the pragmatic family of frameworks · 90% 100% direction c-suite/ board exec mgmt it (projects)...

v2021

Introduction Introduction

Introduction

v2021

Introduction Companies

Best Practice relatedto Enterprises

Uses this

∑ Consulting∑ Training∑ Mentoring∑ Publishing

∑ Research (non-profit)

Enterprises

Operation Support

Direction

Transfor-mation

To mature this

PragmaticBest Practice

OtherBest Practice

Zachman®DevOps

Creates this

Pragmatic 365

v2021

Introduction Companies > Pragmatic EC

Enterprise’s Transformation Capability Maturity

Budg

et S

pent

on

Cons

ulta

ncys

Low High

High

Maturity of an Enterprise’s Transformation Capability

The Transformation of TransformationTM


Budg

et S

pent

on

Cons

ulta

ncys

The “Perfect World”that is not worthtrying to attain

The “Pragmatic World” most Enterprise can

easily attain

Most Enterprises

live here

Low High

High



Zachman®


Budg

et S

pent

on

Cons

ulta

ncys

The “Perfect World”that is not worthtrying to attain

The “Pragmatic World” most Enterprise can

easily attain

Most Enterprises

live here

Low High

High


1. Uses

to orchestrate this...

1&


To achieve this2

Which results in this4

By changing this3

DevOps

v2021

Introduction Licensing

¸ 350 Companies

¸ 130 Government Bodies

¸ 60 Academic Institutions

¸ 3,700 Individuals

¸ 43 Consultancies

¸ 13 Training Providers

¸ 11 Tool Vendors

Non-CommercialL I C E N S E

CommercialL I C E N S E

As at Q1/2021

v2021

Introduction Training > Certification Courses

Instructor led or Free Self-study

Day 1 Day 2 Day 3

Module 1 Module 2 Module 3

v2021

Introduction Training > Focused Workshops

v2021

Introduction Training > Toolkit

ToolkitFiles

SupplementaryFiles

Foundation

Certified

Instructor Led Course

Foundation

Certified

Free Self Study Course

Provides

Option

Leads toLeads to

ComponentFiles

Edits Edits

v2021

Introduction Pragmatic Publishing Platform

ToolkitWebsiteMobile

ComponentFiles

Exam SystemPhysical BooksIntegration Training Courses

ToolkitWebsiteMobile

ComponentFiles

Edits Edits


Toolkit

Documents Present’ns

WebsiteMobile

Creates Defines

ComponentFiles

Edits Edits


Toolkit


Creates

Website http://www.YourSite.com/XOETMobile

Creates Defines

ComponentFiles

Edits Edits


Toolkit


Creates


Creates Creates Defines

ComponentFiles

Edits Edits


Toolkit


Creates


Creates Creates

Creates

Defines

ComponentFiles

Edits Edits


Toolkit


Creates


Creates Creates

Creates Creates

Defines

ComponentFiles

Edits Edits

Exam System

Exams

Creates

Physical BooksIntegration Training Courses

Present’ns

Toolkit


Creates


Creates Creates

Creates Creates

Defines

ComponentFiles

Edits Edits

Exam System

Exams

Creates

Physical BooksIntegration Training Courses

Present’ns

v2021

Frameworks Frameworks

Frameworks

v2021

Frameworks Introduction > Reading Approach

How many How will y Following Will you go

Sheet1

Is someone telling you when to turn the steering wheel and how much?

Does your Enterprise provide you with things that allow you to understand how you fit into the overall Transformation domain?

If not, would your job be more effective, efficient and more rewarding if it did?

Who will you lobby to provide it?

How many times will you read this book?

How will you read this book? From cover to cover? Dipping into sections on as needed basis?

Following the approach shown above?

Will you go on a training course?

v2021

Frameworks Introduction > Connecting the DOTS

Operate

Transform

Direct

Support

Connecting

the

DOTS

Enterprise Architecture

Management Accounting

Help

desk

v2021

Frameworks Introduction > Coverage

Enterprise

TransformationOperation SupportDirection

The PragmaticFamily of Frameworks

Enterprise



Enterprise


Enterprise Architecture

Enterprise Engineering


v2021

Frameworks Introduction > X-Frameworks

ThePragmaticFamily of

Frameworks

v2021

Frameworks Introduction > Applicability

Apllicable to the Enterprise’s

Enterprise ArchitectureCapability

Applicable to the Enterprise’s

TransformationCapability

Applicable to thewhole

Enterprise

Applicable to the Enterprise’s

Enterprise EngineeringCapability

The Pragmatic Family of Frameworks

v2021

Frameworks Introduction > Context

Methods Artefacts

Items

GuidanceCulture

Methods Artefacts

Items

GuidanceCulture

Methods Artefacts

Items

GuidanceCulture

Items

Methods Artefacts

GuidanceCulture

Methods Artefacts

Items

GuidanceCulture

Methods Artefacts

Items

GuidanceCulture

v2021

Frameworks Introduction > Influences

200820072006 20102009 2011 2012 2013 20152014 2016 2017 2018 2019 2020 2021

200820072006 20102009 2011 2012 2013 20152014 2016 2017 2018 2019 2020 2021

1985 1990 1995 2000 2005

1985 1990 1995 2000 2005

TAFIMX

Cancelled by DoD

Jan 2000

ISO/IEC14252

JTA

DoD TRM

TOGAFv1

EAP1992

C4ISR1999

DoDAF2003

TOGAFV7

2001

FEAF2003

E2AF2003

XAF2003

FEAF1999

TISAF1997

IAF v11996 IAF v3

UVA Model1994

influenced

superceeds

influenced

superceeds

superceeds

referencesreferences

supports

influenced

influenced

influenced

influenced

references

supportssupports

influenced

influenced

influenced influenced

influenced

influenced

influenced

influencedTOGAFV8.1.12006

TOGAFV9

2009

createdfrom

createdfrom

TEAF2000

Createdfrom

Zachman1987

Influenced

createdfrom

DemingQuality,

Productivity, and Competitive

Position1982

Influenced

Influenced

createdfrom

createdfrom

createdfrom

createdfrom

TOGAFV9.22018

POETv1

PEAFv3

Influenced

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

v2021Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

v2021

v2021

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

Itera

tion

createdfrom

Zachman2003

PEAFv1

Zachman2003

PEAFv2

Createdfrom

TOGAFV8.12003

TOGAFV9.12011

Createdfrom

v2021

Frameworks Introduction > Versions

v1 v2

v1

v2020

`

v2020 v2020

v3

32

4

65

PeaF

1

v2021

Frameworks Available Now > PEFF (Enterprise Fundamentals)

EnterpriseFundamentals

v2021

Frameworks Available Now > PEFF (Enterprise Fundamentals) > Why Use It?

PEFF allows Executive Management to take a coherent and holistic view of the whole

of their Enterprise, allowing them to put in place fundamental structures, thereby

increasing its Effectiveness and Efficiency,

by providing a coherent and holistic set of Language, Ontologies, and Adoption steps, to enable informed decision making about what

to change and how.

v2021

Frameworks Available Now > POET (Enterprise Transformation)

Transformation

EnterpriseTransformation

v2021

Frameworks Available Now > POET (Enterprise Transformation) > Overview

TransformationOperatingModel

Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

Using

TransitioningC

onstructingElaborating

SolutioningR

oadmapping

Strategising

Project PlanningProject M

anagingSetup Item

s

Modelling

Discovering

Managing R

eq’mnts

Analysing & Designing

Governing & Lobbying

Implem

entingTesting

Change M'gm

tConfig M

'gmt

Artefacts

Contextual

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

To Be

work

work

work

work

work

work

work

work

Artefacts

Contextual

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

As Is

v2021

Frameworks Available Now > POET (Enterprise Transformation) > Why Use It?

POET allows Executive Management to take a coherent and holistic view of the whole

of the Transformation part of their Enterprise, allowing them to pragmatically

increase its maturity, and thereby increasing its Effectiveness and Efficiency,

by providing a coherent and holistic framework (Methods, Artefacts, Guidance,

Items and Culture) to enable informed decision making about what to change and

how.

v2021

Frameworks Available Now > POET (Enterprise Transformation) > Why Use It? > Operating Model

An Operating Modelfor Transformation


which allows you to...

Think Strategically




Think Strategically

Act Tactically

v2021

Frameworks Available Now > PEAF (Enterprise Architecture)

EnterpriseArchitecture

v2021

Frameworks Available Now > PEAF (Enterprise Architecture) > Overview


Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

SolutioningR

oadmapping

Strategising


anagingSetup Item

s

Modelling

Discovering

Managing R

eq’mnts



Implem

entingTesting

Change M'gm

tConfig M

'gmt

Artefacts

Contextual

Conceptual

Transformational

M AA G MStructure

IM GA C

To Be

Artefacts

Contextual

Conceptual

Transformational

M AA G MStructure

IM GA C

As Is

v2021

Frameworks Available Now > PEAF (Enterprise Architecture) > Why Use It?

PEAF allows Executive Management to take a coherent and holistic view of

Roadmapping (EA),allowing them to pragmatically increase their

maturity, and thereby increasing the Enterprise’s Effectiveness and Efficiency,

by providing a coherent and holistic framework (Methods, Artefacts, Guidance,

Items and Culture) to enable informed decision making about what to change and

how.

v2021

Frameworks Available Now > PEAF (Enterprise Architecture) > Why Use It? > Logical Model

A Logical Model for Enterprise Architecture.



Think Strategically




Think Strategically

Act Tactically

v2021

Frameworks Available Now > PTMC (Transformation Maturity)

TransformationMaturity

v2021

Frameworks Available Now > PTMC (Transformation Maturity) > Overview

TransformationMaturity Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

Using

TransitioningC


SolutioningR

oadmapping

Strategising


anagingSetup Item

s

Modelling

Discovering

Managing R

eq’mnts



Implem

entingTesting

Change M'gm

tConfig M

'gmt

Artefacts

Contextual

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

To Be

work

work

work

work

work

work

work

work

Artefacts

Contextual

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

As Is

v2021

Frameworks Coming Soon > POED (Direction)

EnterpriseDirection

v2021

Frameworks Coming Soon > POED (Direction) > Overview

DirectionOperatingModel

Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work


anagingSetup Item

s

Modelling

Discovering

Managing R

eq’mnts



Implem

entingTesting

Change M'gm

tConfig M

'gmt

Strategising

PathThinking

R&DEvaluate

Research

Artefacts

Contextual

Conceptual

Transformational

M AA G MStructure

IM GA C

To Be

Artefacts

Contextual

Conceptual

Transformational

M AA G MStructure

IM GA C

As Is

v2021

Frameworks Coming Soon > POEO (Operation)

Operation

EnterpriseOperation

v2021

Frameworks Coming Soon > POEO (Operation) > Overview

OperationOperatingModel

Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

ArtefactsArtefacts

UsingBusiness

DependantBusiness

DependantBusiness

DependantBusiness

DependantBusiness

DependantStrategising

v2021

Frameworks Coming Soon > POES (Support)

EnterpriseSupport

v2021

Frameworks Coming Soon > POES (Support) > Overview


Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

Incident M'gm

tProblem

M'gm

tRequest M

'gmt

Event M'gm

tM

onitoring

Ops M

'gmt

Change Mgm

’t

ArtefactsArtefacts

FulfillmentResolution

UnderstandTriage

Accept Request

Requests

Access

Events

Problems

Incidents

Requests

Access

Events

Problems

Incidents

v2021

Frameworks Coming Soon > PEEF (Enterprise Engineering)

EnterpriseEngineering

v2021

Frameworks Coming Soon > PEEF (Enterprise Engineering) > Overview


Culture

Items

Phases

Disciplines

Methods

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

work

Using

TransitioningC


SolutioningR

oadmapping


anagingSetup Item

s

Modelling

Discovering

Managing R

eq’mnts



Implem

entingTesting

Change M'gm

tConfig M

'gmt

Artefacts

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

To Be

work

work

work

work

work

work

work

work

Artefacts

PhysicalStuff

Conceptual

Logical

Physical

Operational

TargetTo Be

Transformational

M AA G MStructure

IM GA C

As Is

v2021

Frameworks Comparisons > TOGAF & Zachman

Way too TheoreticalWay too Complex

Overly TheoreticalOverly Complex

Way too DetailedWay too Simple

Way too TheoreticalWay too Simple

Overly DetailedOverly Simple

Overly TheoreticalOverly Simple

Way too DetailedWay too Complex

Overly DetailedOverly Complex

Complex

Theo

retic

alCo

ncre

te

The Zone.

Good balance between Theory & Detailand between Simplicity & Complexity.

“The 80/20 rule”“Work smart not hard”

Simple









Complex

Theo

retic

alCo

ncre

te

The Zone.



Simple

Conte

xtual

Zachman®









Complex

Theo

retic

alCo

ncre

te

The Zone.



Simple

Conte

xtual

Zachman®

Phys

ical









Complex

Theo

retic

alCo

ncre

te

The Zone.



Simple

Conte

xtual

Zachman®

Conc

eptua

l

Phys

ical









Complex

Theo

retic

alCo

ncre

te

The Zone.



Simple

Conte

xtual

Zachman®

Conc

eptua

l

Logic

al

Phys

ical

v2021

Frameworks Comparisons > TOGAF & Zachman > Misunderstanding

Camp 2Camp 1 Camp 2Camp 1 Camp 2Camp 1 Camp 2

Pragmatic Camp

Camp 1 Camp 2

Pragmatic Camp

Camp 1

Zachman®









Complex

Theo

retic

alCo

ncre

te

The Zone.



Simple

Conte

xtual

Conc

eptua

l

Logic

al

Phys

ical

v2021

Frameworks Comparisons > TOGAF & Zachman > Criteria

Strategic

Project

Enterprise

IT

Detail

Usability

Transformational Focus

How much the framework is focussed on Strategic Planning

and Roadmapping vs Project Level work.

Structural Focus

How much the framework is focussed on the structure of the

entire Enterprise vs mostly IT.

Content

An indication of how detailed the framework is vs how

usable it is.

v2021

Frameworks Comparisons > TOGAF & Zachman > Raw Scores

TOGAF Zachman PEAF

Strategic 2 8 10

Project 5 8 2

Enterprise 2 2 10

IT 10 10 10

Detail 8 1 4

Usability 1 1 10

Total 28 30 46

Tra

nsfo

rmat

ion

Focu

s

Stru

ctur

al

Focu

sC

onte

n

v2021

Frameworks Comparisons > TOGAF & Zachman > Overall

Detail UsabilityTOGAF

Zachman

PEAF

Enterprise IT

Detail UsabilityEnterprise IT

Detail UsabilityEnterprise IT

Project

Strategic

Project

Strategic

Project

Strategic

Transformation Focus Structural Focus Content

v2021

Frameworks Comparisons > TOGAF & Zachman > Example Weightings #1

Weighting TOGAF Zachman PEAF

Strategic 5% 0.1 0.4 0.5

Project 40% 2 3.2 0.8

Enterprise 5% 0.1 0.1 0.5

IT 5% 0.5 0.5 0.5

Detail 40% 3.2 0.4 1.6

Usability 5% 0.05 0.05 0.5

Total 100% 5.95 4.65 4.4

Tra

nsfo

rmat

ion

Focu

s

Stru

ctur

al

Focu

sC

onte

n

v2021

Frameworks Comparisons > TOGAF & Zachman > Example Weightings #2

Weighting TOGAF Zachman PEAF

Strategic 30% 0.6 2.4 3

Project 10% 0.5 0.8 0.2

Enterprise 10% 0.2 0.2 1

IT 10% 1 1 1

Detail 10% 0.8 0.1 0.4

Usability 30% 0.3 0.3 3

Total 100% 3.4 4.8 8.6

Tra

nsfo

rmat

ion

Focu

s

Stru

ctur

al

Focu

sC

onte

n

v2021

Frameworks Comparisons > TOGAF > Now What?

Great! Now what?Just done your training?

v2021

Frameworks Comparisons > TOGAF > Content vs Benefits

20%

80%

20%

80%

FrameworkContent

BenefitsRealised

v2021

Frameworks Comparisons > TOGAF > Overall

PART IIntroduction

PART IIArchitecture

Development Method

PART IIIADM Guidelines &

Techniques

PART IVArchitecture Content

Framework

PART VEnterprise Continuum &

Tools

PART VIArchitecture Capability

Framework

IntroductionFrameworks

LanguageOntolgies

AdoptionM IA G C

Adoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoption

M IA G CAdoptionAdoption

v2021

Frameworks Comparisons > TOGAF > ADM

Implementation

“PEAFis anEA

bootstrap”- Chris Forde

General Manager Asia Pacific & VP Enterprise Architecture

The Open Group

MAG I C MAGMA

Elaborating

Constructing

Transitioning

ItemsCulture

Artefacts

Methods

Guidance

AssessmentMeasures

Actions

Motivation

Guidance

Solutioning

M A G I C

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

M MA G A

MM

AG

A

MM

AG

A

M MA G A M

MA

GAM

MA

GA

M

MA

GA M

MA

GA

Adoption

A.Architecture

VisionB.

Business Architecture

C.Information

SystemsArchitectures

D.TechnologyArchitecture

E.Opportunities

andSolutions

F.MigrationPlanning

G.Implementation

Governance

RequirementsManagement

Preliminary

H.Architecture

ChangeManagement

Strategising

Roadmapping

Roadmapping

Roadmapping

Roadmapping

Governance

Lobbying

Roadmapping

v2021

Frameworks Comparisons > TOGAF > Other FrameworksO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

nSu

ppor

t

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

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Constructing

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Solutioning

Elaborating

Strategising

Transitioning

Using

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Oth

er T

echn

olog

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nolo

gy

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nect

ed to

IT

Conn

ecte

d to

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Not

Con

nect

ed to

IT

Conn

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d to

IT

Not

Con

nect

ed to

IT

Conn

ecte

d to

IT

Methods Artefacts Culture ItemsGovernance

Lobbying

Governance

Lobbying

Governance

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Governance

Lobbying

Governance

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Governance

Lobbying

Governance

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Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Supp

ort

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using


DeployerPerspectiveBusiness Service

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Methods Artefacts Culture Items

Enterprise Structure .Zachman®

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Context Models

Oth

er T

echn

olog

y

Info

rmat

ion

Tech

nolo

gy

Not

Con

nect

ed to

IT

Conn

ecte

d to

IT

Not

Con

nect

ed to

IT

Conn

ecte

d to

IT

Not

Con

nect

ed to

IT

Conn

ecte

d to

IT



Engineering .

Enterprise Architecture .

EITA/EISA .

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

v2021

Frameworks Comparisons > TOGAF > Other DetailO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

nSu

ppor

t

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying



Deployers)

EnterpriseContext

Context Models


Oth

er T

echn

olog

y

Information Technology

Items

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

M A C

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Supp

ort

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying



Deployers)

EnterpriseContext

Context Models


Oth

er T

echn

olog

y


Items

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

M A C

IT Govn’ce/M’gmt .

Evaluate,Direct,

Monitor

Deliver Service & Support

Align,Plan,

Organise

Build

, Acq

uire

, Im

plem

ent

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Supp

ort

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying



Deployers)

EnterpriseContext

Context Models


Oth

er T

echn

olog

y


Items

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

M A C

IT-SM .


Service design

Service transition

Service operation

Service strategy

Evaluate,Direct,

Monitor


Align,Plan,

Organise

Build

, Acq

uire

, Im

plem

ent

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Supp

ort

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying



Deployers)

EnterpriseContext

Context Models


Oth

er T

echn

olog

y


Items

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

M A C

IT-RA .

IT-SM .


Service design

Service transition

Service operation

Service strategy

Evaluate,Direct,

Monitor


Align,Plan,

Organise

Build

, Acq

uire

, Im

plem

ent

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Supp

ort

Physical

Operational

Contextual

Conceptual

Logical

PhysicalStuff

EnterpriseContext

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying



Deployers)

EnterpriseContext

Context Models


Oth

er T

echn

olog

y


Items

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

Not

Con

nect

ed to

ITCo

nnec

ted

to IT

M A C

IT-RA .

IT-SM .


Service design

Service transition

Service operation

Service strategy

Evaluate,Direct,

Monitor


Align,Plan,

Organise

Build

, Acq

uire

, Im

plem

ent

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Monitor,Evaluate,

Assess

Software DevelopmentDevOps

v2021

Frameworks Comparisons > TOGAF > Guidance vs DetailO

pera

tion

Dire

ctio

nTr

ansf

orm

atio

n

Physical

Operational

Contextual

Conceptual

Logical

Physical Stuff

Enterprise Context

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Zachman

The 20% of fundamental guidance,That creates 80% of the benefits

The 80% of detailed guidance,That creates 20% of the benefits

Arc

hite

ctur

e(B

A, E

A, S

A)

Engi

neer

ing

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Physical

Operational

Contextual

Conceptual

Logical

Physical Stuff

Enterprise Context

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Zachman



Arc

hite

ctur

e(B

A, E

A, S

A)

Engi

neer

ing

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Physical

Operational

Contextual

Conceptual

Logical

Physical Stuff

Enterprise Context

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Zachman



Arc

hite

ctur

e(B

A, E

A, S

A)

Engi

neer

ing

Ope

ratio

nDi

rect

ion

Tran

sfor

mat

ion

Physical

Operational

Contextual

Conceptual

Logical

Physical Stuff

Enterprise Context

Constructing

Roadmapping

Solutioning

Elaborating

Strategising

Transitioning

Using

Zachman



Arc

hite

ctur

e(B

A, E

A, S

A)

Engi

neer

ing

v2021

Frameworks Comparisons > TOGAF > Trends

20

30

40

50

60

70

80

90

100

2008

-01

2009

-01

2010

-01

2011

-01

2012

-01

2013

-01

2014

-01

2015

-01

2016

-01

2017

-01

2018

-01

2019

-01

2020

-01

Google Trends PEAF TOGAF12 per. Mov. Avg. (PEAF) 12 per. Mov. Avg. (TOGAF)

v2021

Frameworks Comparisons > Zachman > Basic Message

You have to:∑ Model (not draw) the Enterprise.∑ Persist Models as Primitives.

If you want to transform a complex Enterprise in a volatile environment...You have to:

∑ Model (not draw) the Enterprise.∑ Persist Models as Primitives.

Pragmatic says you should also:∑ Use Ontologies appropriately.∑ Use Architecture & Engineering appropriately.

If you want to transform a complex Enterprise in a volatile environment...

v2021

Frameworks Comparisons > Zachman > Missing Perspective and Model

Plate A Plate B Plate C Plate DPlate A Plate B Plate C Plate D

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Plate A Plate B Plate C Plate D

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

?

?Plate A Plate B Plate C Plate D

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

DeployerPerspective

Business Service Deployers)

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

Output

Input

EnterpriseContext

Context ModelsInput

?

?

v2021

Frameworks Comparisons > Zachman > Overall

Context Guidance

Zachman®

ItemsZachman®

CultureZachman®

Artefacts

Zachman®

MethodsZachman®

v2021

Frameworks Comparisons > Zachman > Architect/Engineer

StructuralConceptual

Logical

Physical

WHYContextual

Operational

Methods ItemsArtefacts CultureHow should

work be carried out?

What things are consumed and

produced?

What things should be used?

What culture is required?

HOW

GuidanceWhat guides us?

e.g. Practices, Processes L0...

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

e.g. Roles, Semantics e.g. Buildings, Technical Services

e.g. Processes L1...


e.g. Employees, Semantics

e.g. Rooms, Racks, Applications,

Databases

e.g. Activities, Processes L2,



e.g. Desks, Slots, IP Addresses

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

2) ...at locations...

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

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

Conc

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e.g. Business Functions


e.g. Ethics, Industries, Semantics

e.g. Countries, Technologies

Conc

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e.g. Business Capabilities...


e.g. Values, Trust, Skills, Semantics

e.g. Regions, Locations, Technical

Capabilities

Conc

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Customers, Suppliers, Regulators

Methods


Artefacs


Culture


Items

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9) ...guided by.

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

MAGMATM

AssessmentMeasures

Actions

Motivation

Guidance

MAGICTM

ItemsCulture

Artefacts

Methods

Guidance

Roadmapping

Solutioning

Elaborating

Constructing

Transitioning

Strategising

Using

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

e.g. Metricse.g. Detailed Objectivese.g. Roadmaps, Project Portfolio e.g Principles

e.g. Effectiveness, Efficiency, Agility,

Durabilty, Cost, Risk, Quality, Flexibility,

Shearing Layers

e.g. Metricse.g. Requirementse.g. Solutioning Plan,

Estimate to Complete...

e.g. Policies e.g. Pro’s, Con’s...

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

Plan, Estimate to Complete...

e.g. Standards e.g. Pro’s, Con’s...

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

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

e.g. Metricse.g. Requirements e.g. Transition Plan.e.g. Business

Policies, Rules, Directives

e.g. Pro’s, Con’s...

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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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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ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

ConceptualLogical

Physical

DeployerPerspective


TransformationalConceptual

Logical

Physical

Contextual

Operational

WHY

HOW

MeasuresHow will we measure the progress of

transformation?

MotivationWhy are we

doing the transformation?

ActionsHow will we

effect the transformation?

GuidanceWhat willguide the

transformation?

AssessmentWhy are we

doing the transformation

in this way?

ContextualStructural

ConceptualStructural

LogicalStructural

PhysicalStructural

OperationalStructural

Physical World

Enterprise Context

Key

Engineer

Architect

v2021

Frameworks Comparisons > Zachman > Why/How

MAGMATM

AssessmentMeasures

Actions

Motivation

Guidance

MAGICTM

ItemsCulture

Artefacts

Methods

Guidance



LogicalStructural

PhysicalStructural


Physical World

Enterprise Context

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

WHY

TransformationalConceptual

Logical

Physical

Contextual

Operational

Roadmapping

Solutioning

Elaborating

Constructing

Transitioning

Strategising

Using

HOW

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

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

e.g. Metricse.g. Detailed Objectivese.g. Roadmaps, Project Portfolio e.g Principles

e.g. Effectiveness, Efficiency, Agility,

Durabilty, Cost, Risk, Quality, Flexibility,

Shearing Layers

e.g. Metricse.g. Requirementse.g. Solutioning Plan,

Estimate to Complete...

e.g. Policies e.g. Pro’s, Con’s...

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

Plan, Estimate to Complete...

e.g. Standards e.g. Pro’s, Con’s...

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

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

e.g. Metricse.g. Requirements e.g. Transition Plan.e.g. Business

Policies, Rules, Directives

e.g. Pro’s, Con’s...

WHY

HOW

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Conc

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Conc

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Conc

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Conc

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WHY

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

Governance

Lobbying

MeasuresHow will we measure the progress of

transformation?

MotivationWhy are we

doing the transformation?

ActionsHow will we

effect the transformation?

GuidanceWhat willguide the

transformation?

AssessmentWhy are we

doing the transformation

in this way?

HOW

WHY

HOW

Key

Why How

v2021

Frameworks Comparisons > Zachman > How/When/What/Where/Who



LogicalStructural

PhysicalStructural


Physical World

Enterprise Context

Enterprise Context

e.g. Practices, Processes L0...


e.g. Roles, Semantics e.g. Buildings, Technical Services

e.g. Processes L1...



e.g. Rooms, Racks, Applications,

Databases

e.g. Activities, Processes L2,



e.g. Desks, Slots, IP Addresses

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

2) ...at locations...

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

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

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

HOW

WHY

HOW

StructuralConceptual

Logical

Physical

WHYContextual

Operational

Methods ItemsArtefacts CultureHow should

work be carried out?

What things are consumed and

produced?

What things should be used?

What culture is required?

HOW

Conc

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WHY

e.g. Business Functions


e.g. Ethics, Industries, Semantics

e.g. Countries, Technologies

Conc

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e.g. Business Capabilities...


e.g. Values, Trust, Skills, Semantics

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v2021

Frameworks Comparisons > Zachman > Perspectives and ModelsO

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v2021

Frameworks Adoption > Overview

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v2021

Frameworks Adoption > Mapping

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v2021

APPENDIX APPENDIX

APPENDIX

v2021

APPENDIX Background

∑ We Care About Enterprises∑ We Care About the People who Direct,

Operate, Transform and Support EnterprisesWHY?

WHEN?

WHERE?

USING WHAT?

HOW?



WHEN?

WHERE?

USING WHAT?

HOW?

2018∑ 2014∑ 2008∑



WHEN?

∑ Born from Observing FailureWHERE?

USING WHAT?

HOW?

2018∑ 2014∑ 2008∑



WHEN?


USING WHAT?

HOW? ∑ 150,000 Hours of Thinking∑ 20,000 Hours of Creating

2018∑ 2014∑ 2008∑



WHEN?


∑ Architecture, Engineering, Altruism∑ Honesty, Integrity, Persistence, Passion∑ Common Sense, Logic

USING WHAT?

HOW? ∑ 150,000 Hours of Thinking∑ 20,000 Hours of Creating

2018∑ 2014∑ 2008∑

v2021

APPENDIX Background > The Author

∑ Kevin Lee Smith

∑ 40 Years in all phases of Enterprise Transformation

∑ MBTI: (INTJ) Mastermind, (INTP) Architect

∑ DISC: (7414) Result-Oriented

∑ Belbin: Plant, Shaper

v2021

APPENDIX Keypoints

v2021

APPENDIX Sources & Resources

Sources ∑ Book cover: Tropical Storm Lee - NASA/NOAA GOES Project Science Team.∑ Stereogram used on “Hitting the Wall” produced by Easy Stereogram Builder -

www.easystereogrambuilder.com∑ “Brain Function with gears and cogs” used on the “Slaves to Psychology” graphic from

BigStock - www.bigstockphoto.com/search/digitalista ∑ Technical Debt - www.wikipedia.org/wiki/Technical_debt∑ Zachman Framework - www.wikipedia.org/wiki/Zachman_Framework∑ TOGAF (The Open Group Architecture Framework) - www.opengroup.org/togaf/∑ Business Motivation Model - www.omg.org/spec/BMM/∑ Enhanced Business Motivation Model - www.MotivationModel.com ∑ ITIL (IT Infrastructure Library) - www.itil-officialsite.com∑ COBIT (Control Objectives for Information and Related Technology) -

www.wikipedia.org/wiki/Cobit

Resources∑ www.Pragmatic365.org is the official source for all Pragmatic related materials.

Pragmatic365

Connectingthe DOTS

Slide Number 1PF2IntroductionCompaniesCompanies > Pragmatic ECLicensingTraining > Certification CoursesTraining > Focused WorkshopsTraining > ToolkitPragmatic Publishing PlatformFrameworksIntroduction > Reading ApproachIntroduction > Connecting the DOTSIntroduction > CoverageIntroduction > X-FrameworksIntroduction > ApplicabilityIntroduction > ContextIntroduction > InfluencesIntroduction > VersionsAvailable Now > PEFF (Enterprise Fundamentals)Available Now > PEFF (Enterprise Fundamentals) > Why Use It?Available Now > POET (Enterprise Transformation)Available Now > POET (Enterprise Transformation) > OverviewAvailable Now > POET (Enterprise Transformation) > Why Use It?Available Now > POET (Enterprise Transformation) > Why Use It? > Operating ModelAvailable Now > PEAF (Enterprise Architecture)Available Now > PEAF (Enterprise Architecture) > OverviewAvailable Now > PEAF (Enterprise Architecture) > Why Use It?Available Now > PEAF (Enterprise Architecture) > Why Use It? > Logical ModelAvailable Now > PTMC (Transformation Maturity)Available Now > PTMC (Transformation Maturity) > OverviewComing Soon > POED (Direction)Coming Soon > POED (Direction) > OverviewComing Soon > POEO (Operation)Coming Soon > POEO (Operation) > OverviewComing Soon > POES (Support)Coming Soon > POES (Support) > OverviewComing Soon > PEEF (Enterprise Engineering)Coming Soon > PEEF (Enterprise Engineering) > OverviewComparisons > TOGAF & ZachmanComparisons > TOGAF & Zachman > MisunderstandingComparisons > TOGAF & Zachman > CriteriaComparisons > TOGAF & Zachman > Raw ScoresComparisons > TOGAF & Zachman > OverallComparisons > TOGAF & Zachman > Example Weightings #1Comparisons > TOGAF & Zachman > Example Weightings #2Comparisons > TOGAF > Now What?Comparisons > TOGAF > Content vs BenefitsComparisons > TOGAF > OverallComparisons > TOGAF > ADMComparisons > TOGAF > Other FrameworksComparisons > TOGAF > Other DetailComparisons > TOGAF > Guidance vs DetailComparisons > TOGAF > TrendsComparisons > Zachman > Basic MessageComparisons > Zachman > Missing Perspective and ModelComparisons > Zachman > OverallComparisons > Zachman > Architect/EngineerComparisons > Zachman > Why/HowComparisons > Zachman > How/When/What/Where/WhoComparisons > Zachman > Perspectives and ModelsAdoption > OverviewAdoption > MappingPEFFLanguageBasics > I Didn’t Mean What You Heard!Basics > W hat is a System?Basics > What is an Enterprise?Basics > What is Transformation?Basics > What is a FrameworkBasics > Theory or PracticePragmatic > EffectivenessPragmatic > EfficiencyPragmatic > Quality TimePragmatic > FundamentalsPragmatic > ThinkingPragmatic > EmpowermentP