, Con’s...

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

e.g. Metricse.g. Requirementse.g. Elaboration


e.g. Standards e.g. Pro’s, Con’s...

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al



Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Methods ItemsArtefacts CultureMeasuresMotivation Actions Guidance Assessment

9) ...guided by.

<Business Specific>

<Business Specific>

<Business Specific>

<Business Specific>

<Business Specific>

GuidanceCo

ncep

tual

Logi

cal

Phys

ical

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Solutioning

Elaborating

Constructing

Transitioning

Using

Roadmapping

Strategising

Arc

hite

ctur

e (B

A, E

A, S

A)

Engi

neer

ing

v2021

Artefacts Ontology > Models

EnterpriseContext

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

ContextualStructural

ConceptualStructural

LogicalStructural

PhysicalStructural

OperationalStructural

Physical World

HOW

HOW

HOW

HOW

HOW

HOW

WHY

WHY

WHY

WHY

WHY

WHY

Key Partners,

Channels,

Key Activities

Key Resources


Customer Segments,

Customer Relationships

Key TechnologiesValue Propositions Revenue StreamsCost Structure



Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

5) ...doing things.... 6) ...to things… 1) People...

2) ...at locations...

3) ...and things...4) ...at locations…

7) ...using things...8) ...at locations...

e.g. KPI’s, CSF’se.g. Ends (Vision, Goals, Objectives)




Directivese.g. SWOT

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al

Conc

eptu

alLo

gica

lPh

ysic

al


<Business Specific>





<Business Specific>




Capabilities

e.g. Practices, Processes L0...

<Business Specific>


e.g. Roles, Semantics

e.g. Buildings, Technical Services

e.g. Processes L1...

<Business Specific>



e.g. Rooms, Racks,

Applications, Databases

e.g. Activities, Processes L2,

<Business Specific>



e.g. Desks, Slots, IP Addresses

e.g. Metricse.g. Detailed Objectives

e.g. Roadmaps, Project Portfolio e.g Principles

e.g. Effectiveness, Efficiency, Agility, Durabilty, Cost,

Risk, Quality, Flexibility,

Shearing Layers

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e.g. Policies e.g. Pro’s, Con’s...

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e.g. Metricse.g. Requirementse.g. Elaboration


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Methods ItemsArtefacts CultureMeasuresMotivation Actions Guidance Assessment

9) ...guided by.

<Business Specific>

<Business Specific>

<Business Specific>

<Business Specific>

<Business Specific>

Guidance

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Arc

hite

ctur

e (B

A, E

A, S

A)

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neer

ing

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Lobbying

Governance

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Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

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Solutioning

Elaborating

Constructing

Transitioning

Using

Roadmapping

Strategising

Roadmap Model

Capability Model

Operating Model


Detailed Design

Proj

ect P

lans

Met

rics

Requ

irem

ents

Prin

cipl

es, P

olic

ies,

St

anda

rds

Deci

sion

Ratio

nale

Business Motivation Model

Business Model

Operational Design CMDB

Transformation Strategy(Business & IT)

Enterprise Strategy(Business & IT)

v2021

Artefacts Ontology > Models > Relationships

Roa

dmap

ping

Stra

tegi

sing

deliversdrives

delivers

drives delivers

Tran

sfor

mat

ion

Stra

tegy

(Bus

ines

s &

IT)

Ente

rpris

e St

rate

gy(B

usin

ess

& IT

)

delivers

deliversdelivers

drives

drives

modifies

infers

infers

infers

Solutioning

delivers

TransformationalRoadmap Model

Target Capability Model

Target Operating Model


Target Business Model

Current Capability Model

Current Operating Model

Current Business Model

BA

EA

SA

Engineering

deliversElaborating

Constructing

Transitioning

Architecture Projects SA SA SA SA SA SA SASA

Engineering Projects

Physical World

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Roa

dmap

ping

Stra

tegi

sing

deliversdrives

delivers

drives delivers

Tran

sfor

mat

ion

Stra

tegy

(Bus

ines

s &

IT)

Ente

rpris

e St

rate

gy(B

usin

ess

& IT

)

delivers

deliversdelivers

drives

drives

modifies

infers

infers

infers

Solutioning

delivers









Target Business ModelKey Partners,

Channels,Key Activities

Key Resources


Customer Segments,Customer

Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure

Current Business ModelKey Partners,


Key Resources



Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure

BA

EA

SA

Engineering

deliversElaborating

Constructing

Transitioning



Physical World

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Roa

dmap

ping

Stra

tegi

sing

deliversdrives

delivers

drives delivers

Tran

sfor

mat

ion

Stra

tegy

(Bus

ines

s &

IT)

Ente

rpris

e St

rate

gy(B

usin

ess

& IT

)

delivers

deliversdelivers

drives

drives

modifies

infers

infers

infers

Solutioning

delivers










Target Business ModelKey Partners,


Key Resources



Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure

e.g. KPI’s, CSF’s

e.g. Ends (Vision, Goals,

Objectives)




Directives

e.g. SWOT

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Conc

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Conc

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Key Resources



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Key Technologies

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SA

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Transitioning



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Governance

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Target Capability ModelBusiness Motivation Model



Key Partners,Channels,

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Key Resources



Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure


<Business Specific>




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<Business Specific>




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Conc

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Conc

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Objectives)




Directives

e.g. SWOT

Conc

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Conc

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Conc

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Key Resources



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Key Technologies

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BA

EA

SA

Engineering

deliversElaborating

Constructing

Transitioning



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Lobbying

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ines

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gy(B

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ess

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infers

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Solutioning

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Key Activities

Key Resources



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Key Technologies

Value Propositions

Revenue Streams

Cost Structure


<Business Specific>




Conc

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Conc

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Conc

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Conc

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<Business Specific>




Conc

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Conc

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Conc

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Conc

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Objectives)




Directives

e.g. SWOT

Conc

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Conc

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Conc

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Conc

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Conc

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<Business Specific>




Capabilities

Conc

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Conc

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Conc

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<Business Specific>




Capabilities

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Key Resources



Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure

BA

EA

SA

Engineering

deliversElaborating

Constructing

Transitioning



Physical World

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Roa

dmap

ping

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sing

deliversdrives

delivers

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sfor

mat

ion

Stra

tegy

(Bus

ines

s &

IT)

Ente

rpris

e St

rate

gy(B

usin

ess

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)

delivers

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drives

drives

modifies

infers

infers

infers

Solutioning

delivers









Roadmap Model








Key Activities

Key Resources



Relationships

Key Technologies

Value Propositions

Revenue Streams

Cost Structure


<Business Specific>




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<Business Specific>




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Conc

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Conc

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Objectives)




Directives

e.g. SWOT

Conc

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Conc

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Conc

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Conc

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<Business Specific>




Capabilities

Conc

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Conc

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<Business Specific>




Capabilities

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Conc

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Conc

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e.g. Metrics

e.g. Detailed

Objectives

e.g. Roadmaps,

Project Portfolio

e.g Principles

e.g. Effectivene

ss, Efficiency,

Agility, Durabilty, Cost, Risk,

Quality, Flexibility, Shearing

Layers

Conc

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Conc

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Conc

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Conc

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Conc

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Key Resources



Relationships

Key Technologies

Value Propositions

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BA

EA

SA

Engineering

deliversElaborating

Constructing

Transitioning



Physical World

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

v2021

Artefacts Meta-models > Overview

Business Strategy

IT Strategy

Plate A (Normal View) Plate B (Pragmatic View)

Projects

Enterprise Strategy

Business Strategy

IT Strategy


Plate A (Normal View) Plate B (Pragmatic View)

ProjectsProjects

Business IT

Business IT

v2021

Artefacts Meta-models > Transformational

<< Defined in POED >>

PROGRAM

PROJECT

INITIATIVE

PRINCIPLE

POLICY

STANDARD

VISION MISSION

GOAL STRATEGY

TACTICOBJECTIVE RULE

POLICY

SWOT

INFLUENCE

CSFKPIBusi

ness

M

otiv

atio

n M

odel

Roa

dmap

M

odel

Ente

rpri

se

Con

text

MeasuresMotivation Actions Guidance Assessment

Transformation Debt AgreementREQUIREMENT

MeasuresMotivation Actions Guidance Assessment

Motivation MeasuresActions AssessmentGuidance

Motivation MeasuresActions AssessmentGuidance

v2021

Artefacts Meta-models > Transformational > Principles

Principle

Name

Rationale ImplicationsMetrics

Tasks

measuredby

existsbecause has

requires

Statement

v2021

Artefacts Meta-models > Transformational > Debt Agreement

Impact

Costs


Scope Problem Type Transformation Reference

Governance Boundary

Reasons Transformational Impact

OperationalImpact

Cost of Compliance

Cost of Non-Compliance

Cost of Remediation Decision

Rationale

exists becasuehas

has

informs

informs

informs

v2021

Artefacts Meta-models > Structural

<< Defined in POED >>O

pera

ting

Mod

elEn

terp

rise

C

onte

xtC

apab

ility

M

odel


Key Activities

Key ResourcesKey Products/

Services


Relationships

Key Technologies

Value Propositions

Revenue StreamsCost Structure

DEPARTMENT

ROLE

VALUE

ETHIC

MORAL

Culture

CultureHUMAN

CAPABILITIES

DEVICE

LOCATION

DATABASE

APPLICATION

ELECTRICALCAPABILITIES

PHYSICALCAPABILITIES

Items

Items

BUILDING

INFORMATIONCAPABILITIES

CHEMICALCAPABILITIES

Guidance

Guidance

PRINCIPLE

POLICY

STANDARD

RULE

POLICY

INFLUENCE

Artefacts

ArtefactsARTEFACT

CAPABILITIES

PRODUCT

SERVICE

ADVISORY

TECHNOLOGY

PEOPLE

M

I

A

C

GACTIVITY

FUNCTION

BUSINESSCAPABILITIES

Methods

Methods

PHASE

Methods ItemsArtefacts CultureGuidance

Methods ItemsArtefacts CultureGuidance

DISCIPLINE

v2021

Guidance Guidance

Guidance

v2021

Guidance Principles > Overview

Best Practice…· Reuse before Buy before build· Reduce complexity· Sound business case· Avoid over engineering· Open integration, etc, etc, etc.

Enterprise Strategy…· E.g. Outsource non core business

processes· E.g. Consolidate to 2 data centres

v2021

Guidance Principles > Types

Methods Artefacts CultureItemsMethods Artefacts CultureItems

What we want to achieve(Ends)

How we are doing it(Means)

Methods Artefacts CultureItems

What we want to achieve(Ends)

How we are doing it(Means)

UniversalApply Principles Universally Enterprise ComplianceEnterprise Continuity

v2021

Guidance Principles > Types > WHAT We Want to Achieve

Methods Artefacts CultureItemsMethods Artefacts CultureItems· Reduce Manual

Processes

· Consolidate

· Open Integration

Methods Artefacts CultureItems· Reduce Manual

Processes

· Consolidate

· Open Integration

· Treat Data as Assets

· Do Not Duplicate Data

· Make Data Accessible

· Define Data

· Secure Data

Methods Artefacts CultureItems· Reduce Manual

Processes

· Consolidate

· Open Integration

· Treat Data as Assets

· Do Not Duplicate Data

· Make Data Accessible

· Define Data

· Secure Data

· Ease-of-Use

· Common Use

· Security

· Minimise Customisation

· Replace Legacy Appropriately

· Increase Independence

· Reduce Diversity

· Increase Interoperability

v2021

Guidance Principles > Types > HOW We Will Achieve It

Methods Artefacts CultureItems· Disagreement <>

Confrontation· Explain Decisions· Record Decisions· Consider Context &

Implications· Work Smart not Hard· Consider Efficiency· Consider Important Non-

Urgent Work· Consider Things of

Fundamental Importance· Consider the True Value of

Things· Prioritize Substance over

Style· Consider Future Benefit· Expose Individual and

Contrary Opinion· Change Actions and Beliefs

over Perceptions· Don't Jump to Conclusions· Think Strategically· No Bullying· Expose Problems· Proactive Business Leadership· Recognise Responsibilities

· Plan Ahead and Organise

· Refactor Where Possible

· Manage Transformation Debt™ Value

· Manage Transformation Debt™ Ratio

· Be Architecture Centric

· Be Service Oriented

· Avoid Under/Over Engineering

· Reuse

· Buy (for reuse) Before Build

· Artefacts Must Be Complete, Sufficient and Comprehensible

· Structured Modelling

· Relationships & Traceability

· Have a Sound Business Case

v2021

Items Items

Items

v2021

Items Frameworks > PEAF

Current Frameworks

Current Frameworks

Current Frameworks

Current Frameworks

Current Frameworks

Current Frameworks

Current Frameworks

v2021

Items Tools > CoverageO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

nStructural Transformational

MAGMATM

AssessmentMeasures

Actions

Motivation

Guidance

MAGICTM

ItemsCulture

Artefacts

Methods

Guidance

Disciplines

Logical

Contextual

Conceptual

Physical

Operational

Enterprise Context

Disc

over

y

Anal

ysis

& D

esig

n

Impl

emen

tion

Test

ing

Dep

loyi

ng

Con

fig M

gm’t

Req’

s Mgm

’t

Gove

rnan

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Lob

byin

g

Cha

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Elaborating

Constructing

Transitioning

Solutioning

Strategising

Roadmapping

Physical World

Arc

hite

ctur

e (B

A, E

A, S

A)

Engi

neer

ing

Arc

hite

ctur

e (B

A, E

A, S

A)

Engi

neer

ing

Governance

Lobbying

Governance

Lobbying

v2021

Items Tools > Vendors

Commercial Open Source

v2021

Items Tools > Evaluation > Requirements

Importing Exporting RelationshipsUser

Interface /Ease of use

Diagrams / Views

Impact Analysis

Meta-modelTarget and

Intermediate Models

Management Supplementary Expected Views

Expected Dashboards

v2021

Items Tools > Evaluation > Process

Out of the BoxThe requirement is met (No Configuration or Customisation required)

ConfigurationThe requirement is met (Configuration is Required)

CustomisationThe requirement can be met (Customisation is required)

NoThe requirement cannot be met

v2021

Items Tools > Evaluation > Raw Scores

0%

20%

40%

60%

80%

100%

Ada

ptiv

e (E

A M

anag

er™

)

Arc

hi (

Arc

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Ato

ll (S

AM

U)

Avo

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AC

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Biz

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Cap

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Man

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Un-answered No Customisation Configuration Out of the Box

v2021

Items Tools > Evaluation > Weighted Scores

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Yes Configuration Customisation No50pts 20pts 1pt 0pt

91% - 100%

71% - 90%

51% - 70%

0% - 50%

v2021

Items Tools > Evaluation > X-Requirements

XAArchitecture

XCConfiguration

XFFunctionality

· Single Object Table

· 1st Order Relationships

· Heterogeneous Hierarchy

· Foreign Key Relations

· Plain Text Encoding

· Time as a Fundamental

XAArchitecture

XCConfiguration

XFFunctionality







XAArchitecture

· Bulk Upload· Structured Upload· Open ERD· Graphical Meta-

Model· Hybrid

Metamodels· Flexible Notation· Tool Integration· Concerns &

Viewpoints

XCConfiguration

XFFunctionality







XAArchitecture

· Bulk Upload· Structured Upload· Open ERD· Graphical Meta-

Model· Hybrid

Metamodels· Flexible Notation· Tool Integration· Concerns &

Viewpoints

XCConfiguration

· Meta-Data Inheritance· Dangling Relationships· Explorer Drag And

Drop· Explicit Variants· Analytic Charts· Quantitative Analytics· Catalogue Data Mgmt· Round Trip

Engineering

XFFunctionality

v2021

Culture Culture

Culture

v2021

Culture Organisation Structure > Traditional vs Pragmatic

Solution Architect

Project Board

Project Manager(s)

Business Analyst

Technical Architect

Head of Change

Architecture Board

BusinessReps

BusinessReps

PMO

Chief Information Officer (CIO)

Traditional Pragmatic

Engineering Project Board

Project Manager(s)

Business Engineers

Technical Engineers

Solution Architect(s)

Architecture Board

Engineering Board

Solution Engineer(s)

Solution Architect

BusinessReps

BusinessReps

Project Board

Project Manager(s)

Business Analyst

Technical Architect

Head of Change

Architecture Board

BusinessReps

BusinessReps

PMOPMO

Head ofEnterprise

Change

Head of Enterprise

Architecture

Head of Enterprise

Engineering

Chief Transformation Officer (CXO)Chief Information Officer (CIO)

Traditional Pragmatic

v2021

Culture Enterprise Architect > Two Types

Improving EA

IncreasesEnterprise

ArchitectureMaturity

“Doing” EA

Strategic Transformation Planning and Governance

Type 1 Type 2

v2021

Culture Enterprise Architect > Type 1 > Requirements

Helps an Enterprise to

increase their EA maturity

Purpose

Executive Management and

the EA Team

Works With

Typically transitory / consultant

Term

Communication, guiding and mentoring

Focus

Detailed

EA Experience

General

IT EA Experience

General

Business Experience

Pragmatic, Enthusiastic, Agnostic, Articulate, Persistent, Strategic, Altruistic, Diplomatic, Open,

Generalist.

Qualitites

Persuade, Learn, Investigate, Abstract,

Expose, Facilitate, Lead.

Behaviours

v2021

Culture Enterprise Architect > Type 1 > Duties

Roadmapping Evangelise the benefits of EA. Work with the EA project board to select an EA framework.

Solutioning

Evangelise the benefits of EA. Train the EA Team in the selected Framework. Work with the EA Team to a) articulate the EA vision

and gain buy in from business and IT leaders across the organisation. b) define the EA Risks and mitigation strategies

ElaboratingSupport the EA Team to a) Document the organisation’s current EA

maturity, b) define a target maturity level and the benefits of attaining that level, c) define a detailed implementation plan

ConstructingSupport the EA Team to a) mitigate the risks, b) define the target Methods, Artefacts, Guidance, Items and Culture, c) define the

transition plan

Transitioning Support the EA Team to rollout the changes to the Methods, Artefacts, Culture and Items

Strategising Evangelise the benefits of EA. Expose the fundamental problem and opportunity and propose the fundamental solution.

v2021

Culture Enterprise Architect > Type 2 > Requirements

Strategic Transformation

Planning and Governance

Purpose

Strategic planning team & EA Steering

Group

Works With

Typically permanent

Term

Transformation Planning and Governance

Focus

General

EA Experience

Detailed

IT EA Experience

Deatiles

Business Experience

Pragmatic, Enthusiastic, Agnostic, Articulate, Persistent, Strategic, Altruistic, Diplomatic, Open,

Generalist.

Qualitites

Persuade, Learn, Investigate, Abstract,

Expose, Facilitate, Lead.

Behaviours

v2021

Culture Enterprise Architect > Type 2 > Duties

Strategising

Evangelise the benefits of EA. Contributing to the Enterprise Strategy (Business & IT). Supporting the modelling, structured

description, and the relationships between the parts of the Enterprise Strategy (Business, Motivation & Capability models)

Roadmapping

Evangelise the benefits of EA, Creating the Enterprise Transformation Strategy (Current, target and intermediate

Capability and Roadmap models). Lobbying up to Strategising Phase, highlighting missed problems and/or opportunities.

SolutioningGovernance down to Project Execution, ensuring strategic

guidance is followed. Accepting Lobbying up from Projects when missed problems and/or opportunities are discovered by Projects

Elaborating Supporting

Constructing Supporting

Transitioning Supporting

v2021

Culture “The Management” vs “The Workers” > Most Valued Player (MVP)

“In many organizations, despite any rhetoric to the contrary, people are rewarded for dealing with crises and

problems. The MVP is the one who came in at 3 a.m. to fix a problem, or who reacts instantly to the customer's complaint. Such an organization overlooks the fact that

these MVP's are putting out fires that either they set themselves and/or they failed to do

anything to prevent.

Then when we promote the MVP, we wonder why nobody follows any processes and everyone is always too overloaded

to get anything right the first time. Why?

Because that is the behaviour that is rewarded.”

- Douglas Brown (Chief PMO - US Department of Defense)

v2021

Culture “The Management” vs “The Workers” > Comparison

· Personal Motivation· Career Outlook· Financial Motivation

v2021

Culture IT vs “The Business” > Is IT Special? > What vs How

Figure 3Figure 2Figure 1

PBU1

What they Do

The Enterprise

100%

How They Do It

What they Do

100%

How its achieved


PBU1

What they Do

SBU1

What they Do

PBU1

What they Do

The Enterprise

20% 80%

How They Do It

The Enterprise

100%

How They Do It

What they Do What they Do

100%

How its achieved

100%

How They Do It

100%

How its achieved


PBU1

What they Do

SBU1

What they Do

PBU1

What they Do

PBU2

What they Do

SBU1 SBU2

What they DoWhat they Do

PBU1

What they Do

The Enterprise

20% 70% 10%

How They Do It

30% 50% 20%

How They Do It

20% 80%

How They Do It

The Enterprise

60%

How its achieved

40%

The Enterprise

100%

How They Do It

What they Do What they Do What they Do

100%

How its achieved

100%

How They Do It

100%

How its achieved

90%10%

How They Do It

95% 5%

How They Do It


PBU1

What they Do

SBU1

What they Do

PBU1

What they Do

PBU2

What they Do

SBU1 SBU2

What they DoWhat they Do

PBU1

What they Do

The Enterprise

20% 70% 10%

How They Do It

30% 50% 20%

How They Do It

20% 80%

How They Do It

The Enterprise

60%

How its achieved

40%

The Enterprise

100%

How They Do It


100%

How its achieved

100%

How They Do It

100%

How its achieved

90%10%

How They Do It

95% 5%

How They Do It

100% 80% 42% 20%

20% 24.3% 13.7%

v2021

Culture IT vs “The Business” > Is IT Special? > Yes, But Not Because it’s IT

PBU1

What they Do

20%20% 10%

How They Do It

50%

PBU2

What they Do

30% 25%20%

How They Do It

25%

ITopsFinance HR

The Enterprise

60%

How its achieved

40%

What they Do


50% 5%

How They Do It

45% 90% 5%

How They Do It

5%

How They Do It

20%

10%70%

PBU1

What they Do

20%20% 10%

How They Do It

50%

12% PBU2

What they Do

30% 25%20%

How They Do It

25%

10%

ITopsFinance HR

The Enterprise

60%

How its achieved

40%

What they Do


50% 5%

How They Do It

45% 90% 5%

How They Do It

5%

How They Do It

20%

10%70%

4%60%14%

v2021

Culture IT vs “The Business” > When Two Tribes Go To War

© Frankie Goes to Hollywood

v2021

Culture IT vs “The Business” > Should IT Ever Say No to “The Business”?

Should IT ever say NO to “the business”?Should IT ever say NO to “the business”?

IT should never say no.

EA does not make decisions.EA is a facilitator.

IT should always say yes, but…Pros, Cons, Costs, Risks, Implications.

v2021

Culture IT vs “The Business” > Comparison

Characteristics Strategic Volatility

Strategic Focus

Maturity

Control Mechanism

Effects

Control Mechanisms

ReuseTactical Volatility

Control Mechanism

Defence Tactics

v2021

Culture Roles > Overview

Board ofDirectors

StrategicInvestment

Board

EASteering Group

EA ProjectBoard

ExecutiveManagement

BusinessDepartment

StrategicPlanning

EA ProjectTeam

ProjectPersonnel

HR IT

SolutionArchitect

Provider Checker EnterpriseArchitect

Modeller Owner Vendors

Project Manager

Business Analyst

Technical Analyst

Employees Users Anyone

v2021

Culture Roles > SIB (Strategic Investment Board)

Release more resources (people, time, money, increased scope, etc) where it is in the best interests of the whole enterprise to do so

Purpose

None

Escalation Route

Strategic Investment Budget

Budget Holding

· Business Directors· CTO/CIO/IT Director· Enterprise Architect

Permanent Members

· Project Managers· Solution Architects· Business Analysts

Transient Members

SIB

v2021

Culture Roles > EASG (Enterprise Architecture Steering Group)

Ensure that solutions conform where possible to strategic principles and roadmaps. Ensure that cross projects synergies are exploited where possible. Ensure that all Transformation Debt™ is exposed. Request more resources (people, time, money increased scope) where it is in the best interests of the enterprise to do so

Purpose

Strategic Investment Board

Escalation Route

Delegated from the Strategic Investment Board

Budget Holding

· Enterprise Architect· Head of Business Change· Business SMEs· Head of IT Development· Head of IT Operations

Permanent Members

· Project Managers· Solution Architects· Business Analysts

Transient Members

EASG

Pragmatic365

Connectingthe DOTS

Documents

The Pragmatic Enterprise Architecture Framework · Mergers & Acquisitions • Business Unit Consolidation • Introduction of New Products, Services or Lines of Business • Outsourcing