the pragmatic enterprise architecture framework · mergers & acquisitions • business unit...
TRANSCRIPT
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
Enterprise Dependant
Guidance
Motivation’
Assessment’
Measures’
Step 4Design Changes
Motivation’
Assessment’
Measures’
Motivation
Assessment
Measures
Motivation
Assessment
Measures
Actions Actions
Mitigate Risks
Do I Care?
Enterprise Dependant
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 Dependant
Enterprise Dependant
Enterprise DependantLevel 3
Enterprise Dependant
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
Adoption Step 5 > Actions
Guidance
Motivation’
Assessment’
Measures’
Step 5Develop Changes
Motivation
Assessment
Measures
Actions
Motivation’
Assessment’
Measures’
Motivation
Assessment
Measures
Actions
Adoption
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
Guidance
Motivation’
Assessment’
Measures’
Step 5Develop Changes
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
Enterprise Dependant
Target StateTarget State
Target
M IA G C
Target StateTarget State
Target
M IA G C
Adoption Adoption
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
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
Develop TransitionPlan
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
Develop TransitionPlan
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
Develop TransitionPlan
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
Develop TransitionPlan
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
Adoption Step 6 > Actions
Guidance
Motivation’
Assessment’
Measures’
Step 6Rollout Changes
Motivation
Assessment
Measures
Actions
Adoption
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
Guidance
Motivation’
Assessment’
Measures’
Step 6Rollout Changes
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
Enterprise Dependant
Current State
Target
M IA G C
Enterprise Dependant
Target StateTarget State
Target
M IA G C
Adoption
Enterprise Dependant
Enterprise Dependant
Enterprise Dependant
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
EnterpriseArchitect(Type 2)
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
EnterpriseArchitect(Type 2)
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
EnterpriseArchitect(Type 2)
StrategisingTeam
RoadmappingTeam
v2021
Adoption Guidance
Guidance
v2021
Adoption Guidance > What Is EA > Bridging the Gap
“The Business” IT
EA
Bridgingthe Gap
“The Business” IT
EA
Bridgingthe Gap
“The Business” IT
“The Business” IT
EA
Bridgingthe Gap
Strategy
Execution(of Transformation)
“The Business” IT
“The Business” IT
EA
Bridgingthe Gap
Strategy
Execution(of Transformation)
EA
“The Business” IT
“The Business” IT
EA
Bridgingthe Gap
Strategy
Execution(of Transformation)
EAEA is not a Destination.
EA is not even a Journey.
EA is a way of Travelling.
“The Business” IT
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
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
A
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
BA
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
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
Department /Business Unit
B
Department /Business Unit
C
Strategising
Objectives
Doesn’t Require Transformation
OperationTransformation
Direction
Elaborating
Constructing
Transitioning
Solutioning
Roadmapping
Department /Business Unit
A
Department /Business Unit
B
Department /Business Unit
C
Strategising
ObjectivesObjectives
RequiresTransformation
Doesn’t Require Transformation
Enter
prise
Engin
eerin
gAr
chite
cture
(BA, E
A, SA
)
OperationTransformation
Direction
Elaborating
Constructing
Transitioning
Solutioning
Roadmapping
Department /Business Unit
A
Department /Business Unit
B
Department /Business Unit
C
Proj
ect
Proj
ect
Proj
ect
Proj
ect
Strategising
ObjectivesObjectives
Proj
ect
RequiresTransformation
Doesn’t Require Transformation
Enter
prise
Engin
eerin
gAr
chite
cture
(BA, E
A, SA
)
OperationTransformation
Direction
Elaborating
Constructing
Transitioning
Solutioning
Roadmapping
Department /Business Unit
A
Department /Business Unit
B
Department /Business Unit
C
Proj
ect
Proj
ect
Proj
ect
Proj
ect
Proj
ect
Strategising
ObjectivesObjectives
Proj
ect
RequiresTransformation
Doesn’t Require Transformation
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
Discover, Analyse, Develop, Change
Road-mapping,Governance & Lobbying,Modelling & Discovery,
Principles
All Other Project Catalyst Work (EA Catalysts)
Key(Box areas represent time/cost)
5% Extra work required to setup/maturea proper EA capability and reuse 15% of
the catalyst work
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
Discover, Analyse, Develop, Change
Road-mapping,Governance & Lobbying,Modelling & Discovery,
Principles
Tool – Review, Select, InstallAll Other Project Catalyst Work (EA Catalysts)
Key(Box areas represent time/cost)
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.
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,
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
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
Goa
ls
WhyHow
Increase the Effectiveness, Efficiency, Agility and Durability of
Transformation.
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
Goa
lsO
bjec
tive
s
How Why
Increase our Maturity in how we utilise The Architecture Paradigm™
WhyHow
Increase the Effectiveness, Efficiency, Agility and Durability of
Transformation.
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
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
Increase the Effectiveness, Efficiency, Agility and Durability of
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’
Step 4Design Changes
Motivation’
Assessment’
Measures’
Motivation
Assessment
Measures
Step 5Develop Changes
Motivation
Assessment
Measures
Actions Actions
Guidance
Step 6Rollout Changes
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
Can we just use Visio?
Yes, but…
Training
Entity Consistency
Relationship Consistency
Cost
Visio +Excel
Visio + Database
None
Manual
Manual
Minimal
Some
Automatic
Manual
Small
Can we just use Visio?
Yes, but…
Training
Entity Consistency
Relationship 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)
Solution Architecture
(Target)
DetailedDesign
(Target)
Operational Design
(Target)
Enterprise Capability Model
(Current)
Enterprise Operating Model
(Current)
Solution Architecture
(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
Enterprise Operating Model
(Target)
Solution Architecture
(Target)
DetailedDesign
(Target)
Operational Design
(Target)
Enterprise Capability Model
(Current)
Enterprise Operating Model
(Current)
Solution Architecture
(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
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)
Prog / Proj / Initiative Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / InitiativeProg / Proj /
Initiative
Prog / Proj / Initiative
Prog / Proj /
Initiative
Curr
ent M
odel
Targ
et M
odel
Key Contravenes GuidanceComplies with Guidance Remediates Contraventions
v2021
Methods Phases > Roadmapping > Enterprise Transformation Strategy
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)
Prog / Proj / Initiative Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / InitiativeProg / Proj /
Initiative
Prog / Proj / Initiative
Prog / Proj /
Initiative
Curr
ent M
odel
Targ
et M
odel
Key Contravenes GuidanceComplies with Guidance Remediates Contraventions
Business Transformation Strategy
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)
Prog / Proj / Initiative Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / InitiativeProg / Proj /
Initiative
Prog / Proj / Initiative
Prog / Proj /
Initiative
Curr
ent M
odel
Targ
et M
odel
Key Contravenes GuidanceComplies with Guidance Remediates Contraventions
IT Transformation Strategy
Business Transformation Strategy
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)
Prog / Proj / Initiative Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / Initiative
Prog / Proj / InitiativeProg / Proj /
Initiative
Prog / Proj / Initiative
Prog / Proj /
Initiative
Curr
ent M
odel
Targ
et M
odel
Key Contravenes GuidanceComplies with Guidance Remediates Contraventions
IT Transformation Strategy
Business Transformation StrategyEnterprise
Transformation Strategy
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
Review Transformation
Debt Implications
Review Transformation
Debt Implications
Review Transformation
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
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
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
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
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.
Transformation Debt Value™
(TDV)
N R
Project NC R
Governance
Lobbying
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
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.
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
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
Compliant Compliant
Non-Compliant
Non-Compliant
Remedial
Year 0 Year 1 Year 2 Year 3 Year 4
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
Compliant Compliant
Non-Compliant
Non-Compliant
Remedial
Compliant Compliant
Compliant
Non-Compliant
Non-Compliant
Non-Compliant
RemedialRemedial
Year 0 Year 1 Year 2 Year 3 Year 4
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
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
Year 0 Year 1 Year 2 Year 3 Year 4
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
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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,
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e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
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e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
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e.g. Practices, Processes L0...
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Methods ItemsArtefacts CultureMeasuresMotivation Actions Guidance Assessment
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Solutioning
Elaborating
Constructing
Transitioning
Using
Roadmapping
Strategising
Arc
hite
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e (B
A, E
A, S
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Engi
neer
ing
v2021
Artefacts Ontology > Models
EnterpriseContext
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
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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
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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
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e.g. Business Functions
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e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
e.g. Business Capabilities...
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
Capabilities
e.g. Practices, Processes L0...
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e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Roles, Semantics
e.g. Buildings, Technical Services
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e.g. Employees, Semantics
e.g. Rooms, Racks,
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e.g. Employees, Semantics
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e.g. Metricse.g. Detailed Objectives
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Methods ItemsArtefacts CultureMeasuresMotivation Actions Guidance Assessment
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<Business Specific>
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Guidance
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Arc
hite
ctur
e (B
A, E
A, S
A)
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neer
ing
Governance
Lobbying
Governance
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Governance
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Governance
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Governance
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Governance
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Solutioning
Elaborating
Constructing
Transitioning
Using
Roadmapping
Strategising
Roadmap Model
Capability Model
Operating Model
Solution Architecture
Detailed Design
Proj
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Met
rics
Requ
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Prin
cipl
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Deci
sion
Ratio
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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
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Tran
sfor
mat
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Stra
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delivers
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infers
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infers
Solutioning
delivers
TransformationalRoadmap Model
Target Capability Model
Target Operating Model
Business Motivation 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 &
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Ente
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rate
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ess
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)
delivers
deliversdelivers
drives
drives
modifies
infers
infers
infers
Solutioning
delivers
TransformationalRoadmap Model
Target Capability Model
Target Operating Model
Business Motivation Model
Target Business Model
Current Capability Model
Current Operating Model
Current Business Model
Target Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
Current Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
BA
EA
SA
Engineering
deliversElaborating
Constructing
Transitioning
Architecture Projects SA SA SA SA SA SA SASA
Engineering Projects
Physical World
Governance
Lobbying
Governance
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Governance
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Roa
dmap
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deliversdrives
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drives delivers
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sfor
mat
ion
Stra
tegy
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ines
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rate
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infers
infers
Solutioning
delivers
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Target Capability Model
Target Operating Model
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Target Business Model
Current Capability Model
Current Operating Model
Current Business Model
Business Motivation Model
Target Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
e.g. KPI’s, CSF’s
e.g. Ends (Vision, Goals,
Objectives)
e.g. Means (Mission,
Strategies, Tactics)
e.g. Business Policies, Rules,
Directives
e.g. SWOT
Conc
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Conc
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Conc
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Current Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
BA
EA
SA
Engineering
deliversElaborating
Constructing
Transitioning
Architecture Projects SA SA SA SA SA SA SASA
Engineering Projects
Physical World
Governance
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Governance
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Governance
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Roa
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tegi
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delivers
drives delivers
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sfor
mat
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tegy
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ines
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delivers
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modifies
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infers
infers
Solutioning
delivers
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Target Operating Model
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Target Business Model
Current Capability Model
Current Operating Model
Current Business Model
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Target Business Model
Current Capability Model
Key Partners,Channels,
Key Activities
Key Resources
Key Products/Services
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Relationships
Key Technologies
Value Propositions
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Conc
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e.g. Business Functions
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Conc
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e.g. KPI’s, CSF’s
e.g. Ends (Vision, Goals,
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e.g. Means (Mission,
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Conc
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Conc
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Conc
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Conc
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Current Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
BA
EA
SA
Engineering
deliversElaborating
Constructing
Transitioning
Architecture Projects SA SA SA SA SA SA SASA
Engineering Projects
Physical World
Governance
Lobbying
Governance
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Governance
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Roa
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tegi
sing
deliversdrives
delivers
drives delivers
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sfor
mat
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tegy
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ines
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delivers
deliversdelivers
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modifies
infers
infers
infers
Solutioning
delivers
TransformationalRoadmap Model
Target Capability Model
Target Operating Model
Business Motivation Model
Target Business Model
Current Capability Model
Current Operating Model
Current Business Model
Target Capability Model
Target Operating Model
Business Motivation Model
Target Business Model
Current Capability Model
Current Operating Model
Key Partners,Channels,
Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
e.g. Business Functions
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
Conc
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Conc
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e.g. Business Functions
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e.g. Countries, Technologies
Conc
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Conc
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e.g. Business Capabilities...
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Conc
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e.g. Business Capabilities...
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Conc
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Revenue Streams
Cost Structure
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
TransformationalRoadmap Model
Target Capability Model
Target Operating Model
Business Motivation Model
Target Business Model
Current Capability Model
Current Operating Model
Current Business Model
Roadmap Model
Target Capability Model
Target Operating Model
Business Motivation Model
Target Business Model
Current Capability Model
Current Operating Model
Key Partners,Channels,
Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
e.g. Business Functions
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
Conc
eptu
alLo
gica
lPh
ysic
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Conc
eptu
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Conc
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Conc
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e.g. Business Functions
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
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
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e.g. KPI’s, CSF’s
e.g. Ends (Vision, Goals,
Objectives)
e.g. Means (Mission,
Strategies, Tactics)
e.g. Business Policies, Rules,
Directives
e.g. SWOT
Conc
eptu
alLo
gica
lPh
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Conc
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lPh
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Conc
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Conc
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Conc
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lPh
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e.g. Business Capabilities...
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
Capabilities
Conc
eptu
alLo
gica
lPh
ysic
al
Conc
eptu
alLo
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lPh
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Conc
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Conc
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e.g. Business Capabilities...
<Business Specific>
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
Capabilities
Conc
eptu
alLo
gica
lPh
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al
Conc
eptu
alLo
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lPh
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al
Conc
eptu
alLo
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lPh
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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
eptu
alLo
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lPh
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Conc
eptu
alLo
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lPh
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Conc
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Current Business ModelKey Partners,
Channels,Key Activities
Key Resources
Key Products/Services
Customer Segments,Customer
Relationships
Key Technologies
Value Propositions
Revenue Streams
Cost Structure
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
v2021
Artefacts Meta-models > Overview
Business Strategy
IT Strategy
Plate A (Normal View) Plate B (Pragmatic View)
Projects
Enterprise Strategy
Business Strategy
IT Strategy
Transformation 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
Transformation Debt Agreement (TDA)
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 Partners,Channels,
Key Activities
Key ResourcesKey Products/
Services
Customer Segments,Customer
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
ce &
Lob
byin
g
Cha
nge
Mgm
’t
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
hi)
Ato
ll (S
AM
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Avo
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AB
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Mod
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Dra
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Ess
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roje
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Arc
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Fran
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appI
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Futu
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ech
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® V
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Hol
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odel
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Ente
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se M
odel
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Inar
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Insp
ired
(EV
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Inte
lligi
le (
MA
P S
uite
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atec
(it
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Link
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MS)
Meg
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Moo
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Moo
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Orb
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Pla
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Pra
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Ent
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nter
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rchi
tect
)
UN
ICO
M (
Syst
em A
rchi
tect
)
Un-answered No Customisation Configuration Out of the Box
v2021
Items Tools > Evaluation > Weighted Scores
Qua
liWar
e (L
ifecy
cle
Man
ager
)
Arc
hi (
Arc
hi)
Inar
tec
(idu
ngu)
Fran
kite
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Cap
abili
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Man
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igra
fx (
Ente
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Hol
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(H
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No
Mag
ic (
Mag
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raw
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x Sy
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s (E
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Ess
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roje
ct (
Arc
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e…
Cas
ewis
e (C
orpo
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Mod
eler
)
QP
R (
Ent
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rchi
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)
iter
atec
(it
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lan)
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(SA
P S
ybas
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Des
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Link
Con
sult
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(EA
MS)
Insp
ired
(EV
A N
etm
odel
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Pla
nvie
w (
Tro
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BO
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roup
(A
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Ato
ll (S
AM
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Ope
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t (P
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sion
)
Ada
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e (E
A M
anag
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)
Inte
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le (
MA
P S
uite
)
Soft
eam
(M
odel
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Soft
war
e A
G (
Alfa
bet)
Futu
reT
ech
(EN
VIS
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® V
IP)
Pra
gmat
ica
(DE2
M)
Moo
D In
tern
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nal (
Moo
D)
Meg
a (M
ega
Mod
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g Su
ite)
Dra
gon1
(D
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n1)
Orb
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Avo
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207928
743800
395545
574847
485453
275774
5830
5846
595465
20
6541
6564
6572
6633
6660
6838
6910
7181
7210
7210
7311
7455
7480
7630
7690
7690
7750
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
· Single Object Table
· 1st Order Relationships
· Heterogeneous Hierarchy
· Foreign Key Relations
· Plain Text Encoding
· Time as a Fundamental
XAArchitecture
· Bulk Upload· Structured Upload· Open ERD· Graphical Meta-
Model· Hybrid
Metamodels· Flexible Notation· Tool Integration· Concerns &
Viewpoints
XCConfiguration
XFFunctionality
· Single Object Table
· 1st Order Relationships
· Heterogeneous Hierarchy
· Foreign Key Relations
· Plain Text Encoding
· Time as a Fundamental
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
Figure 3Figure 2Figure 1
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
Figure 3Figure 2Figure 1
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
Figure 3Figure 2Figure 1
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
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
What they Do What they Do 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
What they Do What they Do 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
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